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At least 1,135 records · Page 63Linked to original sources
PubMed2003

Illuminating the MPH health educator workforce: results and implications of an employer survey.

The public health workforce has been studied, but not health educators specifically. The development of a Master of Public Health (MPH) in community health education inspired research to illuminate the San Francisco MPH health educator labor market. A time-series survey of an employer panel was conducted between 1995 and 1999 regarding the number of MPH health educators on staff, hiring projections, and importance of selected competencies. In the San Francisco Bay Area, there were 4 MPH health educators per 100,000 persons in 1999. The majority worked in local health departments and community-based organizations. Although hiring was largely replacement in the late 1990s, employers anticipated an increase in hiring from 2000 to 2004. Employers reported that educational preparation was adequate, although preparation in specific competencies, such as bilingual competence, was lacking. These results suggest a favorable labor market for MPH health educators in the San Francisco Bay Area.

Education, Graduate↗
PubMed1996

Physical medicine and rehabilitation workforce study: the supply of and demand for physiatrists.

OBJECTIVE: Analysis, results, and implications of a supply and demand workforce model for physical medicine and rehabilitation. Explicit issues addressed include: (1) the supply implications of maintaining current (1994-1995) output of physiatrists from residency programs; (2) the implications of continued growth in managed care on the demand for the services of physiatrists; (3) likely future supply and demand conditions; and (4) strategies to adapt to future conditions. DESIGN: A workforce model of the supply and demand for physiatrists was developed. Parameters of the model are estimated using econometric models and by applying the judgments of a consensus panel. The model evaluated several different scenarios regarding managed care growth, competition from other providers and other factors. RESULTS: Based on the analysis, physiatrists will continue to be in excess demand through the year 2000. More aggressive growth in managed care can affect this result. CONCLUSIONS: Based on an overall assessment of supply and demand conditions, and under the assumption that the supply of new entrants each year remains in the range of 1994-1995 levels, demand for physiatrists will continue to exceed supply, on average, through the year 2000. Excess supply has, and will, emerge in selected geographic areas. If the profession is successful in informing the market regarding the advantages of physiatry, the profession can continue to grow without experiencing excess supply, in the aggregate, for the foreseeable future.

Forecasting↗
PubMed1986

Denmark.

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Demography↗
PubMed2000

A Collaborative Approach to Workforce Transformation: Food and Nutrition Services Staff Education.

Recent health care system changes have required the food and nutrition services workforce to learn new job skills, and to work with significantly less supervision. At Baycrest Centre for Geriatric Care (892 beds), the Food and Nutrition and the Education and Organizational Development Departments collaborated to budget for, plan, and implement an educational program to transform a traditional food service workforce into an effective self-managing team. The workforce actively participated in a needs assessment process to identify the skills and behaviours requiring change. Clear behavioural objectives were developed. Training sessions involved realistic video modelling, role-playing, and discussion. Crucial to the success of the training were overcoming negative attitudes and promoting positive anticipation. Indicators, such as an incident audit sheet, were developed to evaluate program effectiveness. After taking the educational program, staff are more willing to identify and solve problems requiring intervention, and are better able to discuss change and suggest options. When problem-solving, work teams focus on the issue, rather than on accusing others or being defensive. This training process is ongoing and requires continual coaching and application. If follow-up training sessions are deferred, benefits may soon be lost.

Journal Article↗
PubMed1987

Tunisia.

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Africa↗
PubMed2006

Unemployment in an underserviced specialty?: The need for co-ordinated workforce planning in Canadian neurosurgery.

BACKGROUND: A recent report suggested that newly trained Canadian neurosurgeons are experiencing difficulty finding employment in Canada. Such occurrences, in combination with recent certification restrictions imposed in the US, have resulted in increasing concern that we will shortly be seeing a surplus of graduating neurosurgeons in Canada. The purpose of this study was to develop a better understanding of training and employment patterns in the Canadian neurosurgical workforce. METHODS: Using a database provided by the Royal College of Physicians and Surgeons of Canada, the current practice location of recent (1990-2002) neurosurgical certificants and a list of all neurosurgeons practicing in Canada were generated. From these data the number of surgeons per 100,000 patient population, and the number of residents required to maintain this workforce were determined. RESULTS: Practice location could be identified for 183/189 individuals who passed their qualifying examination in neurosurgery during this time. Only 45% of them are currently practicing in Canada. The current service ratio for this specialty is 0.65 per 100,000 population overall. Although 14.6 residents/year are being trained, only 6.5/year are required to maintain the existing neurosurgical workforce. CONCLUSIONS: Our data supports the concern about an imminent employment crisis for young neurosurgeons in Canada with more than twice the required number of residents being trained. However, this shortfall of staff positions is at a time when the specialty may be underservicing the country's population. These results highlight the necessity for more cohesive workforce planning in Canada, and in particular, ensuring the appropriate balance between training and need.

Canada↗