More recently the Department has set into place an academic performance evaluation system for all surgeons, which has linked performance as documented in the Annual Report, to University stipends, practice plan income, and resource allocation. Consequently, as the demand for accountability increases, we need to define the precise role of each faculty member. Evaluations can best be conducted on the basis of a clear description of each surgeon's responsibilities. We must build a dynamic vibrant and productive Department of Surgery utilizing to best advantage the varying skills and talents possessed by all of our individual academic surgeons. For Each Individual Surgeon Evaluation, to be fair and meaningful, must be based on a surgeon's specific job description.
All positions are important to the overall output to the division.
Different strengths of different individuals will be appreciated and capitalized upon. Compensation - should be linked to how one meets stated objectives as agreed upon by the University department, hospital administration, and the faculty member. Objectives will only be met by aligning responsibilities with resource allocation and time distribution as set out in a job description. Promotion - will be easier to justify and support, if accurate job descriptions form the standard of evaluation, and that standard is met. Change of job description - should depend on a need as set out in the divisional workforce plan.