Western Europe

This framework encompasses the healthcare workforce planning skills and competences required at both strategic and operational level, for all types of staff, including chief executives, directors, clinicians, service development managers, ward managers, workforce planners, and contributes to the building of capability in human resource management identified in the HR in the NHS Plan. [publisher’s description]

This article synthesizes information about nurse migration into and out of the United Kingdom in the period to 2005, and assesses policy implications. [from abstract]

Health Systems in Transition (HiT) profiles are country-based reports that provide a detailed description of each health care system and of reform and policy initiatives in progress or under development. [publisher’s description] Each report contains a section on human resources for health including an overview of the situation and specific health workforce statistics.

The main purpose of this chapter of “Human Resources for Health in Europe” is to develop a dynamic and unified framework for describing and analysing the role of the health care manager in a changing Europe. The chapter also attempts to combine the construction of this theoretical model with its application, drawing on empirical work in different European countries to illustrate the challenges and opportunities arising from the various elements of health care reform. [from introduction]

The main objectives of this study were to assess the quality of the written communication between physicians and to estimate the number of patients that could have been treated at primary care level instead of at a general hospital. [from abstract]

Work capacity correlates weakly to disease concepts, which in turn are insufficient to explain sick leave behavior. With data mainly from Sweden, a welfare state with high sickness absence rates, our aim was to develop an explanatory theory of how to understand and deal with work absence and sick leave. In this paper we present a theory of work incentives and how to deal with work absence. [from abstract]

In order to help improve Royal College of Nursing understanding of the employment experiences of internationally recruited nurses and UK trained black and minority ethnic (BME) nurses, the RCN commissioned a secondary analysis to draw together commentary and analysis from previous surveys.

The RCN commissioned a survey of 6,000 members in 2000 to explore nurses’ wellbeing and working lives. The results subsequently helped shape RCN policy and materials for members on topics such as bullying and harassment, violence, needlestick injury and employee-friendly working practices. Five years later, the RCN has commissioned a second survey looking at a similar range of issues. This report documents the findings of that survey, and describes differences between the 2000 and 2005 survey findings. [introduction]

This paper draws from research commissioned by the Scottish Executive Health Department (SEHD). It provides a case study in the introduction of a new health care worker role into an already well established and ‘mature’ workforce configuration. It assesses the role of USA style physician assistants (PAs), as a precursor to planned ‘piloting’ of the PA role within the National Health Service (NHS) in Scotland. The evidence base for the use of PAs is examined, and ways in which an established role in one health system (the USA) could be introduced to another country, where the role is ‘new’ and unfamiliar, are explored.

A seven-point framework was used to analyze retention strategies in four countries: Uganda, the United Kingdom, Canada, and Thailand. This framework draws upon available country data and includes GDP and investment in health, mix of private/public investment, international migration, health policy frameworks, countrywide strategies, provincial/regional strategies, and professional associations/regulatory bodies. Comparison of the countries demonstrated that progress has been made in nurse retention. [from executive summary]

This commentary examines the significance of international links as a major contributor to growth of the nursing workforce in the UK, and also highlights more recent indicators of a rapid decline in international nurses registering in the UK. [from introduction]

Rewards are important in attracting, motivating and retaining the most qualified employees, and nurses are no exception to this rule. This makes the establishment of an efficient reward system for nurses a true challenge for every hospital manager. A reward does not necessarily have a financial connotation: non-financial rewards may matter too, or may even be more important. Therefore, the present study examines nurses’ reward perceptions, in order to identify potential reward options. [abstract]

This Royal College of Nursing (RCN) publication is designed to assist you in your role as a mentor to pre-registration nursing and midwifery students. It outlines your responsibilities alongside those of the student, higher education institutions (HEIs) and placement providers. [introduction]

This guidance sets out some of the key issues faced by IRNs, and suggests good practice for managers in overcoming these problems to create a new workforce whose wellbeing and professional status is at the forefront of recruitement policies. [from introduction]

This paper assesses the reasons for recent growth in recruitment of registered nurses from other countries to the United Kingdom (UK). It aims to examine trends in inward recruitment of nurses to the UK, assess the impact of free mobility of registered nurses in the European Union from a UK perspective, examine the impact of the introduction of ethical guidelines on international recruitment of nurses to the UK, and explore the reasons why registered nurses are internationally mobile. [from introduction]

This report summarizes a UK-wide survey to find out what information nurses, health visitors,midwives and health care assistants need to support their practice and lifelong learning. [adapted from author]

The Royal College of Nursing commissioned this report into the employment policy and practice implications of the rapid growth in the number of internationally recruited nurses working in the UK. [from summary]

This yearly profile is a summary of statistics about the nursing workforce in Canada, Denmark, Germany, Iceland, Ireland, Japan, New Zealand, Norway, Sweden, UK and USA.

These studies measure and characterize the problem of violence against health professionals in the workplace in selected settings in Portugal. They answer questions such as: Who are the most affected health professionals? What types of violence are most frequent? In what circumstances do episodes of violence happen? What are the institutional procedures? What are the consequences for the victims, the Institutions and the perpetrators? What is the positioning of the NHS managers, the professional councils the unions and the professional associations about this problem? [author’s description]

The present study reviews and analyses major known national guidelines and strategies for prevention and management of workplace violence. The purpose is to get a detailed picture of strategies recommended, a better knowledge on existing guidance for employers and employees. Another objective is to obtain information on the implementation processes and the impact of the reviewed guidelines. Identification of good practices as well as gaps shall serve as a basis for lessons learnt for the development of future guidance materials.

The case studies contained in this volume provide a means of exchanging information on the challenges that countries face and the solutions that they are exploring. A companion volume by the European Observatory, Human resources for health in Europe, looked in detail at the key issues affecting the health workforce in Europe. It drew on a series of detailed case studies undertaken to assess the situation in a range of European countries. This volume brings those case studies together. [from foreword]

London is more reliant than other parts of England on the international recruitment of health professionals. This raises several questions. How can employers support and develop such a diverse workforce? How can they retain hard-won international health care staff in the face of increasing international competition? And is it ethical to recruit workers from developing countries experiencing their own shortages? This research summary profiles the capital’s international health care workforce for the first time, with case studies detailing the experiences of three London NHS trusts.

The main objectives of this paper are to report on the country and demographic profile, motivations, experiences and career plans of recently recruited international nurses working in London, and to give a detailed insight into why they have come to the UK, and what are their future intentions. In order to put these findings in context, the paper also outlines the overall trends in numbers of nurses coming to the UK, and examines the policy context in which international recruitment activity has been conducted. [from introduction]

Since 2000, [National Health Service] NHS workforce policy has focused on increasing the size of the health care workforce. However, as financial investment in the NHS slows down, expanding capacity by simply increasing workforce numbers is no longer viable. Instead, alternative approaches are needed to develop a sustainable workforce that is flexible enough in its work practices to manage the complex changes facing the NHS. ‘Grow-your-own’ workforce approaches have the potential to address some of these challenges.

In the era of cost containment, managers are constantly pursuing increased organizational performance and productivity by aiming at the obvious target, i.e. the workforce. The health care sector, in which production processes are more complicated compared to other industries, is not an exception. In light of recent legislation in Greece in which efficiency improvement and achievement of specific performance targets are identified as undisputable health system goals, the purpose of this study was to develop a reliable and valid instrument for investigating the attitudes of Greek physicians, nurses and administrative personnel towards job-related aspects, and the extent to which these motivate them to improve performance and increase productivity.

The Royal College of Nursing (RCN) commissioned this report into the experiences of internationally recruited nurses (IRNs) working in the UK. The study explores the motivations and experiences of IRNs in order to understand why overseas nurses come to work in the UK, what experiences they undergo and whether they plan to stay in the UK, return to their countries of origin or go to another country to work after a short period. [from executive summary]

This paper should be read in association with its companion paper on migration and human rights (Bueno de Mesquita and Gordon 2005). Our aims are conceptual and agenda-setting. In essence, we argue that current policy responses to migration of health professionals from low income developing countries underestimate the pressures and misidentify the reasons for rising migration, overestimate the impact of recruitment policies on migration flows while ignoring unintended side effects, and mis specify the ethical dilemmas involved.

The objective was to explore what domains of work are important for job satisfaction among doctors, nurses and auxiliaries and to discuss differences between professional groups in the perspective of micro team culture. [from abstract]

Measuring, managing and improving organisational performance are key considerations for individuals and teams charged with the responsibility for leading and managing NHS organisations. These are issues that are addressed by this resource, which has been developed specifically to support managers and leaders of NHS organisations to identify and act upon signs of performance decline and failure. [from executive summary]

This document is designed as a resource to support the 10 High Impact HR Changes as outlined in “A National Framework to Support Local Workforce Strategy Development.” These include: support and lead effective change management; develop effective recruitment, good induction and supportive management; develop shared service models and effective use of IT; manage temporary staffing costs; promote staff health and manage sickness absence; promote job and service re-design; develop and implement appraisal; involve staff and work in partnership to develop good employee relations; champion good peop