Twelve tips for increasing transfer of training from faculty development programs.

Physicians serving as faculty in medical schools are taught medical skill and knowledge, but are usually not taught how to be competent teachers, researchers and leaders. Medical schools can provide the appropriate training for academic faculty by providing faculty development. However, to accomplish the purpose of producing competent teachers, researchers and leaders, faculty development programs must be designed to foster transfer of training, the use on the job of what is learned in instruction. Based on experience and empirical research, we provide tips as to how to design and conduct faculty development programs that will enable and motivate medical school faculty to use the skills and knowledge they learn as academic physicians.

Exploring the Impact of Formal Internships on Biomedical Graduate and Postgraduate Careers: An Interview Study.

Graduate students and postdocs in science, technology, engineering, and math fields are faced with a wide range of career paths to employment, but they are often not trained to effectively pursue these opportunities. The lack of career management skills implies long tenures in graduate school for many students, especially as tenure-track positions in academia dwindle. At our university, we used a cohort model in which graduate students and postdocs were encouraged to apply to the Broadening Experiences in Scientific Training program (BEST under the aegis of the National Institutes of Health) that provided opportunities to gain career management skills, engage in career exploration, and complete at least one formal internship. In this interview study of the BEST trainees, we investigated the efficacy of internships as career exploration tools and associated outcomes. Our findings show that internships were seen as effective career exploration and self-development vehicles that influenced participants' long-term career goals. Graduate students and postdocs reported gaining transferable knowledge and skills, in addition to receiving valuable industry mentoring and networking opportunities.

Faculty perceptions and knowledge of career development of trainees in biomedical science: What do we (think we) know?

The Broadening Experiences in Scientific Training (BEST) program is an NIH-funded effort testing the impact of career development interventions (e.g. internships, workshops, classes) on biomedical trainees (graduate students and postdoctoral fellows). BEST Programs seek to increase trainees' knowledge, skills and confidence to explore and pursue expanded career options, as well as to increase training in new skills that enable multiple career pathways. Faculty mentors are vital to a trainee's professional development, but data about how faculty members of biomedical trainees view the value of, and the time spent on, career development are lacking. Seven BEST institutions investigated this issue by conducting faculty surveys during their BEST experiment. The survey intent was to understand faculty perceptions around professional and career development for their trainees. Two different, complementary surveys were employed, one designed by Michigan State University (MSU) and the other by Vanderbilt University. Faculty (592) across five institutions responded to the MSU survey; 225 faculty members from two institutions responded to the Vanderbilt University survey. Participating faculty were largely tenure track and male; approximately 1/3 had spent time in a professional position outside of academia. Respondents felt a sense of urgency in introducing broad career activities for trainees given a recognized shortage of tenure track positions. They reported believing career development needs are different between a graduate student and postdoctoral fellow, and they indicated that they actively mentor trainees in career development. However, faculty were uncertain as to whether they actually have the knowledge or training to do so effectively. Faculty perceived that trainees themselves lack a knowledge base of skills that are of interest to non-academic employers. Thus, there is a need for exposure and training in such skills. Faculty stated unequivocally that institutional support for career development is important and needed. BEST Programs were considered beneficial to trainees, but the awareness of local BEST Programs and the national BEST Consortium was low at the time surveys were employed at some institutions. It is our hope that the work presented here will increase the awareness of the BEST national effort and the need for further career development for biomedical trainees.

100 years of training and development research: What we know and where we should go.

Training and development research has a long tradition within applied psychology dating back to the early 1900s. Over the years, not only has interest in the topic grown but there have been dramatic changes in both the science and practice of training and development. In the current article, we examine the evolution of training and development research using articles published in the Journal of Applied Psychology (JAP) as a primary lens to analyze what we have learned and to identify where future research is needed. We begin by reviewing the timeline of training and development research in JAP from 1918 to the present in order to elucidate the critical trends and advances that define each decade. These trends include the emergence of more theory-driven training research, greater consideration of the role of the trainee and training context, examination of learning that occurs outside the classroom, and understanding training's impact across different levels of analysis. We then examine in greater detail the evolution of 4 key research themes: training criteria, trainee characteristics, training design and delivery, and the training context. In each area, we describe how the focus of research has shifted over time and highlight important developments. We conclude by offering several ideas for future training and development research. (PsycINFO Database Record

Climate perceptions matter: a meta-analytic path analysis relating molar climate, cognitive and affective states, and individual level work outcomes.

Although workplace climate has been extensively studied, the research has not led to firm conclusions as to its relationship with individual level work outcomes. The authors used C. Ostroff's (1993) taxonomy to organize dimensions labeled as workplace climate and then used meta-analytic techniques to test a path analytic model. The model posited that climate affects individual level outcomes through its impact on underlying cognitive and affective states. An extensive literature search yielded 51 empirical studies with 70 samples. The results suggest that the 3 higher order facets of climate (affective, cognitive, and instrumental) affected individual level outcomes of job performance, psychological well-being, and withdrawal through their impact on organizational commitment and job satisfaction.

Building capability throughout a change effort: leading the transformation of a police agency to community policing.

This case describes a change effort to move a police agency to become a community policing organization. The community policing effort was seen as a means to make a transformational change to become a learning organization with the goal of improving the delivery of police services. The case describes the steps taken to meet the new vision of community policing as well as the steps taken to deal with the challenges or realities of trying to make change happen. The lens for this case is the leadership role across the stages of change (exploration, planning, implementation, monitoring and institutionalization) in building capacity within the organization to sustain the change effort. The capacity building focused on incorporating systems thinking into the mindset of the members of the organization, breaking down the command and control mindset by building a new norm around high involvement of committed teams, and developing skill sets to support continuous learning and improvement in order to align organizational systems. A key lesson learned is that effective leaders do not just prepare an organization prior to a change effort. They must have the patience to constantly build the capacity for change among organizational members throughout the various stages of the change effort.