Workforce Transformation Research Articles

Demographics, Technology and Inevitable Transformation of Work Force

Demographics, Technology and Inevitable Transformation of Work Force

Projected Savings and Workforce Transformation from Converting Independence at Home to a Medicare Benefit.

The Independence at Home (IAH) Demonstration Year 1 results have confirmed earlier studies that showed the ability of home-based primary care (HBPC) to improve care and lower costs for Medicare's frailest beneficiaries. The first-year report showed IAH savings of 7.7% for all programs and 17% for the nine of 17 programs that surpassed the 5% mandatory savings threshold. Using these results as applied to the Medicare 5% claims file, the effect of expanding HBPC to the 2.2 million Medicare beneficiaries who are similar to IAH demonstration participants was projected. Total savings ranged from $12 billion to $53 billion depending on the speed and extent of dissemination of HBPC among this IAH-like population. Using a fixed growth rate, as hospitalists experienced in their first decade, 35% coverage would be achieved at the end of 10 years, with total 10-year savings through IAH reaching $37.5 billion and $17.3 billion accruing to the Centers for Medicare and Medicaid Services as a net reduction in overall expenditures, with $12.6 billion from Medicare Parts A and B savings.

Workforce Development and Mental Health Transformation: A State Perspective.

The existence of a workforce crisis in behavioral health has been recognized for decades. However, workforce problems often have been viewed as too large, too complex, and too daunting for individual states to tackle. This article reviews the progress of one state in systematically strengthening its workforce as part of a federally supported effort to transform mental health services. The workforce priorities in Connecticut are identified and the specific workforce transformation projects and their impact are described. The success in sustaining these initiatives after cessation of federal support is reviewed. The authors conclude by offering five recommendations to guide comprehensive state workforce development. This work has particular salience for the many states across the nation that have identified behavioral health service and workforce needs as obstacles to comprehensive health care reform.

MGNREGA and Changes in Rural Employment Trends, Wage Structure, and Rural-Urban Migration

Despite accelerating growth of the economy, the sectorial transformation of rural workforce has been slow. Furthermore, there is a lot of variation in productivity in farm and non-farm sectors. On the other hand, urban absorption of labour force into manufacturing is limited and is very slow in formal jobs, and rather, job generation, especially in the private sector, has mostly been contractual. The ever increasing rural population and labour are finding non-farm sectors as the primary source of employment since agricultural growth is slow and is constrained to absorb the increased labour. An attempt was made in the present paper to estimate the transformation in rural labour in terms of its composition and wages earned by it by analyzing field data collected from 10 villages from five districts located in the state of Andhra Pradesh.

Information Technology (IT) Education in Andhra Pradesh: A Sociological View

Information Technology (IT) Education gained significance in the wake of the Globalization of society and liberalization of the economy in India. The present paper based on field work in four cities of Andhra Pradesh, India with 225 student sample, argues that the overwhelming demand for IT education needs to be located within the broader framework of global workforce transition and transformation in the forms and practices of knowledge production and consumption. The paper demonstrates the socioeconomic profile of IT education seekers and maps the aspirations and contestations associated with students' expectations from IT educational institutions. Paper also deals with the everyday experiences and encounters of students in the context of unforeseen global economic crisis and its impacts on employment opportunities generated by IT industry in India.

Human Factors Engineering at the Transportation Security Administration

The Transportation Security Administration (TSA) has three engineering psychologists within the Office of Security Capabilities (OSC) who address the human element for the Agency. While many activities and programs cannot be elaborated upon due to security restrictions, a few human factors activities will be reviewed. The human factors team is tasked with writing and reviewing acquisition documents, as well as participating in acquisition milestones that span the Acquisition Lifecycle Framework. The team also works to improve operational efficiency, training effectiveness and data mining efforts by examining how human factors and interactions can be optimized for various processes and procedures. The Office has several ongoing research efforts with a number of different performers to investigate a range of human-centered issues. For example, through the Risk-Based Security Workforce Transformation Group, hypotheses were presented regarding the specialization of Officers at the checkpoint: image analysis, passenger interface, and effective interaction. Industrial/Organizational psychologists match job task analysis competencies with batteries of assessments to test for attitudes, attributes and aptitudes that would be predictive of these competencies on the job. Additional human-centered efforts will be discussed throughout this paper.

New Workforce: New Skill Requirements to Lead to a Changed Utility Business

AbstractBeginning almost immediately, after a long period of downsizing, the utility business is facing a huge workforce expansion and transformation, given that a great deal of our power is to come from renewables and energy efficiency.

Early experience of a safety net provider reorganizing into an accountable care organization.

Although safety net providers will benefit from health insurance expansions under the Affordable Care Act, they also face significant challenges in the postreform environment. Some have embraced the concept of the accountable care organization to help improve quality and efficiency while addressing financial shortfalls. The experience of Cambridge Health Alliance (CHA) in Massachusetts, where health care reform began six years ago, provides insight into the opportunities and challenges of this approach in the safety net. CHA's strategies include care redesign, financial realignment, workforce transformation, and development of external partnerships. Early results show some improvement in access, patient experience, quality, and utilization; however, the potential efficiencies will not eliminate CHA's current operating deficit. The patient population, payer mix, service mix, cost structure, and political requirements reduce the likelihood of financial sustainability without significant changes in these factors, increased public funding, or both. Thus the future of safety net institutions, regardless of payment and care redesign success, remains at risk.

Demographic Transformation in Defining Malaysian Generations: The Seekers (Pencari), The Buiders (Pembina), The Developers (Pemaju), and Generation Z (Generasi Z)

Generational theory states that people born at a similar time frame in history would experience similar political, social and economic realities. The theory looks for significant historical events and identifies the impact these have on existing social order and value systems. Workforce transformation evolves significantly from era-to-era and from nation-to-nation. Presently, there are three major workforce generational cohort groups: Baby boomers, Gen. X, and Gen. Y that were taken directly from the Western generational theory and widely used across the globe. In consideration for a country such as Malaysia, the identifiable generation cohort groups may be misguided as life events vary across country to country. The example of naming of the terms baby boomers referred to the booming of births in the Western world whereas in Malaysia for that same time period it is impossible to observe a similar boom. This conceptual study attempts to shield light of the demographic reality in Malaysia. The aim of this paper is to show the formulation of labels reflecting the actual generational gaps based on Malaysian socio-economic and demographic transitions over the past 70 years period (from 1940s to present time). The authors of the study have defined and labelled the generations as the seekers (pencari) , the builders (pembina), the developers (pemaju) and the Generations Z (Generasi Z) arising from the workforce transformation and historical facts.

Accelerating Physician Workforce Transformation Through Competitive Graduate Medical Education Funding

Graduate medical education (GME) has fallen short in training physicians to meet changes in the US population and health care delivery systems. The shortfall in training has happened despite a consensus on the need for accelerated change. This article discusses the varied causes of GME inertia and proposes a new funding mechanism coupled to a competitive peer-review process. The result would be to reward GME programs that are aligned with publicly set priorities for specialty numbers and training content. New teaching organizations and residency programs would compete on an equal footing with existing ones. Over a decade, all current programs would undergo peer review, with low review scores leading to partial, but meaningful, decreases in funding. This process would incentivize incremental and continual change in GME and would provide a mechanism for funding innovative training through special requests for proposals.

P98 Developing an advanced nurse practitioner role in hospice care: A workforce transformation project

Twelve hospices from the ECLIHP Regional group working with Skills for Health as part of a successful bid for £10,000 foa a supported project.The overall aim of this project will...

Recovery research: the empirical evidence from England

Recovery research: the empirical evidence from England

Building bridges – identifying generational communication characteristics to facilitate engineering collaboration and knowledge transfer across field-practicing engineers

As engineers of the Baby Boom generation retire from their career posts, novice engineers are entering the workplace. Workforce transformation and loss of strategic corporate knowledge underscore the need to generate understanding regarding engineering norms aiding or impeding knowledge transfer. While research exists regarding how Millennials learn, utilize technology for learning, and engage in social learning, no research exists utilizing generational categories as a means for analyzing behaviors that might support knowledge transfer .Using quantitative action research, this exploratory study investigates themes of engineering culture, communication, and generational norms. It begins by soliciting viewpoints of Baby Boom and Millennial engineers, comparing each generations’ communication preferences. Findings suggest that while communication differences do exist between the two engineering generations, similarities also abound. This paper discusses how revealing understanding and leveraging the generational communication similarities can be one means for fostering knowledge sharing within the culture of practicing engineers.

Jamming on Innovation: An Interview with Liam Cleaver

Liam Cleaver talks to James Euchner about how IBM's leverage mass collaboration around important issues to get results and engage employees across the organization. IBM has been conducting Jams for 10 years now. A Jam is an intense, large-scale, online discussion about an issue that matters. have been sponsored to engage employees about corporate values, strategy implementation, and innovation, among other topics. In this interview, Liam Cleaver, Director, Workforce Transformation, at discusses Jams, how they differ from other forms of large-scale problem solving, and the critical success factors for running Jam-type events. JE: You've been doing for a long time and have a lot of experience with them in a lot of different contexts. There are a lot of things that people may associate with from the world of crowdsourcing and idea management, but I think that they're somewhat different. Perhaps you could start by reviewing the basic idea of a Jam with an orientation toward what might be of interest to practitioners. LC: I appreciate that ability to make that distinction [between crowdsourcing and IBM's Jams]. In the last couple years, with the explosion of social media, there have been many approaches to social networking. Most of these are geared toward what I would call ongoing collaboration or ideation. There's certainly tremendous value in that, in connecting employees across regions and across geographies to share best practices. It leverages the scale of the enterprise and makes absolute sense. And in their personal lives, many people are very familiar with tools like Facebook and Twitter. So often when I get asked what a Jam is, the people I'm chatting with have of those notions in mind-either ongoing collaboration that they use within their companies or the purely personal perspective of an ongoing communication with people they choose to be friends with, like on Facebook. predate these and have a bit of a different focus. They really started as an experiment for us back in 2001, so we've been jamming for 10 years now. started at IBM after the company had executed a turnaround, and Mr. Gerstner, our CEO at that time, was very much focused on how to collectively move forward. Collectively move forward is the key phrase here. He wanted to find ways that we could become one IBM, and I think many companies, particularly large global companies, are faced with that challenge. We viewed, and still do view, the corporate intranet as an environment where you can bring people together to share and assure consistency of message. Over time, we've evolved the intranet to be a place where people can get role-based information and tools they need for the jobs they perform. So way back in 2000, we were asking ourselves how we could we use the power of the intranet to bring IBM together around a key business challenge. That's really the germination of the idea of the Jam. The Jam is an online, collaborative discussion. It is focused over a very short period of time-we typically run a Jam event for 72 consecutive hours-so that people can come in and out of it as their schedules permit. No matter where they sit geographically, people can participate in the Jam during that period and engage with colleagues around the world regarding a key question. During the Jam, employees interact not just with their colleagues, but with senior management as well. I think it's really this event-like nature, the time-based collaboration, which really drives the momentum and excitement around Jams. Each Jam is a chance to roll up your sleeves and engage with people around the world who you might never otherwise have the chance to engage with. I think that event-like nature really creates a sense of energy; that's where that spark of innovation can come from that can lead to many of the other factors that make a Jam a success. Let me explain. If you're going to run a Jam as an event over a short duration, then you have to be very clear about what you're asking people to engage about : What's the relevancy of the topic to them? …

Thirty Years of Economic Reform and Workforce Transformation in China

This study starts with the observation that Chinese publications on the workforce refer to two sets of statistics that diverge on a number of points: annual statistical reports take job status into account, while censuses adopt a double classification under branch and type of work. This study seeks to reconcile the two sets of figures to glean a more realistic image of changes in the situation over the last three decades. It shows that China has managed to create more than 250 million new jobs to deal with a difficult demographic situation characterised by major gaps between the expanding generation and the group leaving the workforce. However, after 30 years of reform, the job structure still resembles that of Japan in 1950, with nearly 50 percent of the active population engaged in the primary sector, 20 percent in the secondary sector, and 30 percent in the tertiary sector. There are more than 100 million surplus farmers. Moreover, newly created jobs come with far inferior social protections than in the pre-reform period.

HCAs: what is the problem?

Skills for Health are at the forefront of workforce development and competence-based workforce transformation. Our approach has been developed with employers in the NHS, independent and third sectors. The methodology has been proven to be effective in projects across the UK since 2002, from large-scale service transformation to incremental team changes.

A partnership approach to transforming the neonatal workforce

The reconfiguration of neonatal services can promote innovation, improve quality and increase productivity. To realise the benefits of effective reconfiguration, workforce transformation needs to be aligned with the vision and outcomes for the future service. Transformation of the workforce needs to be managed sensitively and requires the engagement of its staff and stakeholders in the process. The paper outlines how workforce transformation can be effectively achieved through a partnership approach. A clear vision for the future workforce needs to be outlined together with clear direction in how this is to be accomplished.

Leadership Style and Perception of Effectiveness: Enlightening Malaysian Managers

In the past, the leadership style of Malaysian managers has been different from our Western counterparts due to strong cultural differences. However, with the advent of knowledge economy and the transformation of workforce, leadership style of Malaysian managers is said to be altered. This research explored the current state of leadership style among Malaysian managers and its effect on the perception of effectiveness. A survey method was employed and the data was drawn from subordinates who were working in private and public sectors in the Klang Valley area. When compared to past literature, the results imply that a shift has taken place primarily with regards to autocratic leadership. Respondents attributed leadership effectiveness to the use of participative and nurturant-task leader behavior. Gender differences were not significantly evident.

Training and workforce transformation in the European steel industry: questions for public policy1

The Lisbon process is aimed at laying the foundation for a dynamic, flexible and inclusive European Union (EU) economy. It is within this context, amid wider processes of restructuring and ‘modernization’, that traditional industries, such as steel, are engaged in transforming their skill base and creating a more diverse workforce. In this process, corporate management has a decisive role in reshaping the steel workforce, in the process exploiting the intersections between different aspects of policy. Our contention in this article is that EU policy prescriptions for transformation, aimed at fostering social cohesion and inclusion, are undone by corporate management strategies. In turn, national policy (on vocational education and training, for example) struggles to influence historically entrenched practices that operate at the sector level (such as on training and learning), which leaves some workers vulnerable to industry restructuring processes and at risk of social exclusion. Hence companies are able to restructure on their own terms, with workers’ representatives seemingly unable to intervene in effective ways. The analysis that follows thus focuses on the tensions between national and supra-national policy making in the EU, and, within this context, sector policy and practice and the role of corporate management in shaping work and employment.

Achieving the promise through workforce transformation: A view from the center for mental health services

Achieving the promise through workforce transformation: A view from the center for mental health services