Anything less than at least 20% research is basically giving it away. It’s not the worst thing, but the RVU expectations for the clinical portion at AMCs can be tough. Many places use consulting numbers (2-3 main sources of proprietary info) and they set production expectations off of the inflated numbers. Most bean counters don’t know the difference btw a psychologist & neurologist, so their expectations about productivity usually reflect that. As neuropsych, I could bill differently and do marginally better compared to traditional 50/50 or 80/20, but jumping to new institutions was the far quicker path up the ladder.
My last place expected a 75%-tile for production, but only wanted to pay the 50%-tile in pay. I gained access to the reference data at my last place and the inequity was evident. I actually understood all of the bean-counter side, and finally bailed once I had a strong enough CV to feel comfortable. I warned my co-workers, but many were accustomed to the benefits (e.g. reduced/waived tuition costs for their kids, Cadillac coverage healthcare plans, etc), so they put up w the beatings until moral improved.
Pre-tenure paths at AMCs are basically a MLM scam. They keep promising your efforts will pay off during promotion review, but you just need to take on more. And more. And more. It’s by design and more accurately resembles a law firm’s structure bc the vast majority of productivity come from minions, but the top %-tile reap the majority of the rewards. Everyone above you benefits first, and the peons get to fight through the politics like Survivor & hope to be one of the chosen few that advance to Associate Prof, and then the even smaller group that get tenured. To no one’s surprise, there were clear gender & diversity differences across peer institutions, and most administrators didn’t care when it actually mattered, as long as they kept/gained more influence within the system.
I studied faculty attrition at AMCs, which gave me access to internal & external data that were eye-opening. Our research group met regularly with the c-suites (mostly bc certain sub-specialities were REALLY costly to replace, but even more expensive to not), but they regularly ignored the data. We had collected and produced mounds of data both at our institution & also through peer institutions, but most of the system-wide optics were more important than silo’d outcomes.