TY - JOUR
T1 - Practice Management in Plastic Surgery
T2 - A Survey Comparing Skills Acquired During Residency and Those Applied in Independent Practice
AU - Reddy, Narainsai K.
AU - Weissman, Joshua P.
AU - Garg, Stuti P.
AU - Aronson, Sofia
AU - Gosain, Arun K.
N1 - Publisher Copyright:
© 2023, Springer Science+Business Media, LLC, part of Springer Nature and International Society of Aesthetic Plastic Surgery.
PY - 2023/6
Y1 - 2023/6
N2 - Background: Understanding the extent of practice management education within plastic surgery residency may serve to enhance elements of current curricular training. Methods: A survey was sent to private practice plastic surgeons who completed training between 2008 and 2020. The survey elicited opinions about their practice management training during residency and experiences as attendings. Results: Forty-nine private practice plastic surgeons completed the survey with a mean of 5 years in practice. 96% of respondents entered private practice immediately following their final training program. 48% of respondents cited “autonomy” as the primary reason for pursuing private practice. Surgeon’s narrative responses regarding practice management skills learned outside of residency revealed the most grouped into the following themes: “Finance, Marketing, Accounting, Human Resources (HR), Operations” (n = 19), “Hiring, Firing, Employee Management” (n = 17), “Insurance Coverage, Billing, Coding” (n = 13), “General Skills” (n = 12), and “Starting & Running a Practice” (n = 11). 71.4% of respondents reported that they learned practice management skills from on-the-job training. Almost all respondents felt that there should be formal training in practice management (n = 35), with “Finance & Accounting” and “Management” cited as the most important skills to learn as a plastic surgeon. 51% of current surgeons felt allowing senior residents additional opportunities to rotate in private practices was the best way to enhance residency curricula. Conclusion: Incorporating practice management skills into training curricula will address the demonstrated knowledge gap and accelerate plastic surgeons’ career growth. Level of Evidence V: This journal requires that authors assign a level of evidence to each article. For a full description of these Evidence-Based Medicine ratings, please refer to the Table of Contents or the online Instructions to Authors www.springer.com/00266.
AB - Background: Understanding the extent of practice management education within plastic surgery residency may serve to enhance elements of current curricular training. Methods: A survey was sent to private practice plastic surgeons who completed training between 2008 and 2020. The survey elicited opinions about their practice management training during residency and experiences as attendings. Results: Forty-nine private practice plastic surgeons completed the survey with a mean of 5 years in practice. 96% of respondents entered private practice immediately following their final training program. 48% of respondents cited “autonomy” as the primary reason for pursuing private practice. Surgeon’s narrative responses regarding practice management skills learned outside of residency revealed the most grouped into the following themes: “Finance, Marketing, Accounting, Human Resources (HR), Operations” (n = 19), “Hiring, Firing, Employee Management” (n = 17), “Insurance Coverage, Billing, Coding” (n = 13), “General Skills” (n = 12), and “Starting & Running a Practice” (n = 11). 71.4% of respondents reported that they learned practice management skills from on-the-job training. Almost all respondents felt that there should be formal training in practice management (n = 35), with “Finance & Accounting” and “Management” cited as the most important skills to learn as a plastic surgeon. 51% of current surgeons felt allowing senior residents additional opportunities to rotate in private practices was the best way to enhance residency curricula. Conclusion: Incorporating practice management skills into training curricula will address the demonstrated knowledge gap and accelerate plastic surgeons’ career growth. Level of Evidence V: This journal requires that authors assign a level of evidence to each article. For a full description of these Evidence-Based Medicine ratings, please refer to the Table of Contents or the online Instructions to Authors www.springer.com/00266.
KW - Plastic surgery education
KW - Practice management
UR - http://www.scopus.com/inward/record.url?scp=85149620472&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85149620472&partnerID=8YFLogxK
U2 - 10.1007/s00266-023-03277-3
DO - 10.1007/s00266-023-03277-3
M3 - Article
C2 - 36820861
AN - SCOPUS:85149620472
SN - 0364-216X
VL - 47
SP - 1225
EP - 1231
JO - Aesthetic Plastic Surgery
JF - Aesthetic Plastic Surgery
IS - 3
ER -