scholarly journals Strengthening The U.S. Engineering Workforce For Innovation: Foundations Of Professional Graduate Education For The Nation’s Engineers In Industry ? Part I Early Career Development: Direct Leadership ?

2020 ◽  
Author(s):  
Thomas Stanford
Keyword(s):  
Career Development ◽  
Graduate Education ◽  
Early Career ◽  
The U.S

Creation of a comprehensive training and career development approach to increase the number of neurosurgeons supported by National Institutes of Health funding

2020 ◽  
pp. 1-9
Author(s):  
Russell R. Lonser ◽  
Luke G. F. Smith ◽  
Michael Tennekoon ◽  
Kavon P. Rezai-Zadeh ◽  
Jeffrey G. Ojemann ◽  
...  
Keyword(s):  
Career Development ◽  
Fold Increase ◽  
Early Career ◽  
National Institutes Of Health ◽  
Academic Departments ◽  
Research Education ◽  
Grant Support ◽  
Development Approach ◽  
Comprehensive Programs ◽  
Nih Funding

OBJECTIVETo increase the number of independent National Institutes of Health (NIH)–funded neurosurgeons and to enhance neurosurgery research, the National Institute of Neurological Disorders and Stroke (NINDS) developed two national comprehensive programs (R25 [established 2009] for residents/fellows and K12 [2013] for early-career neurosurgical faculty) in consultation with neurosurgical leaders and academic departments to support in-training and early-career neurosurgeons. The authors assessed the effectiveness of these NINDS-initiated programs to increase the number of independent NIH-funded neurosurgeon-scientists and grow NIH neurosurgery research funding.METHODSNIH funding data for faculty and clinical department funding were derived from the NIH, academic departments, and Blue Ridge Institute of Medical Research databases from 2006 to 2019.RESULTSBetween 2009 and 2019, the NINDS R25 funded 87 neurosurgical residents. Fifty-three (61%) have completed the award and training, and 39 (74%) are in academic practice. Compared to neurosurgeons who did not receive R25 funding, R25 awardees were twice as successful (64% vs 31%) in obtaining K-series awards and received the K-series award in a significantly shorter period of time after training (25.2 ± 10.1 months vs 53.9 ± 23.0 months; p < 0.004). Between 2013 and 2019, the NINDS K12 has supported 19 neurosurgeons. Thirteen (68%) have finished their K12 support and all (100%) have applied for federal funding. Eleven (85%) have obtained major individual NIH grant support. Since the establishment of these two programs, the number of unique neurosurgeons supported by either individual (R01 or DP-series) or collaborative (U- or P-series) NIH grants increased from 36 to 82 (a 2.3-fold increase). Overall, NIH funding to clinical neurological surgery departments between 2006 and 2019 increased from $66.9 million to $157.3 million (a 2.2-fold increase).CONCLUSIONSTargeted research education and career development programs initiated by the NINDS led to a rapid and dramatic increase in the number of NIH-funded neurosurgeon-scientists and total NIH neurosurgery department funding.

scholarly journals Overview of PROMISE

2020 ◽  
pp. 216514342098045
Author(s):  
David E. Emenheiser ◽  
Corinne Weidenthal ◽  
Selete Avoke ◽  
Marlene Simon-Burroughs
Keyword(s):  
Career Development ◽  
Social Security ◽  
Human Services ◽  
Technical Assistance ◽  
Department Of Education ◽  
Social Security Administration ◽  
Special Issue ◽  
Health And Human Services ◽  
The Social ◽  
The U.S

Promoting the Readiness of Minors in Supplemental Security Income (PROMISE), a study of 13,444 randomly assigned youth and their families, includes six model demonstration projects and a technical assistance center funded through the U.S. Department of Education and a national evaluation of the model demonstration projects funded through the Social Security Administration. The Departments of Labor and Health and Human Services and the Executive Office of the President partnered with the Department of Education and Social Security Administration to develop and monitor the PROMISE initiative. This article provides an overview of PROMISE as the introduction to this special issue of Career Development and Transition for Exceptional Individuals.

Professional values, job satisfaction, career development, and intent to stay

2016 ◽  
Vol 24 (6) ◽  
pp. 675-685 ◽  
Author(s):  
Susan Yarbrough ◽  
Pam Martin ◽  
Danita Alfred ◽  
Charleen McNeill
Keyword(s):  
United States ◽  
Job Satisfaction ◽  
Career Development ◽  
Intent To Stay ◽  
The United States ◽  
Early Career ◽  
Professional Values ◽  
Convenience Sample ◽  
Hospital System ◽  
The Future

Background: Hospitals are experiencing an estimated 16.5% turnover rate of registered nurses costing from $44,380 - $63,400 per nurse—an estimated $4.21 to $6.02 million financial loss annually for hospitals in the United States of America. Attrition of all nurses is costly. Most past research has focused on the new graduate nurse with little focus on the mid-career nurse. Attrition of mid-career nurses is a loss for the profession now and into the future. Research objective: The purpose of the study was to explore relationships of professional values orientation, career development, job satisfaction, and intent to stay in recently hired mid-career and early-career nurses in a large hospital system. Research design: A descriptive correlational study of personal and professional factors on job satisfaction and retention was conducted. Participants and research context: A convenience sample of nurses from a mid-sized hospital in a metropolitan area in the Southwestern United States was recruited via in-house email. Sixty-seven nurses met the eligibility criteria and completed survey documents. Ethical considerations: Institutional Review Board approval was obtained from both the university and hospital system. Findings: Findings indicated a strong correlation between professional values and career development and that both job satisfaction and career development correlated positively with retention. Discussion: Newly hired mid-career nurses scored higher on job satisfaction and planned to remain in their jobs. This is important because their expertise and leadership are necessary to sustain the profession into the future. Conclusion: Nurse managers should be aware that when nurses perceive value conflicts, retention might be adversely affected. The practice environment stimulates nurses to consider whether to remain on the job or look for other opportunities.

Enhancing vital non-technical workplace competencies for early career seed scientists

2018 ◽  
Vol 28 (3) ◽  
pp. 182-185
Author(s):  
Héctor E. Pérez
Keyword(s):  
Professional Development ◽  
Graduate Education ◽  
Training Programs ◽  
Graduate Training ◽  
Technical Skill ◽  
Early Career ◽  
Skill Sets ◽  
Technical Competency ◽  
Workplace Success ◽  
Graduate Training Programs

AbstractGraduate training programs often produce technically ‘savvy’ scientists with inadequate non-technical skill sets essential for workplace success. The challenges associated with lack of non-technical competency may be exacerbated in highly specialized fields such as seed science. This brief communication describes recent efforts conducted at the 12th Triennial Conference of the International Society for Seed Science to address non-technical skill development for pre-career professionals. Furthermore, I propose a few adaptable ideas to begin confronting the divide between graduate education and professional development.

Attitudes Toward Early Career Development Measure

2010 ◽  
Author(s):  
Rachel Gali Cinamon ◽  
Orly Dan
Keyword(s):  
Career Development ◽  
Early Career

Gendered Social-Networking Organizations

2017 ◽  
pp. 1326-1352
Author(s):  
Ben Tran
Keyword(s):  
Career Development ◽  
Social Networking ◽  
Psychosocial Support ◽  
Mentoring Programs ◽  
Mentoring Program ◽  
Upper Management ◽  
Development Support ◽  
Organizational Longevity ◽  
Historical Coverage ◽  
The U.S

Research has consistently documented that women are disproportionately represented in upper management and in positions of power and still continue to dominate traditionally female occupations. Hence, recognizing that effective efforts needs to be made to assist women in their career development, many organizations have adopted mentoring programs to address gender differences in advancement without having a grounded plan. Organizations often do so out of competing for and achieving organizational longevity, organizational competitive advantage, or for legal accommodations for marketing purposes. Organizations often implement mentoring program(s) with the goal of having mentors provide mentees with psychosocial support, career development support, sponsorship and coaching, setting up challenging assignments, fostering positive visibility, and protecting the mentee from adverse forces. Hence, the purpose of this article will be on mentorship (brief historical coverage and definition), stereotypes of gendered advancement based on gender, and cross-gender mentorship in the U.S.

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