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Six principles to enhance health workforce flexibility

Overview of attention for article published in Human Resources for Health, April 2015
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About this Attention Score

  • In the top 25% of all research outputs scored by Altmetric
  • High Attention Score compared to outputs of the same age (89th percentile)

Mentioned by

blogs
1 blog
twitter
11 tweeters
facebook
2 Facebook pages

Citations

dimensions_citation
42 Dimensions

Readers on

mendeley
104 Mendeley
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Title
Six principles to enhance health workforce flexibility
Published in
Human Resources for Health, April 2015
DOI 10.1186/1478-4491-13-9
Pubmed ID
Authors

Susan A Nancarrow

Abstract

This paper proposes approaches to break down the boundaries that reduce the ability of the health workforce to respond to population needs, or workforce flexibility. Accessible health services require sufficient numbers and types of skilled workers to meet population needs. However, there are several reasons that the health workforce cannot or does not meet population needs. These primarily stem from workforce shortages. However, the health workforce can also be prevented from responding appropriately and efficiently because of restrictions imposed by professional boundaries, funding models or therapeutic partitions. These boundaries limit the ability of practitioners to effectively diagnose and treat patients by restricting access to specific skills, technologies and services. In some cases, these boundaries not only reduce workforce flexibility, but they introduce inefficiencies in the form of additional clinical transactions and costs, further detracting from workforce responsiveness. Several new models of care are being developed to enhance workforce flexibility by enabling existing staff to work to their full scope of practice, extend their roles or by introducing new workers. Expanding on these concepts, this theoretical paper proposes six principles that have the potential to enhance health workforce flexibility, specifically: 1. Measure health system performance from the perspective of the patient. 2. Minimise training times. 3. Regulate tasks (competencies), not professions. 4. Match rewards and indemnity to the levels of skill and risk required to perform a particular task, not professional title. 5. Ensure that practitioners have all the skills they need to perform the tasks required to work in the environment in which they work 6. Enable practitioners to work to their full scope of practice delegate tasks where required These proposed principles will challenge some of the existing social norms around health-care delivery; however, many of these principles are already being applied, albeit on a small scale. This paper discusses the implications of these reforms. 1. Is person-centred care at odds with professional monopolies? 2. Should the state regulate professions and, by doing so, protect professional monopolies or, instead, regulate tasks or competencies? 3. Can health-care efficiency be enhanced by reducing the number of clinical transactions required to meet patient needs?

Twitter Demographics

The data shown below were collected from the profiles of 11 tweeters who shared this research output. Click here to find out more about how the information was compiled.

Mendeley readers

The data shown below were compiled from readership statistics for 104 Mendeley readers of this research output. Click here to see the associated Mendeley record.

Geographical breakdown

Country Count As %
United States 1 <1%
Unknown 103 99%

Demographic breakdown

Readers by professional status Count As %
Student > Ph. D. Student 12 12%
Researcher 12 12%
Student > Master 12 12%
Student > Bachelor 9 9%
Student > Postgraduate 6 6%
Other 25 24%
Unknown 28 27%
Readers by discipline Count As %
Medicine and Dentistry 25 24%
Nursing and Health Professions 13 13%
Business, Management and Accounting 11 11%
Social Sciences 9 9%
Psychology 3 3%
Other 13 13%
Unknown 30 29%

Attention Score in Context

This research output has an Altmetric Attention Score of 15. This is our high-level measure of the quality and quantity of online attention that it has received. This Attention Score, as well as the ranking and number of research outputs shown below, was calculated when the research output was last mentioned on 25 November 2015.
All research outputs
#1,539,958
of 17,641,103 outputs
Outputs from Human Resources for Health
#181
of 961 outputs
Outputs of similar age
#24,962
of 233,231 outputs
Outputs of similar age from Human Resources for Health
#1
of 1 outputs
Altmetric has tracked 17,641,103 research outputs across all sources so far. Compared to these this one has done particularly well and is in the 91st percentile: it's in the top 10% of all research outputs ever tracked by Altmetric.
So far Altmetric has tracked 961 research outputs from this source. They typically receive a lot more attention than average, with a mean Attention Score of 10.9. This one has done well, scoring higher than 81% of its peers.
Older research outputs will score higher simply because they've had more time to accumulate mentions. To account for age we can compare this Altmetric Attention Score to the 233,231 tracked outputs that were published within six weeks on either side of this one in any source. This one has done well, scoring higher than 89% of its contemporaries.
We're also able to compare this research output to 1 others from the same source and published within six weeks on either side of this one. This one has scored higher than all of them