James W. Lloyd, DVM, PhD Associate Dean for Budget, Planning, and Institutional Research College of Veterinary Medicine Michigan State University

Transcription

1 Non Technical lskas: Drivers of Professional Success James W. Lloyd, DVM, PhD Associate Dean for Budget, Planning, and Institutional Research College of Veterinary Medicine Michigan State University

2 KPMG (Mega) Study 1999 Brakke Study 2000 Scientific, technological, and clinical skills and knowledge are necessary but not sufficient to produce successful veterinarians. Also need: Business expertise, interpersonal and communication skills, teamwork, culturalcompetence competence, leadership

3 NCVEI National Commission on Veterinary Economic Issues Founding Partners Partners

4 SKA Working Group of the NCVEI What SKAs are correlated with economic and professional success in veterinary medicine? If veterinarians do not currently have these SKAs, how can we ensure that they are incorporated into our professional culture?

5 What are the SKAs? Work ethic Service orientation Empathy/compassionp p Emotional resilience Drive for results Foster teamwork Effective communication Agent of change Ethics/integrity Lifelong g learner Open minded Optimisticp Enthusiasm Flexibility High self esteem Goal oriented Self motivated Energetic

6 What are the SKAs? (cont.) Sincerity y Interpersonal skills Knowledge g of profession Business management Time management Problem solving Effective delegation Personal finance Strategic planning Leadershipp Adaptability Visionaryy Creativity Accountability Responsibility Mentoring skills Self assessment Social awareness

7 Where to influence? Pool of Interest PreVet Curriculum and Experiences Admissions College Curriculum and Experiences CE

8 SKA Projects Core competencies for success in veterinary medicine (PDI study) Careers in veterinary medicine beliefs and values of potential applicants Teaching the SKAs model curriculum Development of a veterinary teaching hospital business model Leadership in veterinary medicine national inquiry on future needs Note funding and publications

9 Core Competencies PDI Study Interpersonal Builds Relationships Self Management Acts Autonomously and Confidently Drives for Results Demonstrates Integrity Pursues Development Demonstrates t Adaptability Communication Communicates Effectively Copyright 2001, Personnel Decisions International. All rights reserved.

10 Core Competencies PDI Study (cont.) Leadership Motivates Others Influences Others Coaches and Develops Others Practice/Business Business Oriented Thinking Uses Sound Judgment Thinks Innovatively Copyright 2001, Personnel Decisions International. All rights reserved.

11 Building Blocks of Performance Skills Knowledge Experiences Interests Abilities Traits Values Motivations More Easily Developed Difficult to Develop Copyright 2001, Personnel Decisions International. All rights reserved.

12 Core Competencies (cont.) Builds Relationships Communicates Effectively Motivates Others Influences Others Coaches and Develops Others Business Oriented Uses Sound Judgment Thinks Innovatively Acts Autonomously and Confidently Drives for Results Demonstrates Integrity Pursues Development Demonstrates Adaptability More Easily Developed Difficult to Develop Copyright 2001, Personnel Decisions International. All rights reserved.

13 SKA Campus Visits ( ) # schools VTH business model 11 SKA seminars 15 Other SKA activities 4 Total visited 24 Oh Other SKA discussion i venues: AVMA, AAVMC, AAHA, NAVCA, AAVC, AABP, AAEP, ACVIM, NCVEI, AVPMCA, MVMA, Banfield, Pfizer, Nine States, Twelve States

14 SKA Campus Visits Seminars dialogue SKA overview Recruiting and admissions Curriculum and co curricular programs Vt Veterinary teaching hospital Leadership development Follow up goals

15 AAVMC Response Summary Broad based response to the KPMG study and the SKA studies / recommendations Colleges / schools responded aggressively Program categories Pre veterinary Co curricular Admissions Administrative Orientation Teaching hospital Curricular Continuing education

16 Veterinary Practice Management and Career Development Education: Impact of the Mega Study and NCVEI James W. Lloyd, DVM, PhD Donna L. Harris, DVM, MBA (Preliminary Data, 2009)

17 Study Design Compare 1999 to 2009 Survey questions: Courses offered Topics included Placement in curriculum Co curricular experiences

18 Non Technical Topics Personal debt management Communication Team building Negotiation skills Marketing Personal budgeting Law Resumes/cover letters Contracts Financial management Ethics Leadership Job seeking skills Personnel management Strategic management Other

19 Number of Courses 1999* 2009** (VPM) (NT skills) Required Courses Elective Courses Total Courses *27 US / 4 CAN schools ** 28 US schools

20 Course Placement: All Courses 1999* 2009** n=47 n=109 Year 1 6% 26% Year 2 13% 16% Year 3 64% 34% Year 4 13% 7% Variable 4% 17% *27 US / 4 CAN schools ** 28 US schools

21 Personal Time Management Course Topics Courses 13 Communication 50 Team Building 13 Negotiation skills 20 Marketing 24 Personal Budgeting 30 Law 31 Resumes/cover letters 18

22 Course Topics (cont.) Courses Contracts 17 Financial management 40 Ethics 26 Leadership 19 Job seeking skills kll 21 Personnel management 23 Strategic management 10

23 Emphasis on Communication Surveyed institutions: 50 courses contained communication information at some level l 22 courses spent >50% of their time on communication content 14 courses were 100% of their time on 14 courses were 100% of their time on communication training

24 SKA Educational Changes Substantial increase in number of courses Shift from middle to early curriculum placement Reduction in credit hours per course Marked emphasis on communication

25 SKA Summary Non technical SKAs are critical to success in veterinary medicine Much work is underway across AAVMC (and the veterinary profession) to enhance the SKAs It will be critical to maintain and build on this momentum Cultural change will take time Is there a tipping point? What about outcomes assessment?