A-S Biesalski1,2, C Franke3, D Sturm4, J Behncke5, T Schreckenbach6, S Knauß3, H Eisenberg7, A Hillienhof8, F Sand9, M Zupanic10. 1. Klinik für Neurologie, St. Josef-Hospital, Ruhr-Universität Bochum, Bochum, Deutschland. anne-sophie.biesalski@rub.de. 2. Department für Humanmedizin, Didaktik und Bildungsforschung im Gesundheitswesen, Universität Witten/Herdecke, Witten, Deutschland. anne-sophie.biesalski@rub.de. 3. Klinik für Neurologie mit Experimenteller Neurologie, Charité - Universitätsmedizin Berlin, Berlin, Deutschland. 4. Klinik für Neurologie, Berufsgenossenschaftliches Universitätsklinikum Bergmannsheil, Bochum, Deutschland. 5. Psychiatrische Klinik, Evangelisches Krankenhaus Alsterdorf, Hamburg, Deutschland. 6. Klinik für Neurologie, Rhein Maas Klinikum, Würselen, Deutschland. 7. Medizinische Fakultät, Universität Göttingen, Göttingen, Deutschland. 8. Junge Neurologen, Deutsche Gesellschaft für Neurologie, Berlin, Deutschland. 9. Medizinische Fakultät, Universität zu Köln, Köln, Deutschland. 10. Department für Humanmedizin, Didaktik und Bildungsforschung im Gesundheitswesen, Universität Witten/Herdecke, Witten, Deutschland.
Abstract
BACKGROUND: Currently, no data are available, which reflect the situation of medical doctors specializing in neurology in German hospitals. In order to secure the high standard of neurological patient care it is essential to evaluate the working conditions and the specialty training in neurology. OBJECTIVE: This nationwide survey was conducted throughout Germany with the aim to address problems and to give suggestions for improvements in neurological training curricula. MATERIAL AND METHODS: The survey was online from February to May 2017 and 953 neurologists undergoing further training participated. RESULTS: More than half of the young neurologists were satisfied with their medical training. One of the main problems that complicates clinical training is the workload. In addition, organizational obstacles within the clinic, such as poor structure of education or a lack of mentors, lead to dissatisfaction among participants. The size or type of the department, as well as the prevailing service system, exert only a minor influence on the quality of specialist training, although there were differences especially in the self-assessment of the participants in connection with the type of department (university hospital versus public or private hospital). CONCLUSION: Specialist training in neurology can be improved by simple arrangements, e. g., the introduction of a binding rotation scheme, internal mentoring and structured feedback. In addition, it will be necessary to relieve medical staff of administrative duties in order to create time for training and the learning of competencies.
BACKGROUND: Currently, no data are available, which reflect the situation of medical doctors specializing in neurology in German hospitals. In order to secure the high standard of neurological patient care it is essential to evaluate the working conditions and the specialty training in neurology. OBJECTIVE: This nationwide survey was conducted throughout Germany with the aim to address problems and to give suggestions for improvements in neurological training curricula. MATERIAL AND METHODS: The survey was online from February to May 2017 and 953 neurologists undergoing further training participated. RESULTS: More than half of the young neurologists were satisfied with their medical training. One of the main problems that complicates clinical training is the workload. In addition, organizational obstacles within the clinic, such as poor structure of education or a lack of mentors, lead to dissatisfaction among participants. The size or type of the department, as well as the prevailing service system, exert only a minor influence on the quality of specialist training, although there were differences especially in the self-assessment of the participants in connection with the type of department (university hospital versus public or private hospital). CONCLUSION: Specialist training in neurology can be improved by simple arrangements, e. g., the introduction of a binding rotation scheme, internal mentoring and structured feedback. In addition, it will be necessary to relieve medical staff of administrative duties in order to create time for training and the learning of competencies.
Entities:
Keywords:
Continued education; Economic pressure; Feedback; Personnel congestion; Resident
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