J Extra Corpor Technol 2024 , 56 , 185 – 190 Ó The Author ( s ), published by EDP Sciences , 2024 https :// doi . org / 10.1051 / ject / 2024025
Available online at : ject . edpsciences . org
REVIEW ARTICLE
Development of a professional advancement model for perfusionists
Adam K . Blakey ( MPS , CCP ) *
Virginia Commonwealth University Health System , 1250 East Marshall Street , Richmond , VA 23298 , USA Received 27 July 2024 , Accepted 16 September 2024 Abstract – Background : Improvement in professional advancement opportunities may reduce turnover and improve retention for perfusionists . However , the current literature lacks examples of professional advancement models ( PAMs ) for perfusionists . Methods : This review looks at examples from other healthcare fields to provide the rationale and develop a framework for such a model . Results : The review results led to the development of a point-based PAM that included four levels : perfusionist I , II , III , and IV . Each level is associated with its own point requirement , experience level , and salary increase . Points can be acquired through four defined categories . Conclusion : Perfusion programs needing professional advancement can use these results as a foundation for implementing a PAM for perfusionists .
Key words : Professional Advancement Model , Perfusionists , Turnover , Retention .
As of December 31 , 2023 , over 4,800 perfusionists were employed in the United States [ 1 ]. The United States Bureau of Labor Statistics does not measure perfusionist data [ 2 ]. Given the lack of government data sets to assess perfusionists , a recent survey asked perfusionists questions about perceptions and the variables related to vacancy and turnover rates , as well as strategies that could be implemented to improve them [ 3 ]. The survey found that the vacancy and turnover rates were 12.3 % and 14.7 %, respectively , and “ career advancement opportunities ” were identified as a prominent strategy for decreasing vacancy and turnover [ 3 ].
To mitigate the high turnover and retention rates for perfusionists , leaders must find ways to meet the needs of their staff perfusionists . In other healthcare fields , such as nursing and those belonging to the group of healthcare professionals known as advanced practice providers ( APPs ), professional advancement models ( PAMs ) implemented by health systems have had a positive impact on retention rates [ 4 ]. APP is a blanket term applied to the following professions in the United States : Nurse practitioners ( NPs ), Clinical Nurse Specialists ( CNSs ), certified registered nurse anesthetists ( CRNAs ), physician assistants ( PAs ), and certified nurse midwives ( CNMs ). Other healthcare roles demonstrating PAM development include paramedics , sonographers , pharmacists , and respiratory therapists [ 5 – 8 ]. Additionally , while not a professional advancement model per se , physicians employed by academic medical centers are promoted through the ranks from assistant professor to full professor [ 9 ].
* Corresponding author : ablakey86 @ gmail . com
There is no published literature on developing a PAM for perfusionists . This literature review will first define what a PAM is for healthcare employees . Next , it will examine the rationale for creating a PAM using evidence from other healthcare fields regarding outcomes and implementation success . Then , it will explore the specific needs and framework associated with developing a PAM using evidence from similar healthcare fields . Lastly , the discussion will review the strengths and weaknesses of the body of literature and apply the framework findings to fit the requirements of a perfusionist PAM .
Literature review Defining a professional advancement model
A professional advancement model ( PAM ), also known as a clinical ladder or clinical advancement program , is a health system program that serves as a career advancement framework for healthcare professionals by offering incentives and promotions for performance above the job ’ s basic requirements [ 10 ]. Benner originally described a nursing PAM commonly used as the basis of framework developments today , which applied five proficiency levels to nursing based on skill and knowledge acquirement : novice , advanced beginner , competent , proficient , and expert [ 11 ]. Promotion to each level is obtained sequentially by meeting increasingly difficult metrics defined by each PAM and is typically accompanied by a salary increase or other benefits [ 4 , 10 , 12 ].
This is an Open Access article distributed under the terms of the Creative Commons Attribution License ( https :// creativecommons . org / licenses / by / 4.0 ), which permits unrestricted use , distribution , and reproduction in any medium , provided the original work is properly cited .