Medical school and university partnerships have an overlay of hierarchy that rarely exists in other businesses. You face unique and sometimes difficult-to-navigate channels of accountability, responsibility, and authority, as well as the demands and constraints of a tenure environment.
To build a successful HR function that has a key role in institutional initiatives or changes, and in attracting and retaining talented people, you must take a more strategic role in the management and function of the enterprise.
But how do you “bust silos” to function as a partner with all stakeholders, and to gain the power and influence needed to make a difference?
This paper provides insightful, encouraging, and possibly validating, guidance in the context of the complex organizational issues unique to academic medical centers. Find out how HR can develop better problem-solving for difficult situations, why HR should be highly visible and audible within the organization, and the importance of taking risks and engaging with key people in all entities. Key points are illustrated by real-world examples.
- How a medical school and university are working toward a shared model of recruitment
- How centralizing core services has become a new avenue for larger, publicly governed schools to control key processes and mission-critical transactions
- Advice on playing a key role in designing the compensation system
- A participatory and inclusive process that builds trust and engages faculty leaders
- How one Center used a financial downturn to assess and reinvent its leadership development programs
- Why you should think about metrics as a powerful means of demonstration your business savvy
- How to function as a strategist and partner, and break out of the role of administrative service provider
- The most important thing you will ever do for your career
- Nine tips to increase your power/influence, including the three most powerful words to gain trust and traction
The Appendices include: a list of AAMC member schools by region; a toolkit to adapt as a model for a variety of process improvements and changes; a slide on the complex promotional process for tenure track faculty; a tri-fold brochure and a slide presentation to promote a physician leadership program.
$10.00 AAMC Members
$20.00 AAMC Nonmembers
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