ライフサイエンスコーパス: workforce

1 E with the needs of the nation's health care workforce.

2 al factors that influence the cardiovascular workforce.

3 as important implications for the biomedical workforce.

4 smatch between today's workplace and today's workforce.

5 ng the competency of physicians entering the workforce.

6 ic research studies and the genomic research workforce.

7 census of the NIH-funded extramural research workforce.

8 erely impacting the South African healthcare workforce.

9 l lead to a steep decline in the size of the workforce.

10 ld, including important gaps in services and workforce.

11 it will take to increase the global surgical workforce.

12 the inequitable distribution of the surgical workforce.

13 strategies to retain their registered nurse workforce.

14 s-long feature of the US biomedical research workforce.

15 n by severe shortages in the global surgical workforce.

16 contentious strategy to expand the surgical workforce.

17 rsity rapidly within the biomedical research workforce.

18 sful careers of participants in the research workforce.

19 nsure a more sustainable physician-scientist workforce.

20 mplications for psychological health of this workforce.

21 f fungal disease into training of the health workforce.

22 staffing models for the future critical care workforce.

23 countries that have expanded their midwifery workforce.

24 tial investigators from joining the research workforce.

25 nt component of building the future surgical workforce.

26 asures impact of disability on the potential workforce.

27 to build a diverse, innovative neuroscience workforce.

28 falling from 11.3% to 5.9% of the consultant workforce.

29 fety while continually renewing the surgical workforce.

30 te research, and train the future specialist workforce.

31 ug Kellogg about diversity in the scientific workforce.

32 carcity and maldistribution of the qualified workforce.

33 potential source for building the volunteer workforce.

34 isparities, and diversity in the health care workforce.

35 sachusetts reform on the state's health care workforce.

36 in the science, engineering, and technology workforce.

37 nce and assuring competence of the endoscopy workforce.

38 toward an increasingly specialized physician workforce.

39 ficient number of minority physicians in the workforce.

40 tice characteristics of the U.S. radiologist workforce.

41 timate the number of older physicians in the workforce.

42 ultimately expand the primary care physician workforce.

43 practices, and bolstering the critical care workforce.

44 lows, who represent the emerging intensivist workforce.

45 ture of patient safety and a healthy nursing workforce.

46 Racial and Ethnic Diversity in the Oncology Workforce.

47 ated analysis of the state of the hepatology workforce.

48 ere there is increased reliance on a support workforce.

49 al culture, and implications for the nursing workforce.

50 eight and obesity among the Scottish nursing workforce.

51 lly, we propose 3 strategies to optimize the workforce.

52 e number of postdoctorates in the biomedical workforce.

53 ompute parameters related to the radiologist workforce.

54 ills gap analysis of the biomedical research workforce.

55 s is hampered by stigma among the healthcare workforce.

56 the supply and demand of the cardiovascular workforce.

57 stments in building surgical and anaesthesia workforces.

58 rtality but high risk of detachment from the workforce 1 year later.

59 ospitalization, 8040 (67.7%) returned to the workforce, 2981 (25.1%) did not, 805 (6.7%) died, and 54

60 ospitals employed members of their physician workforce, a number that rose to 42% by 2012.

61 ospitals employed members of their physician workforce, a number that rose to 42% by 2012.

62 fting is used to augment the global surgical workforce across all geographical regions and income gro

63 n was observed in the primary care physician workforce across areas, but low correlation was observed

64 adequate education and qualifications of its workforce, ageing and turnover of village doctors, fragm

65 Its incidence among growing segments of the workforce, alongside the recent era of severe economic u

66 depends on the distribution of the foraging workforce among the model's compartments.

67 service users, patients, carers, the nursing workforce and commissioners.

68 we describe the state of the U.S. biomedical workforce and development of the BEST award, variations

69 of a maturing and more competitive stem cell workforce and discuss policy implications.

70 ata found more young physicians entering the workforce and fewer older physicians remaining active, r

71 of costs are for health systems, with health workforce and infrastructure (including medical equipmen

72 e useful to characterise the global surgical workforce and its deficits.

73 ould lead to a reduction in the primary care workforce and lower-quality patient care.

74 Effects of the new policy on the shrinking workforce and rapid population ageing will not be eviden

75 ans are ubiquitous among the global surgical workforce and should be considered in plans to scale up

76 in resident duty hours on the critical care workforce and staffing of intensive care units.

77 We conclude that although supply into the workforce and the number of job postings for occupations

78 in China by discussing the country's health workforce and their clinical residency education.

79 efits were paid out to employees leaving the workforce and when absenteeism rates were half of what d

80 ons attempting to enhance their postdoctoral workforces and improve the sustainability of the biomedi

81 strain due to stagnant funding, an expanding workforce, and complex regulations that increase costs a

82 shment, urban expansion to support a growing workforce, and development of mineral commodity supply c

83 stay and cost, premature withdrawal from the workforce, and greater 1-year mortality.

84 h of health systems by optimising the health workforce, and improve facility capability; guarantee su

85 setting was hindered by a paucity of trained workforce, and inadequacies in basic infrastructure, equ

86 ion will advance key priorities on coverage, workforce, and payment and delivery system reform.

87 tance use disorders treatment, education and workforce, and public health interventions.

88 an experienced and non-conflicted scientific workforce, and reconsideration of scientific reward syst

89 ion of research, the composition of the STEM workforce, and the development of science in Latin Ameri

90 essional development of nurses and the other workforces, and the longer term implications of these de

91 Data regarding the current ID workforce are presented here, along with perspectives ab

92 cusses the evidence that physician and nurse workforces are associated with patient mortality, why cl

93 ations in radiologist and radiology resident workforces are high, which suggests a potential role for

94 is study characterizes the surgical oncology workforce as a baseline for future workforce projections

95 rease the diversity of the clinical oncology workforce as a requisite to improving access to cancer c

96 , both in absolute terms and relative to the workforce as a whole.

97 f disability on taking an active part in the workforce, as a reasonable proxy for the effects of MS o

98 med labor gap analyses of occupations in the workforce at regional and national levels, and assessed

99 flexible, and culturally competent technical workforce at the front lines of public health.

100 Of these patients, 11 880 (55%) were in the workforce before HF hospitalization and comprised the st

101 Patients in the workforce before HF hospitalization had low mortality bu

102 ming uniform productivity, a global surgical workforce between 20 and 40 per 100 000 would suffice to

103 e total number of SAO that need to enter the workforce by 2030 to achieve surgical workforce threshol

104 ation must evolve in order to train a modern workforce capable of integrative solutions to challengin

105 tries with the lowest nursing and healthcare workforce capacities have the poorest health outcomes.

106 This 3-year project aims to build national workforce capacity as a legacy of the STOP program by tr

107 Poorly trained workers and limited workforce capacity contribute immensely to barriers in c

108 Workforce capacity support is provided to the South Suda

109 Strengthening workforce capacity to deliver essential surgical and ane

110 ormed the development of other public health workforce capacity to support polio eradication efforts,

111 eradication by building global public health workforce capacity.

112 h, can be reproduced and translated to other workforce-challenged subspecialties.

113 of the American Society of Nephrology (ASN) Workforce Committee that seeks to connect medical and gr

114 Gender disparity in the professional workforce composition is even more striking within the f

115 e seminal events led to the expansion of the workforce, creating a critical mass consisting of indivi

116 roposal addresses the primary care physician workforce crisis and the associated key problems of limi

117 of well publicized warnings of an impending workforce crisis from specialty societies and the federa

118 From the WHO Global Surgical Workforce Database, national data for the number of spec

119 y were obtained from the WHO Global Surgical Workforce Database.

120 Radiologists' share of the overall physician workforce declined nationally by 8.8% from 1995 (4.0%) t

121 radiologists' share of the overall physician workforce declined.

122 e mentorship in maintaining a 'healthy' such workforce demand the study of the role of mentorship in

123 array of careers to effectively meet future workforce demand.

124 field investigation, and provide for future workforce demands by combining epidemiology and laborato

125 These include current workforce demographics and projections, evolving health

126 To achieve surgical workforce densities of 20 per 100 000 by 2030, a scale u

127 bution by identifying thresholds of surgical workforce densities, and by calculating the number of ad

128 Health workforce density (adjusted rate ratio 0.94, 95% CI 0.90

129 ut our results suggest that countries with a workforce density above certain thresholds have better h

130 ated reconstruction use with plastic-surgery workforce density and other treatments using multivariab

131 gical workforce providers to meet a surgical workforce density of 20 per 100 000 assuming a 1% retire

132 and child nurse density, and overall health workforce density.

133 sented in the diagnostic radiology physician workforce despite an available medical student pipeline.

134 main underrepresented in the ophthalmologist workforce despite an available pool of medical students.

135 SGM: (1) patient education and support; (2) workforce development and diversity; (3) quality improve

136 t 5 years have brought a new global focus on workforce development and education in anesthesia.

137 from using the quality framework in planning workforce development and resource allocation.

138 addressed by the NIH's internal Data Science Workforce Development Center.

139 Further emphasis on research training and workforce development in this area will be critical for

140 vation in all sectors, a focus of tremendous workforce development, and an area of increasing importa

141 in the hopes of better supporting scientific workforce development.

142 ption of new species represents an expanding workforce discovering the remaining new species from an

143 ould prioritize patients' care perspectives, workforce diversification and training, and systematic e

144 identify critical issues, such as improving workforce diversity and stakeholder interactions, on whi

145 ablish a longitudinal pathway for increasing workforce diversity, (2) to enhance ASCO leadership dive

146 ng; individual and institutional barriers to workforce diversity; and a national strategy for elimina

147 The US biomedical research workforce does not currently mirror the nation's populat

148 hen accounting for the delay of entry to the workforce due to training in these countries, the median

149 These baseline data were used to project workforce estimates for FYs 2010-2014 and will serve as

150 rden countries, notably regarding the health workforce, financing, and service delivery.

151 disciplines is essential to attain a diverse workforce for the 21st century.

152 Even in the presence of a workforce gap, training new intensivists would not place

153 critical illness substantially overstate the workforce gap.

154 science fields with more politically diverse workforces generally produce better research.

155 rage, in addition to high-risk and essential workforce groups, could mitigate a severe epidemic.

156 was used and we assumed exponential surgical workforce growth and two potential retirement rates of e

157 Projected workforce growth by 2019 will not accommodate the increa

158 The science and engineering workforce has aged rapidly in recent years, both in abso

159 In 2016, the palliative care workforce has expanded markedly and there is growing app

160 ng US population, but the radiation oncology workforce has not been studied.

161 of job postings for occupations within that workforce have grown over the past decade, supply contin

162 us and needs of the U.S. biomedical research workforce have highlighted the limited career developmen

163 ms, as well as improving program quality and workforce health outcomes.

164 hanges in policies, health financing, health workforce, health infrastructure, coverage of maternal c

165 framework (leadership and governance, health workforce, health service delivery, health financing, ac

166 The model was fitted to workforce HIV prevalence and separation data while incor

167 der equity issues within the transplantation workforce; (ii) devise and implement potential strategie

168 and HIV-related stigma among the healthcare workforce in a resource-limited context.

169 (NIH) from 2013 to 2016 to train a national workforce in biomedical data science.

170 states/provinces with a lack of HPB surgeon workforce in central United States.

171 considered in plans to scale up the surgical workforce in countries with workforce shortages.

172 for associate clinicians needed to enter the workforce in either a 2:1 or 4:1 associate clinicians-to

173 scuss the current issues facing training and workforce in hepatology and propose the next steps in co

174 n-hospital survival showed that the clinical workforce in intensive care had a greater impact on ICU

175 ding healthcare education infrastructure and workforce in low-resource countries is needed and import

176 atus of Hepatopancreatobiliary (HPB) Surgery workforce in North America.

177 e a model for programs designed to build the workforce in pulmonary and critical care medicine.

178 lans to increase surgical infrastructure and workforce in rural Africa.

179 fessional wellbeing and the wellbeing of the workforce, in addition to other maternity professionals

180 Several problems relate to the research workforce, including failure to involve experienced stat

181 S physicians using nationally representative workforce information from the US Census Bureau Current

182 nse in terms of service delivery, financing, workforce, information systems, and leadership and gover

183 n titled "NIH Director's Biomedical Research Workforce Innovation Award: Broadening Experiences in Sc

184 nsequently, there is an imperative to foster workforce innovation to ensure sustainable professional

185 by improvements in the public-sector health workforce, institutional birth coverage, and government

186 ify whether the transplant surgical research workforce is adequately poised to further scientific ach

187 Ageing of the health workforce is another challenge, and policies will need t

188 Racial and Ethnic Diversity in the Oncology Workforce is designed to enhance existing programs and c

189 suring the capacity of the surgical oncology workforce is difficult due to the wide variety of surgeo

190 Diversity in the physician workforce is essential to providing culturally effective

191 The diversity of the primary care workforce is increasing to include a wider range of heal

192 100 000 by 2030, a scale up of the surgical workforce is required.

193 more, the age distribution of the scientific workforce is still adjusting.

194 ains on how well-equipped the cardiovascular workforce is to meet the challenges that lie ahead.

195 Although the NHS workforce is very diverse, ethnic minorities are unevenl

196 D could positively impact recruitment to the workforce; larger, multicenter studies are needed to val

197 e related ("nurse attrition," "inexperienced workforce," "limited mentoring opportunities," and "high

198 Nurse concerns with workforce management and adequate resources were widespr

199 arlier in their careers, so the aging of the workforce may slow the pace of scientific progress.

200 tion was observed between the 2 primary care workforce measures (Spearman r = 0.056; P < .001).

201 nd 95% confidence intervals for cancer among workforce members compared with the general female popul

202 ewly diagnosed invasive cancers among female workforce members during 1988-2005.

203 While critics of this workforce model cite concern for patient safety, propone

204 se many ICU patients are not critically ill, workforce models that base demand projections on ICU adm

205 quantitative measure of overwinter decline (workforce mortality) of honeybee colonies in the field.

206 did not involve the scale-up of the surgical workforce needed to address unmet needs of essential sur

207 nds in hours worked by physicians may affect workforce needs but have not been thoroughly analyzed.

208 allocation of resources and the planning of workforce needs for the predominantly adult CHD populati

209 s might help alleviate the increasing gap in workforce needs of small towns and rural hospitals.

210 Accordingly, adaptations to the associated workforce needs present particular challenges.

211 ial strategies for addressing these critical workforce needs.

212 py of liver diseases and training may impact workforce needs.

213 estimates of a smaller and younger physician workforce now and in the future.

214 th-often with large informal and unregulated workforces-occupational exposures continue to impose a h

215 Increasing the workforce of cancer care providers who have geriatrics t

216 ular health promotion and cultivate a larger workforce of healthcare providers, researchers, and alli

217 art for every newborn baby--the citizens and workforce of the future.

218 The workforce of the NHS is heavily reliant on EU staff.

219 nds of SSA physicians found in the physician workforce of the United States.

220 supporting the training and education of the workforce of tomorrow requires new emphases on analytica

221 tainable increase of the biomedical research workforce over the past 3 decades.

222 re known, and a variety of metrics including workforce participation and school enrolment.

223 A higher level of primary care physician workforce, particularly with an FTE measure that may mor

224 ow how many providers will need to enter the workforce per year once training is complete to reach ta

225 a profile of the current biomedical research workforce, performed labor gap analyses of occupations i

226 We identified several key factors: (1) workforce planning to increase numbers and upgrade speci

227 Many dermatology residents enter the workforce planning to provide cosmetic services.

228 load in the last five years, with meticulous workforce planning, senior doctor provisions and careful

229 efficiency, and to inform national surgical workforce planning.

230 tem is at a critical juncture in health care workforce planning.

231 e intensivist supply, we suggest alternative workforce policies that emphasize novel interprofessiona

232 ering high-quality care and should guide HIV workforce policy decisions.

233 ance for policymakers to consider along with workforce, practice organization, and access issues and

234 Although projections of surgical workforce predict an increased need for general surgeons

235 oday's increasingly technological society, a workforce proficient in science, technology, engineering

236 Workforce projections must account for the significant o

237 tates; these data were compared to prior HPB workforce projections performed using 2003 NIS data.

238 Workforce projections utilizing real data and carefully

239 oncology workforce as a baseline for future workforce projections.

240 , the world will need 1 272 586 new surgical workforce providers to meet a surgical workforce density

241 bilize and expand the primary care physician workforce, provides an immediate 10% increase in primary

242 GOs) play a substantial part in the surgical workforce, providing surgical care for those who are wit

243 The 2014 NIH Physician-Scientist Workforce (PSW) Working Group report identified distress

244 able increase in the critical care physician workforce, raising concerns that intensivists are becomi

245 hics of the emerging critical care physician workforce reflect underrepresentation of women and racia

246 --the largest component of the public health workforce--regarding their roles in addressing health im

247 ovider-related factor subthemes were nursing workforce related ("nurse attrition," "inexperienced wor

248 t is associated with the size of the nursing workforce relative to patient load, for example patient

249 Beyond ensuring fairness in scientific workforce representation, recruiting and retaining a div

250 r responsibly responding to the HPB surgical workforce requirements of North America is needed.

251 dle-income countries will require a surgical workforce scale-up, lower-middle-income countries will r

252 ber of critical care physicians leading to a workforce shortage.

253 Unfortunately, health workforce shortages like these are being advanced as cau

254 up the surgical workforce in countries with workforce shortages.

255 auses and extent of the general surgery (GS) workforce shortfalls.

256 stions about how this crucial section of the workforce should be developed.

257 edical school enrollees and the US physician workforce size and composition has not been described.

258 lity, why clearer guidelines for appropriate workforce size are not available, and the next steps nee

259 M), was parameterised with workplace data on workforce size, composition, turnover, HIV incidence, an

260 tribution rather than changes in the overall workforce size.

261 t sustainable laboratory systems and develop workforce skills in 4 African countries.

262 nowledge about determining factors for nurse workforce stability, quality of care, and patient safety

263 gative impact on teaching, patient care, and workforce stability.

264 orld Health Organization (WHO) Global Health Workforce Statistics along with graduation and residency

265 experienced dramatic changes since the last workforce study in hepatology over 15 years ago.

266 se changes that have occurred since the last workforce study in the prevalence and therapy of liver d

267 y and propose the next steps in conducting a workforce study.

268 rams, thus generating a critical sustainable workforce that can advance the much-needed translation o

269 vs. 31% and 49%, respectively) and an aging workforce that is less likely to be in private practice.

270 loser to the vision of achieving an oncology workforce that reflects the demographics of the US popul

271 the scale of inequalities in the healthcare workforce, there is a gap in our understanding about the

272 er the workforce by 2030 to achieve surgical workforce thresholds of 20 per 100 000, the population g

273 rated expansion of health infrastructure and workforce through an innovative community-based delivery

274 proposals to increase the adult intensivist workforce through expansion and enhancements of internal

275 nce, technology, engineering and mathematics workforce to economic growth and the role of effective m

276 the development of a skilled and deployable workforce to implement eradication activities across the

277 st that there may be an insufficient surgeon workforce to meet population needs.

278 and to improve the training of the oncology workforce to meet the needs of racially and ethnically d

279 e relationship of the primary care physician workforce to patient-level outcomes remains poorly under

280 ighly trained individuals train an available workforce to provide necessary care in low-resource sett

281 o few younger investigators have entered the workforce to replace them when they eventually retire.

282 th system inputs (eg, health expenditure and workforces) to the GBD outputs in 2015 to address underl

283 n planning, policy, leadership and advocacy, workforce training and development, and monitoring and s

284 tudes of ward managers to additional support workforce training, and their need to balance this again

285 actical applications such as rehabilitation, workforce training, or education.

286 ; financing and resources; criminal justice; workforce, training, and research; and beliefs about men

287 Recent workforce trends were used to project future physician s

288 We analyzed workforce trends, integrating both traditional labor mar

289 lexity inherent in diversifying the research workforce underscores the need for a rigorous scientific

290 ication will also require a trained clinical workforce, validated genetic tests, and payers willing t

291 The aging of the biomedical workforce was even more apparent when looking at first-t

292 interest in the "graying" of the biomedical workforce, we examine aging and funding within the pool

293 To improve the diversity of the scientific workforce, we should not penalize researchers who are un

294 nalities (eg, investments in infrastructure, workforce), while local governments can tailor solutions

295 fected by cancer and members of the oncology workforce who identify as SGM: (1) patient education and

296 Optimizing the modern Cardiac ICU workforce will require greater efforts to promote and su

297 initiatives to attain a more gender-balanced workforce with the introduction of family friendly polic

298 d the limited medical, surgical, and nursing workforces with the required expertise.

299 n 2011, US health care employed 15.7% of the workforce, with expenditures of $2.7 trillion, doubling

300 e designed to obtain core insights about the workforce, workplace, research activities, funding, and