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At least 163 records · Page 9Linked to original sources

PubMed1996

The importance of workforce planning in the NHS in the 1990s.

Considers a variety of pressures, both internal and external to the National Health Service, which in recent years have ostensibly increased the importance of sound workforce planning initiatives. These include, among others: skill shortage; the drive towards cost-efficiency and effectiveness; an altered philosophy of care through technology; the develop of competence-based training initiatives; nationwide demographic changes; and the need to develop identifiable skill shortages. Presents reprofiling (skills alignment with organizational needs) and skill mix and distribution as useful approaches to workforce planning and concludes with a brief consideration of implications for planners of professional boundaries and changed educational priorities for health service personnel.

Health Planning↗

PubMed1998

Supply dynamics of the mental health workforce: implications for health policy.

The U.S. mental health workforce is varied and flexible. The strong growth in supply of nonphysician mental health professionals, ranging from psychologists to "midlevel" professionals like social workers and nurse specialists, helps to offset the dwindling numbers of medical graduates entering the field of psychiatry. Primary care physicians often see patients who have some form of mental illness, which they are not always trained to recognize and treat. The data on the supply of several specialists--psychiatrists, clinical psychologists, and clinical social workers--indicate that the distribution of mental health professionals varies widely by state. The composition, supply, and distribution of workers in this field also affect the care of vulnerable populations. Broader policy questions, including the lack of parity between mental and physical health insurance coverage and barriers to entry by nonphysician professions, may limit the cost-effective expansion of this diverse and dynamic workforce.

Adolescent↗

PubMed1996

An optimized model for substitution of expatriate workforce in a Gulf-Council country: the Kuwaiti case.

"This article is based on data from a research project carried out during 1992-1994 to achieve a replacement mechanism and a model for the substitution of expatriate labour by Kuwaiti nationals. Since Kuwait can readily enforce its Kuwaitization policy in the public sector, the presented model aims at reducing the share of non-Kuwaitis in that sector over five years. Published data on distribution of the workforce in the public sector by nationality indicate that the non-Kuwaiti share of the total workforce is 38 per cent. The majority of [migrant] workers are unskilled or semi-skilled and engaged in production, commerce and services. Sex ratios are unbalanced and workers exhibit a high rate of literacy...." (SUMMARY IN FRE AND SPA)

Asia↗

PubMed1997

Workforce projections for emergency medicine: how many emergency physicians does the United States need?

OBJECTIVE: To mathematically model the supply of and demand for emergency physicians (EPs) under different workforce conditions. METHODS: A computer spreadsheet model was used to project annual EP workforce supply and demand through the year 2035. The mathematical equations used were: supply = number of EPs at the beginning of the year plus annual residency graduates minus annual attrition; demand = 5 full-time equivalent positions/ED x the number of hospital EDs. The demand was empirically varied to account for ED census variation, administrative and teaching responsibilities, and the availability of physician extenders. A variety of possible scenarios were tested. These projections make the assumption that emergency medicine (EM) residency graduates will preferentially fill clinical positions currently filled by EPs without EM board certification. RESULTS: Under most of the scenarios tested, there will be a large deficit of EM board-certified EPs well into the next century. Even in scenarios involving a decreasing "demand" for EPs (e.g., in the setting of hospital closures or the training of physician extenders), a significant deficit will remain for at least several decades. CONCLUSIONS: The number of EM residency positions should not be decreased during any restructuring of the U.S. health care system. EM is likely to remain a specialty in which the supply of board-certified EPs will not meet the demand, even at present levels of EM residency output, for the next several decades.

Computer Simulation↗

PubMed2002

Workforce planning and community children's nurses: it's all in the advertisements.

This paper outlines a study exploring job advertisements for community children's nurses (CCNs). A post-structural approach was taken to illuminate the development of community children's nursing services (CCNS) and the profile of characteristics, skills and caseload within a workforce-planning context. An analysis of 100 advertisements looked at title, skills, caseload, qualifications and evolving roles. The analysis comprised an initial quantitative descriptive account of data, followed by further analysis of the text using thematic analysis and coding. The skills identified were compared to those identified by Proctor et al. (1999). The most commonly occurring skills were interpersonal (35%), multi-professional team working (33%), clinical (28%), management (18%) and leadership (16%). The analysis was limited, but provides a unique insight into employers' perceived needs in providing CCN services, evolving titles and roles and could inform practitioners, contribute to service evaluation, future service provision and workforce planning.

Advertising↗

PubMed1995

Head and neck surgery workforce in the year 2014.

The head and neck surgery workforce in the United States over the next 20 years is of significant interest to physicians, patients, and others. Using election to fellowship in the American Society for Head and Neck Surgery or the Society of Head and Neck Surgeons, or both, as the criteria for designation as a head and neck surgeon, a mathematical model was designed to project the growth of the head and neck surgery workforce through the year 2014. The current combined active membership of the two societies was analyzed to determine the impact of age distribution on this model. The paradigm assumes 30 new head and neck surgeons each year and includes the appropriate mortality rate for each cohort. Based on this model, the total number of head and neck surgeons should decrease slightly from 1109 in the year 1994 to 1028 in the year 2014. A steady-state supply of head and neck surgeons is therefore predicted.

Adult↗

PubMed2000

The structure of the dental workforce in the 21st century.

Graham Try (page 9) has suggested that the UK is heading towards dentist shortage. This paper picks up the story from there, speculating on how a shortage of dentists might stimulate changes in working methods. The market place will look for workforce configurations which make business sense at practice level and which deliver services in a form which patients find helpful and convenient. Although some dental procedures can be carried out by people with less training than dentists, this may not contribute to economic efficiency and could make the customer service experience less appealing. Changes in the structure of the workforce may therefore be less radical than has sometimes been suggested. Much depends on how decision-making and regulatory processes evolve. It seems likely that local and practice level decision-making will grow at the expense of central planning.

Decision Making, Organizational↗

PubMedDate not supplied

Fighting hand to hand over physician workforce policy.

A vexing problem in health policy is getting the right number of physicians in the right specialties in the right locations at the right time. I examine market and public planning approaches to getting the number "right." After discussing the basic premises of the invisible hand of the market and the heavy hand of government regulation, I apply these concepts to a review of the past century of U.S. physician supply and workforce policy. I conclude by examining recent health system trends that make clear the need for a firm regulatory grasp on physician workforce policy.

Health Care Sector↗

PubMedDate not supplied

Trends in the physician workforce, 1980-2000.

Over the past twenty-five years the nation has struggled with a series of physician workforce issues: determining the appropriate number of physicians needed and the appropriate number to produce; the role of international medical school graduates; the mix of primary care and non-primary care physicians; efforts to increase the number of underrepresented minorities in medicine and the supply of physicians in rural areas; and the impact of the growing number of female physicians. This paper documents physician workforce trends over the past twenty years, especially as they relate to these issues.

Adult↗

PubMedDate not supplied

The public health workforce.

Defining the public health workforce and specifying its performance requirements present equal challenges as the nation anticipates public health needs for the twenty-first century. The core group of professionals employed by government public health agencies works in close partnership with a wide range of public, private, and voluntary organizations. The wider circle includes almost all physicians, dentists, and nurses, plus many other health, environmental, and public safety professionals. The task of ensuring that this workforce is prepared with skills and knowledge to face both identified and emerging public health challenges is immense.

Education, Public Health Professional↗

PubMed2001

American Academy of Pediatrics: Financing graduate medical education to meet pediatric workforce needs.

This statement reviews the current system of funding for graduate medical education (GME) in the United States and evaluates the potential of alternative GME funding mechanisms, including a portable authorization system, to meet future pediatric workforce needs. It addresses key issues relating to the financing of GME: Medicare direct medical education (DME) and indirect medical education adjustment (IMEA) payments, an all-payer GME trust fund, and a market mechanism to distribute GME funds for both core pediatric and pediatric subspecialty education. In a concluding series of recommendations, the statement calls for changes to the current system of GME funding to ensure the production of a pediatrician workforce that will be able to meet the future needs of infants, children, adolescents, and young adults.

Academies and Institutes↗

PubMed2001

Continuing-education needs of the currently employed public health education workforce.

OBJECTIVES: This study examined the continuing-education needs of the currently employed public health education workforce. METHODS: A national consensus panel of leading health educators from public health agencies, academic institutions, and professional organizations was convened to examine the forces creating the context for the work of public health educators and the competencies they need to practice effectively. RESULTS: Advocacy; business management and finance; communication; community health planning and development, coalition building, and leadership; computing and technology; cultural competency; evaluation; and strategic planning were identified as areas of critical competence. CONCLUSIONS: Continuing education must strengthen a broad range of critical competencies and skills if we are to ensure the further development and effectiveness of the public health education workforce.

Credentialing↗

PubMed1994

Avoiding litigation after a reduction in workforce.

Healthcare organizations can avoid litigation after a reduction in workforce by observing Federal and state laws that protect employees, by documenting why and how the reduction will be carried out, and by training healthcare managers to terminate employment properly. Careful planning and scrupulous execution of a reduction-in-workforce plan can prevent costly lawsuits.

Employment↗

PubMed1996

Business as usual? Changes in health care's workforce and organization of work.

Major changes are occurring in the health care workforce and organization of work. Such changes include, for example, a shift in workforce composition from specialists to generalists in medical care, as well as a shift from autonomous work performance to work performed in teams. This article provides a survey of such major changes. It identifies patterns of change and examines their causes. Further, we raise questions about the implications of these changes for practice and research in the health care field.

Contract Services↗

PubMed1998

Workforce planning. Catching the drift.

NHS workforce planning has traditionally ignored the role of doctors and nurses trained in continental Europe and Scandinavia. At present doctors trained in the European Economic Area make up 10 per cent of senior house officers in England and Wales. But the numbers coming to the UK are falling. Falling medical unemployment in Europe will mean these doctors have less incentive to come to the UK, leaving a considerable gap in the NHS workforce. More local research is needed into working patterns and career plans of European-trained nurses and doctors.

European Union↗

PubMed2001

Wagging the dog: an analysis of year 2000 workforce and education outcomes from recommendations of the 1995 Pew Commission report.

Over-production in the number of hospitals and health care workers has led to increased cost of medical care and inequities within the health care delivery system. An increase in managed care penetration within the market-place is believed to mandate dramatic changes in the way that health care is structured and delivered. The 1995 Pew Commission report projected major changes in health care organizations and health manpower through the effects of managed care and public regulation. This paper describes the outcomes to health delivery organizations and the health care workforce five years since the Pew Commission Report and discusses the belief that market forces are more effective mechanisms for addressing health care delivery and workforce requirements than public regulatory initiatives.

Allied Health Personnel↗

PubMed2000

Strategic management and health workforce policy.

Among the many consequences of health care restructuring is the impact such changes have on the training requirements for the health professions. Since workforce planning has been difficult and sometimes controversial in relatively stable times, it is likely to be even more problematic amid the turbulent changes ahead as the U.S. health care system restructures for the 21 century. Strategic management models emphasizing stakeholder involvement offer a middle ground between the extremes of government mandates and free markets by engaging a variety of participants with a stake in the planning outcome. The following report on the New Jersey effort to engage a variety of health care stakeholders in a participatory management process to shape the state physician workforce may provide useful insights for both managers and policy-makers.

Delivery of Health Care↗

PubMed2000

Educating the nursing workforce in 2000 and beyond.

Changes in the health care delivery system have comparable impacts on both nursing practice and education, such that tomorrow's nursing practice would best emanate from innovative partnerships between leaders in practice and education. For the foreseeable future, an expert nursing workforce is needed in an expanded form, but an array of challenges to maintaining this workforce are evident. Recent and continuing scientific and technologic advances in health care make the matching of practice and education to evolving trends paramount. Regardless of what the future holds, generative leadership in any realm of practice is essential to move our profession into the forefront of health care.

Delivery of Health Care↗