Search

BACKGROUND: Mental, neurological, and substance abuse (MNS) disorders describe a range of conditions that affect the brain and cause distress or functional impairment. In the Middle East and North Africa (MENA), MNS disorders make up 10.88 percent of the burden of disease as measured in disability-adjusted life years. The Kingdom of Saudi Arabia (KSA) is one of the main providers of mental health services and one of the largest contributors to mental health research in the region. Within the past decade, mental health resources and services has increased. METHODS: We employ a needs-based workforce estimate as a planning exercise to arrive at the total number of psychiatrists, nurses, and psychosocial care providers needed to meet the epidemiological need of mental health conditions of the population of KSA. Estimates for a potential mental health workforce gap were calculated using five steps: Step 1-Quantify target population for priority mental health conditions. Step 2-Identify number of expected cases per year. Step 3-Set target service coverage for each condition. Step 4-Estimate cost-effective health care service resource utilization for each condition. Step 5-Estimate service resources needed for each condition. RESULTS: The planning exercise indicates an epidemiologic need for a total of 17,100 full-time-equivalent (FTE) health care providers to treat priority MNS disorders. KSA appears to have a need-based shortage of 10,400 health workers to treat mental disorders. A total of 100 psychiatrists, 5700 nurses, and 4500 psychosocial care providers would be additionally needed (that is, above and beyond current levels) to address the priority mental health conditions. The shortfall is particularly severe for nurses and psychosocial workers who make up 98.9 percent of the shortfall. This shortage is substantial when compared to other high-income countries. Overall, the workforce needed to treat MNS conditions translates to 49.2 health workers per 100,000 population. CONCLUSION: Challenges to addressing the shortfall are Saudi specific which includes awareness of cultural customs and norms in the medical setting. These challenges are compounded by the lack of Saudi nationals in the mental health workforce. Saudi nationals make up 29.5 percent of the physician workforce and 38.8 percent of the nursing workforce. Policymakers and planners supplement this shortfall with non-Saudi providers, who must be mindful of Saudi-specific cultural considerations. Potential solutions to reducing the shortfall of mental health care workers includes nurse task shifting and training of general practitioners to screen for, and treat, a subset of MNS disorders.

Nowadays, the manufacturing sector needs higher levels of flexibility to confront the extremely volatile market. Accordingly, exploiting both machine and workforce reconfigurability as two critical sources of flexibility is advantageous. In this regard, for the first time, this paper explores an integrated production scheduling and workforce planning problem in a Reconfigurable Manufacturing System (RMS) benefiting from reconfigurable machines and human-robot collaboration. A new Mixed-Integer Linear Programming (MILP) model and an efficient Constraint Programming (CP) model are developed to formulate the problem, minimising the makespan as the performance metric. Due to the high complexity of the problem, the MILP model cannot handle large-sized instances. Hence, to evaluate the performance of the CP model in large-sized instances, a lower bound is derived based on the relaxation of the problem. Finally, extensive computational experiments are carried out to assess the performance of the devised MILP and CP models and provide general recommendations for managers dealing with such a complex problem. The results reveal the superiority of the CP model over the MILP model in small- and medium-sized instances. Moreover, the CP model can find high-quality solutions for large-sized instances within a reasonable computational time. [ABSTRACT FROM AUTHOR]

The majority of warehouse expenses is driven by labour cost. Therefore, efficient management of labour resources is required. To do so, workforce planning is used to match the workforce capacity with the incoming workload. While doing so, it is often wrongly assumed that each worker has the same and constant capacity or performance. Addressing this, we build a model to predict the employee-based productivity of newly hired warehouse personnel that will support workforce planning by incorporating multiple data sources. To this end,wedevelop a framework to identify relevant variables in four categories: warehouse, operator, shift and product. We demonstrate that Extreme Gradient Boosting, using these variables may reduce the root mean squared error of the prediction by more than 50%. A comprehensive scenario analysis shows that improving productivity predictions translates into substantial cost savings. Furthermore, a sensitivity analysis identifies which variable categories should be favoured in the data collection process to achieve the best prediction results. [ABSTRACT FROM AUTHOR]

Background: Current methods for oral health workforce planning lack responsiveness to dynamic needs, hampering efficiency, equity and sustainability. Effective workforce planning is vital for resilient health care systems and achieving universal health coverage. Given this context, we developed and operationalised a needs-adaptive oral health workforce planning model and explored the potential of various future scenarios. Methods: Using publicly available data, including the Special Eurobarometer 330 Oral Health Survey, we applied the model in a hypothetical context focusing on the Dutch population's dental needs from 2022 to 2050. We compared current and future provider supply and requirement and examined, in addition to a base case scenario, several alternative scenarios. These included epidemiological transition scenarios with different oral health morbidity trajectories, skill-mix scenarios with independent oral hygienists conducting check-ups and multiple dental student intake and training duration (5 instead of 6 years) scenarios. Results: Based on the aforementioned historical data, our model projects that provider requirement will exceed supply for the planning period. If the percentage of people having all natural teeth increases by 10% or 20% in 2032, 34 or 68 additional full-time equivalent (FTE) dentists will be required, respectively, compared to the base case scenario. In the skill-mix scenario, the model indicates that prioritising oral hygienists for check-ups and shifting dentists' focus to primarily complex care could address population needs more efficiently. Among the student intake and training duration scenarios, increasing intake to 375 and, to a lesser extent, reducing training to 5 years is projected to most effectively close the provider gap. Conclusions: The study underscores the importance of understanding oral health morbidity trajectories for effective capacity planning. Due to limited dental epidemiological data, projections carry substantial uncertainty. Currently, demand for FTE dentists seems to exceed supply, though this may vary with epidemiological changes. Skill-mix strategies could offer efficiency gains by redistributing tasks, while adjustments in dental intake and training duration could also help address the requirement-supply gap. Resolving dentistry workforce challenges requires a multifaceted approach, including strengthening oral epidemiology projections, addressing the root causes of dental health issues and prioritising harmonious dental public health and general practice prevention measures. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to analyze the challenges relating to the integration of soft skill development with recruitment and retention strategies in small and micro businesses of a small island state. Recruitment and retention play an important role in the development of such skills, which make an impact on the effectiveness of employees in today's workforce and the adaptability of organizations in a competitive market. Design/methodology/approach: This paper uses qualitative methodology, collecting data from 14 semi-structured interviews, and uses constant comparative analysis to derive findings. The process is facilitated by MAXQDA software. Findings: Findings indicate that organizations are faced with challenges in recruiting candidates with both technical and soft skills. Once the right candidate is recruited, efforts are made to retain staff by enhancing soft skills and their development despite challenges encountered in the process by owner-managers and human resource consultants. Originality/value: The paper's originality lies in the intensive investigation of challenges relating to recruitment and retention of employees and of the development strategies used as part of the employee lifecycle. Further, this paper studies the small and micro businesses of a small island state, which are generally overlooked in the literature. [ABSTRACT FROM AUTHOR]

Nowadays, logistics service providers (LSPs) increasingly consider using a crowdsourced workforce on the last mile to fulfill customers' expectations regarding same-day or on-demand delivery at reduced costs. The crowdsourced workforce's availability is, however, uncertain. Therefore, LSPs often hire additional fixed employees to perform deliveries when the availability of crowdsourced drivers is low. In this context, the reliability versus flexibility trade-off which LSPs face over a longer period, for example, a year, remains unstudied. Against this background, we jointly study a workforce planning problem that considers salaried drivers (SDs) and the temporal development of the crowdsourced driver (CD) fleet over a long-term time horizon. We consider two types of CDs, dedicated gig-drivers (DDs) and opportunistic gig-drivers (ODs). While DDs are not sensitive to the request's destination and typically exhibit high availability, ODs only serve requests whose origin and destination coincide with their own private route's origin and destination. Moreover, to account for time horizon-specific dynamics, we consider stochastic turnover for both SDs and CDs as well as stochastic CD fleet growth. We formulate the resulting workforce planning problem as a Markov decision process whose reward function reflects total costs, that is, wages and operational costs arising from serving demand with SDs and CDs, and solve it via approximate dynamic programming. Applying our approach to an environment based on real-world demand data from GrubHub, we find that in fleets consisting of SDs and CDs, approximate dynamic programming (ADP)-based hiring policies can outperform myopic hiring policies by up to 19 % and lookahead policies with perfect knowledge of future information by up to 10 % in total costs. In the studied setting, we observed that DDs reduce the LSP's total costs more than ODs. When we account for CDs' increased resignation probability when not being matched with enough requests, the amount of required SDs increases. [ABSTRACT FROM AUTHOR]

Background: Many hospitalised patients require rehabilitation during recovery from acute illness. We use routine data from Electronic Health Records (EHR) to report the quantity and intensity of rehabilitation required to achieve hospital discharge, comparing patients with and without COVID-19. Methods: We performed a retrospective cohort study of consecutive adults in whom COVID-19 testing was undertaken between March 2020 and August 2021 across three acute hospitals in Scotland. We defined rehabilitation contacts (physiotherapy, occupational therapy, dietetics and speech and language therapy) from timestamped EHR data and determined contact time from a linked workforce planning dataset. Our aim was to clarify rehabilitation required to achieve hospital discharge and so we excluded patients who died during their admission, and those who did not require rehabilitation (fewer than two specialist contacts). The primary outcome was total rehabilitation time. Secondary outcomes included the number of contacts, admission to first contact, and rehabilitation minutes per day. A multivariate regression analysis for identifying patient characteristics associated with rehabilitation time included age, sex, comorbidities, and socioeconomic status. Results: We included 11,591 consecutive unique patient admissions (76 [63,85] years old, 56% female), of which 651 (6%) were with COVID-19, and 10,940 (94%) were admissions with negative testing. There were 128,646 rehabilitation contacts. Patients with COVID-19 received more than double the rehabilitation time compared to those without (365 [165, 772] vs 170 [95, 350] mins, p<0.001), and this was delivered over more specialist contacts (12 [6, 25] vs 6 [3, 11], p<0.001). Admission to first rehabilitation contact was later in patients with COVID-19 (3 [1, 5] vs 2 [1, 4] days from admission). Overall, patients with COVID-19 received fewer minutes of rehabilitation per day of admission (14.1 [9.8, 18.7] vs 15.6 [10.6, 21.3], p<0.001). In our regression analyses, older age and COVID-19 were associated with increased rehabilitation time. Conclusions: Patients with COVID received more rehabilitation contact time than those without COVID, but this was delivered less intensively and was commenced later in an admission. Rehabilitation data derived from the EHR represents a novel measure of delivered hospital care. [ABSTRACT FROM AUTHOR]

Yellow noodle SMEs face the challenge of aligning their workforce with the fluctuating customer demand. Addressing this issue involves scaling up production staffing during peak yellow noodle demand. This study aimed to determine when and how much production labor should be added. Workforce expansion occurred through contractual arrangements during demand surges. This study used the K-Means clustering method to determine demand clusters. Each cluster underwent detailed analysis to calculate the precise number of required production workers. The study used the noodle sales in 2021--2022. Results showed that yellow noodle SMEs had eight permanent workers. Demand clusters were categorized into three classes. High-demand periods were observed in May and December, while moderate demand occurred in January, February, March, April, June, July, and August. September, October, and November constituted the low-demand cluster. Based on these findings, the study recommended adding one worker during high-demand and moderate-demand periods to maintain operational efficiency. Remarkably, no workforce additions were advised during the low-demand phase to optimize resource allocation and cost-effectiveness. In summary, this research addresses labor management challenges for yellow noodle SMEs. Leveraging data-driven approaches and cluster analysis offers SMEs a strategic framework to enhance workforce planning thereby improving operational efficiency and cost-effectiveness. [ABSTRACT FROM AUTHOR]

As artificial intelligence grows in informing and guiding clinical care, the need to develop strategic workforce and implementation planning is paramount. In this commentary, the authors lay out opportunities and ways in which to meet this challenge. [ABSTRACT FROM AUTHOR]

Objective: This study aimed to examine changes in the demographics and regions of work of Australian doctors over a period of 9 years. Methods: A retrospective study of Australian Health Practitioner Regulation Agency (AHPRA) registration data was performed. Data were sourced from the Health Workforce Dataset Online Data Tool which was derived from annual registration data from AHPRA for 2013–2022. The demographic factors analysed were gender, age, and origin of qualification. Regions of work were defined using the Modified Monash (MM) model. Results: The number of registered doctors increased from 82,408 in 2013 to 111,908 in 2022 but mean hours worked per week decreased from 41 to 39 leading up to 2020. Trends in age and origin of qualification remained stable, but the proportion of female workers increased from 38.5% in 2013 to 44.5% in 2022. While female hours per week (~37) were consistent from 2013 to 2020, male hours per week decreased from 43 to 41. The number of registrations and total full-time equivalent (FTE) outcomes increased consistently in metropolitan (MM1) and rural (MM2–5) regions but did not increase for remote and very remote (MM6–7) regions. Conclusion: The Australian medical workforce both grew and changed between 2013 and 2022. An overall decrease in mean hours worked appears to be driven by a decline in hours worked by male workers and the increased proportion of female workers. While increased gender parity and a decrease in hours worked per week were positive outcomes, a lack of growth in the medical workforce was noted in remote and very remote regions of Australia. What is known about the topic? Changes in the medical workforce over time are likely to impact health service delivery. What does this paper add? This paper examined changes in the gender, age, origin of qualification, and the region of work of Australia's medical workforce from 2013 to 2022. What are the implications for practitioners? An increase in gender parity and a decrease in the mean hours worked suggests improvements in workforce participation and sustainability, but lack of growth in medical workforce was noted in remote and very remote regions of Australia. [ABSTRACT FROM AUTHOR]

Objective: Clinical care ratios are used to quantify and benchmark the activity of allied health professionals. This study aims to review previous recommendations and identify what variables may influence them. Method: Data was collected from the core allied health professions (audiology, nutrition and dietetics, occupational therapy, physiotherapy, podiatry, prosthetics and orthotics, psychology, social work and speech pathology) across eight Australian hospitals. Data for 113 staff who were casual or from smaller professions (audiology, podiatry, prosthetics and orthotics and psychology) were excluded due to insufficient numbers for analysis. The remaining data were analysed according to profession, seniority (tiers 1, 2 and 3) and employment status (permanent versus casual staff). A two-way ANOVA was performed to assess the association of clinical care ratios with tier, profession, employment status and gender. Results: Data from 1246 staff from the five larger professions at participating hospitals were analysed. There were no interactions between profession and gender (P = 0.185) or employment status (P = 0.412). The relationship between clinical care ratio and profession was modified by tier (interaction term, P = 0.014), meaning that differences in clinical care ratios between professions depended on the tier. Conclusion: This research has confirmed that clinical care ratios are a useful tool in workload management and determining staffing levels for allied health professionals. The recommendations from this research provide a starting point that can be finessed with reference to profession, model of care, workforce structure, governance and training requirements. This will lead to increased staff wellbeing and improved patient outcomes. What is known about this topic? Clinical care ratios are a useful tool to quantify, monitor and compare workloads of allied health professionals. What does this paper add? This paper confirms that clinical care ratios are a useful workforce planning tool and that when developing roles and models of care, clinical care ratios need to be incorporated into staffing requests and considered as part of workload management tools. What are the implications for practitioners? Clinical care ratios enable the quantification and benchmarking of direct and clinical support activity components of a workload and can be used when planning new services and reviewing current services. [ABSTRACT FROM AUTHOR]

In recent works in manpower planning interest has been awakened in modeling manpower systems in departmentalized framework. This, as a form of disaggregation, may solve the problem of observable heterogeneity but not latent heterogeneity; it rather opens up other aspects of latent heterogeneity hitherto unaccounted for in classical (non departmentalized) manpower models. In this article, a multinomial Markov-switching model is formulated for investigating latent heterogeneity in intra-departmental and interdepartmental transitions in departmentalized manpower systems. The formulation incorporates extensions of the mover-stayer principle resulting in several competing models. The best manpower model is chosen based on the optimum number of hidden states established by the use of Expectation-Maximization iterative algorithm for estimation of the model parameters and a search procedure for assessing model performance against one another. The illustration establishes the usefulness of the model formulation in highlighting hidden disparities in personnel transitions in a departmentalized manpower system and in avoiding wrong model specification. [ABSTRACT FROM AUTHOR]

The international recruitment of healthcare workers remains a UK strategy to manage workforce gaps and maintain service delivery. Although not a new phenomenon, this has been exacerbated by chronic shortages. There is a need to profile the current international recruits and identify individual motivators to understand the opportunities for future recruitment and retention initiatives. A UK-wide electronic survey was conducted using the Jisc platform. The survey was promoted using social media and researcher networks. Eligibility criteria were diagnostic radiographers, internationally educated, and currently working in the UK. 226 responses were received. Most were working in England (90.7%) and 58.0% were under 35 years of age. The majority had migrated having moved to the UK since 2020 (63.7%) and the main drivers were career and/or training opportunities. Initial education was in 30 different countries, the highest number originating from Africa and Asia, with a median of 6 years post-qualification experience (IQR 4–11yrs). Despite experience, most were employed in band 5 (n = 72) or band 6 posts (n = 95). 56% had postgraduate qualifications on entry and a third had undertaken postgraduate study in the UK. Based on the survey responses, the profile of internationally recruited diagnostic radiographers is relatively young but with pre-migration experience originating all over the globe. They are motivated to work in the UK particular for career progression opportunities. This study provides an insight into the motivations, demographics and employment patterns of internationally recruited radiographers working in the UK. [ABSTRACT FROM AUTHOR]

Objective: This review aims to provide a comprehensive analysis of workforce planning for the future of sports tourism, focusing on the current state, emerging trends, key skills and competencies, strategic workforce planning models, technological innovations, and policy implications. Methods and Materials: The review employs a descriptive analysis method, systematically gathering and synthesizing existing literature from peer-reviewed journal articles, industry reports, case studies, and government publications. Key databases and sources include Scopus, Web of Science, PubMed, and Google Scholar. Literature selection criteria included relevance to sports tourism and workforce planning, publication within the last 15 years, and availability in English. Findings: The study identifies significant contributions of sports tourism to global economies and highlights the necessity of strategic workforce planning to support industry growth. Emerging trends such as technological advancements, sustainability, and demographic shifts require new skills and competencies. Effective workforce planning models, including demand forecasting, competency-based planning, scenario planning, and talent management, are crucial for addressing future needs. Challenges such as funding constraints, skill gaps, and sustainability issues were identified, with recommendations for overcoming these barriers through targeted strategies and interdisciplinary approaches. Conclusion: Effective workforce planning is essential for the sustainable growth of sports tourism. Embracing technological innovations, promoting sustainability, and addressing cultural competence and diversity will be key to developing a skilled and adaptable workforce. Policymakers, industry leaders, and educators must collaborate to create supportive frameworks and training programs that align with future industry demands. [ABSTRACT FROM AUTHOR]

Background: There is little evidence and no agreement on what constitutes full-time working for GPs. This is essential for workforce planning, resource allocation, and accurately describing GP activity. Aim: To clarify the definition of full-time working for GPs, how this has changed over time, and whether these changes are explained by GP demographics. Design and setting: Data were obtained from repeated cross-sectional national surveys for GPs, which were conducted between 2010 and 2021. Method: A comparison was undertaken of three measures of working time commitments (hours and sessions per week and hours per session) plus a measure of workload intensity across survey years. Multiple regression was used to adjust the changes over time for age, sex, ethnicity, contract type, area deprivation, and rurality. Unadjusted hours and sessions per week were compared with definitions of full-time working. Results: Average hours and sessions per week reduced from 40.5 (95% confidence interval [CI] = 38.5 to 42.5) to 38.0 (95% CI = 36.3 to 39.6) and 7.3 (95% CI = 7.2 to 7.3) to 6.2 (95% CI = 6.2 to 6.3) between 2010 and 2021, respectively. In 2021, 54.6% of GPs worked at least 37.5 hours per week and 9.5% worked at least nine sessions. Hours per session increased from 5.7 (95% CI = 5.7 to 5.7) to 6.2 (95% CI = 6.2 to 6.3) between 2010 and 2021. Partners worked more hours, sessions, and hours per session. Adjustments expanded the increase in hours per session from 0.54 to 0.61. Conclusion: At the current average duration of sessions, six sessions per week aligns with the NHS definition of full-time hours. However, hours per week is a more consistent way to define full-time work for GPs. [ABSTRACT FROM AUTHOR]

Zhichao Zhu,&ast; Weiheng Zheng,&ast; Nan Tang, Weimei Zhong Human Resource Department, Shenzhen Children’s Hospital, Shenzhen, Guangdong, People’s Republic of China&ast;These authors contributed equally to this workCorrespondence: Nan Tang; Weimei Zhong, Email phoebetn@outlook.com; zhongweimei_023@163.comAbstract: Background: Hospital manpower management (HRM) is vital for effective healthcare delivery. Unique challenges, such as managing diverse staff, ensuring clear communication, and optimizing resources, complicate HRM. Rising operational costs, workforce shortages, and employee burnout necessitate strategic approaches to manpower management. This review aims to provide a comprehensive understanding of manpower management in hospitals, focusing on identifying core components and discussing innovative strategies to address current challenges, particularly those related to workforce shortages. A literature review was conducted using databases such as PubMed, Scopus, and Google Scholar. Key terms included “hospital manpower management”, “HRM challenges in healthcare”, and “workforce shortages”, selected for their relevance to the core focus of this review. Relevant articles published from 2019 to 2023 were selected for analysis. The review identified core components of manpower management: recruitment and staffing, workforce planning, training and development, performance management, and compensation and benefits. Strategies to address workforce shortages included strategic hiring and enhancing employee engagement. The integration of technology and ongoing training emerged as critical for maintaining high-quality patient care. Effective manpower management is essential for the sustainability of healthcare systems. This review highlighted the importance of innovative HRM strategies to tackle workforce shortages and improve employee satisfaction. By focusing on comprehensive HRM practices, healthcare organizations could enhance workforce efficiency and provide better patient care. Future research should explore the long-term impacts of these strategies on healthcare.Keywords: hospital manpower management, workforce shortages, HRM challenges in healthcare, workforce planning

A shift system implementation is usually required in scheduling security services which also causes important managerial challenges due to the necessity of the 7 days-24 hours continuous nature of the corresponding services. In the construction of a shift schedule, it is also necessary to consider some criteria about the humanitarian issues, such as the equality of not only the number of workdays but also the number of shifts for each person as well as the ones imposed by the corresponding labor law legislation usually about the maximum number of workdays and shift transitions. Construction of an ideal schedule for security services under the aforementioned constraints is thus a challenging task, especially for the large-sized real-life problems due to the increases in both the number of people and the length of the planning horizon. An idea to deal with the curse of dimensionality in the shiftscheduling problem is dividing a planning horizon into shorter periods, which might reduce problem size significantly; however, it also requires a flexible approach for relating the solutions of the consecutive periods. Such a flexible approach for relating the corresponding schedules of the consecutive periods is proposed in this study where we propose an integer-goal programming formulation that efficiently handles the issue. We also illustrate its performance on a real-life problem involving the construction of the monthly schedules in a year for a security team of a hundred people. It is noted from the computational experiments that the proposed formulation is able to construct the corresponding monthly schedules in a few minutes, implying its potential for use real-life shift scheduling problems. [ABSTRACT FROM AUTHOR]

Abstract Background The composition of care teams is crucial for delivering patient-centered healthcare, yet assembling a well-balanced team remains a challenge. This difficulty stems from the intricate dynamics of team capacity, culture, context, and the demands of the job. The current literature offers limited guidance for decision-makers on how to effectively navigate these dynamics to compose a balanced care team. Methods We conducted a systematic scoping review of literature spanning from 2009 to 2022. The aim was to identify factors that significantly influence the work environment, team performance, nursing outcomes, and patient outcomes within healthcare settings. Our review focused on extracting and synthesizing evidence to uncover these influencing factors. Results Our analysis identified 35 factors that play a significant role in shaping the work environment and influencing team performance, nursing outcomes, and patient outcomes. These factors were categorized into nine key domains: workload, leadership, team composition, stress and demands, professional relationships, safety, logistics and ergonomics, autonomy and responsibility, and transparency and task clearness. Conclusions To improve patient care and nursing job satisfaction, policymakers and decision-makers can consider these influencing factors in the design and management of care teams. The findings advocate for strategic adjustments in these domains to enhance a team’s balance. Furthermore, our review underscores the need for further research to fill the identified gaps in knowledge, offering a directive for future studies into optimal care team composition. This systematic approach to team composition can significantly impact patient outcomes and nurse satisfaction, providing a roadmap for creating more effective and harmonious teams.

Abstract Background The centrality of human resources in the provision of healthcare suggests that Human Resource (HR) management and the use of Human Resource analytics – use of digital data to better understand, assess, plan and organize the workforce - can play an important role in this. However, data driven decision making in the field of human resource management is lagging, and the appropriation of HR analytics in the healthcare sector is limited. Aim The current study explores the role of HR departments and the adoption of Human Resource analytics in four municipalities in Norway to obtain insights into what influences the use or lack of use of HR analytics. Methods Empirical data were generated through qualitative interviews with fourteen individuals working in HR departments, the municipal administration, and the healthcare services. Structurational theory guided the analysis. The findings show that none of the municipalities made extensive use of data to inform decision making related to human resource management or workforce planning. Results and conclusion Three conditions hampered or made irrelevant the use of HR analytics: a decoupling between the services and HR, a weak data-culture, and HR and decision-making processes involving a plurality of stakeholders. However, there were changes underway in all municipalities related to the role of HR and HR analytics.

Abstract Background Mental, neurological, and substance abuse (MNS) disorders describe a range of conditions that affect the brain and cause distress or functional impairment. In the Middle East and North Africa (MENA), MNS disorders make up 10.88 percent of the burden of disease as measured in disability-adjusted life years. The Kingdom of Saudi Arabia (KSA) is one of the main providers of mental health services and one of the largest contributors to mental health research in the region. Within the past decade, mental health resources and services has increased. Methods We employ a needs-based workforce estimate as a planning exercise to arrive at the total number of psychiatrists, nurses, and psychosocial care providers needed to meet the epidemiological need of mental health conditions of the population of KSA. Estimates for a potential mental health workforce gap were calculated using five steps: Step 1—Quantify target population for priority mental health conditions. Step 2—Identify number of expected cases per year. Step 3—Set target service coverage for each condition. Step 4—Estimate cost-effective health care service resource utilization for each condition. Step 5—Estimate service resources needed for each condition. Results The planning exercise indicates an epidemiologic need for a total of 17,100 full-time-equivalent (FTE) health care providers to treat priority MNS disorders. KSA appears to have a need-based shortage of 10,400 health workers to treat mental disorders. A total of 100 psychiatrists, 5700 nurses, and 4500 psychosocial care providers would be additionally needed (that is, above and beyond current levels) to address the priority mental health conditions. The shortfall is particularly severe for nurses and psychosocial workers who make up 98.9 percent of the shortfall. This shortage is substantial when compared to other high-income countries. Overall, the workforce needed to treat MNS conditions translates to 49.2 health workers per 100,000 population. Conclusion Challenges to addressing the shortfall are Saudi specific which includes awareness of cultural customs and norms in the medical setting. These challenges are compounded by the lack of Saudi nationals in the mental health workforce. Saudi nationals make up 29.5 percent of the physician workforce and 38.8 percent of the nursing workforce. Policymakers and planners supplement this shortfall with non-Saudi providers, who must be mindful of Saudi-specific cultural considerations. Potential solutions to reducing the shortfall of mental health care workers includes nurse task shifting and training of general practitioners to screen for, and treat, a subset of MNS disorders.

Background: The composition of care teams is crucial for delivering patient-centered healthcare, yet assembling a well-balanced team remains a challenge. This difficulty stems from the intricate dynamics of team capacity, culture, context, and the demands of the job. The current literature offers limited guidance for decision-makers on how to effectively navigate these dynamics to compose a balanced care team. Methods: We conducted a systematic scoping review of literature spanning from 2009 to 2022. The aim was to identify factors that significantly influence the work environment, team performance, nursing outcomes, and patient outcomes within healthcare settings. Our review focused on extracting and synthesizing evidence to uncover these influencing factors. Results: Our analysis identified 35 factors that play a significant role in shaping the work environment and influencing team performance, nursing outcomes, and patient outcomes. These factors were categorized into nine key domains: workload, leadership, team composition, stress and demands, professional relationships, safety, logistics and ergonomics, autonomy and responsibility, and transparency and task clearness. Conclusions: To improve patient care and nursing job satisfaction, policymakers and decision-makers can consider these influencing factors in the design and management of care teams. The findings advocate for strategic adjustments in these domains to enhance a team's balance. Furthermore, our review underscores the need for further research to fill the identified gaps in knowledge, offering a directive for future studies into optimal care team composition. This systematic approach to team composition can significantly impact patient outcomes and nurse satisfaction, providing a roadmap for creating more effective and harmonious teams. [ABSTRACT FROM AUTHOR]

Background: The centrality of human resources in the provision of healthcare suggests that Human Resource (HR) management and the use of Human Resource analytics – use of digital data to better understand, assess, plan and organize the workforce - can play an important role in this. However, data driven decision making in the field of human resource management is lagging, and the appropriation of HR analytics in the healthcare sector is limited. Aim: The current study explores the role of HR departments and the adoption of Human Resource analytics in four municipalities in Norway to obtain insights into what influences the use or lack of use of HR analytics. Methods: Empirical data were generated through qualitative interviews with fourteen individuals working in HR departments, the municipal administration, and the healthcare services. Structurational theory guided the analysis. The findings show that none of the municipalities made extensive use of data to inform decision making related to human resource management or workforce planning. Results and conclusion: Three conditions hampered or made irrelevant the use of HR analytics: a decoupling between the services and HR, a weak data-culture, and HR and decision-making processes involving a plurality of stakeholders. However, there were changes underway in all municipalities related to the role of HR and HR analytics. [ABSTRACT FROM AUTHOR]

ABSTRACT Aim Design Methods Results Conclusion Implications for the Profession and Patient Care Impact Reporting Method Patient or Public Contribution What does this Paper Contribute to the Wider Global Clinical Community? To describe vaccination roles of primary care nurses during the COVID‐19 pandemic in Canada.This analysis was part of a larger mixed‐methods case study.We conducted semi‐structured qualitative interviews from May 2022 to January 2023 with primary care nurses across four provinces: British Columbia, Ontario, Newfoundland and Labrador, and Nova Scotia. We asked participants to describe their roles during various stages of the pandemic, facilitators and challenges encountered and possible roles that nurses could have played. We used thematic analysis and analysed codes relevant to vaccination.We interviewed a total of 76 nurses and identified four key functions of primary care nurses' roles in COVID‐19 vaccination: (1) education, (2) vaccine administration, (3) outreach and (4) advocacy. Themes outlined nurses' roles with respect to patient education, addressing vaccine hesitancy, partaking in vaccination roles outside of regular primary care practice and supporting accessibility in COVID‐19 vaccination. Specific tasks varied by nursing professions.Primary care nurses fostered trust through existing patient–provider relationships to enhance roles and activities related to education, outreach and advocacy in COVID‐19 vaccination. Some COVID‐19 vaccine‐related roles were more easily integrated into primary care, whereas others competed with routine primary care roles.Findings highlight the vital contributions of primary care nurses towards COVID‐19 vaccination efforts in Canada. Leveraging nursing expertise can enhance future pandemic response efforts and improve patient care by addressing barriers to vaccination and promoting equitable access to vaccination services.This study addresses a knowledge gap by describing the vaccination‐related roles of primary care nurses during the pandemic. Findings illustrate that nurses demonstrated adaptability through their engagement in vaccine education, administration, outreach and advocacy. This research informs resource allocation, policy development and workforce planning for future vaccination efforts during a pandemic response.The authors have adhered to the Standards for Reporting Qualitative Research (SRQR) guidelines included in the Empirical Research Qualitative reporting method.No patient or public contribution. Provides insight into the pivotal roles of primary care nurses during the COVID‐19 vaccination efforts in Canada, highlighting their diverse contributions towards education, vaccine administration, outreach and advocacy. Offers implications for future pandemic planning by informing resource allocation, policy development and workforce planning for vaccination efforts. [ABSTRACT FROM AUTHOR]

Background: Cancer is a leading cause of morbidity and mortality in the Gulf Cooperation Council (GCC) countries. This study aims to provide cancer incidence and mortality estimates in 2020 in the GCC countries alongside future projections for 2040 to shape cancer control policy in the region. Methods: The estimated numbers of new cancer cases and deaths were extracted from the GLOBOCAN database developed by the International Agency for Research on Cancer; new cancer cases, cancer deaths, and corresponding age‐standardized incidence and mortality rates for the year 2020 are presented. Results: An estimated 42,475 new cancer cases and 19,895 deaths occurred in the GCC countries in 2020, with corresponding age‐standardized incidence and mortality rates of 96.5 and 52.3 per 100,000, respectively. Female breast (16%), colorectal (13%), and thyroid (9%) were the most common types of cancer in the GCC countries, accounting for almost 40% of all cancer incidence. Colorectal (14%) followed by breast cancer (9%) were the leading causes of cancer death, though the magnitude of rates of the major cancer types varied substantially across the GCC countries. Even if we assume rates in the region will remain unchanged over the next two decades, the cancer burden in the GCC will increase by 116% (Saudi Arabia) to 270% (Qatar), reaching nearly 104,000 cancer cases by the year 2040. Conclusion: The sharp increase in the estimated cancer incidence and mortality predicted over the next decades in the region requires workforce and financial planning for the healthcare systems in the constituent countries, alongside broader strengthening of national cancer prevention and control efforts. [ABSTRACT FROM AUTHOR]

Introduction: Effective medical staffing is pivotal for a successful healthcare system, demanding strategic planning to ensure a high‐quality service. Although the UK's doctor to population ratio has improved over time, it remains below global averages. The COVID‐19 pandemic has exacerbated existing challenges, resulting in an unprecedented NHS waiting list with Ear, Nose, and Throat (ENT) surgeries ranking third highest in waiting times amongst all specialties. Methods: This study utilized a national jotform survey to gather data from ENTUK members, primarily focusing on consultant staffing within ENT departments across the UK. Additional information collected encompassed registration status, part‐time roles, gender, vacancies, locum roles, associate specialists, registrars and other junior doctors, and advanced nurse practitioners. When survey responses were inadequate, direct communication was established with departmental consultants or secretaries, followed by Freedom of Information requests as necessary. All data were compiled using Microsoft Excel. Results: Among the 65 responses to the ENTUK survey, 53 individual trusts were identified. These included 41 English acute trusts, with supplementary participation from Scotland, Wales, and Northern Ireland. Data from 749 consultants across 115 English acute trusts were collected in combination with a Freedom of Information request. Conclusion: Despite an increased number of ENT consultants, the persistence of unfilled posts coincides with mounting waiting lists. The pandemic's effects, including early retirements and part‐time roles, emphasise the urgency of expanding training positions to counterbalance these shifts. Local and national interventions are essential to fortify and diversify the ENT workforce through a variety of strategies. [ABSTRACT FROM AUTHOR]

Background: The the current views of less-than full-time (LTFT) training by both LTFT and full-time (FT) doctors in training, with regards to health and well-being, clinical and non-clinical opportunities, in addition to associated future workforce implications and challenges, are uncertain. Methods: We performed a cross-sectional study of UK-based doctors in training via an online questionnaire, designed and piloted by the Royal College of Physicians Edinburgh (RCPE) Trainees and Members Committee. Design was informed by prior investigation into LTFT training undertaken amongst similar populations by RCPE in 2019. The survey was distributed from May to September 2023 via email to trainees across the United Kingdom and was open to all specialties and training grades. The survey focused on lived experience of both LTFT and FT training, as well as perceived challenges for the future workforce. Results: There were 648 responses from doctors in training across the United Kingdom, with an even spread of LTFT and FT trainees. Most responses (53%) were from trainees in medical specialties. Most LTFT trainees plan to train at this pace for more than 5 years. LTFT was commonly linked to improved work–life balance and well-being, with FT training perceived to feature high stress and burnout. Concerns around LTFT relate to administrative errors, reduced training opportunities and colleague prejudice. Trainees are concerned about LTFT leading to rota gaps and incoherent workforce planning around training numbers. Conclusion: With ever-increasing popularity in LTFT training, flexible and robust long-term workforce planning is necessary for the system to adapt to a new normal and improve retention of doctors in training. [ABSTRACT FROM AUTHOR]

Background: International Medical Graduates (IMG) are an essential part of the international physician workforce, and exploring the predictors of success and failure for IMGs could help inform international and national physician labour workforce selection and planning. The objective of this study was to explore predictors for success for selection of IMGs into high stakes postgraduate training positions and practice and not necessarily for informing IMGs. Methods: We searched 11 databases, including Medline, Embase and LILACS, from inception to February 2022 for studies that explored the predictors of success and failure in IMGs. We reported baseline probability, effect size in relative risk (RR), odds ratio (OR) or hazard ratio (HR) and absolute probability change for success and failure across six groups of outcomes, including success in qualifying exams, or certificate exams, successful matching into residency, retention in practice, disciplinary actions, and outcomes of IMG clinical practice. Results: Twenty-five studies (375,549 participants) reported the association of 93 predictors of success and failure for IMGs. Female sex, English fluency, graduation recency, higher scores in USMLE step 2 and participation in a skill assessment program were associated with success in qualifying exams. Female sex, English fluency, previous internship and results of qualifying exams were associated with success in certification exams. Retention to work in Canada was associated with several factors, including male sex, graduating within the past five years, and completing residency over fellowships. In the UK, IMGs and candidates who attempted PLAB part 1, ≥ 4 times vs. first attempters, and candidates who attempted PLAB part 2, ≥ 3 times vs. first attempters were more likely to be censured in future practice. Patients treated by IMGs had significantly lower mortalities than those treated by US graduates, and patients of IMGs had lower mortalities [OR: 0.82 (95% CI: 0.62, 0.99)] than patients of US citizens who trained abroad. Conclusions: This study informed factors associated with the success and failure of IMGs and is the first systematic review on this topic, which can inform IMG selection and future studies. Systematic review registration: PROSPERO: CRD42021252678. [ABSTRACT FROM AUTHOR]

Why you should read this article: • To refresh your knowledge of the nursing associate role and the reasons why it was introduced • To recognise the barriers and challenges in implementing the nursing associate role in general practice • To consider how the nursing associate role could be better supported and more widely accepted in general practice. Background: The nursing associate role was introduced to help reduce staff shortages in the NHS by bridging the gap between healthcare assistants and nurses. However, there is evidence that its implementation in general practice has been limited. Aim: To understand why, how and to what extent the nursing associate role has been implemented in general practice and what the barriers and enablers have been. Method: Semi-structured interviews and focus group discussions were conducted with a purposive sample of general practice staff in north east England. Template analysis based on a priori themes drawn from the literature was used to analyse the data. Findings: A total of 17 interviews and three focus group discussions were conducted with 29 GPs, managers, nurses, nursing associates, trainee nursing associates and healthcare assistants from five general practices. The barriers to the implementation of the new role included a lack of clarity about the place and purpose of nursing associates, a mismatch between nursing associate training and practices’ needs, tensions around professional boundaries, and challenges in developing a professional identity. Conclusion: In general practice settings, the role of nursing associate is not yet fulfilling its original purpose and it needs to be better supported, accepted and implemented. [ABSTRACT FROM AUTHOR]

Producing prefabricated bathroom units (PBUs) involves a dry installation method that heavily relies on human labor. Therefore, strategically accomplishing efficient and agile workforce planning emphasizes the critical significance. However, previous studies that address workforce planning often overlook the long-term stochastic effects and assume a homogeneous workforce for the sake of computational simplicity. To overcome these limitations, this study adopts the Markovian approach to establish an explicit relationship between workforce cost and cycle time, considering a heterogeneous workforce and uncertain human-caused events. The proposed model has a hierarchical structure that addresses the behavioral tendencies that drive task allocation at the individual level and the aggregate effect of manpower allocation at the operation level. By integrating Little's law in queuing theory and metaheuristics optimization, the cycle time can be calculated while searching for the optimal workforce arrangement configuration. The study cross-validated the computational results with empirical data from a precast factory in Singapore and conducted a sensitivity analysis to verify the reliability. The results show that cross-training workers to multiple skills can lead to significant time savings, with a maximum of roughly 23 h saved in PBU cycle time. Ultimately, this research contributes to the body of knowledge by proposing a strategic workforce planning model that accounts for a heterogeneous workforce and uncertain human-caused events. It utilizes a partial cross-training configuration strategy to maximize productivity and flexibility for PBU production. Practical Applications: The fit-out process of prefabricated bathroom units (PBUs) relies heavily on manual labor, becoming a bottleneck in the supply chain. Efficient and agile workforce planning is critical to overcome this challenge. However, planning for a large, heterogeneous workforce for tasks in an uncertain environment is difficult. Therefore, this research aims to establish a clear relationship between workforce cost and cycle time to assist with quick decision making during the planning stage. The proposed model has a two-level hierarchical structure that addresses individual-level behavioral tendencies and the operational-level aggregate effect of manpower allocation. This approach ensures optimal workforce size, composition, cost, and flexibility for the project's needs. The model was tested using a real-world industrial case study, and the results showed that cross-training workers in multiple skills can significantly reduce PBU cycle time. The increased workforce flexibility is the main factor responsible for the time savings, with a maximum of roughly 23 h saved. [ABSTRACT FROM AUTHOR]

The article highlights the crucial role of Human Resource (HR) Information Professionals (HRIPs) in strategic workforce planning (SWP). Topics discussed include the integration of data and technology into SWP, the evolving role of HRIPs beyond traditional data provision, and strategies for leveraging HR technology to enhance decision-making and planning processes.

The number of Canadians diagnosed with cancer, and subsequent demand for radiation therapy, are expected to increase over time. This study aimed to update our needs-based workforce planning model to ensure appropriate staffing levels in the future. The supply of radiation oncologists, by age group, sex, and full-time equivalent status, was projected from 2020 to 2040 using a recursive-aging, input-output model developed with seeding parameters derived from national sources. The demand for radiation oncologists until 2040 was estimated using referral patterns for radiation therapy and consultation workload metrics applied to projected annual cancer incident cases to calculate required full-time equivalent positions. Baseline model parameters were also applied to the 2005-2019 workforce and incident case data to evaluate preprojection supply and demand trends. Preprojection trends for 2005 to 2019 revealed accelerated staffing growth that transitioned from a workforce shortage to a surplus state in 2014 followed by substantial growth slowdown in 2016. The model predicts a transient surplus of radiation oncologists until 2026 followed by a projected deficit in subsequent years. Sensitivity analyses using the plausible range for each parameter continued to favor an undersupply, suggesting a trainee shortage unable to meet workforce expansion needs. Considering possible future declining trends in radiotherapy utilization and workload, calculations to inform corrective efforts in resident numbers resulted in 25 entry positions per year, up from 21 per year currently. Geographic distribution of trainees, relative to workforce and cancer incidence distributions, could be improved with more residency positions in Canadian regions outside Ontario. Demand for radiation therapy and radiation oncologists in Canada are expected to grow more quickly than future expansion in staffing levels. Our workforce planning model provides evidence for more trainee requirements to inform stakeholders of possible corrective actions to training programs and recruitment. Further research is needed to explore additional strategies to expand capacity and high-quality delivery of radiation therapy to meet the foreseeable increase in Canadian patients with cancer. [ABSTRACT FROM AUTHOR]

We develop a dynamic stochastic model of military workforce planning that incorporates uncertainties about personnel gains and losses across ranks. We then apply it to determine the probability of not meeting required targets as well as the resulting shortages and overages in the short, medium, and long terms along with the evaluation of policies to mitigate these risks. Our model allows decision makers to adjust recruiting and training practices to minimize the risk of not meeting target personnel levels as well as to value retention and reenlistment policies by calculating the expected marginal value of retaining additional service members. Moreover, it allows us to create a penalty function to optimize recruiting and training levels. The outcome is a tool to evaluate and ensure comprehensive force readiness. [ABSTRACT FROM AUTHOR]

Why you should read this article: • To recognise the need to demonstrate to students the benefits of working in cancer care • To read about the learning experiences of preregistration students in a specialist cancer setting • To better understand what students value about practice placements. Background: Specialist cancer practice placements can provide preregistration students in healthcare disciplines with opportunities to gain unique expertise. Positive experiences in such placement settings can prompt students to pursue a career in cancer care. Aim: To identify the views, needs and expectations of preregistration students on what makes a positive learning environment in a specialist cancer setting. Method: A qualitative design was used. Data were collected through three focus groups with 11 preregistration students from nursing (n=5), allied health professions (n=4) and medical (n=2) undergraduate courses. Findings: Three themes emerged inductively from the thematic analysis of data: integration within the team; achieving competencies; and managing expectations. Positive learning experiences for preregistration students on placement in specialist cancer settings are underpinned by various factors including effective communication with staff, integration within the clinical team, positive role models, positive relationships with patients and families and resources to assist students to monitor their learning objectives. Conclusion: To enhance students’ placement experiences they need positive learning environments in which they are supported to feel part of the team and to achieve their required competencies. [ABSTRACT FROM AUTHOR]

The performance of employees at BPJS Employment, a state institution in Indonesia responsible for labor social security, has faced significant challenges and fluctuations. Particularly, the Regional Office of South Sumatra and Bangka Belitung experienced notable performance changes due to various internal policies. This study aims to investigate the impact of manpower planning and mutation on employee performance at BPJS Employment Regional Office South Sumatra and Bangka Belitung. The research examines how effective human resource planning and employee rotations influence performance outcomes. The study encompasses a population of 337 employees, with a sample of 183 respondents selected through a simple random sampling technique using the Slovin formula with a 5% error margin. Multiple linear regression analysis reveals that both manpower planning and mutations positively and significantly affect employee performance. The findings suggest that better manpower planning enables management to recruit the right number of employees, ensuring they are appropriately placed in positions that match their skills and organizational needs. Additionally, the mutation process, when aligned with job requirements and employee achievements, can enhance overall performance. These results highlight the necessity for BPJS Employment to continuously evaluate and improve their HR planning and mutation strategies to achieve optimal employee performance. [ABSTRACT FROM AUTHOR]

This study assessed the impact of manpower planning strategies on employee performance in Awka South Local Government Area, Anambra State, Nigeria. Effective manpower planning is essential for organizations to optimize employee performance, productivity, and overall efficiency. Despite its importance, local governments in Nigeria face challenges such as overstaffing, poor skill mix, and inefficient resource utilization, which hinder employee performance. This research aims to identify the manpower planning strategies used in Awka South Local Government Area and examine the effect of staff promotion on employee commitment. Using a descriptive survey research design, data were collected from 332 employees through questionnaires. The study found that while manpower planning strategies are generally perceived positively, there is a need for improvement in aligning job descriptions with organizational goals and regular reviews. Conversely, staff promotion practices were perceived negatively, with issues of meritbased promotions and transparency significantly affecting employee commitment. The study concludes that enhancing manpower planning and reforming promotion practices can significantly improve employee performance and organizational effectiveness in the local government area. [ABSTRACT FROM AUTHOR]

Despite the existence of a rich literature on Production Routing Problem (PRP), the lack of investigations on the workforce planning, and its impact on costs and productivity of the organisation caught our attention. This paper aims to fill this gap by designing a novel framework to integrate inventory, production, distribution, routing, and workforce planning decisions simultaneously. Because of the potential long distances between the main plant and the retailers spread throughout the country and also the perishability nature of the products, considering travelling time uncertainty for delivering products is necessary to have feasible decisions. The application of the proposed approach is investigated by being inspired from a supply chain structure from a knowledge-based company. We derive managerial insights on the benefit of an integrated decision. Besides, given the size and complexity of the proposed problem, we were challenged by exactly solving it in a reasonable time. We succeeded to reach this target by designing an innovative hybrid algorithm. Computational experiments on several numerical examples applied on both the studied real case and on PRP literature instances reveal the effectiveness and efficiency of our new hybrid method and permits to derive interesting managerial insights on the joint decisions. [ABSTRACT FROM AUTHOR]

Background/Aims: Evidence-based standards are an important means for ensuring safe and effective care for birthing women. The provision of one-to-one care for women in labour is one such standard, which should be the norm in Dutch maternity care. However, no audit measures of this standard are available. This study examined the use of Birthrate Plus, a validated instrument for the measurement of patient acuity. This tool has the added benefit of allowing measurement of birth characteristics in relation to staffing numbers, providing a basis for auditing the standard of one-to-one care for women in labour in hospitals in the Netherlands. Methods: This pilot study used the Birthrate Plus tool to retrospectively examine birth characteristics and staffing levels in a 4-month period, in five hospitals in the Netherlands. Results: The review of 11 582 patient cases found that most births in the sample were classified as occurring in the higher acuity levels of Birthrate+ tool. Examination of staffing levels showed that when comparing actual staffing levels with recommended levels, hospitals had a shortfall of between 47% and 64%. Conclusions: The Birthrate Plus tool could be useful in auditing staffing levels in Dutch maternity care. Analysis of the data provided by hospitals in the sample showed that none were able to meet the Dutch standard of providing consistent one-one-one care. [ABSTRACT FROM AUTHOR]

Why you should read this article: • To understand the recruitment and retention challenges affecting general practice nursing • To reflect on the isolation nurses new to general practice may experience • To appreciate the role of mentoring or preceptorship for nurses new to primary care. Background: General practice nursing is experiencing significant recruitment and retention challenges. Efforts have been made to attract newly registered nurses to general practice but there is still a workforce deficit. There is also a lack of research and initiatives around the recruitment of nurses new to general practice but who have experience in other areas of nursing. Aim: To explore the views and experiences of nurses who had recently switched to a general practice nursing role after having worked in other nursing roles. Method: For this exploratory qualitative study, the researcher conducted individual semi-structured interviews with four nurses who had switched to general practice from other settings within the previous two years. Findings: All participants had chosen general practice because they wanted to support people to live healthy lives rather than care for people once they had become unwell. Despite access to training and mentoring, participants described feeling overwhelmed and lacking confidence. All of the participants emphasised the importance of interactions with the team to ease feelings of isolation. Conclusion: General practices need to consider offering development opportunities and robust mentoring or preceptorship to nurses with experience in acute care settings who want to work in primary care. [ABSTRACT FROM AUTHOR]

Objectives We conducted the first Irish national study assessing the value of multidisciplinary team meeting review in pathology practice and its impact on error detection before treatment. Methods Public and private pathology laboratories across Ireland capture their quality activities using standardized codes and submit their data to a centralized database (National Quality Assurance Intelligence System) overseen by the National Histopathology Quality Improvement (NHQI) program. A total of 1,437,746 histopathology and cytopathology cases submitted to the NHQI program over a 60-month period (January 2017 to December 2021) were included in this study. Cases were analyzed with respect to multidisciplinary team meeting peer review and the presence of a revised report (amended or corrected report), a surrogate marker for error detection before treatment. Results Across all cases assessed, 13.74% (197,587) underwent multidisciplinary team meeting discussion. Cases discussed at review had a statistically significantly higher rate of revised reports (1.25% [2470]) than cases not discussed at review (0.16% [1959]) (Pearson χ2, 6619.26; P  < .0001; odds ratio, 8.00 [95% CI, 7.54-8.49]). Overall, multidisciplinary team meeting review made it 8 times more likely to detect an error before treatment. Cancer resections had the highest rate of review at 55.29% (46,806), reflecting the prioritization of oncology case discussion at review meetings. Conclusions The multidisciplinary team meeting review process plays a valuable role in pathology error detection. A pathologist's participation in the review process comes with a clinically significant workload that needs to be recognized for future workforce planning. This study highlighted the positive role pathologists play in enhancing patient safety. [ABSTRACT FROM AUTHOR]

Understanding physicians' labour supply changes during the COVID-19 pandemic informs health workforce planning. Using representative Canadian data, we observed a reduction in work hours during the first wave. However, hours did not differ from pre-pandemic norms throughout subsequent phases. Reductions were concentrated among community-based family practitioners and specialists, whereas hospital-based physicians, on average, maintained their pre-pandemic hours. Notably, men and women exhibited statistically indistinguishable declines, with a slightly larger reduction observed among men. Except for single parents with children, whose hours did not decline, observed reductions were very similar across marital status and for women and men with and without children, even young children. There were no differences in hour declines by immigration status. Physicians aged older than 60 years experienced larger reductions in hours than younger ones. With some variations, similar trends were observed for absences. No evidence supported the notion that physicians were more likely to exit practice during the pandemic. [ABSTRACT FROM AUTHOR]

This commentary explores historical efforts to diagnose the present and project the future through the specific example of medical manpower planning. To situate this, it draws on work within and across geography exploring the concept of anticipation and considers the discipline's failure to adequately engage with healthcare workers, despite the vibrancy of health geography as a subdiscipline. As it explores, ensuring adequate numbers of staff in a healthcare system has been an issue for as long as there have been healthcare systems. Planning for healthcare system needs is thus a particularly fraught form of anticipation that seeks to project future needs from a contested and often incalculable present as a basis for political decision‐making and resource allocation. As this commentary explores, it is a problem that is global in scope, historically deep and thus rich in analytical possibility. [ABSTRACT FROM AUTHOR]

Aim: This paper describes the policy context and approaches taken to improve access to primary health care in Australia by supporting nurses to deliver improved integrated care meeting community needs. Context: In Primary Health Care (PHC), the nursing workforce are predominantly employed in the general practice sector. Despite evidence that nurse‐led models of care can bridge traditional treatment silos in the provision of specialised and coordinated care, PHC nurses' scope of practice varies dramatically. Nurse‐led models of care are imperative for rural and remote populations that experience workforce shortages and barriers to accessing health care. Existing barriers include policy constraints, limited organisational structures, education and financing models. Approach: The Australian Primary Health Care Nurses Association (APNA) received funding to implement nurse‐led clinics as demonstration projects. The clinics enable PHC nurses to work to their full scope of practice, improve continuity of care and increase access to health care in under serviced locations. We reviewed a range of peer‐reviewed literature, policy documents, grey literature and APNA provided sources, particularly those relevant to rural and remote populations. We argue more focus is needed on how to address variations in the scope of practice of the rural and remote PHC nursing workforce. Conclusion: Despite growing evidence for the effectiveness of nurse‐led models of care, significant policy and financial barriers continue to inhibit PHC nurses working to their full scope of practice. If their potential to transform health care and increase access to health services is to be realised these barriers must be addressed. [ABSTRACT FROM AUTHOR]