mentoring_outcomes

gain a clearer sense of the rigors and rewards of a career in academic medicine.
acquire a better awareness of expectations for career advancement.
develop rapport with other faculty members.
experience a shorter transition period from new investigation to mid-career and established research programs.
experience effectiveness in early intervention if a need is identified.
experience increased overall satisfaction with their career and personal life.
experience a healthy balance between their professional and personal life.

increased cost-benefit analysis from increased retention of faculty members and reduced recruitment and orientation costs.
decreased numbers of clinical faculty transferring from tenure-track to clinical scholar and clinical track.
increased number and more rapid promotions from assistant to associate professor will be realized, as measured historically at the beginning of the inception of the department mentoring program.

Individual: Manuscripts, publications, professional presentations within KUMC, nationally or internationally, and grants (written, funded or submitted) will be achieved sooner in the career of the junior faculty member who is mentored.
Institution: Increased number of publications, professional presentations regionally, nationally or internationally, and grants (written, funded or submitted) for the institution.
Institution: Increased number of clinical investigators who apply for and receive funding for patient-oriented clinical and translational research at both the career development and individual investigator levels.

Individual: Higher career satisfaction and higher scores on medical student, graduate student, resident, postdoctoral fellow and peer evaluations.
Individual: Enhanced medical education scholarship.
Institution: Higher evaluations for faculty members’ performance in teaching in various venues around the medical center.

Service on departmental, hospital, SoM and professional organization committees and within local communities (on and off campus).
High level of professionalism exhibited in responsibilities related to administrative or clinical operations and budgets.
High scores on mentees’ evaluations of mentors.

Measurable departmental outcomes specifically targeted in this program, developed by and based on each department’s need for mentoring will include:

Mentorship training (over and above the training series offered in the monthly PDFA Mentoring Networking Lunch) for newly-formed mentor-mentee pairs. This training will consist of departmental mentoring protocol and workshops varying in topics from year to year while repeating basic topics annually for incoming members of the faculty.
High rates of attendance by both mentees and mentors, together or separately, at routine programs or meetings established and encouraged for networking and conversation; for example, the department-sponsored Networking Breakfast for Mentees and/or Mentors, or the monthly PDFA Mentoring Networking Lunch.