Hiring renal RNs: start with love, compassion.
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Empathy↗
SEARCH · PubMed Health
Results for “workforce development”
Explore indexed PubMed citations for clinical trials, systematic reviews and public health research. Read source abstracts and follow each citation to its original PubMed record.
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Improving interdisciplinary team process: a practical approach to team development.
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Aged↗
New graduate RN internship program: a collaborative approach for system-wide integration.
Population growth and aging increase the demand for skilled nurses. Hospitals face the challenge of supplying experienced and qualified caregivers. The cost of training new nurses remains significant. Nursing educators are pivotal in developing the nursing workforce, especially under tightening constraints. This article examines the development of a nursing internship program aimed at attracting and retaining newly graduated nurses and its effect on retention to the institution.
Cooperative Behavior↗
Commentary: developing and retaining a public health workforce for the 21st century: readiness for a paradigm shift to community-based public health.
The Partnership for the Public's Health work in supporting partnerships between local health departments and community-based organizations has offered important insights into the difficulties of changing public health practice to a more community-based model. Keys to these difficulties are workforce issues: availability, appropriateness of initial training, recruitment, retention, and issues of continuing education. These challenges and some positive examples are discussed.
California↗
Mothers, midwives, and HIV/AIDS in Sub-Saharan Africa.
This article reviews clinical and program issues in the prevention of mother to child transmission (PMTCT) of HIV in sub-Saharan Africa. Topics include prevention of infection, voluntary counseling and testing, prenatal care, labor and birth, postpartum, family planning, infant feeding, and the role of traditional birth attendants. Programs providing short-course antiretroviral therapy to prevent infant infection are contrasted with comprehensive programs offering antiretroviral therapy and medical care to mothers, children, and families. Feminization of the epidemic is related to gender inequalities that facilitate the spread of HIV and make pregnant women an especially vulnerable group. Nurses and midwives are the primary health care providers for most of the population in sub-Saharan Africa. They are the backbone of the new PMTCT programs and will be the largest group of health workers available to diagnose and treat opportunistic infections and dispense antiretroviral therapy. But they have received little training and support to provide AIDS care and treatment and are rarely consulted when plans are made about workforce issues and capacity development in the health sector. Clinical training, leadership skills, salary support, expansion of the nursing workforce, and development of expanded roles for nurses and midwives in AIDS care are needed to help them turn the tide of the epidemic.
Adolescent↗
Relationships between patient dependency, nursing workload and quality.
The nature and value of dependency-acuity-quality (DAQ) demand-side nursing workforce planning methods are set in the context of nursing workforce planning and development. Extensive DAQ data from one of the largest UK nursing workforce studies (347 wards) involving 64 high-quality and 62 low-quality hospital wards, are reconsidered in a workload and quality context. Results generate new insights; for example, poor quality care is more likely to be a feature of larger wards with fluctuating workloads than smaller wards with consistently high workloads owing to inflexible nurse staffing. Nursing activity and staffing differences between high- and low-quality wards are highlighted. Recommendations are made to improve nursing management and practice as well as the next phase of DAQ studies.
Dependency, Psychological↗
Challenges confronting the health workforce in sub-Saharan Africa.
Sub-Saharan Africa and the international health community face a daunting challenge to deal with an extraordinary disease burden and improve the health status of Africans. Despite decades of effort to provide effective, equitable and affordable health care services, the health indices of Africans have stagnated and in some instances have deteriorated. Africa is the only continent that has not fully benefited from recent advances in biomedical sciences that brought health tools and technologies to tackle most of the disease burden. The emergence of the HIV/AIDS epidemic has confounded the health scene and posed further challenges. Several factors are responsible for this state of affairs: macro factors, that represent the broader socio-cultural environment that impact on health, and micro factors, which are largely health sector specific. There is increasing recognition that the major limiting factor to improved health outcomes is not lack of financial resources or health technologies but the lack of implementation capacity which depends on the presence of a functional health system. The drivers and architects of this are health workers, 'the most important of the health system's input'. The Commission on Macroeconomics and Health advocates a greatly increased investment in health rising in low income countries to a per capita expenditure of US $34 per year and states that the problem in implementing this recommendation is not difficulty in raising funds but the capacity of the health sector itself to absorb the increased flow. Yet, until fairly recently sufficient attention has not been directed to the role of the health workforce. The failure to develop and deploy an appropriate and motivated health workforce, and the environment necessary for the workforce to perform optimally is clearly a critical determinant of the health status of Africans. This paper summarizes key issues facing the workforce and outlines a framework to develop strategies to address them.
Africa South of the Sahara↗
Physician migration to and from Canada: the challenge of finding the ethical and political balance between the individual's right to mobility and recruitment to underserved communities.
Physician migration to and from countries results from many local causes and international influences. These factors operate in the context of an increasingly globalized economy. From an ethical point of view, selective and targeted "raiding" of developing countries' medical workforce by wealthier countries is not acceptable. However, within specific countries, additional factors need to be identified to moderate the situation. I discuss the context in which Canada, a developed country, has struggled with workforce planning, with troubling results. I identify challenges for Canada but emphasize that decisions based on sloppy assumptions or inadequate data can lead to invalid policies, and poorly coordinated implementation can lead to a waste of human capital. Myths and attitudes further complicate physician workforce planning. Implementing recommendations of the recently concluded Task Force on the Licensure of International Medical Graduates will hopefully ameliorate the situation.
Canada↗
Building a career-resilient workforce: the Northwestern Memorial Hospital career development program.
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Career Mobility↗
Predicting the pediatric workforce: use of trend analysis.
OBJECTIVE: To develop a predictive model for projecting the pediatric workforce and retrospectively test its accuracy at different points in time over the past several decades. METHODS: We applied a modified version of the physician workforce trend model developed by Cooper et al. We first analyzed and tested the relationship between economic activity and the number of active pediatric medical physicians for several periods from 1963 to 2000. To project economic activity and population changes in the United States, we conducted linear trend analyses by using the available historical data through the year before the forecast period of interest. RESULTS: There has been significant growth of the absolute numbers of the pediatrician workforce over the past several decades. There was a strong correlation (R2=.98) of gross domestic product per capita (using 1996 dollars) with the number of active pediatricians (generalists and specialists) per 100,000 children in the United States by year over a 37-year period from 1963 to 2000. Predictions of pediatrician supply using historical census and economic data to inform the trend analysis were also very highly correlated with actual supply. CONCLUSIONS: The methods used in this study to predict the pediatric workforce were very accurate and consistent over a 37-year period.
Forecasting↗
Strategies for developing competency models.
There is an emerging trend within healthcare to introduce competency-based approaches in the training, assessment, and development of the workforce. The trend is evident in various disciplines and specialty areas within the field of behavioral health. This article is designed to inform those efforts by presenting a step-by-step process for developing a competency model. An introductory overview of competencies, competency models, and the legal implications of competency development is followed by a description of the seven steps involved in creating a competency model for a specific function, role, or position. This modeling process is drawn from advanced work on competencies in business and industry.
Behavioral Medicine↗
Methodological issues in medical workforce analysis: implications for regional Australia.
Medical workforce data have a profound impact on health policy formulation, but derived doctor population ratios (DPR) are often more relevant to plotting national trends than providing a detailed regional or local workforce perspective. Regional workforce data may be more useful if national approaches are augmented by local information. In developing a detailed workforce analysis for one region of Australia, the authors encountered several challenging methodological issues, including the accuracy of medical workforce databases, clarity of definition of community boundaries, interpretation of workforce definitions and the difficulty accounting for local community needs. This paper discusses the implications for regional workforce research.
Health Services Research↗
Educating the future workforce: building the evidence about interprofessional learning.
This paper addresses the theme of interprofessional education for health and social care professionals as it affects the development of the workforce. The drivers for change in the UK, typified by the Bristol Royal Infirmary and Victoria Climbié inquiries and the response to these in the form of Department of Health policy, are discussed. The need for rapid development of the evidence base around this subject is evident from literature reviews of the impact of interprofessional education. Directions for future research and investment in this area are proposed, including the need for a stronger theoretical base and for longitudinal studies over extended periods of time in order to examine short, medium and long-term outcomes in relation to health care practice.
Employment↗
Development and use of skills in the workforce.
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Clinical Competence↗
Strengthening the public health workforce: three CDC programs that prepare managers and leaders for the challenges of the 21st century.
To address the need for management development in public health, the Centers for Disease Control and Prevention (CDC) established three independent workforce development initiatives aimed primarily at strengthening management and leadership capacity: the Sustainable Management Development Program, the Management Academy for Public Health, and the CDC Leadership and Management Institute. Though independently designed and implemented, the programs share similar guiding principles in their approach to management development: interactive (adult) learning, management tools that reinforce evidence-based decision making, individual feedback, continuous improvement of the learning process, posttraining support for networking and life-long learning, and teamwork. This article will discuss important lessons learned regarding best practices in management and leadership development.
Centers for Disease Control and Prevention, U.S.↗
Improvement, trust, and the healthcare workforce.
Although major defects in the performance of healthcare systems are well documented, progress toward remedy remains slow. Accelerating improvement will require large shifts in attitudes toward and strategies for developing the healthcare workforce. At present, prevailing strategies rely largely on outmoded theories of control and standardisation of work. More modern, and much more effective, theories of production seek to harness the imagination and participation of the workforce in reinventing the system. This requires a workforce capable of setting bold aims, measuring progress, finding alternative designs for the work itself, and testing changes rapidly and informatively. It also requires a high degree of trust in many forms, a bias toward teamwork, and a predilection toward shouldering the burden of improvement, rather than blaming external factors. A new healthcare workforce strategy, founded on these principles, will yield much faster improvement than at present.
Attitude of Health Personnel↗
Improvement, trust, and the healthcare workforce.
Although major defects in the performance of healthcare systems are well documented, progress toward remedy remains slow. Accelerating improvement will require large shifts in attitudes toward and strategies for developing the healthcare workforce. At present, prevailing strategies rely largely on outmoded theories of control and standardisation of work. More modern, and much more effective, theories of production seek to harness the imagination and participation of the workforce in reinventing the system. This requires a workforce capable of setting bold aims, measuring progress, finding alternative designs for the work itself, and testing changes rapidly and informatively. It also requires a high degree of trust in many forms, a bias toward teamwork, and a predilection toward shouldering the burden of improvement, rather than blaming external factors. A new healthcare workforce strategy, founded on these principles, will yield much faster improvement than at present.
Delivery of Health Care↗
Too few dentists? Workforce planning 1996-2036.
The development and use of forecasting models can stimulate the debate on workforce planning for dentists by improving the quality of the data available, by providing a framework within which the debate can be conducted and by providing a means whereby the effects of different trends and policy options can be measured in a consistent way. The number of dentists on the Dentists Register aged under 60 years may well fall over the 40 years between 1996-2036, while the proportion of female dentists is likely to grow from under 30% to almost 50%. If the present gender differences in dentists' output persist, the effective 'whole-time equivalent' (WTE) size of the dentist workforce could fall by 15%. While future patterns of disease and the efficacy of future treatments are difficult to predict, the demand for dentistry is very likely to increase, given the forecast ageing of the UK population. The number of people aged 65-74 years could increase by 50% to eight million and those over 75 years by 70% towards seven million. Further, almost of all of this greatly increased older population will have retained some of their own teeth. The edentulous adult population was 37% in 1968 and might fall to less than 5% by 2036. These trends taken together could increase the number of courses of treatment per WTE dentist by as much as 40% over these 40 years. Such modelling can help to reduce the degree of uncertainty in future workforce planning.
Adult↗