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Objectives The purpose of this study was to scope the literature that exists about factors influencing oral health workforce planning and management in developing countries (DCs). Methods The Arksey and O'Malley method for conducting a scoping review was used. A replicable search strategy was applied, using three databases. Factors influencing oral health workforce planning and management in DCs identified in the eligible articles were charted. Findings Four thousand citations were identified; 41 papers were included for review. Most included papers were situational analyses. Factors identified were as follows: lack of data, focus on the restorative rather than preventive care in practitioner education, recent increase in number of dental schools (mostly private) and dentistry students, privatization of dental care services which has little impact on care maldistribution, and debates about skill mix and scope of practice. Oral health workforce management in the eligible studies has a bias towards dentist‐led systems. Due to a lack of country‐specific oral health related data in developing or least developed countries (LDCs), oral health workforce planning often relies on data and modelling from other countries. Discussion and conclusion Approaches to oral health workforce management and planning in developing or LDCs are often characterized by approaches to increase numbers of dentists, thus not ameliorating maldistribution of service accessibility. Governments appear to be reducing support for public and preventative oral healthcare, favouring growth in privatized dental services. Changes to professional education are necessary to trigger a paradigm shift to the preventive approach and to improve relationships between different oral healthcare provider roles. This needs to be premised on greater appreciation of preventive care in health systems and funding models.

Background Safety leadership in healthcare is required and should be encouraged from the bedside through to the executive and is essential for the safety of the patients in our care. Major health inquiries have highlighted failure of leadership as a cause of poor patient outcomes. Aim To highlight issues and initiatives raised within discussion forums by postgraduate health care management students asked to reflect upon leadership, quality and safety, and human factors in today's healthcare environment Methods A qualitative approach by way of retrospective review of compulsory discussion forum posts from online postgraduate quality and safety and human factors in health care units. Findings Authority gradients persist in contemporary healthcare settings, influenced to a certain degree by the multi-generational workforce, and ultimately compromising communication and teamwork. Human factors effects on care provision emphasised fatigue as a significant issue that needs to be addressed by appropriate workforce management. Discussion The ability for healthcare professionals to challenge decisions and directives that may compromise safety is hampered by the persistence of both intra- and interprofessional authority gradients. Students reported hesitancy to challenge or seek assistance from those who hold ‘leadership’, or senior positions, due to distrust and fear of ridicule. Students could, however, see the bigger picture and sought to translate their learning into quality improvements in the workplace. Conclusion Challenging perceived authority is necessary and open communication should be encouraged through effective leadership. Effective leadership leads to efficient teamwork and ultimately safe and efficient care for patients.

This systematic literature review is aimed at determining the predominance of existing studies conducted in HRIS as it relates to HRM, HRH, workforce management and the use of Information Systems (IS) and technology within the health sector. The main findings of the study demonstrate that HRIS benefits are the most researched at 11.8% with a) impact: implementation and IS in healthcare:10.5%; b) effectiveness: motivation, competence, workforce IS and adoption: 9.2%; c) workforce retention and migration: 7.9% d) HRIS and EHRM for decisions 5.3%, e) HRIS in HRM and digital records 2.6%; f) IT in the healthcare setting standing at 1.3%.

Objectives: Occupational and environmental medicine (OEM) departments in healthcare institutions can be quickly overwhelmed when COVID-19 infection rates rapidly and simultaneously increase in the workforce and the patients served. Our goal is to present a detailed toolkit of practical approaches for use by front-line OEM specialists to address workforce management tasks during pandemic surges. Methods: Specific focus is on tasks related to employee symptom triage, exposure risk assessment, workplace contact tracing, and work restrictions. Results: Tools include strategies used by customer call centers, two decision support algorithms (exposure due to cohabitation or non-cohabitation), a color-coded employee case tracking tool, a contact tracing protocol, and documentation templates that serve as memory aids for encounters. Conclusions: These tools are created with commonly used software. Implementation is feasible in most front-line OEM settings, including those with limited resources.

Enhancing workforce performance is the key to success for professional firms. Firms often evaluate workers based on their performance compared with their peers or against an objective standard. Whi...

According to the long-standing axiom of management, one cannot manage what cannot be measured. Two questions emerge that are applicable to the Human Resource (HR) function. What does it manage? What should it measure? Prior answers recommend that HR should manage its functional activities, the organization’s human capital, or certain strategically important factors in a balanced scorecare, none of which are fully satisfactory. This paper argues that the HR function should manage the organization’s workforce. To do that, one must measure aspects of that workforce. This paper provides a generic framework of measures for that purpose. The foundation measures focus on the structure of jobs in the organization, the demographic characteristics of the workforce, their attitudes, the flow of personnel, and certain moderating variables. Measures for special segments of the workforce, such as sales and service personnel and leaders, are also noted.

The article analyzes the legal acts that regulate public relations regarding the digital transformation of tate corporations and companies with state participation. The economic and managerial directions of reform of the highest priority are established. The article describes the goals of the digital transformation of a state-owned company, including: creating a target business model, a system of goals and key performance indicators of digital transformation, and determining a digital transformation strategy. Special attention is paid to the development and implementation of initiatives for the implementation of digital infrastructure; the development of digital solutions providers; organizational activities within the framework of digital transformation; measures for programmed import substitution; and measures to ensure information security within the framework of digital transformation. Considering independent directions the digital transformation of state-owned companies can take, one such is the improvement of the “quality” of the staff and the formation of a culture of digital transformation. The article highlights such areas of work as: the creation of a model of digital competencies and the staffing of digital transformation within a state company; an assessment of the need for employees with special competence; teaching digital skills; the development of employees’ digital competencies within a state company; digital workforce management; and planning and holding an event to develop digital culture and the information security culture of a state company. In conclusion, it is determined that the proposed areas of the digitalization of state-owned companies are universal. It is suggested that these recommendations be used in relation to other organizations (primarily private).

PurposeThe number of natural and man-made disasters is remarkable and threatened human lives at the time of occurrence and also after that. Therefore, an efficient response following a disaster can eliminate or mitigate the adverse effects. This paper aims to help address those challenges related to humanitarian logistics by considering disaster network design under uncertainty and the management of emergency relief volunteers simultaneously.Design/methodology/approachIn this paper, a robust fuzzy stochastic programming model is proposed for designing a relief commodity supply chain network in a disaster by considering emergency relief volunteers. To demonstrate the practicality of the proposed model, a case study is presented for the 22 districts of Tehran and solved by an exact method.FindingsThe results indicate that there are many parameters affecting the design of a relief commodity supply chain network in a disaster, and also many parameters should be controlled so that, the catastrophe is largely prevented and the lives of many people can be saved by sending the relief commodity on time.Practical implicationsThis model helps decision-makers and authorities to explore optimal location and allocation decisions without using complex optimization algorithms.Originality/valueTo the best of the authors’ knowledge, employee workforce management models have not received adequate attention despite their role in relief and recovery efforts. Hence, the proposed model focuses on the problem of managing employees and designing a disaster logistics network simultaneously. The robust fuzzy stochastic programming method is applied for the first time for controlling the uncertainties in the design of humanitarian relief supply chains.

Background & Aim The study describes the experiences and opinions of Serbian physicians regarding workforce management during the COVID‐19 pandemic. Materials & Methods A total of 1553 licensed physicians (65% males; average age 44.0 years) responded to an online survey in September 2020. Differences in the respondents' general data and attitudes regarding workforce management and outbreak preparedness in Serbia were analysed in relation to their engagement during the COVID‐19 pandemic (Pearson χ2 and the independent samples t‐test, p

The purpose of the article is to study the principles of managing staff working time to reduce costs and increase efficiency, optimize labor processes, manage and predict the workload of staff, and implement methods and tools to improve efficiency. The article describes the main prerequisites for the implementation of the Workforce Management system (WFM), which is a methodology for planning employees’ working hours, which is a component of the personnel management concept. As a metric for evaluating the effect of using WFM systems, the planned or actual number of employees` hours per month is used – a comparison of the planned schedules before and after using the system is made. The effect of implementing WFM is as follows: increased staff efficiency, improved service level, revenue growth as a result of lower costs and more competent traffic coverage, increased staff involvement and saving management time.

The paper aims to examine the impact of COVID-19 on the construction industry of Nepal. This research is based on primary data, and the nature of the data is qualitative. The sources of empirical data have been collected with the help of unstructured interviews with nine professional contractors who have been directly involved in the construction sectors for a long time. This study used a thematic analysis to examine the responses provided by participants in the research field. The major three themes and 12 sub-themes were generated from the study to find the impact of COVID-19 on the construction industry in Nepal. The study finds the three-level of impacts—financial, operational, and institutional on construction sectors. The government budget reduction, the deteriorating financial situation of the contractors, late payment, and over cost runs of the projects are the financial impact. Likewise, the operational level impact is related to delay in project completion, supply chain problems, difficulty in workforce management, and maintaining the health and safety of the workforce. The study finds no adequate support and special packages from the government, including professional associations. The government and regulatory authority should support the construction industry to build efficient, competent, and resourceful sectors. Once the issues and expectations of constructional professionals are addressed, that ultimately helps to enhance the construction industry’s performance. Finally, the construction professionals, the industry, and the government will be benefited.

Objective: To explore the impact of the Covid-19 pandemic on the stress levels and experience of academic surgeons by training status (eg, housestaff or faculty). Background: Covid-19 has uniquely challenged and changed the United States healthcare system. A better understanding of the surgeon experience is necessary to inform proactive workforce management and support. Methods: A multi-institutional, cross-sectional telephone survey of surgeons was conducted across 5 academic medical centers from May 15 to June 5, 2020. The exposure of interest was training status. The primary outcome was maximum stress level, measured using the validated Stress Numerical Rating Scale-11 (range 0–10). Results: A total of 335 surveys were completed (49.3% housestaff, 50.7% faculty; response rate 63.7%). The mean maximum stress level of faculty was 7.21 (SD 1.81) and of housestaff was 6.86 (SD 2.06) (P = 0.102). Mean stress levels at the time of the survey trended lower amongst housestaff (4.17, SD 1.89) than faculty (4.56, SD 2.15) (P = 0.076). More housestaff (63.6%) than faculty (40.0%) reported exposure to individuals with Covid-19 (P < 0.001). Subjects reported inadequate personal protective equipment in approximately a third of professional exposures, with no difference by training status (P = 0.557). Conclusions: During the early months of the Covid-19 pandemic, the personal and professional experiences of housestaff and faculty differed, in part due to a difference in exposure as well as non-work-related stressors. Workforce safety, including adequate personal protective equipment, expanded benefits (eg, emergency childcare), and deliberate staffing models may help to alleviate the stress associated with disease resurgence or future disasters.

PurposeThe purpose of this research paper is to evaluate and estimate the cybersecurity maturity and awareness risk for workforce management in railway transportation by using Railway-Cybersecurity Capability Maturity Model (R-C2M2) and Information Security Awareness Capability Model (ISACM), respectively.Design/methodology/approachThis research uses a case study strategy, so primary data comprise the majority of data collected. These data were collected through interviews and questionnaires. The secondary data were collected from the literature, technical reports and standards.FindingsThe results show that there is a gap in cybersecurity awareness within the workforce and there is a need to improve this gap. This paper provides some of the recommendations and literature to enhance cybersecurity workforce culture within railway organizations.Practical implicationsIn this paper, the authors have demonstrated that cybersecurity awareness has positive impact on the overall dependability of the railway system.Originality/valueThis paper describes the importance of cybersecurity awareness and training in building more cyber resiliency across the operation and maintenance of railway.

The article is dedicated to problems that include improving the quality of machine-building enterprises workforce management in post-crisis terms. There are the main specialties of crisis conditions in economy, which have to be taken into consideration while developing policy in enterprise's staff sphere. Actuality and novelty of the problem are in extension of the existing crisis, while studying its consequences we just need to analyze and summarize them by encompassing both theory and practice. The goal of research is finding out possible ways of recovering enterprises' activity, while going out of the crisis on the basis of all resources mobilization and especially labor ones. The methodological basis of research is fundamental works in enterprises' staff management and possibility of usage in modern conditions. The indicators, which define the improving of machine-building enterprises workforce management for defining the weakest places in making perspective routes of work with staff in post-crisis conditions, are considered in detail. Such routes as changing average headcount of industry production staff within the enterprise (IPS) and workers, recovering and improving staff structure, usage of work time, estimation of staff movement, estimation of staff quality, question of labor increasing growth, as an important economical criterion of their usage for enterprises' recovering to the before-crisis development level are studied.

Workers as the main actors of SMEs need to understand environmental management as an aspect in order to increase business productivity. Green Human Resource Management (Green HRM) is a tool that can be used to manage the SME workforce by involving environmental aspects. The purpose of this study is to determine the priority of Green HRM criteria for SMEs in Bandung Regency. It is hoped that by producing Green HRM criteria for SMEs and the level of importance for each criterion, strategic steps can be formulated in optimizing Green HRM for SMEs in Bandung Regency. In this research, the research method used is descriptive qualitative method. The method of data collection is done by using a questionnaire with a scale of comparison, interviews and field observations. The data analysis technique was performed using analytical hierarchy process (AHP). The results showed that the implementation of green HRM in SMEs was carried out in an organized manner starting from the recruitment process, selection, training and development, performance evaluation, awards, job descriptions of the workforce and workforce management based on the green concept. Among these processes, the training and development process has the highest weight, which shows it is the most important process in implementing green HRM in SMEs. job description of manpower and manpower management which is based on the green concept. Among these processes, the training and development process has the highest weight which shows it is the most important process in implementing green HRM in SMEs. job description of manpower and workforce management based on the green concept. Among these processes, the training and development process has the highest weight which shows it is the most important process in implementing green HRM in SMEs.

Since the spread of the coronavirus disease 2019 (COVID-19) was designated as a pandemic by the World Health Organization, health care systems have been forced to adapt rapidly to defer less urgent care during the crisis. The United States (U.S.) has adopted a four-phase approach to decreasing and then resuming non-essential work. Through strong restrictive measures, Phase I slowed the spread of disease, allowing states to safely diagnose, isolate, and treat patients with COVID-19. In support of social distancing measures, non-urgent studies were postponed, and this created a backlog. Now, as states transition to Phase II, restrictions on non-essential activities will ease, and radiology departments must re-establish care while continuing to mitigate the risk of COVID-19 transmission all while accommodating this backlog. In this article, we propose a roadmap that incorporates the current practice guidelines and subject matter consensus statements for the phased reopening of non-urgent and elective radiology services. This roadmap will focus on operationalizing these recommendations for patient care and workforce management. Tiered systems are proposed for the prioritization of elective procedures, with physician-to-physician communication encouraged. Infection control methods, provision of personal protective equipment (PPE), and physical distancing measures are highlighted. Finally, changes in hours of operation, hiring strategies, and remote reading services are discussed for their potential to ease the transition to normal operations., Highlights • Different regional networks of care are moving past peak demand for medical services to treat COVID-19. • A phased and triaged approach to resuming care for deferred urgent cases and non-urgent care must be implemented and communicated to clients. • This approach should include infection control methods, management of medical staff and be prepared for subsequent rounds of disease peaks.

PurposeThe purpose of this study is to investigate the effects of flexible manufacturing competence (FMC) and workforce management practices (WMP) in facilitating the development of mass customization capability (MCC). More specifically, this research analyzes not only the direct effects of FMC and WMP on MCC but also the moderating effect of WMP on the relationship between FMC and MCC.Design/methodology/approachBuilding on the resource-based view, a research framework depicting the linkages among the variables of interest has been proposed. The examination of the proposed research model and hypotheses are conducted by applying partial least squares-structural equation modelling (PLS-SEM) on a dataset of Indian manufacturing organizations.FindingsThe findings suggest that both FMC and WMP significantly and positively affect the development of MCC. Also, the results show that the relationship between FMC and MCC is strengthened by the implementation of WMP.Practical implicationsThe study identifies several crucial practices for enhancement of flexible manufacturing competence and effective management of the workforce and also highlights the complementarities among them to develop superior MCC.Originality/valueWhile the research on the antecedent of MCC has increased substantially, the understanding of the interactions among FMC, WMP, and MCC is still limited. This is the first study that sheds light on the interconnectedness among the variables of interest.

Facing severe under-funding and significant workforce maldistribution, the health system in Romania is challenged to provide adequate care for the ageing population. The aim of this article is to connect health labour market data of the geriatrics workforce in Romania with individual perceptions of front-line workers in geriatrics in order to better understand the ‘human’ factors of effective health workforce development. Comprehensive health workforce data are not available; we therefore used a rapid scoping review and interviews to combine quantitative and qualitative data sources, such as the ‘Healthcare Facility Activity Report’, policy documents and available reports. They show that despite a consistent increase in the overall number of geriatricians, their majority is based in Bucharest, the capital city. The initial review points to possible geriatrician burnout, caused in part by high workload. The geriatrics workforce in Romania is poorly developed. Significant efforts are still needed to create policies addressing inflows and outflows, training, maldistribution and inefficiencies related to their practice. Addressing burnout by improving teamwork and collaboration is vital for maintaining and improving the workforce morale and motivation. Two major policy recommendations emerged: an urgent need for better health workforce data in Romania and development of more effective workforce management.

Islamic literature highlights eight major functions of Islamic HRM; namely HR planning, recruitment, selection, orientation, performance appraisal, training and development, compensations and benefits, and career development. The objective of this paper is to consider the Divine Science of Charity as it applies to organizations as a form of workforce management. Firstly, in order to properly apply the divine laws of charity in any hierarchy, every employee should be allocated to a position correlating to their skill level. In addition, if everyone in the company is willing to please Allah (SWT) by helping personnel under supervision (muʿāmalāt), it will result in minimum friction between employees, meanwhile boosting the morale and engagement of all personnel. This will result in the maximized efficiency of the workflow at each level of the organization. Moreover, the reward for charity–leaders is happiness, which will allow them to create an enjoyable environment in the workplace. For the 2nd divine law of charity, each member of the company will be able to self-purify their soul and add the workflow as good deeds in the Eternal Path of Charity.

The article focuses on the current problem – the efficiency of employees' working hours through the use of special systems for work time planning (workforce management). An analysis of the use of various management tools to create an effective employee schedule is presented. It has been shown that the number of companies implementing automated programs for recording and planning employees' working hours is gradually growing. The main advantages and disadvantages identified by managers implementing digital solutions in the work schedule process were identified. Various types of specialized software for creating a flexible work schedule have been investigated, as well as key criteria by which the best WFM systems are determined. In the course of this classification, parameters have been defined, which should be given special attention when deciding on the use of the WFM system in the company. Based on the results of the study conducted by the author, recommendations were developed for the implementation of such digital solutions in the company. The author concluded that these systems were necessary for enterprises focused on digitalizing their business, since they made it possible to optimize staff costs and increase employee efficiency.

A terceirização, enquanto política de gestão da força de trabalho, vem se constituindo como um dos mecanismos centrais utilizados pela engenharia do capital, pautada na flexibilização das formas de contratação e na precarização do trabalho. Não obstante, enquanto a responsabilização subsidiária dos entes privados tem sido assegurada pela jurisprudência, mesmo após a flexibilização do arranjo terceirizante, ela tem sido praticamente interditada no âmbito da Administração Pública, seja pela impossibilidade do reconhecimento do vínculo empregatício - ante a exigência constitucional do concurso público -, seja pelo entendimento firmado pelo STF no sentido de não se admitir a responsabilização automática do ente público. Nesta conjuntura, se pretende compreender os mecanismos colocados à Administração Pública para a fiscalização dos contratos administrativos de prestação de serviços em um cenário de recrudescimento da racionalidade neoliberal e de avanço da terceirização no setor público.

In recent years, the global use of contingent workers is rapidly increasing despite the increasing quantity of artificial intelligence applications in business. The question is "how these companies leverage the use of artificial intelligence to enhance contingent workforce's management?". The ideal goal of this paper is to develop a purely conceptual application of innovation, artificial intelligence (AI) adjacent to contingent workforce management(CWM). The researcher used qualitative information gathered from various authors and observations to reinforce the usage of AI. One of the critical tools to integrate with contingent workforce management for reduction of time spent on human resource administrative tasks is AI. There must be a transformation of thinking, accepting positive organizational change, utilization of technology and openness to new technology to foster AI. Along with that, integrating contingent workforce management with AI reduces risks and costs, increases efficiency and quality of work. Innovation and Artificial intelligence have been used in five pillars performance of contingent workforce management to mitigate the challenges associated with it.

This article elaborates on the peculiarities of contemporary technologies of establishment, management and control of remotely based employees. Additionally, the main advantages of the formation and maintenance of distant workforce with examples of a few modern organizations. The main tendencies and developments of the technologies, which increase the efficacy and appeal of remote workforce to various companies, are underlined as well. Finally, the main problems and difficulties, which arise during the implementation and utilization of the remote workforce management systems, the paths of development and solution of the urgent problems of organization of distant employees are overviewed.

Optimizing the management of the health workforce is necessary for the progressive realization of universal health coverage. Here we discuss the six main action fields in health workforce management as identified by the Human Resources for Health Action Framework: leadership; finance; policy; education; partnership; and human resources management systems. We also identify and describe examples of effective practices in the development of the health workforce, highlighting the breadth of issues that policy-makers and planners should consider. Achieving success in these action fields is not possible by pursuing them in isolation. Rather, they are interlinked functions that depend on a strong capacity for effective stewardship of health workforce policy. This stewardship capacity can be best understood as a pyramid of tools and factors that encompass the individual, organizational, institutional and health system levels, with each level depending on capacity at the level below and enabling actions at the level above. We focus on action fields covered by the organizational or system-wide levels that relate to health workforce development. We consider that an analysis of the policy and governance environment and of mechanisms for health workforce policy development and implementation is required, and should guide the identification of the most relevant and appropriate levels and interventions to strengthen the capacity of health workforce stewardship and leadership. Although these action fields are relevant in all countries, there are no best practices that can simply be replicated across countries and each country must design its own responses to the challenges raised by these fields.Il est nécessaire d'optimiser la gestion du personnel de santé pour parvenir progressivement à la couverture sanitaire universelle. Dans cet article, nous nous intéressons aux six grands domaines d'action en matière de gestion du personnel de santé qui sont définis dans le Cadre d'action concernant les ressources humaines pour la santé: leadership; finances; politiques; éducation; partenariats; et systèmes de gestion des ressources humaines. Nous décrivons également des exemples de pratiques efficaces pour renforcer le personnel de santé, en mettant en avant l'étendue des questions que les responsables politiques et les planificateurs devraient prendre en compte. Il n'est pas possible de réussir dans ces domaines d'action en les abordant de manière séparée. Ce sont des fonctions étroitement liées qui dépendent d'une forte capacité à gérer efficacement les politiques relatives au personnel de santé. Cette capacité de gestion peut être mieux comprise sous la forme d'une pyramide d'outils et de facteurs englobant les niveaux des individus, des organisations, des institutions et des systèmes de santé, dans laquelle chaque niveau dépend de la capacité du niveau inférieur et permet d'agir au niveau supérieur. Nous nous intéressons ici aux domaines d'action qui correspondent aux niveaux des organisations ou des systèmes et qui concernent le renforcement du personnel de santé. Selon nous, il est indispensable d'analyser le cadre stratégique et les structures de gouvernance, ainsi que les mécanismes d'élaboration et de mise en œuvre des politiques relatives au personnel de santé. Cette analyse devrait permettre de déterminer les niveaux et les interventions les plus appropriés pour renforcer la capacité de gestion et de direction du personnel de santé. Bien que ces domaines d'action concernent tous les pays, aucune meilleure pratique ne peut être simplement reproduite dans tous les pays. Chaque pays doit trouver ses propres réponses aux questions soulevées par ces domaines.La optimización de la gestión de la fuerza laboral sanitaria es necesaria para la realización progresiva de la cobertura sanitaria universal. La optimización de la gestión de la fuerza laboral sanitaria es necesaria para la realización progresiva de la cobertura sanitaria universal. En este documento se examinan los seis campos de acción principales de la gestión de la fuerza laboral sanitaria identificados en el Marco de Acción de Recursos Humanos para la Salud: liderazgo, finanzas, políticas, educación, asociaciones y sistemas de gestión de los recursos humanos. También se identifican y describen ejemplos de prácticas efectivas en el desarrollo de la fuerza laboral sanitaria, destacando la amplitud de los temas que los responsables de formular políticas y los planificadores deben considerar. No es posible alcanzar el éxito en estos campos de acción si se persiguen de forma aislada. Más bien, se trata de funciones interrelacionadas que dependen de una fuerte capacidad de gestión eficaz de la política de la fuerza laboral sanitaria. Esta capacidad de gestión puede entenderse mejor como una pirámide de herramientas y factores que abarcan los niveles individual, organizativo, institucional y del sistema de salud, en la que cada nivel depende de la capacidad en el nivel inferior y de las medidas de habilitación en el nivel superior. Se hace énfasis en los campos de acción cubiertos por los niveles de la organización o de todo el sistema que se relacionan con el desarrollo de la fuerza laboral sanitaria. En este contexto, es necesario realizar un análisis del entorno normativo y de gobernanza y de los mecanismos para el desarrollo y la implementación de las políticas de la fuerza laboral sanitaria, y debe guiar la identificación de los niveles e intervenciones más pertinentes y apropiados para fortalecer la capacidad de gestión y liderazgo de la fuerza laboral sanitaria. Aunque estos campos de acción son relevantes en todos los países, no hay mejores prácticas que puedan ser simplemente replicadas a través de los países y cada país debe diseñar sus propias respuestas a los desafíos planteados por estos campos.يعد تحسين إدارة القوى العاملة في القطاع الصحي أمراً ضرورياً لتنفيذ التغطية الصحية الشاملة بشكل تدريجي. سوف نناقش هنا مجالات العمل الستة الرئيسية في إدارة القوى العاملة في القطاع الصحي وفقاً للتوضيح الوارد في "الموارد البشرية لإطار العمل الصحي": القيادة؛ والشؤون المالية؛ والسياسات؛ والتعليم؛ والشراكة؛ ونظم إدارة الموارد البشرية. كما نقوم كذلك بتوضيح ووصف أمثلة للممارسات الفعالة في تطوير القوى العاملة في القطاع الصحي، مع التركيز على مجموعة القضايا التي يجب أن يضعها واضعو ومخططو السياسات في الاعتبار. من غير الممكن تحقيق النجاح في مجالات العمل هذه من خلال السعي لتحقيقها بمعزل عن غيرها. بل هي وظائف مترابطة تعتمد على قدرة قوية على الإشراف الفعال لسياسة القوى العاملة في القطاع الصحي. يمكن الوصول لأفضل فهم لقدرة الإشراف تلك على أنها هرم من الأدوات والعوامل التي تشمل مستويات النظام الفردية والتنظيمية والمؤسسية والصحية، حيث يعتمد كل مستوى على قدرة المستوى أدناه، ويقوم بتمكين الإجراءات على المستوى أعلاه. نحن نركز على مجالات العمل التي تغطيها المستويات التنظيمية، أو على مستوى النظام، والتي تتعلق بتطوير القوى العاملة بالقطاع الصحي. نحن نعتبر أنه من المطلوب القيام بتحليل وتنفيذ السياسات وبيئة الحكم وآليات تطوير سياسة القوى العاملة بالقطاع الصحي، كما يجب أن نقوم بالتوجيه في تحديد المستويات الملائمة والأكثر صلة، والتدخلات المطلوبة لدعم الإشراف على القوى العاملة بالقطاع الصحي وقيادتها. على الرغم من أن مجالات العمل تلك مناسبة لكل البلدان، إلا أنه ليست هناك ممارسات مُثلى يمكن ببساطة تكرارها عبر البلدان، ويجب على كل بلد تصميم الاستجابات الخاصة بها للتحديات التي تطرحها هذه المجالات.优化卫生人力管理是逐步实现全民健康覆盖的必然要求。这里我们讨论的是《卫生人力资源行动框架》中确定的卫生人力资源管理的六大行动领域：领导力；财政；政策；教育；伙伴关系；和人力资源管理系统。我们还确立并描述了发展卫生人力中有效做法的例子，强调政策制定者和规划者应注重思考问题时的广度。在这些行动领域取得成功是不可能分开进行的。相反，环环相扣、相互关联才能发挥出它们的价值，而这取决于有效管理卫生人力政策的强大能力。这种管理能力的最佳理解是由工具和因素组成的金字塔，它包括个人、组织、机构和卫生系统，每一级都取决于下一级的能力，并扶持上一级的行动。我们重点关注与卫生人力资源发展相关的组织或系统等级所涵盖的行动领域。我们认为，需要对政策和治理环境以及制定和执行卫生人力政策的机制进行分析，并应指导确定最相关和最适当的等级和干预措施，以加强卫生人力管理的管理和领导能力。尽管这些行动领域在所有国家都具有相关性，但没有一个可以适用于各个国家的最佳做法，每个国家都必须设计自己的应对措施，克服来自这些领域的挑战。.Оптимизация управления кадровыми ресурсами в сфере здравоохранения необходима для последовательной реализации программы всеобщего охвата услугами здравоохранения. Авторы обсуждают шесть основных областей деятельности в сфере управления трудовыми ресурсами здравоохранения, которые определены в Рамочной программе действий в области кадровых ресурсов здравоохранения: лидерство, финансирование, политику, образование, партнерство и системы управления кадровыми ресурсами. Авторы также выявляют и описывают примеры эффективных методов по развитию кадровых ресурсов здравоохранения, подчеркивая широкий спектр вопросов, которые следует учитывать лицам, формирующим политику, и специалистам по планированию. Добиться успеха в данных областях деятельности невозможно, если работать над ними изолированно. Напротив, они являются взаимосвязанными функциями, которые зависят от того, существует ли значительный потенциал эффективного руководства политикой кадровых ресурсов здравоохранения. Такой руководящий потенциал легче всего представить как пирамиду инструментов и факторов, охватывающих индивидуальный, организационный, ведомственный уровни и уровень системы здравоохранения, причем каждый уровень зависит от потенциала нижестоящего уровня и стимулирующих мер на вышестоящем уровне. Авторы уделяют особое внимание областям деятельности на организационном и общесистемном уровнях, которые связаны с развитием кадровых ресурсов здравоохранения. Они считают, что необходим анализ политики и культуры управления, а также механизмов разработки и реализации политики в области кадровых ресурсов здравоохранения, который должен послужить основанием для определения наиболее актуальных и подходящих уровней и мероприятий для укрепления потенциала управления кадрами здравоохранения и их лидерства. Несмотря на то что данные области деятельности актуальны для всех стран, универсальных методов, которые можно применять в разных странах, не существует. Следовательно, каждая страна должна разработать свои собственные решения для проблем, возникающих в указанных областях.

Objective: The main aim of this study was to analyse the supply and demographic characteristics of the dentists’ population in Kenya prior to the 2013 decentralization of health workforce management to the County governments. Methods: This was a cross-sectional study of Kenyan dentists who were practising as at 2013. Demographic data was obtained from the Kenya Medical Practitioners and Dentists’ Board and the Ministry of Health annual retention registers. These data were integrated and analysed in Microsoft Excel 2016. Results: The number of dentists in Kenya has exponentially risen over the years although the growth seems to have slowed down in the last decade. Majority are male, but the gender gap is rapidly decreasing. Most of the dentists studied were below the age of 40 years (M=39.8, SD=11.9); were general practitioners (79.3%) with local undergraduate training (76%) and were predisposed towards private practice. The results show a chronically deficient, relatively aging dental specialist population (M=46.4years, SD=9.1). Discussion: The supply of dentists and dental specialist in Kenya, especially in the public sector is still deficient. This has impeded accessibility to quality oral health care services in a population experiencing a rise in oral disease. Studies have also shown that gender differences have an impact on dental practice. Conclusion: There is urgent need to develop strategies that will increase and retain the number of qualified dentists and specialists in government facilities. It remains to be seen whether devolution will fast track the desirable changes in oral health service delivery.

The present study investigates top management commitment, workforce management and quality performance in Malaysian hospitals based on demographical information of the respondents. Aim of this stud...

Focusing on the evolution of its Workforce Management system, the energy distributor Enel Distribution Sao Paulo has been studying the use of advanced tools to modernize processes in the Operation and Maintenance (O&M) area. The acquisition of two technologies - GNSS receiver and laser measuring device - within the Urban Futurability Project, developed in the city of Sao Paulo, Brazil, is in line with this desired modernization. They enable precise measurements of cable distance to the ground, vegetation and buildings, as well as the height, angles and dimensions of poles and other assets, in a georeferenced way. With this, it is possible to make changes in the company's existing operational processes, with the possibility of reducing labor costs, avoiding waste of time with the measurement of assets during an inspection and increasing assertiveness in operations performed in the field, with correct identification of geographical position of network structures.

PurposeThe South African construction industry (SACI) is a huge employer of labour as the industry depends mostly on human resources to carry out its activities. However, the industry has also been noted for its poor workforce management and lack of attention to human resource management (HRM) issues. Therefore, this study aims to assess the challenges facing the effective management of the construction workforce in South Africa with a view to improving HRM activities in the industry and improve overall service delivery through an effectively managed workforce.Design/methodology/approachA pragmatic philosophical view using a mixed-method research design was adopted. The study’s qualitative strand was achieved through a Delphi, whilst the quantitative strand was achieved through a questionnaire survey. In addition, descriptive and inferential statistics such as mean item score, Kruskal-Wallis H-test, exploratory and confirmatory factor analysis were adopted for data analysis.FindingsWith high reliability, construct validity and model fit indices, the study found that for effective HRM to be attained within construction organisations, careful attention must be given to issues surrounding the nature of the industry, unhealthy working environment, employee-related issues, diversity and working condition in the industry.Originality/valueWhilst several studies have been conducted on HRM, there is a lack of studies on the major challenges facing effective HRM in the SACI. The findings also offer future research studies a good theoretical platform to build upon.

PurposeCovid-19 has caused many businesses to rethink their short- and potentially long-term workforce operations. The use of lateral flow serology can provide a clinically convenient approach for the assessment of prior infection with Covid-19. However, its widespread adoption in organisations seeking to use it to test for workforce immunity is controversial and confusing. This paper aims to explore the paradoxical dilemmas and dialectics immunity workforce testing creates.Design/methodology/approachThis study involved capturing the ethnographical participation of a chief executive officer (CEO) dealing with the experience of managing the outcomes of Covid-19 workforce immunity testing. The aim was to take a snapshot in time of the CEO's empirical world, capturing their lived experiences to explore how management actions resulting from Covid-19 immunity testing can played out.FindingsProviding staff with immunity tests at first glance appears sensible, decent and a caring action to take. Nevertheless, once such knowledge is personalised by employees, they can, through dialectic dialogue, feel disadvantaged and harbour feelings of unfairness. Subsequently, this paper suggests that immunity testing may only serve to raise awareness and deepen the original management dilemma of whether testing is a worthwhile activity.Originality/valueThis paper aims to be amongst the first works to empirically explore the workforce management challenges that arise within small businesses within the service sector following the completion of Covid-19 immunity testing of their staff. It seeks to achieve this via utilising the robust theoretical framework of the paradox theory to examine Covid-19's impact upon small business workforce management thinking and practice.

IntroductionThe assistant in medicine is a new and paid role for final-year medical students that has been established in New South Wales, Australia, as part of the surge workforce management response to the COVID-19 pandemic. Eligibility requires the applicant to be a final-year medical student in an Australian Medical Council-accredited university and registered with the Australian Health Practitioner Regulation Agency. While there are roles with some similarities to the assistant in medicine role, such as assistantships (the UK) and physician assistants adopted internationally, this is completely new in Australia. Little is known about the functionality and success factors of this role within the health practitioner landscape, particularly within the context of the COVID-19 pandemic. Given the complexity of this role, a realist approach to evaluation has been undertaken as described in this protocol, which sets out a study design spanning from August 2020 to June 2021.Methods and analysisThe intention of conducting a realist review is to identify the circumstances and mechanisms that determine the outcomes of the assistant in medicine intervention. We will start by developing an initial programme theory to explore the potential function of the assistant in medicine role through realist syntheses of critically appraised summaries of existing literature using relevant databases and journals. Other data sources such as interviews and surveys with key stakeholders will contribute to the refinements of the programme theory. Using this method, we will develop a set of hypotheses on how and why the Australian assistants in medicine intervention might ‘work’ to achieve a variety of outcomes based on examples of related international interventions. These hypotheses will be tested against the qualitative and quantitative evidence gathered from all relevant stakeholders.Ethics and disseminationEthics approval for the larger study was obtained from the Western Sydney Local Health District (2020/ETH01745). The findings of this review will provide useful information for hospital managers, academics and policymakers, who can apply the findings in their context when deciding how to implement and support the introduction of assistants in medicine into the health system. We will publish our findings in reports to policymakers, peer-reviewed journals and international conferences.

The delay in civil construction works is observed globally and affects the economy of countries. Therefore, identifying the causes of delays is of paramount importance to minimize their consequences. This paper aims at identifying the causes of delay in construction works and their analysis and existing correlations through statistical factor analysis. The research methodology included a Systematic Literature Review (SLR), a Survey Research through questionnaires and interviews was conducted, as well as the identification of the main causes of delay through the Relative Importance Index (RIL) and the ABC Curve. Finally, factor analysis of the causes of delay was performed, not limiting only to their identification. The results showed that the 12 identified causes are correlated to 4 delay factors, which account for 69.18% of the sample variance: supply management (21.41%); workforce management (20,79%); project management (17.64%) and management of climatic conditions (9.34%). It is concluded hereby that the delay factors mentioned herein can be considered management deficiencies in the projects and that the research has expanded the knowledge on construction delays, thus contributing to the frontier of knowledge to mitigate this problem in several countries, especially developing ones. Resumo O atraso em obras é observado globalmente na construção civil e afeta a economia dos países, sendo fundamental a identificação de suas causas para a minimização das consequências. O objetivo deste trabalho é a identificação das causas de atraso de obras em edificações e a análise de suas correlações pela análise fatorial estatística. A metodologia de pesquisa incluiu uma Revisão Sistemática da Literatura (RSL), uma Pesquisa Survey, pormeio de questionários e entrevistas; assim como a identificação das principais causas de atraso pelo Índice de Importância Relativa (RII) e a Curva ABC. Porfim, efetuou-se a análisefatorial das causas de atraso; não se limitando apenas a identificação das mesmas. Os resultados demonstraram que as 12 causas identificadas são correlacionadas a 4 fatores de atraso, que explicam 69,18% da variância da amostra: gestão de suprimentos (21,41%); gestão da mão de obra (20,79%); gestão do projeto(17,64%) e gestão das condições climáticas (9,34%). Conclui-se que os fatores de atraso citados podem ser considerados como deficiências de gestão dos empreendimentos e que a pesquisa aprofundou o conhecimento sobre atrasos na construção, contribuindo na fronteira do conhecimento para mitigação deste problema presente em váriospaíses, principalmente os países em desenvolvimento.

Protection Rules that apply to workers As the fulfillment of inherent core rights / there is stipulated in the constitution contained in one of the articles in the 1945 Constitution,due to the enactment ofemployers as if accepting the legalization of enforcing pre-employment outsourcing regardless of the things that are stopped by the Law. The primary reason for outsourcing for the company is to increase the concentration of business because operational activities have been bestowed on other parties. This study will analyze the main conflicts that are in sync with the title using the scope of the problem that is going on, as already stated above using a normative juridical approach. Where this normative juridical approach is an approach that is done in accordance with the material of the primary rules by using basic principles and rules regulated through the laws and regulations in this study. The data is obtained, listed in the form of a concept model that will be the primary base in analyzing. As for thewritingof this scientific work the way used to analyze data has been taken using descriptive methods (non statistics). Legislation containing the content of employment as the basis in the step of setting the lower limit of workers' salaries to create and for the welfare of workers in north Sumatra province. The role of laws and rules on how to set the lower limit wages cannot help workers to achieve the adequacy of workers.

AimTo evaluate the preparedness and adherence of Brazilian long-term care facilities (LTCFs) to the World Health Organization (WHO) infection prevention and control (IPC) guidance and examine the association of LTCF size with adherence to recommendations.MethodsWe conducted a cross-sectional study of LTCF managers for 12 consecutive weeks from May 5, 2020. We developed and pre-tested a 46-item questionnaire based on WHO IPC guidance that included multiple-choice and dichotomous questions as well as an open-ended question on the main difficulties encountered by the facility in tackling the pandemic. Using a global adherence score based on the adoption of 20 recommendations, we classified preparedness as (1) excellent for LTCFs following ≥14 recommendations, (2) good for those following 10-13 recommendations, and (3) poor for those following ResultsOf 362 facilities included in the study, 308 (85.1%) adhered to 14 or more recommendations; 3 were classified as poorly adherent. Regarding LTCF size, we found a lower adherence to screening visitors for COVID-19 signs and symptoms (p=0.037) and to isolating patients until they have 2 negative laboratory tests (p=0.032) in larger facilities than in medium and small facilities.ConclusionsPreparedness for mitigating COVID-19 in Brazilian LTCFs was considered excellent for most of the proposed recommendations, regardless of LTCF size. Difficulties and problems with infrastructure and/or resident care were much less commonly reported than those related to maintenance of a sufficient stock of materials, workforce management, and financial distress.

AimsTo highlight the need for the development of effective and realistic workforce strategies for critical care nurses, in both a steady state and pandemic.BackgroundIn acute care settings, there is an inverse relationship between nurse staffing and iatrogenesis, including mortality. Despite this, there remains a lack of consensus on how to determine safe staffing levels. Intensive care units (ICU) provide highly specialised complex healthcare treatments. In developed countries, mortality rates in the ICU setting are high and significantly varied after adjustment for diagnosis. The variability has been attributed to systems, patient and provider issues including the workload of critical care nurses.DesignDiscursive paper.FindingsNursing workforce is the single most influential mediating variable on ICU patient outcomes. Numerous systematic reviews have been undertaken in an effort to quantify the effect of critical care nurses on mortality and morbidity, invariably leading to the conclusion that the association is similar to that reported in acute care studies. This is a consequence of methodological limitations, inconsistent operational definitions and variability in endpoint measures. We evaluated the impact inadequate measurement has had on capturing relevant critical care data, and we argue for the need to develop effective and realistic ICU workforce measures.ConclusionCOVID-19 has placed an unprecedented demand on providing health care in the ICU. Mortality associated with ICU admission has been startling during the pandemic. While ICU systems have largely remained static, the context in which care is provided is profoundly dynamic and the role and impact of the critical care nurse needs to be measured accordingly. Often, nurses are passive recipients of unplanned and under-resourced changes to workload, and this has been brought into stark visibility with the current COVID-19 situation. Unless critical care nurses are engaged in systems management, achieving consistently optimal ICU patient outcomes will remain elusive.Relevance to clinical practiceObjective measures commonly fail to capture the complexity of the critical care nurses' role despite evidence to indicate that as workload increases so does risk of patient mortality, job stress and attrition. Critical care nurses must lead system change to develop and evaluate valid and reliable workforce measures.

Day in and day out, the Workforce Department faces new problems and operational demands. It is very important for the department to respond quickly and understand the best possible action to be taken in each single case. It is unknown in a compromised setting of near-constant shifts in forecast and scheduling, increased customer demands, and changing recruitment and retention of employees. Workforce management around the world has begun to use artificial intelligence (AI)-based workforce management (WFM) software to solve the above problems and reach goals. These tools transform workforce management by helping to anticipate and plan short- and long-term planning. These tools improve Workforce Management by helping to predict short- and long-term scheduling and recruiting requirements, communicate with staff, and at the right time bring customers in contact with the right agent. This chapter addresses AI workforce management intervention and WFM instruments with industry-specific case studies and its experience with the product Workforce Dimensions. Present status and future expectations are also critically reviewed. Techniques of AI and machine learning (ML) are transforming industries, as are goods from thermostats to cars. The global enterprise value generated from AI continues to grow, according to Gartner, and is projected to reach up to $ 3.9 trillion by 2022. But what do these approaches mean for workforce management in the field? The current chapter examines the growing use of artificial intelligence (AI) in various HRM functions, as well as the ongoing debate about the expected decline in the usability of human resources in organizations. In the presence of AI in the workplace, HR practitioners are constantly afraid of being replaced by computers/robots/smart business machines. The study aims to recognize AI’s important contribution to enhancing organizational decision-making processes, as well as to enhance awareness of AI’s acceptability and inclusion in the HRM department. Despite the fact that the combination of AI and HRM is attracting a large number of researchers, many aspects of the field remain unexplored. The current research proposes a collaborative approach by stressing the complementary role of HRM in the successful use of AI, and it contributes to the existing literature. Since AI and HR are so intertwined, organizations should concentrate on incorporating AI as a supporting tool for HR rather than attempting to take over HR’s function. Business systems and smart business machines should be designed in such a way that they cannot produce results without the help of HR.

96% of the veterinary profession agrees that Quality Improvement improves veterinary care. While clinical governance is an RCVS professional requirement, over the last year only 60% spent up to 3 days on the quality improvement activities which allow clinical governance to take place. 11% spent no time on it at all. A lack of time, know-how and organisational support were among the barriers preventing its adoption in practice. Rather than being an individual reaction to a problem, Quality Improvement is a formal approach to embedding a set of recognised practices, including clinical audit, significant event audit, guidelines and protocols, benchmarking and checklists. This framework should be applied within a just culture where errors are redefined as learning opportunities, and precedence is given to communication, team-work and team-morale, patient safety, and distributed leadership. Addressing this gap will require evolution – rather than a revolution. Persistent packages, given enough time and addressing the whole flow of the patient journey, trump one-off ‘heroic’ and narrowly-focused interventions. Creating a rhythm of learning alongside stability of practice allows lessons to be absorbed and improvements routinised. Doing good things well is better than doing perfect things sporadically and helps address the widespread concern that there is insufficient time for QI by making the time commitment more predictable and manageable. The research provides a robust, evidence-based, roadmap for the entire sector including professional organisations, educators, those in management positions and care providers.

Objectives The COVID-19 pandemic has highlighted the extreme vulnerability of older people and other individuals who reside in long-term care, creating an urgent need for evidence-based policy that can adequately protect these community members. This study aimed to provide synthesized evidence to support policy decision making. Design Rapid narrative review investigating strategies that have prevented or mitigated SARS-CoV-2 transmission in long-term care. Setting and Participants Residents and staff in care settings such as nursing homes and long-term care facilities. Methods PubMed/Medline, Cochrane Library, and Scopus were systematically searched, with studies describing potentially effective strategies included. Studies were excluded if they did not report empirical evidence (eg, commentaries and consensus guidelines). Study quality was appraised on the basis of study design; data were extracted from published reports and synthesized narratively using tabulated data extracts and summary tables. Results Searches yielded 713 articles; 80 papers describing 77 studies were included. Most studies were observational, with no randomized controlled trials identified. Intervention studies provided strong support for widespread surveillance, early identification and response, and rigorous infection prevention and control measures. Symptom- or temperature-based screening and single point-prevalence testing were found to be ineffective, and serial universal testing of residents and staff was considered crucial. Attention to ventilation and environmental management, digital health applications, and acute sector support were also considered beneficial although evidence for effectiveness was lacking. In observational studies, staff represented substantial transmission risk and workforce management strategies were important components of pandemic response. Higher-performing facilities with less crowding and higher nurse staffing ratios had reduced transmission rates. Outbreak investigations suggested that facility-level leadership, intersectoral collaboration, and policy that facilitated access to critical resources were all significant enablers of success. Conclusions and Implications High-quality evidence of effectiveness in protecting LTCFs from COVID-19 was limited at the time of this study, though it continues to emerge. Despite widespread COVID-19 vaccination programs in many countries, continuing prevention and mitigation measures may be required to protect vulnerable long-term care residents from COVID-19 and other infectious diseases. This rapid review summarizes current evidence regarding strategies that may be effective.

South Asia is a land of wonderful people and innumerable natural resources. Be it agriculture to textile, be it a sport to international diplomacy and be it a tactical force to strategic weapons, Pakistan has been bestowed with a unique blend of human genes, soil and spirit. Nevertheless, as with every Great Nation, the challenges are also huge. Among them, challenges of managing population and employing the versatile human resource are of grave importance. This paper is a humble research effort which endeavors to compile the individual, yet functional, human resource organizational components already established one. The greatest challenge to Human Resource Development in Pakistan is that it does not maintain any institution to regulate human resources. Secondly, Pakistan has insignificant legislation for workforce management. The third Human Resource challenge, now being faced is a wide gulf between HR industry and academia. On the other hand, HRM has spread in all the arteries of business development world compared to the corporate world of 1980s. Finally, this paper proposes measures to be taken, under Government patronage, for ensuring sustainable Human Resource Development. These measures include formulation of a strategic HRD policy, making HR department a mandatory organ in every commercial and military undertaking, specifying key roles of every HRD player, continuous review of HRD policy and effective HRD quality assurance mechanism.

AIMS To examine performance differences among different writers of the National Council Licensure Examination-Registered Nurse (NCLEX-RN) examination in Canada; to compare Canadian and U.S. writer pass rate data; and to identify if changes in the Canadian nursing workforce can be related to the introduction of NCLEX-RN. BACKGROUND In January 2015, the entry-to-practice licensing examination changed from the Canadian Registered Nurse Examination to the NCLEX-RN, and pass rates declined. METHODS This comparative analytic study examined NCLEX-RN pass rate data for 2015, 2016 and 2017 using publicly available data. The Canadian data were compared with that from U.S. nurses taking the examination. RESULTS Overall year-end pass rates among Canadian writers appeared to improve significantly in 2016 (95% to 96.3%, p

Intranet-Based Workforce Management System for SPi Customer Relationship Management Inc., Makati City is the proposed system that provides employee information, agent schedules, updated team roster and reports to users which could be a process improvement for workforce management team and human resources department when it comes to validation of requests from operations. As a whole system, it provides information for the agent and users in-terms of schedules and reports that can be useful to assess performance. It also has useful functionalities that help to improve the current process of workforce management when it comes to record-keeping and data processing.

District nurse numbers in the UK are rapidly declining. To overcome this severe staff shortage, one community trust in a rural county appointed ‘case managers’ (nurses without Specialist Practice Qualifications in district nursing [SPQDN]) in band 6 leadership roles that were traditionally held by district nurses. Here, we aimed to establish the value of the SPQDN to determine if there is a future for the conventionally accepted DN role, instead of case managers. The study used an exploratory mixed-methods design. Using the classic e-Delphi technique, data were collected over 5 months from 10 purposively sampled senior nurse managers employed by the community trust who formed an expert panel. In round one, the panellists provided three responses each to the question ‘what is the future for district nurse specialist practitioner qualifications in [the trust] for band 6 leadership roles?’ In rounds two and three, they answered a close-ended questionnaire using a 3-point Likert scale. The core findings suggest that SPQDN and the district nurse role are considered extremely valuable (both achieving 100% consensus). Additional findings are linked to four core themes, namely, (1) SPQDN, (2) clinical practice educators, (3) workforce and (4) leadership. This study recommends continued investment in SPQDN and the district nurse role with the use of succession planning for workforce management.

A new methodology is presented for structuring the multiskilling characteristics of a set of initially single-skilled employees in the context of a multi-department service sector business, more specifically in the retail industry. Assuming stochastic demand under continuous modeling of the workforce, the methodology decomposes the multiskilling problem into three stages that are then solved sequentially. The first stage delivers a novel analytic expression for estimating the number of multiskilled employees required by each store department, the second stage applies constructive heuristics to these estimates to generate a feasible set of closed chaining structures, and the third stage uses Monte Carlo simulation and a linear programming model to evaluate the chains so generated. The results show that in unbalanced systems, the solutions involve closed long chains and closed short chains of different lengths, which are robust to demand variability, minimize the expected total cost of staff shortages, and exhibit the best cost-effective performance. The methodology provides a tool for company decision makers to address the three fundamental multiskilling issues in unbalanced systems, namely, where to add multiskilling, how much to add and how it should be added.