Department of Pathology Compensation Model. Robert Folberg
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1 Department of Pathology Compensation Model Robert Folberg
2 Overheard from faculty members who generate large amounts of clinical or research income The more income I generate, the more money I should earn What s good for me is good for the department Anything else is socialism or communism
3 Overheard from faculty members who have large teaching roles My heavy teaching load allows Professor X to lighten his/her load and generate lots of income What about the quality factor: doesn t the quality of my instruction count? I can t afford the academic stuff I need to generate more income I m leaving academia
4 The Large Income Earners About their Colleagues If they only worked harder, they d make more money! Why should I cross-subsidize those who can t pull their weight? Any attempt to level this out is socialism/communism
5 Everyone We need to run this department like a business! What type of business?
6 The more income I generate, the more I keep The sales model: salary + commission
7 A Fortune 500 Company HR IT Legal
8 The CSO
9 The Academic Department Articulate the mission clearly Recognize contributions to the team s mission Rewards for behaviors that contribute to the mission Penalties for behaviors that detract from the mission
10 UIC Department of Pathology Missions Teaching Medical students, Dental Students, residents, fellows, continuing education for physicians who are not pathologists Research Service
11 What is the practice of pathology? Autopsy pathology Surgical pathology Cytopathology Medical microbiology Clinical chemistry Toxicology Dermatopathology GI/Liver Pathology Gynecological Pathology Hematopathology Neuropathology Cytogenetics Molecular diagnostics Medical informatics Transfusion medicine Immunopathology Tissue typing Ophthalmic Pathology Orthopedic Pathology Pediatric Pathology Pulmonary Pathology Soft Tissue Pathology
12 How do we achieve balance in compensation? How can we provide incentives focused on the missions?
13 Revenue Resources State Hospital (Administrative components) Grants and contracts Medical Service Plan Limited to UIC a small hospital serving the medically underserved Others Entrepreneurial Activities University of Illinois Medical Center at Chicago Reference Laboratories Intellectual Property Portfolio Distance Education
14 Reference Labs Research IP Portfolio
15 Reference Labs Education Enhances Academic Environment
16
17 From the faculty member s point of view What is expected of me? What resources are available to me? The annual contract listing goals for the year and departmental resources committed to the goals
18 Goals for Incentives: Customized for each faculty member Financial Academic Tenure targets Research Educational Incentives offered to faculty members who meet and exceed their individualized goals
19 Disincentives: At-risk salary 10% of total salary for clinical faculty is at-risk Affects the next academic year
20 Case Study 1 DJ is a tenured professor who is generally abusive to staff and students Performance does not improve despite warnings Salary cut of 10% for next academic year from MSP component (non-tenured salary) Redemptive options DJ improves in the first 6 months: 50% of the cut is restored DJ improves in the first 3 months: 75% of the cut is restored DJ shows an immediate turnaround (in weeks!): 100% of the cut is restored
21 Disincentives: Incentive Escrow If teaching performance is not up to Departmental standards but all other goals are met Incentive is declared but placed into escrow until teaching improves Escrow account is zeroed out after one year
22 Case Study 2 MC is a gifted clinician scientist who is having difficulty teaching in a small group setting Worries about escrow of his incentive Refers himself to the Division of Pathology Education Teaching observed Strategies for improvement implemented Teaching improves MC is now one of the most effective teachers on the faculty
23 The Major Downside Not objective Depends on the fairness of the Department Head Spreadsheets, formulas, weightings are more objective Leadership by formula is not leadership
24 Does the pathology compensation model work? It works very well in the Department of Pathology because there is a 100% buyin to the value of the program We do not recruit faculty members into the Department who do not share our core values
25 The Compensation Plan Evolves But core values never change Mutual respect for the contributions of each faculty member to the Department s Mission
26 Credits The Department of Pathology faculty who have created an academic environment that generates Uncompromising commitment to excellence Innovation Community
27
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