The article emphasizes the necessity of a structured Professional Advancement Model (PAM) for perfusionists due to high turnover and vacancy rates in the profession. The lack of such models for perfusionists, despite their presence in fields like nursing and advanced practice providers, highlights a gap in career development frameworks for this group. The review synthesizes findings from other healthcare fields to conceptualize a PAM suitable for perfusionists, aimed at improving retention, career satisfaction, and organizational benefits.
Defining a Professional Advancement Model
A PAM, or clinical ladder, is a framework offering healthcare professionals structured career progression, tied to incentives and achievements. These models typically outline sequential levels—such as novice, competent, proficient, and expert—each with criteria for promotion, including performance metrics, leadership roles, and academic contributions.
Rationale for Implementing PAMs
The review provides evidence of PAM success in healthcare, such as reducing turnover rates from 13.8% to 5% among advanced practice providers (APPs). Benefits extend to increased employee satisfaction, enhanced visibility of clinicians through scholarly contributions, and financial savings for institutions by lowering recruitment costs.
Framework for a Perfusionist PAM
The proposed PAM for perfusionists is based on existing models in other professions. Key components include:
- Tiered Levels: Four levels (Perfusionist I-IV) with increasing experience and point requirements.
- Perfusionist I: Entry-level with no prior experience.
- Perfusionist II-IV: Require 3, 5, and 7 years of experience, respectively.
- Point System: Points are earned in four categories—Leadership, Clinical Excellence, Education, and Service.
- Leadership includes activities like serving on committees or holding positions in professional organizations.
- Clinical Excellence involves participating in quality improvement projects, publishing articles, and attending conferences.
- Education rewards achievements such as obtaining advanced degrees and presenting at conferences.
- Service encompasses mentoring, volunteering, and serving as faculty or instructors.
- Institutional Support and Committee Oversight: Institutional buy-in is critical for the financial feasibility of PAMs, which typically involve salary increments. A dedicated committee evaluates applications for advancement, ensuring fairness and transparency.
- Salary and Benefits: Promotion to higher tiers comes with salary increments of 5% to 15%, reflecting the increasing responsibilities and contributions at each level.
Implementation Challenges and Future Directions
The article acknowledges limitations, including the absence of existing PAMs specifically for perfusionists and the variability in institutional structures and financial capacities. However, it proposes leveraging professional organizations like the American Society of Extracorporeal Technology (AmSECT) to standardize guidelines and disseminate best practices for PAM implementation.
Conclusion
The proposed PAM provides a structured career development pathway for perfusionists, addressing turnover and enhancing job satisfaction. It is adaptable to the unique needs of perfusion programs, offering a blueprint for institutions aiming to support and retain their clinical workforce.
