Search PubMed⌕ Search

SEARCH · Search PubMed

Results for “Workforce”

Search indexed PubMed citations on genomics, clinical trials, systematic reviews and public health. Explore titles, authors and supplied subject terms, then open the PubMed record.

Quote a phrase for an exact phrase match. Source license links do not imply unrestricted reuse.

At least 37 records · Page 2Linked to original sources
PubMed1995

Thoracic Surgery Workforce Report. The fourth report of the Thoracic Surgery Workforce Committee of The American Association for Thoracic Surgery and The Society of Thoracic Surgeons.

To determine demographics, practice patterns, and work volume of North American thoracic surgeons, we sent a detailed survey to all members of The American Association for Thoracic Surgery and The Society of Thoracic Surgeons between January and May 1993 to determine data for 1992; 3049 of 3487 (87%) thoracic surgeons responded and 2677 (88%) were in active practice. Ninety-seven percent were male and 3% female, with a mean age of 52 years. Sixty-five percent considered fee-for-service as their primary compensation mode. Only 24% do isolated subspecialty work: 2% pediatric cardiac surgery. 10% general thoracic surgery, and 12% adult cardiac surgery. Seventy-six percent of respondents do both cardiac and thoracic operations. Workload data for adult cardiac, pediatric cardiac, general thoracic, peripheral vascular, and pacemaker operations were requested. Volume data were cross-correlated with age, 10 geographic regions including Canada, type of practice, and type of compensation and were cross-checked by hospital discharge data for 1992. These data were compared with data from similar surveys performed in 1976, 1980, and 1985, under the auspices of the same two societies; these latter surveys used diplomates of the American Board of Thoracic Surgery as their database. Workloads have increased over previous surveys. Most surgeons do a wide variety of thoracic operations, and exclusive designations are in the minority.

Aged↗
PubMedDate not supplied

Developing the public health workforce in Canada: a summary of regional workshops on workforce education and training.

The report of the National Advisory Committee on SARS and Public Health recommended the need for a national public health human resource strategy and the need to identify opportunities for improving training. The recent regional workshops reinforced both these recommendations, and the excellent suggestions made by the participants will be utilized by the many work groups that will endeavour to improve public health system infrastructure in this country.

Canada↗
PubMed2003

Public health nutrition workforce composition, core functions, competencies and capacity: perspectives of advanced-level practitioners in Australia.

OBJECTIVES: To investigate the attitudes, experiences and beliefs of advanced-level public health nutritionists with respect to public health nutrition workforce composition, core functions, competency requirements and existing workforce capacity. DESIGN: Qualitative study using structured interviews. SETTING: Australia. SUBJECTS: Forty-one advanced-level public health nutritionists employed in academic and senior technocratic positions in state health systems. RESULTS: Advanced-level public health nutritionists recognise the diversity of the public health nutrition workforce but clearly identify the need for a specialist public health nutrition workforce tier to provide workforce leadership. Nominated core functions for public health nutrition reflect broader public health core functions but, in the context of nutrition, specific problem resolution. Opinions about competency needs were similar to many of the cross-cutting competencies identified in the public health field but with specific application to nutrition problems. Competency in the scientific underpinning of nutrition was considered particularly important and delineated this public health nutrition workforce from the broader public health workforce. Public health nutrition was identified as a specialisation within public health and dietetics. Workforce capacity assessments by this group indicate a need for workforce development. CONCLUSIONS: Qualitative data from a large proportion of the Australian public health nutrition leadership group have identified core functions, competencies and workforce development priorities that can be a basis for further systematic research and workforce strategy development.

Australia↗
PubMed2006

Primary and community care workforce planning and development.

AIM: This article reports a study that provided primary and community care managers with information, allowing them to: (a) evaluate the size and mix of their workforce; and (b) develop knowledgeable and skilled teams to meet the demands of growing and changing services. BACKGROUND: Primary and community care services are growing in the United Kingdom, but workforce planning and development, despite their wide-ranging cost and quality implications, have not received the same attention. Indeed, most primary and community care workforce planning and development issues are universal. Demand 1-1 side workforce planning is concerned not only with the number, but also with staff mix; but how these autonomous and isolated practitioners spend their time is unique. The other side of the equation, workforce supply, raises many recruitment and retention challenges for managers in many countries. Any country's main workforce planning methods apply equally well to primary care, but each is flawed. A second, main problem is that the methods lead to fragmented services, whereas modern workforce planning methods should be multidisciplinary. Consequently, it has never been more important for managers to have data and algorithms to develop appropriate care teams. METHOD: A large and versatile workforce database, profiling 304 English primary care trusts using demographic, socio-economic, mortality, morbidity, staffing and performance workforce-related variables, compiled in 2002 and updated yearly, is described. Data were supplemented with a systematic literature review leading to a 340-item annotated bibliography; and qualitative interviews with managers. RESULTS: Workforce size and mix are historical and irrational at best. Moreover, the number of variables that influence staffing is growing, thereby complicating workforce planning. CONCLUSION: Evaluating and adjusting the size and mix of teams using empirically determined community demand and performance variables based on the area's socio-economic characteristics is feasible.

Community Health Nursing↗
PubMed2003

Public health workforce: challenges and policy issues.

This paper reviews the challenges facing the public health workforce in developing countries and the main policy issues that must be addressed in order to strengthen the public health workforce. The public health workforce is diverse and includes all those whose prime responsibility is the provision of core public health activities, irrespective of their organizational base. Although the public health workforce is central to the performance of health systems, very little is known about its composition, training or performance. The key policy question is: Should governments invest more in building and supporting the public health workforce and infrastructure to ensure the more effective functioning of health systems? Other questions concern: the nature of the public health workforce, including its size, composition, skills, training needs, current functions and performance; the appropriate roles of the workforce; and how the workforce can be strengthened to support new approaches to priority health problems.The available evidence to shed light on these policy issues is limited. The World Health Organization is supporting the development of evidence to inform discussion on the best approaches to strengthening public health capacity in developing countries. WHO's priorities are to build an evidence base on the size and structure of the public health workforce, beginning with ongoing data collection activities, and to map the current public health training programmes in developing countries and in Central and Eastern Europe. Other steps will include developing a consensus on the desired functions and activities of the public health workforce and developing a framework and methods for assisting countries to assess and enhance the performance of public health training institutions and of the public health workforce.

Editorial↗
PubMed2000

Implications of an aging registered nurse workforce.

CONTEXT: The average age of registered nurses (RNs), the largest group of health care professionals in the United States, increased substantially from 1983 to 1998. No empirically based analysis of the causes and implications of this aging workforce exists. OBJECTIVES: To identify and assess key sources of changes in the age distribution and total supply of RNs and to project the future age distribution and total RN workforce up to the year 2020. DESIGN AND SETTING: Retrospective cohort analysis of employment trends of recent RN cohorts over their lifetimes based on US Bureau of the Census Current Population Surveys between 1973 and 1998. Recent workforce trends were used to forecast long-term age and employment of RNs. PARTICIPANTS: Employed RNs aged 23 to 64 years (N = 60,386). MAIN OUTCOME MEASURES: Annual full-time equivalent employment of RNs in total and by single year of age. RESULTS: The average age of working RNs increased by 4.5 years between 1983 and 1998. The number of full-time equivalent RNs observed in recent cohorts has been approximately 35% lower than that observed at similar ages for cohorts that entered the labor market 20 years earlier. Over the next 2 decades, this trend will lead to a further aging of the RN workforce because the largest cohorts of RNs will be between age 50 and 69 years. Within the next 10 years, the average age of RNs is forecast to be 45.4 years, an increase of 3.5 years over the current age, with more than 40% of the RN workforce expected to be older than 50 years. The total number of full-time equivalent RNs per capita is forecast to peak around the year 2007 and decline steadily thereafter as the largest cohorts of RNs retire. By the year 2020, the RN workforce is forecast to be roughly the same size as it is today, declining nearly 20% below projected RN workforce requirements. CONCLUSIONS: The primary factor that has led to the aging of the RN workforce appears to be the decline in younger women choosing nursing as a career during the last 2 decades. Unless this trend is reversed, the RN workforce will continue to age, and eventually shrink, and will not meet projected long-term workforce requirements. JAMA. 2000.

Adult↗
PubMed2006

Critical care workforce: a policy perspective.

BACKGROUND: Workforce studies may be disconnected from the policies that affect supply and demand for health professionals. Sporadic review of the physician workforce in the last century has led to wide swings in perception about its adequacy. However, workforce research has influenced federal policy as well as the policies of institutions responsible for training and regulation of physicians. This discussion is intended to address workforce issues in the context of public policy at the federal level. It is also intended to serve as a starting point for new approaches to shaping workforce policy. DISCUSSION: The supply of and demand for physicians and other health professionals are affected by a number of factors that may or may not be under the control of policymakers and health professionals themselves. Productivity, practice patterns, the aging of the workforce and patients, and other major determinants are only minimally affected by most government policy. Despite several attempts throughout the 1980s and 1990s, demand for health care has been particularly difficult to control for policymakers. In contrast to the United States, most developed nations are extensively involved in the planning of the healthcare workforce, including the specialty mix, the number of physicians, and the number of other health professionals. CONCLUSION: There are many barriers to successful workforce policy. Successful public policy change often involves multiple stakeholders, in and out of government. The task before those concerned about workforce issues is to educate policymakers about how changes in the physician workforce will affect cost, access, and quality, and to impress upon them that serious efforts to improve quality of care and reduce costs will not be effective unless qualified physicians are there to provide that care.

Critical Care↗
PubMed2006

Participation in the workforce by Australian medical graduates.

OBJECTIVE: To investigate workforce participation patterns among Australian medical graduates and the extent of cohort differences in these patterns. DESIGN: We carried out a retrospective longitudinal cohort study, with data collected by postal survey on current occupation, location, absences from the workforce and occupation since graduation. PARTICIPANTS: Graduates who had completed their basic medical training at Monash University, Melbourne, Australia, in 1980, 1985, 1990 and 1995 were invited to participate (n = 546); 368 took part in the study (69%). OUTCOME MEASURES: The proportion of graduates in the Australian medical workforce, the equivalent full-time contribution to the Australian medical workforce, and the proportion taking temporary absences from the workforce were determined. RESULTS: The rate of participation in the Australian medical workforce was 96% 2 years after graduation. It then declined to reach 85% by 10 years and regained slightly to reach 88% by 15 years after graduation. There was no indication that the 1995 cohort made a lower contribution to the Australian medical workforce than the earlier cohorts in their first 7 years after graduation. CONCLUSION: Although there are few indications of differences between these cohorts during the first 7 years after graduation, the main contributing factors to losses from the Australian medical workforce -- medical work overseas and parental leave -- do not exert their maximum influence until a later time point. Longitudinal cohort data are essential for monitoring trends in medical workforce participation and hence for effective workforce planning.

Adult↗
PubMedDate not supplied

Physician workforce planning and the transition to primary health care in former socialist countries.

With the collapse of the Soviet Union, countries in Eastern Europe and the Newly Independent States inherited a physician workforce that was often too large, dominated by specialists, and poorly prepared for the transition to primary health care and the addition of the family/general practice specialty. We examine attempts in selected countries to plan the future physician workforce, while attempting to reduce the size of the workforce and train physicians to lead the transition to primary health care (PHC). We look the impact these efforts have had on the current workforce and will have on the future physician workforce. With few exceptions, the first move after independence was to reduce the inputs into the physician workforce in an attempt to reduce the size of the workforce, considered large by western standards, in 1990 between 350 and 400 per 100, 000 population compared to the EU average of 299. These reductions often did not result from planning and ignored the lengthy physician training process, leading to concerns for the future supply of physicians and the conclusion that many other factors were influencing the number of physicians. At the same time, two methods were being employed to rapidly prepare physicians for PHC, retraining of existing physicians for the short-term and the establishment of training programs in the faculties of medicine to train family/general practitioners (GPs) for the long-term. GPs per 100,000 population remained at about 102 throughout the period in the original EU countries, but in the new EU countries went from 51 in 1991 to 63 in 2002. The success of the programs was varied and often depended on the overall organization of the physician workforce, the status of the new family physician within the workforce and the commitment at the national level to the transition to PHC. After over a decade of independence, there is still a struggle to have a physician workforce with the right numbers, the right specialty mix, and practicing in the right locations.

Education, Medical, Graduate↗
PubMedDate not supplied

Medical workforce planning in Australia: process, methodology and technical issues.

This article describes the process, methods and technical issues associated with national level planning of the medical workforce in Australia. In Australia, workforce planning is also undertaken for the nursing and allied health workforces using largely similar processes and methods outlined below, with obvious modifications for differences in data sources, structures and practice. In Australia, the focus is also switching to a more integrated planning approach along care group lines, for example emergency care, diabetes care. This approach is still in its infancy and some technical and methodology issues are unresolved. Much of the health workforce planning in Australia is undertaken at the national level through the research team at the National Health Workforce Secretariat, although some work is also undertaken by individual jurisdictional health departments and other stakeholders. Information about the national health workforce agenda and the outcomes of the research and analysis is available through the Health Workforce Australia website at http://www.healthworkforce.health.nsw.gov.au. It should be acknowledged that the main sections of this article have been summarised from the 2003 publication Specialist Medical Workforce Planning In Australia, prepared by the Australian Medical Workforce Advisory Committee and the National Health Workforce Secretariat.

Adult↗
PubMed2006

Educating to improve population health outcomes in chronic disease: an innovative workforce initiative across remote, rural and Indigenous communities in northern Australia.

INTRODUCTION: Like Indigenous populations in other countries, an epidemic of chronic disease has swept across Australia's Indigenous communities in the past decade. The Northern Territory and Queensland health departments initiated preventable chronic disease strategies in 1999 and 2001, respectively. Yet finding innovative ways to translate this to the health workforce was challenging. Through support from the Australian Government, three universities, two health departments and two Indigenous organisations worked in partnership to improve workforce capacity in remote and rural communities through innovative education. METHODS: The methods included: (i) a training needs analysis consisting of 76 semi-structured interviews with key informants, and 35 surveys of remote staff; (ii) a literature and resource review; (iii) the development of a curriculum framework using: the existing competencies and standards across the health disciplines; the identified workforce needs; and what the workforce can impact upon; (iv) a multidisciplinary workshop with 35 educators across northern Australia that resulted in the basis for agreement of the final curriculum content and framework; (v) the development of a chronic disease self-assessment tool that was piloted with remote health staff; (vi) an assisted integration process for key stakeholders. An evaluation framework was also developed, as a separate project, in conjunction with the project partners during this time. RESULTS: This project identified that a paradigm shift is required in the way in which we educate the entire health workforce to deal effectively with the impact of chronic disease across remote, rural and Indigenous populations. In particular a need was found to educate the educators in the chronic care model and in using a population health approach. The training needs analysis identified very little difference between the education and training needs across the rural and remote health disciplines; it was perceived that they managed chronic disease fairly well yet found prevention and early detection to be at the 'hard end'. The main barriers identified were the demands of acute care over chronic disease management, compounded by high workforce turnover in remote areas. The curriculum framework, in particular the domains of remote practice, is being used by several Australian universities, health departments and non-government organisations in adapting their existing or new education programs. The self-assessment tool was based on the curriculum outcomes and was piloted in 2005 and found to be very useful for pre- and post-training purposes and as a discussion starter for all disciplines and groups. CONCLUSIONS: A practical curriculum framework now exists to integrate a population health approach for the prevention and early detection of chronic disease when educating the primary healthcare workforce. It is relevant to all health disciplines and is flexible in that it can be adapted, or adopted, depending on the educational needs of the disciplinary group. It is being imbedded into numerous undergraduate, postgraduate, and professional development programs in Australia. It includes: the core learning outcomes expected of any workforce, resources, and a self-assessment tool in chronic disease. These tools are assisting educators in the required paradigm shift required of the workforce to alter the single disease based practice model towards a comprehensive and integrated population based approach required for the workforce in the 21st century.

Chronic Disease↗
PubMed1996

Benchmarking the US physician workforce. An alternative to needs-based or demand-based planning.

OBJECTIVE: To propose population-based benchmarking as an alternative to needs- or demand-based planning for estimating a reasonably sized, clinically active physician workforce for the United States and its regional health care markets. DESIGN: Cross-sectional analysis of 1993 American Medical Association and American Osteopathic Association physician masterfiles. POPULATION: The resident population of the 306 hospital referral regions in the United States. MAIN OUTCOME MEASURES: Per capita number of clinically active physicians by specialty adjusted for age and sex population differences and out-of-region health care utilization. The measured physician workforce was compared with 4 benchmarks: the staffing within a large (2.4 million members) health maintenance organization (HMO), a hospital referral region dominated by managed care (Minneapolis, Minn), a hospital referral region dominated by fee-for-service (Wichita, Kan), and the proposed "balanced" physician supply (50% generalists). RESULTS: The proportion of the US population residing in hospital referral regions with a higher per capita generalist workforce than the benchmark was 96% for the HMO benchmark, 60% for Wichita, and 27% for Minneapolis. The specialist workforce exceeded all 3 benchmarks for 74% of the population. The per capita workforce of generalists was not related to the proportion of generalists among regions (Pearson correlation coefficient=0.06; P=.26). CONCLUSIONS: Population-based benchmarking offers practical advantages to needs- or demand-based planning for estimating a reasonably sized per capita workforce of clinically active physicians. The physician workforce within the benchmarks of an HMO and health care markets indicates the varying opportunities for regional physician employment and services. The ratio of generalists to specialists does not measure the adequacy of the supply of the generalist workforce either nationally or for specific regions. Research measuring the relationship between physician workforces of different sizes and population outcomes will guide the selection of future regional benchmarks.

Catchment Area, Health↗
PubMed2002

Planning Australia's hospital workforce.

Growing government support has been evident during the past decade for macro-level workforce planning to ensure that future populations have access to appropriate health care services. Population ageing is impacting on workforce requirements and on workforce supply within Australia and internationally. Changes in financing and the organisation of health services are impacting on the availability of training and on the quality of working life. The age and gender profile and career expectations of young Australians are changing. These factors are all adding to the importance and complexity of workforce planning. This paper draws on data from various sources to describe Australia's hospital workforce, to explore supply-side workforce trends and to discuss some contemporary issues of concern to policy makers and workforce planners. The paper finds that in recent years there has been a 3 per cent decline in the number of full time equivalent staff in public hospitals, while the number in the private hospital workforce has increased by 28 per cent. The paper concludes that, nationally, there are serious limitations in the data available to describe and monitor the hospital workforce and that there is a need to remedy this situation.

Allied Health Personnel↗