“Work Hard, Work Happy”: Medical School’s Emphasis on Teamwork and Staff Well-Being Creates a Resilient Workforce

An organization is only as good as its employees, says Professor Thomas Coffman, Dean of Duke-NUS Medical School.

To support its employees to their full potential, the school has created a work environment that encourages innovation, openness and respect. It provides a framework different opportunities at all levels so that staff feel valued and supported – emotionally and professionally.

The formula worked, with the school achieving stellar results results in the creation of a pool of physicians who eventually have the potential to become Singapore’s leading clinician-scientists and the achievement of groundbreaking discoveries that advance the search for cures for common diseases in Asia.

To date, Duke-NUS has graduated 561 physicians, published over 9,400 research papers, been granted 136 patents, and attracted over $700 million.lion in research funding.

the organization is ranked among Singapore’s top employers in 2022, according to a list compiled by The Straits Times and global research firm Statista. He is ranked 106th overall and sixth in the Education category.

“Our tremendous accomplishments are directly tied to the talents and well-being of our staff,” notes Professor Coffman. “So we’re always going to be relentlessly focused on that, moving forward.”

Ms. Karen Chang, Senior Vice Dean and Group Director of the Business Services Office, said, “Our people are our greatest asset, and we keep them engaged by developing clear strategies that include workforce priorities. work such as talent development, recognition, well-being and work environment.”

Office of Education Assistant Professor Irene Lee credits her smooth transition from scientist to medical teacher with the support of his supervisors.

Where supervisors elsewhere might have seen the pursuit of such opportunities as detrimental to his research work, his mentors at Duke-NUS instead encouraged let her go ahead.

“They invested in my overall professional development by listening to me, advising me and creating relevant career growth opportunities,” she recalls.

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This culture of support extends to non-academic staff. Osenior hen Muhammad Yusuf trash Abdul Rahman wanted to transition to his current position as Student Support Manager, his transition process was accelerated by his supervisors old and new. He learned the skills for his new job through workshops and online seminars offered by the school.

“This new role has allowed me to broaden my skills and achieve my career aspirations while enjoying deep conversations and interactions with our students,” he said. said.

As a school created in partnership between two great universities – Duke University in North Carolina, USA, and the National University of Singapore – it is only natural that collaboration and unity be part of the Institutional DNA of Duke-NUS, says Professor Coffman.

“The two main things we do at school are education and research, and to do those things successfully, you have to collaborate and work as a team,” he continues. “And basically what we’re doing is harnessing those characteristics and applying them to developing and supporting our people.”

Norma A. Roth