Redeployment: creating value through diversity

Mahendran, Krishantini; Yogarajah, Sangeetha; Ormond, Martyn

doi:10.1038/s41415-020-1772-7

Cited by 4 publications

(3 citation statements)

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“…The strain of the increased demand in excess of capacity for acute nursing skills has been compounded by nurse absenteeism through sickness and self-isolation 1 . In an attempt to address this disparity during COVID-19 many nursing staff were rapidly retrained and redeployed as elective services were halted and staff reassigned to meet the increasing demand 2,3,4,5 .…”

Section: Introductionmentioning

confidence: 99%

“…1 In an attempt to address this disparity during COVID-19, many nursing staff were rapidly retrained and redeployed as elective services were halted and staff had to be reassigned to meet the increasing demand. [2][3][4][5] Literature demonstrates that the evidence specific to nurse redeployment is weak. A total of 50 studies related to nursing staff working during pandemics were examined with a narrative synthesis approach, to outline predominant themes.…”

Section: Introductionmentioning

confidence: 99%

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The Challenges of Nurse Redeployment and Opportunities for Leadership During COVID-19 Pandemic

Ballantyne

Achour

2022

Disaster med. public health prep.

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Objective: Literature has previously shown that redeployment has been widely implemented to build capacity, but little focused on nurses. This study aims to manage redeployment more effectively by capturing and scrutinizing nurses’ redeployment experiences. Methods: A cross-sectional short and structured interviews were conducted. Data was analysed using Braun and Clarkes Six Step Thematic Analysis approach. Results: 55 interviews were conducted, predominantly from women (85%, N=47), over the age of 45 years (45%, N=25) in the role of Specialist Nurse or Staff Nurse (78%, N=43). Five critical themes emerged, willingness to work in redeployed role, poor communication, stress and anxiety, feelings of being unsupported and abandoned, and positive experiences despite challenging circumstances. Conclusions: Nurses in redeployed roles were susceptible to stress and anxiety and were seeking dedicated leadership as they worked during a pandemic with the additional challenge of unfamiliar workspaces and colleagues. Nurses play a major role in the resilience of healthcare service, which cannot be achieved without a comprehensive resilience strategy. Healthcare organisations are required to develop strategies and policies and enforcement measures to ensure that staff are well empowered and protected not just during potential redeployment but also in their daily operations.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Challenges of Nurse Redeployment and Opportunities for Leadership During COVID-19 Pandemic

Ballantyne

Achour

2022

Disaster med. public health prep.

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“…During the COVID-19 pandemic, many hospitals globally had to rapidly expand acute and intensive care capacity because of an unprecedented demand for multiple care specialties. This rapid expansion of capacity on Intensive Care, Infectious Disease, and High Dependency Units, created an urgent need for skilled staff, combined with staff shortages due to infections and shielding, with nurses, physicians, allied health professionals from non-intensive, emergency, or acute care backgrounds being re-deployed [1][2][3][4][5]. Many COVID wards were therefore characterised by being staffed by rapidly deployed, fluid, inter-professional teams, with many staff members not previously prepared or trained for working in a high-risk environment.…”

Section: Introductionmentioning

confidence: 99%

Understanding teamwork in rapidly deployed interprofessional teams in intensive and acute care: A systematic review of reviews

Schilling

Armaou²,

Morrison³

et al. 2022

PLoS ONE

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The rapid increase of acute and intensive care capacities in hospitals needed during the response to COVID-19 created an urgent demand for skilled healthcare staff across the globe. To upscale capacity, many hospitals chose to increase their teams in these departments with rapidly re-deployed inter-professional healthcare personnel, many of whom had no prior experience of working in a high-risk environment and were neither prepared nor trained for work on such wards. This systematic review of reviews examines the current evidence base for successful teamwork in rapidly deployed interprofessional teams in intensive and acute care settings, by assessing systematic reviews of empirical studies to inform future deployments and support of rapidly formed clinical teams. This study identified 18 systematic reviews for further analysis. Utilising an integrative narrative synthesis process supported by thematic coding and graphical network analysis, 13 themes were found to dominate the literature on teams and teamwork in inter-professional and inter-disciplinary teams. This approach was chosen to make the selection process more transparent and enable the thematic clusters in the reviewed papers to be presented visually and codifying four factors that structure the literature on inter-professional teams (i.e., team-internal procedures and dynamics, communicative processes, organisational and team extrinsic influences on teams, and lastly patient and staff outcomes). Practically, the findings suggest that managers and team leaders in fluid and ad-hoc inter-professional healthcare teams in an intensive care environment need to pay attention to reducing pre-existing occupational identities and power-dynamics by emphasizing skill mix, establishing combined workspaces and break areas, clarifying roles and responsibilities, facilitating formal information exchange and developing informal opportunities for communication. The results may guide the further analysis of factors that affect the performance of inter-professional teams in emergency and crisis deployment.

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“Trust people you've never worked with” – A Social Network Visualisation of Teamwork, Cohesion, Social Support and Mental Health in NHS Covid Personnel.

Schilling

Armaou

Morrison

et al. 2023

Preprint

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Background The unprecedented rapid re-deployment of health care workers from different care pathways into newly created and fluid COVID-19 teams provides a unique opportunity to examine the interaction of many of the established non-technical factors for successful delivery of clinical care and teamwork in healthcare settings. This research paper therefore aims to address these gaps by qualitatively exploring the impact of COVID work throughout the pandemic on permanent and deployed personnel’s experiences, their ability to effectively work together, and effect of social dynamics (e.g., cohesion, social support) on teamwork and mental health. Methods Seventy-five interviews were conducted across the UK between March and December 2021 during wave 2 and 3 of COVID-19 with 75 health care workers who were either permanent staff, or who had been rapidly deployed to Intensive Care/High Dependency Units or other COVID-19 wards, or had managed such wards. Work Life Balance was measured using the WLB Scale. Interview transcripts were qualitatively coded and thematic codes were compared using network graph modelling. Results Four thematic clusters were found, (1) Teamwork, (2) Organisational Support & Management, (3) Cohesion & Social Support, and (4) Psychological Strain. The study has three main findings. First, the importance of social factors for teamwork and mental health, whereby team identity may influence perceptions of prepareness, collaboration and communication, and impact on the collective appraisal of stressful events and work stressors. Secondly, it demonstrates the positive and negative impact of professional roles and skills on the development of teamwork and team identity. Lastly the study identifies the more pronounced negative impact of COVID work on deployed personnel’s workload, mental health and career intentions, exacerbated by reduced levels of social support during, and after, their deployment. Conclusions The thematic analysis using graph modelling was able to highlight the interactive and interdependent role of social dynamics on teamwork, suggesting that besides technical skills and preparedness, group membership and perception of professional category may play a bigger role for teamwork than previously stated. It also highlights the potentially protective impact of team-membership on participants experience of their pandemic work, especially in light of the length of the recent pandemic.

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Redeployment: creating value through diversity

Cited by 4 publications

References 0 publications

The Challenges of Nurse Redeployment and Opportunities for Leadership During COVID-19 Pandemic

The Challenges of Nurse Redeployment and Opportunities for Leadership During COVID-19 Pandemic

Understanding teamwork in rapidly deployed interprofessional teams in intensive and acute care: A systematic review of reviews

“Trust people you've never worked with” – A Social Network Visualisation of Teamwork, Cohesion, Social Support and Mental Health in NHS Covid Personnel.

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