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Aims: To explore the experiences of nurse leaders and managers in planning the hospital nursing workforce in accordance with the government-led response to the COVID-19 pandemic in South Korea.
Design: Descriptive, qualitative study.
Methods: Semistructured interviews were conducted with 10 participants at three general hospitals in Seoul and Gyeonggi Province from August to October 2022. Eligible participants were nurse leaders and managers who were involved in decision making and management of the nursing workforce for the COVID-19 response or who served on a COVID-19 response team at each study hospital. Data were analysed using inductive content analysis.
Results: Four main themes emerged from the interview data, each with subthemes: exacerbated inherent vulnerabilities, highlighting existing nursing shortages and financial constraints; delay to systematic response, with frequent government ad-hoc orders increasing disruptions to on-site operations and inefficiencies of the external workforce; creation of new conflicts, including those related to nursing staff deployment and compensation gaps and demands on new leadership, with the need for effective crisis management and visionary leadership.
Conclusion: The results indicate that nurse leaders and managers face unexpected challenges in effectively planning their nursing workforce during the pandemic. These challenges are further compounded by centralised ad-hoc government orders that prioritise the urgent demands of COVID-19 patient care, often overlooking the unique needs and circumstances of individual hospitals.
Impact: There is a need for more flexible and localised workforce planning strategies to better support nurse leaders and managers. Furthermore, ongoing collaboration between healthcare leaders and policymakers is crucial to address the disconnect between centralised government-led responses and hospital-specific needs, which could enhance the resilience of the nursing workforce and improve disaster and emergency preparedness in the future.
Reporting Method: COREQ checklist was used.
Patient Or Public Contribution: No patient or public contribution. Data were obtained from healthcare professionals.
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http://dx.doi.org/10.1111/jan.16941 | DOI Listing |
Br J Nurs
September 2025
Senior Matron, Workforce Education, Nurse Education Team, Royal Wolverhampton Hospitals NHS Trust, Wolverhampton.
Background: Legacy mentors are experienced nurses, usually in their late career, who offer coaching, mentoring and pastoral support to staff who are often at the start of their careers.
Aim: To describe how an acute and community NHS trust successfully implemented the legacy mentor role.
Methods: A quality implementation framework was used to appraise and characterise strategic activities necessary for the successful implementation of the role.
Aust J Rural Health
October 2025
Department of Rural Health, University of Newcastle, Tamworth, New South Wales, Australia.
Aims: Workforce maldistribution is a challenge to the equitable provision of healthcare in Australia. This Commentary details how a multi-university, large-scale, and growing data asset is positioned to contribute strategically and operationally to addressing national workforce priorities.
Context: The Nursing and Allied Health Graduate Outcome Tracking (NAHGOT) study is a prospective longitudinal research project with a commitment to nationwide geographical coverage.
J Am Geriatr Soc
September 2025
Division of Geriatrics and Palliative Medicine, Department of Medicine, Weill Cornell Medicine, New York, New York, USA.
Background: Palliative care needs are prevalent among nursing home (NH) residents. However, access to and integration of palliative care services remain limited. NHs often rely on a workforce with varying levels of training and exposure to palliative care, which may influence care quality and consistency.
View Article and Find Full Text PDFHome Healthc Now
September 2025
Michelle S. Harris, DNP, FNP-C, RN, CWOCN, is the Director of Clinical Practice, Sutter Care at Home, Sutter Health, Roseville, California.
Sutter Care at Home (SCAH), part of the not-for-profit Sutter Health integrated system, serves Northern California's Valley and Bay Areas through 14 licensed home health and nine hospice agencies, many of which reach rural communities. Like many home health organizations, SCAH has faced a persistent registered nurse (RN) shortage, challenging its ability to maintain care delivery standards. In response, executive leadership launched a 12-month Registered Nurse New Graduate Residency Program to recruit and support newly graduated RNs.
View Article and Find Full Text PDFThe COVID-19 pandemic required healthcare organizations to rapidly upskill workers to care for critically ill patients. An integrative review focused on the upskilling of nurses during the pandemic identified themes of strategies, benefits, and challenges of rapid upskilling. Understanding the effectiveness, satisfaction, and challenges of upskilling efforts during COVID-19 can help healthcare organizations prepare for future emergencies by improving workforce readiness and response strategies.
View Article and Find Full Text PDF