FEATURE
to APHL’ s Laboratory Leaders of Today program and the APHL Retention Scorecard, we are continuing to support our members whenever possible and help them with some of their tougher conversations with their scientists, like if the position is still ideal for their career growth,” Bean said.
In Arizona, where the laboratory is located in the heart of the Phoenix city center, the laboratory has taken advantage of the Public Health Laboratory Fellowship and Internship Programs: an APHL-CDC Initiative to jump start developing the next generation of laboratorians.
“ Giving scientists not only the opportunity to try different directions as they are starting their careers, but to work on projects that they are professionally invested in is a sure way to build their enthusiasm in a public health laboratory career,” Waddell said.“ And with the ways technology connects staff to their laboratory, it ensures that they have the freedom and responsibility for forging their career their way.”
Short’ s way of thinking is not just seen in Dallas County, a laboratory that serves a broad community of urban and rural settings. Other laboratory directors also see a change in the relationships between scientists and administrators. In APHL’ s survey, relationships to peers, relationships to supervisors and a career path for growth and promotion all appeared in the top 10 reasons for staying at a laboratory.
“ The nice thing about public health laboratories is that you are always learning, regardless of where you are in the org chart,” said Achilles.“ And the more open communication and transparency you have with your colleagues and staff, the better for the communities that we serve and for our laboratory as a whole.” g
Giving laboratorians the opportunity to step into roles that are outside of their experience, especially leadership roles is also critical to retention efforts. |
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“ My first mentor when I joined the laboratory was the agency director and really opened my eyes to the business portion of operating a laboratory,” Short said.“ But he also gave me some very good advice,“ Do the best for your staff, and train them with the assumption that they will take your job someday.’ As a director you are training your staff to be the next generation of leaders wherever they go. And it’ s important to have the mindset that it is inevitable that some staff will leave in a few years; that is a totally normal occurrence. As a leader, I will continue to do my best for you and answer your questions to give you the best foundation for your career journey.” |
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24 LAB MATTERS Summer 2025 |
PublicHealthLabs |
@ APHL. org |
APHL. org |