Becker's Hospital Review

28 WOMEN'S LEADERSHIP POPULATION HEALTH These specialties report the most pronounced gender pay gaps By Erica Carbajal G ender disparities in both represen- tation and salary are greatest among cardiology and gastroenterology, ac- cording to research published July 12 in JAMA Internal Medicine. For the study, researchers analyzed 2018- 19 data from the Association of American Medical Colleges Faculty Salary Report, which spans 154 U.S. medical schools. Overall, median annual salary, faculty rank and gender for 21,905 faculty across 13 in- ternal medicine specialties were analyzed. Here are five findings from the research: 1. Overall, women comprised about 40 per- cent of total full-time faculty across ranks. At the instructor and assistant levels, female representation was nearly equal at 47 per- cent and 46 percent, respectively. at figure dropped at higher ranks, sitting at 24 percent at the professor rank. 2. Women were the majority in three special- ties: general internal medicine, endocrinolo- gy and geriatrics. 3. Women were least represented in procedur- al specialties such as pulmonology, critical/ intensive care, gastroenterology and cardiolo- gy, which had the greatest imbalance as only 21 percent were women. 4. e median annual salary across all ranks for women was within $25,000, except for chief. By specialty, women's salaries were at least 90 percent of men's for 10 of 13 internal medicine specialties. 5. For cardiology, gastroenterology, and crit- ical/intensive care, women's median salary did not reach 90 percent of men's. While these specialties paid better overall, they also "demonstrated the largest gender disparities in both representation and salary, particu- larly within the higher ranks of cardiology and gastroenterology." n 7 health systems named to list of top places to work for women, diverse managers By Alia Paavola W inston-Salem, N.C.-based Novant Health tops a list of best places to work for women and diverse managers sponsored by publisher Diversity MBA Media. Diversity MBA ranked the companies in eight cat- egories: strategy, representation, board diversity, recruitment, workplace inclusion, retention, suc- cession planning and accountability. The seven health systems on the list: 1. Novant Health — No. 1 2. UPMC (Pittsburgh) — No. 2 3. Atrium Health (Charlotte, N.C.) — No. 5 4. Advocate Aurora Health (Milwaukee and Downers Grove, Ill.) — No. 21 5. Northwell Health (New Hyde Park, N.Y.) — No. 28 6. OhioHealth (Columbus) — No. 40 7. BayCare (Tampa, Fla.) — No. 43 n Taking on a new CEO role? Don't fall for these 4 traps By Hannah Mitchell H ospital and health system leaders may be new in their CEO positions multiple times in their career. Misjudging key as- pects about their company can halt their ability to make all the changes they envision, according to a July 13 Harvard Business Review report. Four things to avoid falling for in your new CEO role: 1. Misdiagnosing weaknesses. New CEOs might miss signals of the new company's business. For example, they might not understand how a hospital's work culture affects its ability to absorb change. As a result, the CEO might create a strategy that isn't realistic with the staff and culture in place. 2. Making decisions too fast. New CEOs may underestimate how important it is to have input from the rest of their teams. They might also look for employees like themselves, and if they don't see open- ness to change, they rush to judgment. New CEOs may want to con- sider waiting before implementing too many changes too quickly. 3. Ignoring building relationships with some teams. Some CEOs may miss out on fostering important relationships with the business side of their hospital, such as those who work in supply, marketing or public relations. Instead, CEOs may want to consider fostering rela- tionships with that side of hospital relations. 4. Not developing an effective strategic deployment process. Some companies have strategic implementation processes in place that are complex, time-consuming and don't take lower-lev- el leaders' insight into account. A new CEO may want to evaluate how their strategic deployment process works and make changes if necessary. n

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