Laboratory Staff Retention in Resource-Limited Settings: Challenges and Lessons Learned from AIDS Clinical Trials Group Clinical Research Laboratories

independent, employee-based survey of the laboratory staff under these directors was conducted. Staff completed a 30 question confidential, internet-based survey seeking the importance of salary, education/training, management style and fringe benefits on staff retention. RESULTS: Fifty-four staff at six sites completed the survey. Education/training (89%) and salary (87%), were the most important factors in retention compared to management style (70%) or fringe benefits (61%). Furthermore, competitive market salary (87%) was more important than on and off-site specific training (78%) or continued medical education (70%). Laboratory management style factors ranked as the following: communication (89%), lab personal protection equipment availability (85%), staff empowerment (74%) and position advancement (71%). Workload was the least important concern (57%). Job security (93%) was the most important fringe benefit as compared to attending annual/regional conferences (74%), work hours (61%), publication privilege (52%) and transportation (48%). Standard of living (65%), facility security (57%) and country climate (11%) were not as important as other factors. CONCLUSIONS: The results of this survey and the symposium members' assessment indicate that in order to build sustainable quality laboratory personnel, laboratories must offer competitive salaries, workshops and training. In addition to job security, communication, respect, safety, personnel recognition, growth and staff empowerment from management also play a critical role in staff retention. Acknowledgments: The ACTG international clinical research sites (CRSs) (Zambia, Kenya, Malawi, Tanzania, United Republic of Uganda), and their corresponding laboratories.