Evaluation of Training Gaps Among Public Health Practitioners in Washington State

Sainkhuu, Solongo; Cunha‐Cruz, Joana; Rogers, Megan; Knerr, Sarah; Bekemeier, Betty

doi:10.1097/phh.0000000000001184

Cited by 4 publications

(4 citation statements)

References 23 publications

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“…Participants noted the importance of public speaking skills and the need for communication skills training in the public health curriculums of university programs. Sainkhuu et al 12 found one‐quarter of public health practitioners identified they had training gaps in communication competencies. Importantly, public health professionals are keen to undertake further training to improve their skills in effective communication 13 …”

Section: Discussionmentioning

confidence: 99%

Spokespeople in public health: Important characteristics from the perspective of Australian public health professionals

Buckley,

Morphett,

Rychetnik

et al. 2023

Health Prom J of Aust

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BackgroundSpokespeople play a significant role in communicating public health information yet there is little research understanding the characteristics of those who provide such messaging.MethodsOne hundred and four health professionals (70% female) recruited through professional association mailing lists in Australia completed a brief online quantitative and qualitative survey.ResultsParticipants reported characteristics they believed to be important for spokespeople, those that they believed their organisation considered important, and those they thought engendered public trust. Knowledge of public health issues, public speaking skills, and willingness to speak on behalf of the organisation were identified as important characteristics (by at least 70%). Qualitative results showed some participants distinguished between perceived, as well as actual, expertise, and described the potential for public health university programs to include public speaking and communication skills. Participants also identified an individual's role in the organisation was considered important in their organisation's selection of a spokesperson, particularly in relation to seniority and leadership.ConclusionsThe study provides an initial description and priority considerations from health professionals about key characteristics of effective spokespeople. Findings suggest possible avenues for training and support for spokespeople and the need for further research regarding the characteristics of who are effective spokespeople.So What?Findings suggest possible avenues for training and support for spokespeople and the need for further research regarding the characteristics of who are effective spokespeople.

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Section: Discussionmentioning

confidence: 99%

Spokespeople in public health: Important characteristics from the perspective of Australian public health professionals

Buckley,

Morphett,

Rychetnik

et al. 2023

Health Prom J of Aust

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“…Measuring and assessing the effectiveness of training initiatives is crucial to ensure that the programs are yielding the desired outcomes (Sainkhuu et al, 2020;Hassan et al, 2024). This involves implementing robust evaluation mechanisms to gauge the impact of the training on the workforce.…”

Section: Designing and Implementing Training Programsmentioning

confidence: 99%

Digital transformation in banking: The HR perspective on managing change and cultivating digital talent

Adeola Olusola Ajayi-Nifise,

Olubusola Odeyemi,

Noluthando Zamanjomane Mhlongo

et al. 2024

Int. J. Sci. Res. Arch.

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Digital transformation in the banking industry has become imperative for staying competitive in today's fast-paced technological landscape. This review explores the human resources (HR) perspective on managing change and cultivating digital talent within the banking sector. In the era of digital disruption, banks are redefining their business models and processes to embrace the advantages of emerging technologies. The focus is not only on implementing advanced digital solutions but also on reshaping the workforce to navigate this transformative journey successfully. The role of HR in this context is pivotal, as it involves orchestrating organizational change, fostering a culture of innovation, and nurturing a pool of digital-savvy talents. Managing change is a critical aspect of digital transformation, and HR professionals play a key role in ensuring a smooth transition. This involves creating awareness, fostering a change-ready mindset, and aligning employees with the strategic objectives of digital initiatives. HR teams are instrumental in designing and implementing training programs to upskill existing staff, enabling them to adapt to the evolving digital landscape. Cultivating digital talent is another essential aspect that demands the attention of HR departments in banking institutions. Identifying, attracting, and retaining individuals with the right skill sets is crucial for building a workforce capable of driving digital innovation. HR strategies should focus on developing a talent pipeline that aligns with the organization's digital goals, encompassing not only technical expertise but also fostering a mindset of continuous learning and adaptability. This review sheds light on the HR perspective in the digital transformation journey of the banking industry. It emphasizes the importance of managing change effectively and cultivating a workforce equipped with the digital skills necessary to propel the sector into the future of finance.

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“… 1 – 6 Nevertheless, many public health professionals lack such competence. 6 – 8 For example in a national survey reported by Bogaert et al, 9 55%, 49%, and 31% of public health professionals, respectively, had competency gaps in financial management, systems/strategic thinking, and cultural competency. It appears, consequently, that skill enhancement for many public health workers is needed.…”

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confidence: 99%

“…Colleges and departments of public health, public health foundations, and expert practitioners have long agreed that competence in multiple core public health domains (analysis/assessment, leadership, cultural competency, etc) is desirable for public health professionals 1–6. Nevertheless, many public health professionals lack such competence 6–8. For example in a national survey reported by Bogaert et al,9 55%, 49%, and 31% of public health professionals, respectively, had competency gaps in financial management, systems/strategic thinking, and cultural competency.…”

mentioning

confidence: 99%

Competency Status and Desire for Training in Core Public Health Domains: An Analysis by Job Level

Cunningham¹

2022

Journal of Public Health Management and Practice

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Context: Although trainings on core public health domains are widely available, and experts concur that competency in multiple core domains (analysis/assessment, leadership, communication, etc) is desirable for public health professionals, many still lack such competency. Employee job level could be a factor, as organizational research indicates that broad skill sets often hold importance mainly for higher-level employees. Objective: This study examines whether the association between competency and desire for training in core public health domains depends on job level. Design: A training preferences and domain competency survey of public health professionals: nonmanagers (n = 790), middle managers (n = 332), and upper managers (n = 69). The association of competency in domains overall with number of related training topics desired was examined using median tests. The association of competency in individual domains with desire for specific related training topics was assessed using logistic regressions adjusted for education. Settings: Public health departments in the US Southwest (2013-2019). Main Outcome Measures: Competence in core domains: Financial Planning and Management, Analysis/Assessment, Communication, Cultural Competency, Leadership/Systems Thinking, Policy Development/Program Planning, Public Health Sciences, and Community Dimensions of Practice. Desire for training (yes/no) in 25 domain-related topics. Results: Upper managers lacking overall competence in core domains desired more training topics than their competent counterparts (median of 12 topics vs 5, P = .02). In contrast, nonmanagers lacking overall competence desired fewer topics than their competent counterparts (4 vs 6, P < .001). Upper managers with lesser competency in an individual domain often had significantly higher odds of desiring training related to the domain, but the opposite was found for nonmanagers. Among middle managers, little association between competency and training desire was found. Conclusions: Ideally, lesser competence in core domains would be accompanied by greater desire for ameliorative training, but only upper managers exhibited this pattern. Efforts are needed to better connect domain competency status and training desire among nonmanagers and middle managers.

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Evaluation of Training Gaps Among Public Health Practitioners in Washington State

Cited by 4 publications

References 23 publications

Spokespeople in public health: Important characteristics from the perspective of Australian public health professionals

Spokespeople in public health: Important characteristics from the perspective of Australian public health professionals

Digital transformation in banking: The HR perspective on managing change and cultivating digital talent

Competency Status and Desire for Training in Core Public Health Domains: An Analysis by Job Level

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