Does staff see what experts see? Accuracy of front line staff in scoring juveniles’ risk factors.

PT Garuda Indonesia (Persero) TBK is a state-owned company whose business focus is transportation services pax and cargo. In carrying out its business processes, the Garuda Indonesia Company has a cooperation with PT Perdana Perkasa Elastindo (Persaels) in providing outsourced labor for front-line staff. The performance evaluation data of the front-line outsource staff stationed at Garuda Indonesia Medan Branch for the last 3 years (2015, 2016 and 2017), it was found that around 40% of the total front-line staff did not show good performance according to the company's needs. The purpose of this research is to identify the factors exist in the dimensions of the recruitment and selection system that are constraints, and formulate an effective recruitment process design and selection for outsourced front-line staff by outsourced service providers. The requirements of front-line staff met with the company needs as outsourced service users. The data analysis used descriptive qualitative technique. The results of the research on several factors from the existing recruitment and selection dimensions indicate that the factors of Job description, Job Requirements, Sources of recruitment, interview process and consistency in the implementation of the selection test are factors that become obstacles in producing competent outsourced front-line staff according to the needs of the company PT Garuda Indonesia ( Persero) TBK. Keywords: Recruitment system, front-line staff outsource, PT Garuda Indonesia (Persero) TBK.

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ENT and airways in the emergency department: national survey of junior doctors' knowledge and skills

The Journal of Laryngology & Otology ◽

10.1017/s0022215115003102 ◽

2016 ◽

Vol 130 (2) ◽

pp. 183-189 ◽

Cited By ~ 12

Author(s):

K L Whitcroft ◽

B Moss ◽

A Mcrae

Keyword(s):

Emergency Department ◽

Emergency Medicine ◽

National Survey ◽

Online Survey ◽

Junior Doctors ◽

Special Focus ◽

Front Line ◽

Knowledge And Skills ◽

Line Staff

AbstractBackground:Given the urgent nature of ENT emergencies, appropriate knowledge is required amongst front-line staff. Junior doctors account for almost one quarter of emergency department doctors. It has been shown that undergraduate coverage of ENT is variable. This study therefore aimed to determine whether emergency department junior doctors were confident in dealing with ENT emergencies, with special focus on the airway.Method:An online survey was circulated to junior doctors working in emergency medicine, at the discretion of their training co-ordinators.Results:A total of 104 responses were received. Junior doctors were not confident in managing patients who have undergone tracheostomy or laryngectomy. Management of stridor varied, with 51 per cent giving oxygen and only 77 per cent referring such patients as an emergency to ENT. Most training on the management of airway emergencies was not provided through hospital induction.Conclusion:Training should be provided to junior doctors starting work in the emergency department. We suggest mandatory multidisciplinary induction training for such staff.

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Chapter 5. Pushing Back from the Front Line: Staff Responses to Privatization in the National Health Service

The Challenge to Change ◽

10.7591/9781501706028-008 ◽

2016 ◽

pp. 119-141

Keyword(s):

National Health Service ◽

Health Service ◽

National Health ◽

Front Line ◽

Line Staff

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Successful device reprocessing begins at the bedside: A hospital-wide approach to train front-line staff to pre-clean

American Journal of Infection Control ◽

10.1016/j.ajic.2019.04.025 ◽

2019 ◽

Vol 47 (6) ◽

pp. S19

Author(s):

Josephine Fox ◽

Lydia Grimes ◽

Tsion Endalkachew ◽

Helen Wood ◽

David K. Warren

Keyword(s):

Front Line ◽

Line Staff

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Interagency collaborative care for young people with complex needs: Front‐line staff perspectives

Health & Social Care in the Community ◽

10.1111/hsc.12719 ◽

2019 ◽

Vol 27 (4) ◽

pp. 1019-1030 ◽

Cited By ~ 7

Author(s):

Sonya Morgan ◽

Susan Pullon ◽

Susan Garrett ◽

Eileen McKinlay

Keyword(s):

Young People ◽

Collaborative Care ◽

Front Line ◽

Complex Needs ◽

Line Staff

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Who knows best? Older people’s and practitioner contributions to understanding and preventing avoidable hospital admissions

Health Economics Policy and Law ◽

10.1017/s1744133118000518 ◽

2019 ◽

Vol 15 (2) ◽

pp. 225-246

Author(s):

Jon Glasby ◽

Rosemary Littlechild ◽

Nick Le Mesurier ◽

Rachel Thwaites

Keyword(s):

Older People ◽

Lived Experience ◽

Hospital Admissions ◽

Front Line ◽

Emergency Hospital ◽

Clear Cut ◽

Emergency Hospital Admissions ◽

Line Staff ◽

The Media ◽

Study Sites

AbstractWhenever there are well-publicised pressures on acute care, there is a tendency for policy makers and the media to imply that a significant number of older people may be taking up hospital beds when they do not really need the services provided there. However, evidence to back up such claims is often lacking, and existing research tends to fail to engage meaningfully with older people themselves. In contrast, this research explores the emergency hospital admissions of older people in three English case study sites, drawing on the lived experience of older people and the practice wisdom of front-line staff to explore the appropriateness of each admission and scope for alternatives to hospital. Contrary to popular opinion, the study did not find evidence of large numbers of older people being admitted to hospital inappropriately. Indeed, some of the older people concerned delayed seeking help and only ended up at hospital as a very last resort, possibly due to concerns about being seen as a burden on scarce public resources. While older people and front-line staff identified a number of suggestions to improve services in future, there seemed few clear cut, easy answers to the longstanding dilemma of how best to reduce emergency admissions. Seeking to understand and potentially reduce emergency hospital admissions is complex, and it is important to consider the experiences and expertise of older people and front-line staff.

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Motivating Change: a grounded theory of how to achieve large-scale, sustained change, co-created with improvement organisations across the UK

BMJ Open Quality ◽

10.1136/bmjoq-2018-000553 ◽

2019 ◽

Vol 8 (2) ◽

pp. e000553 ◽

Cited By ~ 2

Author(s):

Jenna P Breckenridge ◽

Nicola Gray ◽

Madalina Toma ◽

Sue Ashmore ◽

Ruth Glassborow ◽

...

Keyword(s):

Grounded Theory ◽

Large Scale ◽

Peer Pressure ◽

Theory Approach ◽

Front Line ◽

Convincing Argument ◽

Line Staff ◽

Sustained Change ◽

Government Organisation ◽

The Uk

BackgroundVarious theories provide guidance on implementing, sustaining and evaluating innovations within healthcare. There has been less attention given, however, to personal theories drawn from practice and the expertise of managers and front-line staff is a largely untapped resource. In this paper, we share learning from experienced improvement organisations to provide a conceptual level explanation of the conditions necessary to facilitate and sustain improvement at scale.MethodsStaff (n=42) from three leading change organisations in the UK, spanning health, education and social care, took part in three consultation meetings with the aim of sharing knowledge about sustaining large-scale change. This included one government organisation, one National Health Service Board and one large charity organisation. Using a participatory grounded theory approach, the workshops resulted in a co-created theory.ResultsThe theory of Motivating Change describes the psychosocial-structural conditions for large-scale, sustained change from the perspectives of front-line staff. The theory posits that change is more likely to be sustained at scale if there is synergy between staff’s perceived need and desire for improvement, and the extrinsic motivators for change. Witnessing effective change is motivating for staff and positive outcomes provide a convincing argument for the need to sustain improvement activity. As such, evidence of change becomes evidence for change. This is only possible when there is a flow of trust within organisations that capitalises on positive peer pressure and suppresses infectious negativity. When these conditions are in place, organisations can generate self-proliferating improvement.ConclusionsThe theory of Motivating Change has been co-created with staff and offers a useful explanation and guide for others involved in change work that capitalises on front-line expertise.

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