Career advancement at the University of Texas MD Anderson Cancer Center: Approach, model and impact of continual transformation

A predominant reason employees leave their academic healthcare organisation is career advancement. This reason has been on the rise with the market favouring candidates, given a shrinking supply of qualified healthcare workers. This study showcases intentional interventions to support advancement of employees into leadership roles. The University of Texas MD Anderson Cancer Center (MDA) tackled career advancement through a committee with two priority areas. First, it focused on providing learning, sponsorship and mentoring opportunities, offering initiatives such as an annual sponsorship workshop, an education series and formal sponsorship/mentorship requirements. Secondly, the committee aimed to increase visibility and serve as a national model for advancing healthcare leaders, employing metrics like engagement survey scores and tracking internal movement into leadership roles. The institution’s efforts and initiatives have yielded positive outcomes, evidenced by increased engagement survey scores and by an increased rate of internal hires into leadership roles. Participant feedback from the sponsorship workshop underscores its effectiveness in career development and leadership preparation. The committee emphasises sustained efforts to build on its success, with ongoing commitment to visibility metrics and leadership development. The demonstrated success of MDA’s approach positions it as a replicable model for other academic healthcare organisations seeking to retain talent in leadership.