Joshua S Manusow1, Yvonne M Buys2, Lorne Bellan3. 1. Department of Ophthalmology and Vision Sciences, University of Toronto, Toronto, Ont; Department of Ophthalmology, University Health Network/Toronto Western Hospital, Toronto, Ont. 2. Department of Ophthalmology and Vision Sciences, University of Toronto, Toronto, Ont; Department of Ophthalmology, University Health Network/Toronto Western Hospital, Toronto, Ont. Electronic address: y.buys@utoronto.ca. 3. Department of Ophthalmology and Misericordia Health Centre, University of Manitoba, Winnipeg, Man.
Abstract
OBJECTIVE: To survey recent graduates of Canadian ophthalmology residency programs with regard to current employment, fellowship, job finding strategies, operating room time and resources, scope of practice, and reasons for difficulty in finding a job. DESIGN: Cross-sectional survey. PARTICIPANTS: Graduates of Canadian ophthalmology residency programs between 2009 and 2013 inclusive. METHODS: An electronic survey in English and French distributed via Surveymonkey to Canadian ophthalmology graduates from 2009 to 2013. RESULTS: Of the eligible ophthalmologists, 72% responded, and 81% of respondents had what they considered a job placement. The class of 2009 had the highest (100%) and the class of 2012 had the lowest (55%) employment rate. Of the respondents, 68% completed or were completing a fellowship, with retina being the most popular. Eighty percent of those with a job had operating room time with a median of 4 days per month, and 61% stated that their practice was open to all consultations, with cataract being the most common. Respondents felt adequately trained within the CanMEDS roles with the exception of manager. Only 11% felt they were adequately trained to run a business. CONCLUSIONS: It is important that an ophthalmology health human resources strategy is developed to ensure that newly trained ophthalmologists can practice their skills to serve health-care needs now and in the future.
OBJECTIVE: To survey recent graduates of Canadian ophthalmology residency programs with regard to current employment, fellowship, job finding strategies, operating room time and resources, scope of practice, and reasons for difficulty in finding a job. DESIGN: Cross-sectional survey. PARTICIPANTS: Graduates of Canadian ophthalmology residency programs between 2009 and 2013 inclusive. METHODS: An electronic survey in English and French distributed via Surveymonkey to Canadian ophthalmology graduates from 2009 to 2013. RESULTS: Of the eligible ophthalmologists, 72% responded, and 81% of respondents had what they considered a job placement. The class of 2009 had the highest (100%) and the class of 2012 had the lowest (55%) employment rate. Of the respondents, 68% completed or were completing a fellowship, with retina being the most popular. Eighty percent of those with a job had operating room time with a median of 4 days per month, and 61% stated that their practice was open to all consultations, with cataract being the most common. Respondents felt adequately trained within the CanMEDS roles with the exception of manager. Only 11% felt they were adequately trained to run a business. CONCLUSIONS: It is important that an ophthalmology health human resources strategy is developed to ensure that newly trained ophthalmologists can practice their skills to serve health-care needs now and in the future.
Authors: Alexander Morzycki; Helene Retrouvey; Becher Alhalabi; Johnny Ionut Efanov; Sarah Al-Youha; Jamil Ahmad; David T Tang Journal: Plast Surg (Oakv) Date: 2018-10-03 Impact factor: 0.947