Division of Health Policy & Management, University of Minnesota School of Public Health, Minneapolis, Minnesota (Dr Leider); Division of Scientific Education and Professional Development, Centers for Disease Control and Prevention, Atlanta, Georgia (Dr Coronado); Association of State and Territorial Health Officials, Washington, District of Columbia (Ms Bogaert); and de Beaumont Foundation, Washington, District of Columbia (Dr Sellers).
J Public Health Manag Pract. 2021 Jan/Feb;27(1):30-37. doi: 10.1097/PHH.0000000000001082.
To characterize agreement between senior governmental public health staff and their subordinates concerning drivers for staff turnover, and skill importance and ability.
Data were combined from 2 national surveys conducted in 2017; one was a nationally representative, individual-level survey of public health workers, and one was an individual-level survey of their leadership.
State health agencies.
Respondents who held scientific, nonsupervisory positions at state health agency central offices (n = 3606) were matched with leadership (n = 193) who provided programmatic area oversight.
Drivers of turnover and training needs are the primary outcomes examined in this article.
Leaders and their staff agreed on the main 2 drivers of turnover (low salary and lack of opportunities for advancement), but discordance was observed for other major drivers of turnover. Substantial discordance was observed between leaders and their staff in terms of perceived staff proficiency with selected skills.
This multilevel assessment of workplace perceptions offers evidence around training needs and drivers of turnover in state health agencies. Although staff and leaders agree on some major drivers of turnover, other potential reasons for leaving cited by staff, and the difference in perceptions of skills, can help target job satisfaction, training, and retention efforts in state health agencies.
描述州政府公共卫生工作人员的上级与下级在离职驱动因素、技能重要性和能力方面的一致性。
将 2017 年进行的两项全国性调查的数据进行了合并；一项是针对公共卫生工作者的全国代表性个人层面调查，另一项是对其领导的个人层面调查。
州卫生机构。
在州卫生机构总部担任科学、非监督职位的受访者（n=3606）与提供项目领域监督的领导（n=193）相匹配。
本文主要考察离职的驱动因素和培训需求。
领导者及其工作人员在离职的两个主要驱动因素（低工资和缺乏晋升机会）上达成了一致，但在其他主要离职驱动因素上存在分歧。领导者和他们的员工在对员工在某些选定技能上的熟练程度的看法上存在很大分歧。
这项州卫生机构工作场所感知的多层次评估提供了有关培训需求和离职驱动因素的证据。尽管员工和领导在一些主要离职驱动因素上达成了一致，但员工提到的其他离职潜在原因，以及对技能的看法存在差异，可以帮助州卫生机构有针对性地开展工作满意度、培训和留用工作。
