PDF(Pubmed)
Abstract：
BACKGROUND: Institutional Graduate Medical Education (GME) Well-being Director (WBD) roles have recently emerged in the United States to support resident and fellow well-being. However, with a standard position description lacking, the current scope and responsibilities of such roles is unknown. This study describes the scope of work, salary support, and opportunities for role definition for those holding institutional leadership positions for GME well-being.
METHODS: In November 2021, 43 members of a national network of GME WBDs in the United States were invited to complete a cross-sectional survey that included questions about job responsibilities, percent effort, and dedicated budget, and a free text response question about unique leadership challenges for GME WBDs. The survey was analyzed using descriptive statistics for quantitative data and thematic analysis for qualitative data.
RESULTS: 26 members (60%) responded. Most were physicians, and the majority identified as female and White. Median percent effort salary support was 40%. A small minority reported overseeing an allocated budget. Most respondents worked to improve access to mental health services, oversaw institution-wide well-being programs, designed or delivered well-being content, provided consultations to individual programs, met with trainees, and partnered with diversity, equity, and inclusion (DEI) efforts. GME WBDs described unique challenges that had implications for perceived effectiveness related to resources, culture, institutional structure, and regulatory requirements in GME.
CONCLUSIONS: There was high concordance for several key responsibilities, which may represent a set of core priorities for this role. Other reported responsibilities may reflect institution-specific needs or opportunities for role definition. A wide scope of responsibilities, coupled with limited defined budgetary support described by many GME Well-being Directors, could limit effective role execution. Future efforts to better define the role, optimize organizational reporting structures and provide funding commensurate with the scope of work may allow the GME Well-being Director to more effectively develop and execute strategic interventions.
METHODS: In November 2021, 43 members of a national network of GME WBDs in the United States were invited to complete a cross-sectional survey that included questions about job responsibilities, percent effort, and dedicated budget, and a free text response question about unique leadership challenges for GME WBDs. The survey was analyzed using descriptive statistics for quantitative data and thematic analysis for qualitative data.
RESULTS: 26 members (60%) responded. Most were physicians, and the majority identified as female and White. Median percent effort salary support was 40%. A small minority reported overseeing an allocated budget. Most respondents worked to improve access to mental health services, oversaw institution-wide well-being programs, designed or delivered well-being content, provided consultations to individual programs, met with trainees, and partnered with diversity, equity, and inclusion (DEI) efforts. GME WBDs described unique challenges that had implications for perceived effectiveness related to resources, culture, institutional structure, and regulatory requirements in GME.
CONCLUSIONS: There was high concordance for several key responsibilities, which may represent a set of core priorities for this role. Other reported responsibilities may reflect institution-specific needs or opportunities for role definition. A wide scope of responsibilities, coupled with limited defined budgetary support described by many GME Well-being Directors, could limit effective role execution. Future efforts to better define the role, optimize organizational reporting structures and provide funding commensurate with the scope of work may allow the GME Well-being Director to more effectively develop and execute strategic interventions.
摘要：
背景：美国最近出现了机构研究生医学教育（GME）福利总监（WBD）的角色，以支持居民和同胞的福利。然而,缺乏标准的位置描述，这些角色的当前范围和职责未知。这项研究描述了工作范围，工资支持,以及为GME福祉持有机构领导职位的人的角色定义机会。
方法：2021年11月，美国GMEWBD国家网络的43名成员被邀请完成一项横断面调查，其中包括有关工作职责的问题。百分比努力，和专用预算，以及有关GMEWBD独特领导力挑战的自由文本回答问题。对调查进行了定量数据的描述性统计和定性数据的主题分析。
结果：26名成员（60％）做出了回应。大多数是医生，大多数被认定为女性和白人。努力工资支持的中位数百分比为40％。少数人报告监督分配的预算。大多数受访者致力于改善获得精神卫生服务的机会，监督整个机构的福利计划，设计或交付的幸福内容，为个别项目提供咨询，会见学员,与多样性合作，股本，和包容性(DEI)努力。GMEWBD描述了独特的挑战，这些挑战对与资源相关的感知有效性有影响，文化,体制结构，和GME的监管要求。
结论：几个关键职责有很高的一致性，这可能代表了该角色的一组核心优先级。其他报告的责任可能反映机构特定的需求或角色定义的机会。职责范围广泛，加上许多GME福利主管描述的有限的定义预算支持，可能会限制有效的角色执行。未来努力更好地界定角色，优化组织报告结构，并提供与工作范围相称的资金，可能使GME福利总监能够更有效地制定和执行战略干预措施。
方法：2021年11月，美国GMEWBD国家网络的43名成员被邀请完成一项横断面调查，其中包括有关工作职责的问题。百分比努力，和专用预算，以及有关GMEWBD独特领导力挑战的自由文本回答问题。对调查进行了定量数据的描述性统计和定性数据的主题分析。
结果：26名成员（60％）做出了回应。大多数是医生，大多数被认定为女性和白人。努力工资支持的中位数百分比为40％。少数人报告监督分配的预算。大多数受访者致力于改善获得精神卫生服务的机会，监督整个机构的福利计划，设计或交付的幸福内容，为个别项目提供咨询，会见学员,与多样性合作，股本，和包容性(DEI)努力。GMEWBD描述了独特的挑战，这些挑战对与资源相关的感知有效性有影响，文化,体制结构，和GME的监管要求。
结论：几个关键职责有很高的一致性，这可能代表了该角色的一组核心优先级。其他报告的责任可能反映机构特定的需求或角色定义的机会。职责范围广泛，加上许多GME福利主管描述的有限的定义预算支持，可能会限制有效的角色执行。未来努力更好地界定角色，优化组织报告结构，并提供与工作范围相称的资金，可能使GME福利总监能够更有效地制定和执行战略干预措施。
