The Health Foundation |September 2019 | Which health care jobs are the most likely to be affected by automation?
Much has been written about the likely impact of automation and particularly the potential for job displacement. Now in a new release The Health Foundation considers: which health care jobs are the most likely to be affected by automation?
In health and social care, ONS (Office for National Statistics) analysis suggests medical practitioners have an estimated risk of automation of 18%, compared to over 50% risk for care workers and home carers.
The automation of work will impact the future labour market. Office for National Statistics (ONS) analysis suggests that 7.4% of jobs in England are at high risk of automation (defined as 70% chance of being automated).
The ONS analysis estimates that medical practitioners have an 18% probability of automation, compared to over 50% probability for care workers and home carers.
However there is optimism about opportunities technology could bring too, such as creating new roles. There are also limits to the tasks that technology can perform—human skills, intelligence and perception are likely to be of enduring value
The briefing also indicates that while there will be some job displacement of the jobs we currently have; as some roles are replaced, others will be adapted and integrated with technology, and new ones will be created. As automation replaces routine tasks, people could be freed to undertake more rewarding work — as has been illustrated, for instance, through research on automation in primary care (Source: The Health Foundation).
This document sets out how to run a workplace exchange using the Wessex Exchange Model. The model was developed to overcome challenges with fragmented working and ineffectual delegation of workload by building trust and relationships between professionals and creating time for professionals to find solutions mutually towards providing joined-up care for patients.
The Professionalism and Cultural Transformation (PACT) toolkit aims to educate and empower staff to improve professionalism within their workplace, helping organisations move towards making the NHS the best place to work | NHS Employers
The toolkit is based on tried and tested work undertaken by Hull University Teaching Hospitals NHS Trust and is designed to help managers embed the PACT programme in their organisation. It contains practical information, advice and solutions to equip staff to deal with unprofessional attitudes and behaviours in the workplace.
The PACT programme has four steps which should be followed in sequence.
Step 1: Assess your current culture
Step 2: Determine levels of professionalism
Step 3: Action plan and management
Step 4: Evaluate
NHS Improvement| June 2019 | Interim NHS People Plan
NHS Improvement has published Interim NHS People Plan, developed collaboratively with national leaders and partners, sets a vision for how people working in the NHS will be supported to deliver care and identifies the actions we will take to help them
This guide reinforces the benefits of cross-sector working for patients and NHS transformation and includes case studies demonstrating how this can be achieved | AHSN Network | Association of British Pharmaceutical Industry
The ABPI and the AHSN Network has published a new guide to cross-sector working between NHS Sustainable Transformation Partnerships (STPs), Integrated Care Systems (ICSs) and industry. The guide sets out governance and process recommendations to make collaboration more straightforward.
The guidance makes it easier for STPs, ICSs and industry to develop and implement local collaborative initiatives that improve patient outcomes, make more efficient use of NHS resources and generate evidence of impact for industry.
NHS England has funded a £2 million programme to help 23 areas kick-start or boost leadership development activities to support and inspire workforce in health systems across England from GPs, consultants and therapists to nurses, social workers and managers.
The programme builds on learning from five successful leadership models: Frimley Health and Care 2020 Programme, Surrey Heartlands Academy, Fylde Coast 100 Systems Leader Programme, North Cumbria and Leading Greater Manchester.
Their results have shown the importance of equipping individuals with the right skills necessary to drive change and identify new ways of working and collaborating with health, social care and third sector organisations.
The funding will support systems to develop locally tailored programmes, investing in both newly established and experienced leaders to increase their system leadership capability.
To explore cost-efficiency, safety and acceptability of trans-disciplinary advanced allied health (AH) practitioners for acute adult general medicine inpatients.
Design: Quasi-experimental feasibility study.
Setting: Three acute general medical units in an Australian urban hospital.
Participants: Two hundred and fifty-six acute hospital inpatients.
Main Outcome Measures: Cost-efficiency measures included AH service utilization and length of stay (LOS). Patient outcomes were functional independence, discharge destination, adverse events, unplanned admissions within 28 days, patient satisfaction and quality of life data on admission, and 30 days post-discharge. Ward staff were surveyed regarding satisfaction with the service model, and advanced health practitioners (AHPs) rated their confidence in their own ability to meet the performance standards of the role.
Results:Patients allocated to AHPs (n = 172) received 0.91 less hours of AH intervention (adjusted for LOS) (95% confidence intervals (CI): −1.68 to −0.14; P = 0.02) and had 1.76 days shorter LOS relative to expected (95%CI: 0.18–3.34; P = 0.03) compared with patients receiving standard AH (n = 84). There were no differences in patient outcomes or satisfaction. AHPs demonstrated growth in job satisfaction and skill confidence.
Conclusions: Trans-disciplinary advanced AH roles may be feasible and cost-efficient compared with traditional roles for acute general medical inpatients. Further development of competency frameworks is recommended.