Faculty Recruitment and Retention in Academic Plastic Surgery

Background: Academic plastic surgery continues to face challenges in recruiting and retaining faculty. Although prior studies have reported rising faculty attrition, updated national data in academic plastic surgery reflecting recent workforce and institutional changes are lacking. Methods: A 29-item electronic survey was distributed in March to April of 2025 to chairs and chiefs of Accreditation Council for Graduate Medical Education-accredited plastic surgery programs. The survey assessed trends during the past decade in faculty hiring, resignation, compensation, mentorship, benefits, and retention strategies. Results: Thirty-five programs (43.8% response rate) were included. Faculty recruitment was concentrated at the assistant professor level, with an average of 1.7, 4.3, and 6.5 faculty added during the past 1, 5, and 10 years, respectively. Concurrently, faculty losses averaged 0.4, 2.2, and 3.0, with turnover rates of 4.2%, 29.1%, and 38.9% during the past 1, 5, and 10 years, respectively. Retention rates declined over time, from 95.8% at 1 year to 61.1% at 10 years, with only 8.6% of programs having a formal retention committee. Family considerations (54.3%) and inadequate compensation (34.3%) were the most cited reasons for faculty departure. Reported retention strategies included competitive compensation packages (80.0%), professional development initiatives (74.3%), mentorship programs (65.7%), and work-life balance accommodations (45.7%), awards and recognition (37.1%), and flexible scheduling (28.6%). Conclusions: Despite continued faculty growth, long-term retention remains a significant challenge in academic plastic surgery. Compensation alone does not seem sufficient to ensure faculty longevity. Broader institutional strategies, including formal retention committee creation, are needed to sustain faculty engagement and ensure workforce stability in the decade ahead.