Nightingale J, Sevens T, Etty S, Fowler-Davis S, Kelly S, Appleyard R, Snaith B
Sheffield Hallam University, UK.
Sheffield Hallam University, UK.
Radiography (Lond). 2025 Jan;31(1):264-274. doi: 10.1016/j.radi.2024.11.021. Epub 2024 Dec 12.
Effective utilisation of the unregistered support workforce is essential to counter a well-documented imaging workforce crisis, yet it is unclear how imaging departments deploy their support staff. As part of a wider explanatory mixed methods study, this research explored models of support workforce deployment across England, identifying the factors which may encourage or inhibit implementation of these models.
Imaging support workforce deployment at regional and place (NHS Trust) level was investigated using Framework Analysis to combine interviews with Imaging Network representatives and Radiology Service Managers (RSMs) alongside workforce establishment data. Purposefully selected imaging services represented varying regions, sizes and support workforce proportions.
Forty-two interviews represented 18 (81.8 %) Imaging Networks, and 24 imaging services (17.5 % eligible NHS Trusts). Additional workforce data was supplied by 18 RSMs. Three themes (Deployment Rationale and Decision-Making, Innovations in Support Workforce Activities, Stability and Sustainability of the Support Workforce) demonstrated the pivotal role enacted by the imaging support workforce. Extensive variations in role utilisation, deployment, scope of practice and pay rates were recognised, alongside inconsistently implemented Assistant Practitioner roles with a limited scope of deployment.
This is the first research to explore support workforce deployment at regional and place levels. The imaging support workforce in England is operationally managed rather than strategically planned, exposing services to local variation with deployment models developing in isolation. This pivotal workforce can support greater service capacity development but requires a more consistent approach to utilisation and deployment.
National alignment of roles and competencies is urgently required. At regional and place levels, deployment models should be interrogated as a first step towards longer term workforce planning for this essential, yet under-utilised, workforce.
有效利用未注册的辅助人员对于应对有充分记录的影像专业人员危机至关重要，但目前尚不清楚影像科室如何部署其辅助人员。作为一项更广泛的解释性混合方法研究的一部分，本研究探讨了英格兰各地辅助人员的部署模式，确定了可能促进或阻碍这些模式实施的因素。
采用框架分析法，结合对影像网络代表和放射科服务经理（RSM）的访谈以及人员编制数据，调查区域和机构（NHS信托机构）层面的影像辅助人员部署情况。有目的地选择的影像服务代表了不同的地区、规模和辅助人员比例。
42次访谈代表了18个（81.8%）影像网络和24个影像服务机构（占符合条件的NHS信托机构的17.5%）。18位RSM提供了额外的人员数据。三个主题（部署理由与决策、辅助人员活动的创新、辅助人员的稳定性与可持续性）表明了影像辅助人员所发挥的关键作用。研究发现，在角色利用、部署、实践范围和薪酬率方面存在广泛差异，同时助理从业者角色的实施不一致，部署范围有限。
这是第一项探索区域和机构层面辅助人员部署情况的研究。英格兰的影像辅助人员是进行运营管理而非战略规划，这使得各服务机构面临当地差异，部署模式孤立发展。这支关键的人员队伍可以支持更大的服务能力发展，但需要更一致的利用和部署方法。
迫切需要在全国范围内统一角色和能力标准。在区域和机构层面，应首先审视部署模式，以此作为对这支重要但未得到充分利用的人员队伍进行长期人力规划的第一步。
