{"title":"驾驭心血管领域的就业趋势","authors":"Cathleen Biga, Geoffrey A. Rose","doi":"10.1016/j.jacc.2024.10.063","DOIUrl":null,"url":null,"abstract":"<h2>Section snippets</h2><section><section><h2>The Landscape of Cardiovascular Employment Models</h2>There are roughly 6 distinct types of employment models in today’s cardiovascular practice landscape, spanning from the more traditional models of independent practice and academic medicine to newer integrated health system models and private equity-backed ventures.</section></section><section><section><h2>Recognizing Nonclinical Competencies in Clinical Practice</h2>Regardless of the chosen employment model, effective organizational management and leadership are essential to ensuring excellence in patient care, clinician satisfaction, and long-term financial viability. Independent practices have long recognized this by integrating clinicians into these nonclinical roles. Typically, lead clinicians in these practices take on key managerial and executive roles (often in a dyad relationship), ensuring that daily operations are run efficiently, and the right</section></section><section><section><h2>A Way Forward</h2>Health systems and corporate entities must recognize and reward the nonclinical work of physicians. Clinician insight is invaluable when shaping care delivery models, and failure to acknowledge this input not only undervalues the clinician's contribution but also imperils the quality of care. Compensation structures must account for the opportunity cost of nonclinical work, acknowledging that time spent on administrative or leadership duties is time taken away from direct patient care.Various</section></section>","PeriodicalId":17187,"journal":{"name":"Journal of the American College of Cardiology","volume":"14 1","pages":""},"PeriodicalIF":21.7000,"publicationDate":"2024-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Navigating Cardiovascular Employment Trends\",\"authors\":\"Cathleen Biga, Geoffrey A. Rose\",\"doi\":\"10.1016/j.jacc.2024.10.063\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<h2>Section snippets</h2><section><section><h2>The Landscape of Cardiovascular Employment Models</h2>There are roughly 6 distinct types of employment models in today’s cardiovascular practice landscape, spanning from the more traditional models of independent practice and academic medicine to newer integrated health system models and private equity-backed ventures.</section></section><section><section><h2>Recognizing Nonclinical Competencies in Clinical Practice</h2>Regardless of the chosen employment model, effective organizational management and leadership are essential to ensuring excellence in patient care, clinician satisfaction, and long-term financial viability. Independent practices have long recognized this by integrating clinicians into these nonclinical roles. Typically, lead clinicians in these practices take on key managerial and executive roles (often in a dyad relationship), ensuring that daily operations are run efficiently, and the right</section></section><section><section><h2>A Way Forward</h2>Health systems and corporate entities must recognize and reward the nonclinical work of physicians. Clinician insight is invaluable when shaping care delivery models, and failure to acknowledge this input not only undervalues the clinician's contribution but also imperils the quality of care. Compensation structures must account for the opportunity cost of nonclinical work, acknowledging that time spent on administrative or leadership duties is time taken away from direct patient care.Various</section></section>\",\"PeriodicalId\":17187,\"journal\":{\"name\":\"Journal of the American College of Cardiology\",\"volume\":\"14 1\",\"pages\":\"\"},\"PeriodicalIF\":21.7000,\"publicationDate\":\"2024-11-11\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of the American College of Cardiology\",\"FirstCategoryId\":\"3\",\"ListUrlMain\":\"https://doi.org/10.1016/j.jacc.2024.10.063\",\"RegionNum\":1,\"RegionCategory\":\"医学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"CARDIAC & CARDIOVASCULAR SYSTEMS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of the American College of Cardiology","FirstCategoryId":"3","ListUrlMain":"https://doi.org/10.1016/j.jacc.2024.10.063","RegionNum":1,"RegionCategory":"医学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"CARDIAC & CARDIOVASCULAR SYSTEMS","Score":null,"Total":0}
There are roughly 6 distinct types of employment models in today’s cardiovascular practice landscape, spanning from the more traditional models of independent practice and academic medicine to newer integrated health system models and private equity-backed ventures.
Recognizing Nonclinical Competencies in Clinical Practice
Regardless of the chosen employment model, effective organizational management and leadership are essential to ensuring excellence in patient care, clinician satisfaction, and long-term financial viability. Independent practices have long recognized this by integrating clinicians into these nonclinical roles. Typically, lead clinicians in these practices take on key managerial and executive roles (often in a dyad relationship), ensuring that daily operations are run efficiently, and the right
A Way Forward
Health systems and corporate entities must recognize and reward the nonclinical work of physicians. Clinician insight is invaluable when shaping care delivery models, and failure to acknowledge this input not only undervalues the clinician's contribution but also imperils the quality of care. Compensation structures must account for the opportunity cost of nonclinical work, acknowledging that time spent on administrative or leadership duties is time taken away from direct patient care.Various
期刊介绍:
The Journal of the American College of Cardiology (JACC) publishes peer-reviewed articles highlighting all aspects of cardiovascular disease, including original clinical studies, experimental investigations with clear clinical relevance, state-of-the-art papers and viewpoints.
Content Profile:
-Original Investigations
-JACC State-of-the-Art Reviews
-JACC Review Topics of the Week
-Guidelines & Clinical Documents
-JACC Guideline Comparisons
-JACC Scientific Expert Panels
-Cardiovascular Medicine & Society
-Editorial Comments (accompanying every Original Investigation)
-Research Letters
-Fellows-in-Training/Early Career Professional Pages
-Editor’s Pages from the Editor-in-Chief or other invited thought leaders