Health human resources (HHR) – also known as human resources for health (HRH) or health workforce – is defined as "all people engaged in actions whose primary intent is to enhance positive health outcomes", according to World Health Organization's World Health Report 2006. [2] Human resources for health are identified as one of the six core building blocks of a health system. [3] They include physicians, nursing professionals, pharmacists, midwives, dentists, allied health professions, community health workers, and other social service and health care providers.
Health human resources are further composed of health management and support personnel: those who do not provide direct patient care but add important value to enhance health system efficiency, effectiveness and equity. They include health services managers, medical records and health information technicians, health economists, health supply chain managers, medical secretaries, facility maintenance workers, and others.
The field of HHR deals with issues such as workforce planning and policy evaluation, recruitment and retention, training and development of skilled personnel, performance management, health workforce information systems, and research on health workforce strengthening. Raising awareness of the critical role of human resources in the health care sector - particularly as exacerbated by health labour shortages stemming from the Covid-19 pandemic - has placed the health workforce as one of the highest priorities of the global health agenda. [4] [5]
The World Health Organization (WHO) raised the profile of HHR as a global health concern with its landmark 2006 published estimate of a shortage of almost 4.3 million physicians, midwives, nurses and support workers to meet the Millennium Development Goals, especially in sub-Saharan Africa. [2] The situation was declared on World Health Day 2006 as a "health workforce crisis" – the result of decades of underinvestment in health worker education, training, wages, working environment and management. The WHO currently projects a global shortfall of 10 million health workers by 2030, mostly in low- and lower-middle income countries. [6]
Shortages of skilled for health workers are also reported in many specific care areas. For example, there is an estimated shortage of 1.18 million mental health professionals, including 55,000 psychiatrists, 628,000 nurses in mental health settings, and 493,000 psychosocial care providers needed to treat mental disorders in 144 low- and middle-income countries. [7] Shortages of skilled birth attendants in many developing countries remains an important barrier to improving maternal health outcomes. Physiotherapists and rehabilitation medical specialists have been found to be less available in low- and middle-income countries, despite greater need. [8]
Many countries, both developed and developing, report geographical maldistribution of skilled health workers leading to shortages in rural and underserved areas. [9]
The advancement of global health security and universal health coverage (UHC) is hampered by a number of serious issues facing the global health workforce. The anticipated scarcity of health workers is a significant problem. The World Health Organisation (WHO) projects that by 2030, [10] there will be a shortage of 18 million health workers worldwide, with low- and lower-middle-income nations bearing a disproportionate share of this burden. The provision of necessary health services is directly impacted by this scarcity, which also hinders the goal of establishing UHC. Access to healthcare is severely limited in many locations due to a shortage of skilled health personnel, particularly for disadvantaged populations.
The unequal distribution of health professionals, which clearly shows an urban-rural gap, is another issue. Health professionals are frequently more concentrated in urban areas, underserving isolated and rural locations. [11] Rural communities suffer from worse health outcomes and unequal access to healthcare as a result of this discrepancy. Closing these disparities requires initiatives aimed at drawing and keeping health professionals in rural regions.
Imbalances in skills make matters more difficult. The requirements of the populace and the health workforce are sometimes at odds in many areas. For instance, there can be an excess of specialists and a deficiency of primary care physicians. [12] This mismatch results in gaps in service delivery and ineffective use of human resources.
These difficulties have been made worse by the COVID-19 outbreak. Burnout, mental health problems, and higher attrition rates have been experienced by health professionals. [13] According to a WHO poll conducted in 2022, stress associated to pandemics caused up to 40% of health personnel to consider quitting their employment. [14] Maintaining healthcare systems requires addressing mental health assistance for healthcare professionals. [15]
The health workforce is profoundly shaped by gender dynamics. Women make up over 70% of the workforce in the health sector worldwide, yet as of 2023, only 25% of leaders in health organisations were female. [16] Healthcare policy formulation and decision-making are impacted by this gender disparity.
There is still a gender pay difference, even in wealthy nations. According to a 2022 study, female doctors make, on average, 24% less than their male colleagues. [17]
There is also clear occupational segregation, with women occupying 90% of nursing positions worldwide while men still predominate in surgery (19% of women). [18] Career options are restricted by this segmentation, which has its roots in societal conventions. Finally, intersectionality matters because women from minority backgrounds have more obstacles to career progression because of prejudice based on both race and gender.
Conclusion:
The COVID-19 pandemic's persistent effects, shortages, uneven distribution, and skill imbalances are placing a tremendous burden on the world's health workforce. Gender inequality not only presents structural obstacles but also persistently influences the lives and prospects of health workers across the globe. Coordinated international efforts are needed to solve these problems, with an emphasis on advancing gender equality, resolving skill gaps, and making sure that health professionals everywhere have the resources they need to deliver high-quality treatment. The international health community can endeavour to develop a more resilient and equitable health workforce by tackling these issues.
Regular statistical updates on the global health workforce situation are collated by the WHO's Global Health Observatory. [19] However, the evidence base remains fragmented and incomplete, largely related to weaknesses in the underlying human resource information systems (HRIS) within countries. [20]
In order to learn from best practices in addressing health workforce challenges and strengthening the evidence base, an increasing number of HHR practitioners from around the world are focusing on issues such as HHR advocacy, equity, surveillance and collaborative practice. Some examples of global HRH partnerships include:
Health workforce research is the investigation of how social, economic, organizational, political and policy factors affect access to health care professionals, and how the organization and composition of the workforce itself can affect health care delivery, quality, equity, and costs.
Many government health departments, academic institutions and related agencies have established research programs to identify and quantify the scope and nature of HHR problems leading to health policy in building an innovative and sustainable health services workforce in their jurisdiction. Some examples of HRH information and research dissemination programs include:
Training and development are vital, especially in the healthcare sector, as they ensure that the health force remains informed and educated about new advancements and innovations, which enhance patient safety and care. [21] Similarly, by demonstrating to staff members that their professional development is valued, continuous professional development (CPD) increases job satisfaction and retention and lowers turnover rates. [22] In addition, proficient personnel exhibit greater efficiency and adaptability, augmenting operational efficiency and facilitating healthcare establishments in fulfilling regulatory requirements. [23] Furthermore, a dedication to continuous learning cultivates a climate of creativity and cooperation, which improves healthcare results. [24]
Technological innovations have played a crucial role in the healthcare sector's ongoing growth. [25] Consequently, healthcare companies must maintain their dedication to improving the competencies and expertise of their personnel, particularly in domains that offer a competitive edge. [26] Knowledge management, training, and development are the three main components of organizational growth and development. [27] Training and development, in Maimuna's opinion, are tools that help human capital explore their dexterity; as a result, they are essential to an organization's workforce's productivity. [28] Digital education, if properly designed and implemented, can strengthen health workforce capacity by delivering education to remote areas and enabling continuous learning for health workers. World Health Organization (WHO) is developing guidelines on digital education for health workforce education and training. The WHO addresses the global health workforce crisis by providing comprehensive guidelines to improve health professional education and training that advocate for substantial educational reforms, including updating curricula, improving tutoring facilities, and revising admission criteria. It emphasizes the importance of increasing both the quantity and quality of healthcare professionals, making certain that they are adequately prepared to address evolving health needs, and highlights the necessity for interaction among the workforce, finance, health, and academic sectors to effectively implement these changes and achieve the overarching goal of developing a more efficient and suitable health workforce. [29]
Several Training Programs available in the health sector include:
1. Training in Leadership and Management Programs. [30]
2. Training in Emergency Preparedness. [31]
3. Continuing Professional Education. [32] [ needs update ]
4. Technical skill training. [33]
5. Instruction in Patient Safety. [34]
6. Cultural Competency Training. [35]
Leadership management and training is to ensure that the health force is established with skills and power to tackle the challenges and barriers experienced in the health sector. Training programs can often provide evidence-based teaching practices with experiential learning and are essential to developing successful and powerful leaders who can oversee the complexity of the healthcare system and can optimize patient outcomes. For instance, according to BMJ Leader, effective medical leadership programs frequently combine various teaching strategies, such as seminars, group projects, and action learning, which enhances results on several fronts. [36] According to Medical Science Educators, transformational leadership is centered on developing trusting connections between leaders and subordinates, which improves job fulfillment, motivation, and staff loss, all leading to better healthcare delivery. [37] Another study by Public Personnel Management examines how high-performance work systems and the job demands-resource theory relate to the impact of training and development access on employee engagement at work. [38] The study demonstrates that greater rates of work engagement among federal employees are positively correlated with access to chances for training and development. It emphasizes how important it is for leaders to participate in leadership development programs because they give them the tools to create a positive work atmosphere that improves employee engagement and organizational performance. [38]
Healthcare training and development encounter particular problems such as worker stress, scheduling conflicts, fast technology change, disease control protocols, and limited resources. Solutions for this include putting in place wellness initiatives, providing flexible and online training, ongoing education, and utilizing virtual reality (VR) technology [39] to create comfortable training settings. Financial difficulties can also be lessened by obtaining grants and collaborations, and healthcare personnel can stay knowledgeable and proficient through simulation-based training, interprofessional collaboration, and ongoing professional development. Frequent evaluation and feedback increase the efficacy of training, which eventually improves staff satisfaction and patient care.
The adoption of technology, personal learning, and continuous professional development (CPD) are expected to be key components of future developments in healthcare training and development. Virtual reality (VR) and artificial intelligence (AI) are being used more frequently to provide stimulating and interactive training encounters. [39] Considerable importance is placed on continuing education and professional development (CPD) to guarantee that healthcare personnel stay ahead with the most recent developments in medicine. [22] The goal of these trends is to improve the treatment of patients and their results by strengthening the abilities and capabilities of healthcare professionals.
In some countries and jurisdictions, health workforce planning is distributed among labour market participants. In others, there is an explicit policy or strategy adopted by governments and systems to plan for adequate numbers, distribution and quality of health workers to meet health care goals. For one, the International Council of Nurses reports: [40]
The objective of HHRP [health human resources planning] is to provide the right number of health care workers with the right knowledge, skills, attitudes, and qualifications, performing the right tasks in the right place at the right time to achieve the right predetermined health targets.
An essential component of planned HRH targets is supply and demand modeling, or the use of appropriate data to link population health needs and/or health care delivery targets with human resources supply, distribution and productivity. The results are intended to be used to generate evidence-based policies to guide workforce sustainability. [41] [42] In resource-limited countries, HRH planning approaches are often driven by the needs of targeted programmes or projects, for example, those responding to the Millennium Development Goals or, more recently, the Sustainable Development Goals. [43]
The WHO Workload Indicators of Staffing Need (WISN) is an HRH planning and management tool that can be adapted to local circumstances. [44] It provides health managers a systematic way to make staffing decisions in order to better manage their human resources, based on a health worker's workload, with activity (time) standards applied for each workload component at a given health facility. Health workforce planning is essential for ensuring that health systems possess the appropriate number of skilled workers in suitable locations at optimal times to address care demands.The International Council of Nurses states that Health Human Resources Planning (HHRP) aims to synchronize the number of healthcare professionals with the requisite skills, attitudes, and qualifications to achieve established health objectives. Effective Health Human Resource Planning (HHRP) is heavily reliant on supply and demand modelling, utilizing data to connect population health requirements with the availability and productivity of human resources, hence facilitating workforce sustainability. Planning frequently emphasizes programmatic requirements, such as the Sustainable Development Goals (SDGs), in resource-constrained environments. The WHO workload Indicators of Staffing Need (WISN) tool aids in human resources for health planning by assisting health managers in making staffing decisions grounded in health workers' workloads and time standards at healthcare facilities.
Human Resource Planning (HRP) is essential to organizational success. It guarantees that appropriate people occupy suitable positions, promoting the effective execution of managerial tasks such as planning, organizing, and directing. In addition to employment, human resource planning encompasses tactics to enhance employee productivity and retention, including training, performance evaluations, and incentives. These employee engagement and reward methods are not just strategies, but a way to show appreciation and motivate the workforce. Effective human resource planning inspires people, increases productivity, and assures the seamless operation of organizations. Integrating data-driven workforce planning with these employee engagement and reward methods enables health systems and organizations to attain sustainable, long- term success.
The main international policy framework for addressing shortages and maldistribution of health professionals is the Global Code of Practice on the International Recruitment of Health Personnel, adopted by the WHO's 63rd World Health Assembly in 2010. [45] The Code was developed in a context of increasing debate on international health worker recruitment, especially in some higher income countries, and its impact on the ability of many third-world countries to deliver primary health care services. Although non-binding on the Member States and recruitment agencies, the Code promotes principles and practices for the ethical international recruitment of health personnel. It also advocates the strengthening of health personnel information systems to support effective health workforce policies and planning in countries
The WHO estimates women comprise approximately 70% of the global health workforce, but gender equality remains elusive. [46] [47] Women’s contributions to health and social care services are markedly undervalued; health labour markets around the world continue to be characterized with gender-based occupational segregation, inadequate work conditions free from gender bias and sexual harassment, gender pay gaps, and lack of gender parity in leadership. [46] Numerous HHR studies have shown women healthcare providers earn significantly less on average than men despite similar professional titles, qualifications and job responsibilities. [46] [9] Meanwhile, an estimated 75% of HHR leadership roles are held by men. [47]
A health system, health care system or healthcare system is an organization of people, institutions, and resources that delivers health care services to meet the health needs of target populations.
Health care, or healthcare, is the improvement of health via the prevention, diagnosis, treatment, amelioration or cure of disease, illness, injury, and other physical and mental impairments in people. Health care is delivered by health professionals and allied health fields. Medicine, dentistry, pharmacy, midwifery, nursing, optometry, audiology, psychology, occupational therapy, physical therapy, athletic training, and other health professions all constitute health care. The term includes work done in providing primary care, secondary care, tertiary care, and public health.
Community health refers to non-treatment based health services that are delivered outside hospitals and clinics. Community health is a subset of public health that is taught to and practiced by clinicians as part of their normal duties. Community health volunteers and community health workers work with primary care providers to facilitate entry into, exit from and utilization of the formal health system by community members as well as providing supplementary services such as support groups or wellness events that are not offered by medical institutions.
Allied health professions (AHPs) are a category of health professionals that provide a range of diagnostic, preventive, therapeutic, and rehabilitative services in connection with health care. While there is no international standard for defining the diversity of allied health professions, they are typically considered those which are distinct from the fields of medicine, nursing and dentistry.
A health professional, healthcare professional, or healthcare worker is a provider of health care treatment and advice based on formal training and experience. The field includes those who work as a nurse, physician, physician assistant, registered dietitian, veterinarian, veterinary technician, optometrist, pharmacist, pharmacy technician, medical assistant, physical therapist, occupational therapist, dentist, midwife, psychologist, audiologist, or healthcare scientist, or who perform services in allied health professions. Experts in public health and community health are also health professionals.
A nursing shortage occurs when the demand for nursing professionals, such as Registered Nurses (RNs), exceeds the supply locally—within a healthcare facility—nationally or globally. It can be measured, for instance, when the nurse-to-patient ratio, the nurse-to-population ratio, the number of job openings necessitates a higher number of nurses than currently available, or the current number of nurses is above a certain age where retirement becomes an option and plays a factor in staffing making the workforce in a higher need of nurses. The nursing shortage is global according to 2022 World Health Organization fact sheet.
Health policy can be defined as the "decisions, plans, and actions that are undertaken to achieve specific healthcare goals within a society". According to the World Health Organization, an explicit health policy can achieve several things: it defines a vision for the future; it outlines priorities and the expected roles of different groups; and it builds consensus and informs people.
Mid-level practitioners, also called non-physician practitioners, advanced practice providers, or commonly mid-levels, are health care providers who assess, diagnose, and treat patients but do not have formal education or certification as a physician. The scope of a mid-level practitioner varies greatly among countries and even among individual practitioners. Some mid-level practitioners work under the close supervision of a physician, while others function independently and have a scope of practice difficult to distinguish from a physician. The legal scope of practice for mid-level practitioners varies greatly among jurisdictions, with some having a restricted and well-defined scope, while others have a scope similar to that of a physician. Likewise, the training requirement for mid-level practitioners varies greatly between and within different certifications and licensures.
Global mental health is the international perspective on different aspects of mental health. It is 'the area of study, research and practice that places a priority on improving mental health and achieving equity in mental health for all people worldwide'. There is a growing body of criticism of the global mental health movement, and has been widely criticised as a neo-colonial or "missionary" project and as primarily a front for pharmaceutical companies seeking new clients for psychiatric drugs.
mHealth is an abbreviation for mobile health, a term used for the practice of medicine and public health supported by mobile devices. The term is most commonly used in reference to using mobile communication devices, such as mobile phones, tablet computers and personal digital assistants (PDAs), and wearable devices such as smart watches, for health services, information, and data collection. The mHealth field has emerged as a sub-segment of eHealth, the use of information and communication technology (ICT), such as computers, mobile phones, communications satellite, patient monitors, etc., for health services and information. mHealth applications include the use of mobile devices in collecting community and clinical health data, delivery/sharing of healthcare information for practitioners, researchers and patients, real-time monitoring of patient vital signs, the direct provision of care as well as training and collaboration of health workers.
A community health worker (CHW) is a member of a community who provides basic health and medical care within their community, and is capable of providing preventive, promotional and rehabilitation care to that community, typically without formal education equal to that of a nurse, CHO, or doctor. They are chosen within the community to assist a train personnel community health extension worker who is train in college or schools of health. A community health extension worker (CHEW) is a specially trained professional who provides similar preventive, curative and rehabilitative health care and services to people where they live and work. CHEW are trained for three years and they graduate with a diploma, while the JCHEW are trained for two years and graduate with a certificate. Other terms for this type of health care provider include lay health worker, village health worker, community health aide, community health promoter, and health advisor.
Physician supply refers to the number of trained physicians working in a health care system or active in the labor market. The supply depends primarily on the number of graduates of medical schools in a country or jurisdiction but also on the number continuing to practice medicine as a career path and remaining in their country of origin. The number of physicians needed in a given context depends on several different factors, including the demographics and epidemiology of the local population, the numbers and types of other health care practitioners working in the system, and the policies and goals in place of the health care system. If more physicians are trained than needed, supply exceeds demand. If too few physicians are trained and retained, some people may have difficulty accessing health care services. A physician shortage is a situation in which there are not enough physicians to treat all patients in need of medical care. That can be observed at the level of a given health care facility, a province/state, a country, or worldwide.
A human resource for health information system (HRHIS), also known as human resource information system (HRIS) — is a system for collecting, processing, managing and disseminating data and information on human resource for health (HRH). Depending on the level of development of a country's health care system and the organization of its workforce, an HRHIS can be computerized or paper-based, including information on numbers and distribution of health workers and track their career information. It is usually an integral part of a comprehensive health management information system, and may be used to monitor and assess the performance of the overall health system.
Unlicensed assistive personnel (UAP) are paraprofessionals who assist individuals with physical disabilities, mental impairments, and other health care needs with their activities of daily living (ADLs). UAPs also provide bedside care—including basic nursing procedures—all under the supervision of a registered nurse, licensed practical nurse or other health care professional. UAPs must demonstrate their ability and competence before gaining any expanded responsibilities in a clinical setting. While providing this care, UAPs offer compassion and patience and are part of the patient's healthcare support system. Communication between UAPs and registered nurses (RNs) is key as they are working together in their patients' best interests. The scope of care UAPs are responsible for is delegated by RNs or other clinical licensed professionals.
Human Resources for Health is a peer-reviewed open-access public health journal publishing original research and case studies on issues of information, planning, production, management, and governance of the health workforce, and their links with health care delivery and health outcomes, particularly as related to global health.
Healthcare in Malawi and its limited resources are inadequate to fully address factors plaguing the population, including infant mortality and the very high burden of diseases, especially HIV/AIDS, malaria and tuberculosis.
Society for Local Integrated Development Nepal is a nongovernmental, apolitical and nonprofit organization, established in 1997, that works to address certain complications like sexual and reproductive health problems, non-communicable diseases and other issues like crosscuts.
CapacityPlus is a global project funded by the United States Agency for International Development and led by IntraHealth International. Focused on strengthening the health workforce needed to achieve the Millennium Development Goals, the project assists countries to improve accessibility and quality of health services by addressing deficits in human resources for health (HRH).
The COVID-19 pandemic has impacted hospitals around the world. Many hospitals have scaled back or postponed non-emergency care. This has medical consequences for the people served by the hospitals, and it has financial consequences for the hospitals. Health and social systems across the globe are struggling to cope. The situation is especially challenging in humanitarian, fragile and low-income country contexts, where health and social systems are already weak. Health facilities in many places are closing or limiting services. Services to provide sexual and reproductive health care risk being sidelined, which will lead to higher maternal mortality and morbidity. The pandemic also resulted in the imposition of COVID-19 vaccine mandates in places such as California and New York for all public workers, including hospital staff.
The COVID-19 pandemic has impacted healthcare workers physically and psychologically. Healthcare workers are more vulnerable to COVID-19 infection than the general population due to frequent contact with positive COVID-19 patients. Healthcare workers have been required to work under stressful conditions without proper protective equipment, and make difficult decisions involving ethical implications. Health and social systems across the globe are struggling to cope. The situation is especially challenging in humanitarian, fragile and low-income country contexts, where health and social systems are already weak. Services to provide sexual and reproductive health care risk being sidelined, which will lead to higher maternal mortality and morbidity.
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