[From personnel administration to human resource management : demographic risk management in hospitals]. / Von der Personalverwaltung zur Personalentwicklung : "Demographic risk management" in Krankenhäusern.

BACKGROUND: The healthcare market is facing a serious shortage of qualified personnel in 2020. Aging of staff members is one important driver of this human resource deficit but current planning periods of 1-2 years cannot compensate the demographic effects on staff portfolio early enough. Therefore, prospective human resource planning is important to avoid loss of competence. METHODS: The long range development (10 years) of human resources in the hospitals of the City of Cologne was analyzed. The basis for the analysis was a simulation model that included fluctuation of staff, retirement, maternity leave, status of employee illness, partial retirement and fresh engagements per department and profession. The model was matched with the staff requirements for each department. The results showed a capacity analysis which was used to convey strategic measures for staff recruitment and retention. RESULTS: The greatest risk for shortage of qualified staff was found in the fluctuation of doctors and in the aging work force. Without strategic human resource management the hospitals would face a 50% reduction of the work force within 10 years and after 2 years there would be a 25% deficit of anesthesiologists with impact on the function of operation rooms (OR) and intensive care units. Qualification and continuous training of staff members as well as process optimization are the most important spheres of activity for human resource management in order to recruit and retain qualified staff members. CONCLUSION: Prospective human resource planning for the OR and intensive care units can help to detect shortage of staff and loss of competence early enough to apply effective personnel development measures. A growing number of companies have started to plan ahead of the current demand of human resources. Hospitals should follow this example because the competition for qualified staff members is increasing rapidly.

Shock absorbers. Hospital residency programs smooth the bumps for new nurses.

Residency programs aim to help RNs transition from nursing school to the hectic reality of the hospital, and to keep them from fleeing for the exits.

Emotional debriefing.

In health care, stress and sadness come with the job. Hospitals now recognize that letting clinicians and nonclinicians decompress--through talking groups, counseling or a few minutes of quiet time-is good for the soul and for the quality of patient care.

Strategies for the hospital workforce of 2010.

Dramatic shifts in medical science, technology, demographics and economics will require that the health care labor force evolve along with changes in the delivery system.

Como solucionar el déficit de médicos en los consultorios urbanos municipalizados / The way to solve the deficit of physicians in the municipalized urban health clinics

El déficit de médicos y su mala distribución geográfica eran los problemas que enfrentaba el país cuando se crea el Servicio Nacional de Salud en 1952. El país tenía una alta proporción de población rural, así como de población infantil y las patologías que predominaban eran las propias de un país subdesarrollado. Para enfrentar esta situación se crea la institución del Médico General de Zona, cuyo propósito fundamental fue trabajar en equipo con otros profesionales y trabajadores de salud en las localidades rurales más apartadas y con mayores necesidades de atención. El país ha sufrido profundos cambios demográficos y epidemiológicos. Ha disminuido la población infantil y ha aumentado la población de adultos. La población rural es sólo un 13,4 por ciento del total y ellos viven en una ruralidad muy diferente. La mayor parte de la población se concentra hoy en grandes conglomerados urbanos y dentro de éstos en comunas con altos índices de pobreza. Los establecimientos del nivel primario del sistema público de atención están en su mayoría hoy bajo administración municipal, desintegrados del sistema y con un alto déficit cuantitativo de médicos y otros profesionales críticos para la atención de salud de esas poblaciones. Este déficit está documentado a cabalidad en el artículo. El Estatuto de Atención Primaria promulgado en 1995 no resolvió el problema de déficit de médicos, por el contrario, lo agravó. Frente a esta situación se plantea una nueva modalidad de contratación de médicos para estos establecimientos, a través de la ley 19.664.

Managing the healthcare workforce: cost reduction or innovation.

Labour costs are the largest proportion of total costs in the health industry in developed countries and are a target in health sectory reform. The Kennett government in Victoria introduced policies based on competition and cost reduction and the decentralisation of industrial relations through enterprise bargaining. These policies directly impacted on the health workforce leading to work intensification, labour shortages and poor morale. The Bracks government has since returned to centralisation. This paper argues that it is time for a more innovative approach to health workforce management based on recognising staff as an asset rather than a cost.

Workplace change and the internal labour market: evidence from the NSW hospital industry.

After a decade of labour market reform and workplace change, increasing attention has focussed on public sector industries. In this paper, domestic and maintenance occupations in the hospital industry are examined, as previous work has focussed on nursing, with other occupations being largely ignored. Grimshaw and Rubery's (1998) model of internal labour markets is adopted as the preferred theoretical approach. This model, in acknowledging external factors, the role of workers, and custom and norms within the firm, provides a basis from which to examine labour use practices within the hospital industry.

Proyecto de: fortalecimiento a la red de salud del Municipio Colcha K con equipamiento y capacitación en administración a los recursos humanos del sector y comunitarios / Project of: improvement to the health network of the municipio Colcha K with equipment and training in administration to human resources of the sector and community

El objetivo de este proyecto es mejorar la capacidad instalada, resolutiva y administrativa de la red de servicios de salud con la participación comunitaria en este proceso, para contribuir la demanda y mejora de la salud de la población del municipio de Colcha "K".

Outsourcing: a managerial competency for the 21st century.

The widespread application of outsourcing has been fueled by the changing nature of the work contract between employers and employees. The large-scale corporate downsizing that began in the late 1980s inspired a trend away from employer loyalty. This fact, coupled with today's tight labor market, has created a "guerrilla" work force comprised of deal-hungry professionals conditioned to signing bonuses, stock options, and higher-than-scale salaries.

Employment relationships in Victorian public hospitals: the Kennett years.

From 1992 to 1999, the Kennett government in Victoria moved to competitive market models of service delivery and the measurement of service provision through casemix funding. Public hospital managers were given greater accountability for the costs and provision of service delivery and a new range of service providers, many from the private sector, entered the public health market. The decentralisation of the industrial relations system led to new developments in bargaining that brought both opportunities and problems. In the Victorian public health system there was an increasing emphasis on decentralisation in both service provision and employment relations. In this paper I suggest that there were contradictions in these developments for government, and new challenges and difficulties for employers, employees and trade unions.

Budget cuts, technology, and the loss of experienced security personnel: what can be done to stem the tide?

As a result of hospital budget-cutting, the healthcare industry is losing many of its best security directors and managers, some experts warn. This loss is extending to the reduction of security officer complements, partially due to an "overdependence" on technology. And it's not only personnel who are being cut, but training programs as well. In this report, we'll give details on the current trend, its dangers to patient protection, and what changes can be made to operate more effectively in the current economic environment.