Singh Shalini, Mishra Aman Mohan, Uppal Nishant, R Rajaganapathy, Wahl Brian, Engineer Cyrus Y
Department of International Health, Johns Hopkins Bloomberg School of Public Health, Baltimore, MD, USA.
Uttar Pradesh Health Systems Strengthening Project, Johns Hopkins India, Lucknow, Uttar Pradesh, India.
J Healthc Leadersh. 2024 Dec 27;16:569-582. doi: 10.2147/JHL.S484478. eCollection 2024.
In many Indian states, public health programs are led by clinicians without formal training in leadership and management, limiting their effectiveness. To tackle this, Uttar Pradesh's Department of Medical, Health, and Family Welfare initiated a Public Health Management and Leadership (PHML) training program for the Level 4 (mid-career) medical officers. This program aims to enhance the leadership and management skills necessary for these officers to support them transitioning to administrative roles.
The training focused on essential competencies such as leadership, communication, team building, fiscal management, and public health problem-solving. It included in-person sessions and mentored practicum, utilizing experiential learning and problem-solving group projects. Kirkpatrick's model was used to evaluate participants' reactions, learning outcomes, and behavior change. Feedback was analyzed using descriptive statistics across 12 training domains, while pre- and post-training test scores were compared using paired t-tests in Stata 18 to measure learning improvements. Participant interviews provided additional insights.
Participants reported high satisfaction with the learning environment and methods but faced challenges in applying management concepts, citing limited contextual input and faculty interaction. Learning outcomes showed moderate improvement, with average test scores rising from 53.3 to 59.6 (p = 0.003). They successfully applied a structured problem-solving framework in practicum projects and created action plans for public health challenges. Participants recommended adding topics on financing, procurement, human resources, and hospital management to support them in performing their core functions. Barriers to applying learned concepts included human resource constraints, limited autonomy, gender stereotypes, and lack of recognition.
Emphasizing leadership competencies, experiential learning, and mentored practicum holds promise. However, customizing the curriculum to UP's specific context, ensuring sufficient training time, focusing on core management functions, and addressing organizational barriers are vital. Integrating these recommendations into blended training that enhances core managerial skills and leadership development can strengthen workforce capabilities.
在印度的许多邦，公共卫生项目由未接受过领导力和管理方面正规培训的临床医生主导，这限制了项目的有效性。为解决这一问题，北方邦医学、卫生和家庭福利部为4级（职业生涯中期）医务人员启动了公共卫生管理与领导力（PHML）培训项目。该项目旨在提升这些医务人员所需的领导力和管理技能，以支持他们向行政岗位过渡。
培训聚焦于领导力、沟通、团队建设、财务管理和公共卫生问题解决等核心能力。培训包括面对面授课和带辅导的实践课程，采用体验式学习和解决问题的小组项目。使用柯克帕特里克模型评估参与者的反应、学习成果和行为变化。通过对12个培训领域进行描述性统计分析反馈，同时在Stata 18中使用配对t检验比较培训前后的测试成绩，以衡量学习进步情况。参与者访谈提供了更多见解。
参与者对学习环境和方法满意度较高，但在应用管理概念方面面临挑战，称背景信息输入有限且与教员互动不足。学习成果有适度改善，平均测试成绩从53.3分提高到59.6分（p = 0.003）。他们在实践项目中成功应用了结构化问题解决框架，并为公共卫生挑战制定了行动计划。参与者建议增加融资、采购、人力资源和医院管理等主题，以支持他们履行核心职能。应用所学概念的障碍包括人力资源限制、自主权有限、性别刻板印象和缺乏认可。
强调领导能力、体验式学习和带辅导的实践课程有前景。然而，根据北方邦的具体情况定制课程、确保足够的培训时间、关注核心管理职能以及解决组织障碍至关重要。将这些建议融入强化核心管理技能和领导力发展的混合式培训中，可以增强劳动力能力。
