Work–life integration in neuropsychology: a review of the existing literature and preliminary recommendations

Advancing virtual and hybrid team well-being through a job demand-resources lens

As the modern workplace evolves, the shift to virtual and hybrid team working necessitates a re-evaluation of well-being. While workplace well-being research has predominantly focused on the individual level, understanding team-level well-being is critical, as its underlying psychological and social processes differ. This study applies the Job Demands-Resources (JD-R) framework to virtual and hybrid contexts globally, demonstrating the dual nature of demands and resources at the team level, where the same constructs may contribute to driving positive gain cycles or negative loss cycles of well-being. Through reflexive thematic analysis, we analysed thirty semi-structured interviews with leaders and twenty-nine focus groups with 3-6 team members each (n = 110) across more than twelve industries and geographies. Our findings revealed three candidate themes: "Choice Matters", "It's Business and It's Personal" and "Leader as Social Influencer". This research extends JD-R theory by advancing its applicability to team-level well-being in virtual and hybrid contexts. Practical insights include empowering teams through redesigning work practices to establish sustainable boundaries, aligning communication norms, and fostering inclusive connections that accommodate diverse needs in the modern workplace.

Using digital platforms to address inequities in neuropsychology training and education: lessons learned from KnowNeuropsychology

Traditional neuropsychology training models in the United States and other Westernized countries rely on structured graduate programs, clinical experiences, and postdoctoral fellowships. However, access to neuropsychology education is often inequitable, hindered by limited coursework availability, geographic barriers to learning and practice opportunities, and systemic disparities affecting underrepresented groups. The COVID-19 pandemic further exposed these gaps, disrupting in-person clinical training and educational opportunities. KnowNeuropsychology was established in response to these challenges in 2020, with the goal of providing freely accessible virtual neuropsychology lectures to an international audience. Although KnowNeuropsychology was initially launched as a 12-week webinar series to address training disruptions caused by the pandemic, it has evolved into a nonprofit organization offering over 100 high-quality didactics on diverse clinical and research topics in neuropsychology, including clinical disorders, cultural diversity (among other aspects), neuroanatomy, and professional development. KnowNeuropsychology prioritizes diversity, equity, and inclusion by amplifying voices from underrepresented groups, students, and early career professionals and ensuring accessible, culturally relevant content. The platform has achieved a global reach by leveraging virtual tools and addressing training gaps in low- and middle-income countries and underserved regions. Lessons learned from KnowNeuropsychology underscore the potential of digital tools to expand access to neuropsychology education and inform systemic changes, aligning with updated training guidelines to increase equity and inclusion in the field.

Productivity measurement in psychology and neuropsychology: Existing standards and alternative suggestions

Objective: The Relative Value Unit (RVU) system was initially developed to account for costs associated with clinical services and has since been applied in some settings as a metric for monitoring productivity. That practice has come under fire in the medical literature due to perceived flaws in determination of "work RVU" for different billing codes and negative impacts on healthcare rendered. This issue also affects psychologists, who bill codes associated with highly variable hourly wRVUs. This paper highlights this discrepancy and suggests alternative options for measuring productivity to better equate psychologists' time spent completing various billable clinical activities. Method: A review was performed to identify potential limitations to measuring providers' productivity based on wRVU alone. Available publications focus almost exclusively on physician productivity models. Little information was available relating to wRVU for psychology services, including neuropsychological evaluations, specifically. Conclusions: Measurement of clinician productivity using only wRVU disregards patient outcomes and under-values psychological assessment. Neuropsychologists are particularly affected. Based on the existing literature, we propose alternative approaches that capture productivity equitably among subspecialists and support provision of non-billable services that are also of high value (e.g. education and research).

Characteristics of and Professional Issues Experienced by Early Career Neuropsychologists in the United States - Findings from a Survey Study

OBJECTIVE

Multiple transitions occur during the early career stage of a psychologist, perhaps to a higher extent and with more potent ramifications than subsequent career stages. However, limited information exists on the various expectations, concerns, and challenges experienced by early career psychologists (ECPs) broadly, and more specifically in clinical neuropsychology. Therefore, the Society for Clinical Neuropsychology (SCN)/Division 40's Early Career Neuropsychologist Committee developed a Needs Assessment Survey with the primary goal of identifying various training and professional development issues encountered by ECPs in clinical neuropsychology.

METHOD

A comprehensive survey was distributed electronically via listserv announcements and SCN communication tools (Newsletters and Neuroblasts). Data collection occurred from 29 May, 2020 to 02 August, 2020. The total sample comprised of 89 respondents (85% aged 31-40 years; 83% female; 82% Caucasian, followed by 18% Asian; 3% of Hispanic ethnicity).

RESULTS

Majority of the respondents graduated from APA-accredited doctoral programs and from postdoctoral programs that adhered to Houston Conference Guidelines. About 7% took >2 years to complete their residency and about 10%-15% of ECPs expressed clear dissatisfaction with at least some aspect of their residency training. Becoming board certified in neuropsychology was the highest ranked career goal for ECPs in neuropsychology (45%), whereas 72% indicated difficulty understanding billing and insurance-related issues as the most frequently encountered professional challenge. About 57% of ECPs were concerned about maintaining work/life balance.

CONCLUSIONS

Specific ways to aid and strengthen trainees and ECPs' professional needs are discussed with a focus on activities that can be undertaken at individual-, department-, profession-, and higher legislative-specific levels.

IMPACT STATEMENT

Question: Using survey data, this study aimed to characterize early career psychologists (ECPs) training history and their current work settings, identify their needs, and understand their perspectives about challenges and expectations. Findings: Results reveal that the workforce comprising of ECPs is getting increasingly diverse, and their needs are typically focused on obtaining board certification. ECPs identified areas for improvement in their training, such as increasing their knowledge of billing and insurance, and expressed concerns about maintaining work/life balance. Importance: The Minnesota 2022 Update Conference seems like a promising platform for addressing several of the needs identified by the survey and providing updated guidelines for ECPs. Next Steps: Based on the findings, general guidelines have been proposed for state and local level organizations along with call for action to higher-level legislation.

Gender and ethnic/racial diversity in clinical neuropsychology: Updates from the AACN, NAN, SCN 2020 practice and "salary survey"

OBJECTIVE

Examination of gender and diversity issues within clinical neuropsychology, using data from the 2020 professional practice and "salary survey."

METHODS

Clinical neuropsychologists in the U.S. and Canada were invited to participate in an online survey. The final sample consisted of 1677 doctoral-level practitioners.

RESULTS

Approximately, 60% of responding neuropsychologists are women and 53.8% of those women identify as early career psychologists (ECPs). Conversely, a majority of men in the sample are advanced career psychologists (ACPs). Both genders work predominantly in institutions, but more men than women work in private practice. ACP men produce a greater number of peer-reviewed publications and conference presentations. Across all work settings, women earn significantly less than men, and are less satisfied with their incomes. Establishing and maintaining family life is the biggest obstacle to attaining greater income and job satisfaction for both genders. Ethnic/racial minority status was identified in 12.9% of respondents, with 59.2% being ECPs. Job satisfaction and hostility in the workplace vary across ethnic/racial minority groups. Hispanic/Latino(a) and White neuropsychologists report higher incomes, but there were no statistically significant differences between any of the groups.

CONCLUSIONS

Income and select practice differences persist between female and male neuropsychologists. There is a slow rate of increased ethnic/racial diversity over time, which is much more apparent among early career practitioners. Trajectories and demographics suggest that the gender income gap is unlikely to be improved by the next survey iteration in 2025, whereas it is very likely that ethnic/racial diversity will continue to increase gradually.

Voices of leadership: wisdom from women leaders in neuropsychology

OBJECTIVE

Inspired by panel discussions at various neuropsychology conferences, the aim of this paper is to share wisdom that women in neuropsychology acquired from their leadership experiences.

METHOD

We identified 46 women leaders in governance and academic research through reviews of organizational websites and journal editorial boards, and requested their response to brief questions via email. Twenty-one leaders provided responses to three questions formulated by the authors.

RESULTS

This paper summarizes the primary themes for the following questions: (1) What advice would you give to a woman neuropsychologist who is seeking to move into a leadership role? Responses included: increase visibility, make connections, know yourself, be confident, and gather information. (2) What leadership style(s) works best? No respondents endorsed a 'best' leadership style; however, they suggested that leaders should know their own personal style, be open and transparent, find a shared mission, and most importantly - use a collaborative approach. (3) What helps a woman earn respect as a leader in neuropsychology? Respondents recommended that leaders should: get involved in the work, demonstrate integrity, do your homework, be dependable, and keep meetings focused.

CONCLUSIONS

It is the authors' intent that by gathering and distilling advice from successful women leaders in neuropsychology, more women may be catalyzed to pursue leadership roles in our profession.