目标:招聘和留住公共卫生雇员,并确保他们具备必要的应对技能,对于满足公共卫生需求至关重要。作为第一项检查卫生部门(HD)劳动力发展计划(WDP)的研究,这项研究提出了201个认可的HDs(168个初始/33个重新认证计划)中WDP中发现的差距和策略。
方法:这项横断面研究采用了2016年3月至2021年11月提交给公共卫生认证委员会(PHAB)的WDP的定性审查和内容分析。
方法:研究了八个总体劳动力主题:计划/协调,领导力,组织文化,工作场所支持/保留,招募,部门培训规划,提供部门培训,和伙伴关系/参与。在每个主题中,确定了相关的子主题。编码人员指出WDP(1)是否将次主题确定为空白;(2)表示打算解决次主题;和/或(3)确定了解决次主题的策略。
结果:发现的最常见差距包括为社区参与/伙伴关系做好准备(34.3%,n=69),其次是资源/基金培训(24.9%,n=50)。确定的解决这一问题的战略实例最多的次主题是评估培训需求(84.1%,n=169),其次是培养质量改进(QI)文化/提供QI培训(63.2%,n=127)。虽然这两种策略在大多数HDs中都很常见,这些次主题很少被确定为差距。次要调查结果表明,增加招聘多样性/从更多样化的申请人池中招聘很少被确定为差距(6.0%,n=12),很少有确定的解决次主题的策略(9.0%,n=18)。
结论:虽然HDs认识到许多劳动力差距,HDs并不总是提出在WDP内解决这些问题的策略。相反,一些WDPs为未反映公认差距的次主题提出了战略。WDP中已确定的差距和战略之间的这种差异可能表明HD可以使用其他支持和指导的领域。
Recruiting and retaining public health employees and ensuring they have the skills necessary to respond are vital for meeting public health needs. As the first study examining health department (HD) workforce development plans (WDPs), this study presents gaps and strategies identified in WDPs across 201 accredited HDs (168 initial/33 reaccreditation plans).
This cross-sectional study employed qualitative review and content analysis of WDPs submitted to the Public Health Accreditation Board (PHAB) between March 2016 and November 2021.
Eight overarching workforce themes were examined: planning/coordination, leadership, organizational culture, workplace supports/retention, recruitment, planning for departmental training, delivery of departmental training, and partnership/engagement. Within each theme, related subthemes were identified. Coders indicated whether the WDP (1) identified the subtheme as a gap; (2) stated an intent to address the subtheme; and/or (3) identified a strategy for addressing the subtheme.
The most common gaps identified included prepare workforce for community engagement/partnership (34.3%, n = 69), followed by resource/fund training (24.9%, n = 50). The subtheme that had the most instances of an identified strategy to address it was assess training needs (84.1%, n = 169), followed by foster quality improvement (QI) culture/provide QI training (63.2%, n = 127). While both of these strategies were common among the majority of HDs, those subthemes were rarely identified as a gap. Secondary findings indicate that increase recruitment diversity/recruit from a more diverse applicant pool was rarely identified as a gap (6.0%, n = 12) and rarely had an identified strategy for addressing the subtheme (9.0%, n = 18).
While HDs recognized many workforce gaps, HDs did not always propose a strategy for addressing them within the WDP. Conversely, some WDPs proposed strategies for subthemes that did not reflect recognized gaps. Such discrepancies between identified gaps and strategies in WDPs may suggest areas where HDs could use additional support and guidance.