General Surgery Twitter during COVID-19: Tweets, Trends, and Implications for Recruitment Strategies

Background The COVID-19 pandemic has disrupted traditional resident recruitment practices, requiring virtual interviews and new forms of outreach. Social media, such as Twitter, is one tool programs can use to connect with applicants. This study sought to assess changes in Twitter use during the COVID-19 pandemic among general surgery programs. Methods Twitter and residency program websites were queried for public Twitter accounts related to general surgery residency programs. Publicly available tweets for available accounts were reviewed for all posts for the period March 15, 2019-November 25, 2020. Thematic analysis of each tweet was performed, and engagement was determined by likes and retweets on each tweet. Results The number of programs with active Twitter accounts increased after the onset of COVID-19 pandemic, as did the number of tweets, likes-, and retweets-per-tweet. There was a significant increase in the number of tweets regarding resident promotion, program promotion, and virtual event promotion. Tweets received more likes-per-tweet if the subject was program promotion and resident promotion than tweets regarding virtual events. All results were statistically significant ( P < .05). Discussion Twitter use and engagement with residency programs have increased significantly since pandemic onset. Engagement is highest for tweets regarding program and resident promotion as measured by likes-per-tweet and highest for program promotion and virtual events as measured by retweets-per-tweet. Given the nearly nationwide increase in Twitter engagement after pandemic onset, programs should consider the impact of Twitter as a means of communication with applicants and program branding.

Inclusive Human Resource Management (HRM) Practices for Employees with Disabilities as an Effort to Manage Diversity

This study aims to describe the practice of managing employees with disabilities inclusively at PT SAMA by identifying the implementation of disability inclusive principles, regulations and policies, benefits, and factors related to HRM Practices of employees with disabilities. The findings of this study are that the management practices of employees with disabilities at PT SAMA have been carried out inclusively by implementing principles of disability inclusion. In addition, regulations and policies related to the management of disabled employees are in accordance with Law no 8 of 2016 on Persons with Disabilities. The benefits obtained by the company are that the performance of disabled employees is better than non-disabled employees, able to work well together, and can motivate other employees to be independent. Factors that influence the management of employees with disabilities are acceptance and support, communication, flexibility, work-family culture, workload, and physical conditions of the workplace. The Inclusive HRM Practice implemented by PT SAMA brings benefits to both employees and the company. Even so, proactive efforts must be further enhanced, especially in recruitment practices by targeting PWDs. Further research with the theme of managing employees with disabilities needs to be carried out on other types or industrial scales.

A Long-Term Vision on Faculty Diversity at UC Davis

The sustainability of ADVANCE, beyond its early successes at UC Davis, largely depends on whether it can propel the types of transformational changes needed to fulfill ADVANCE’s own aspirations. One of these aspirations is to change the face of STEM at UC Davis. Transformational change must consider the pipeline of Latinx and other underrepresented students into all doctoral programs, including but not limited to STEM. This chapter addresses the need to expand on the ADVANCE initiative to grow the pool of doctoral underrepresented minority (URM) students at UC Davis and nationally, as well as to promote their integration into successful careers after graduation, as professors, scientists, or professionals who go on to become leaders in government or industry. At UC Davis, these efforts have already begun in earnest and include visionary changes to revamp recruitment practices for graduate students, transform graduate admissions practices, and improve mentoring of students during and after completion of their programs. This chapter explores these efforts at UC Davis and summarizes the lessons learned from their implementation.

How full is the glass? A perspective on women in medical leadership in Canada

What do we really know about the representation of female physicians in medical leadership in Canada? Female representation on the current boards of the Canadian Medical Association and provincial/territorial medical associations is 23% and 40%, respectively. Identified barriers to female medical leadership include gendered organizational and workplace culture, gender bias, inflexible work practices, unequal childcare and domestic responsibilities, and biased performance assessment criteria and recruitment practices. Identified enablers include flexible tenure policies, systematic parental leave policies, greater inclusivity in the workplace, and formal mentorship structures. More has been written about the costs of leadership for female physicians rather than the benefits.

Examining Recruitment Practices for Servingness during COVID-19: Perspectives from Institutional Agents at an Emerging Hispanic-Serving Institution (HSI)

The COVID-19 pandemic hit in March 2020 as high school seniors were receiving their college admission notifications for fall. Many postsecondary institutions shifted outreach efforts to online formats. This qualitative study examines how virtual recruitment at an emerging HSI incorporates culturally responsive practices from the perspective of institutional agents (IAs) who were involved in these efforts. We also consider how IAs perceive the broader commitment of the institution to serve Latinx/a/o students. Our findings expose limitations in effectively recruiting Latinx/a/os in virtual formats due to the digital divide. The IAs identify ways in which the university was not equipped to overcome unreliable broadband access and technology. These agents maintain a critical lens to identify how the institution can expand capacity and ensure that the work of supporting Latinx/a/o students is a shared responsibility and not concentrated on a few staff. The findings further raise awareness of the continued language divide in disseminating information to families who do not speak English. Our study provides insights on how universities nationwide and across the world can transform recruitment practices to more intentionally support minoritized students and families as they make enrollment decisions into college.