Emerging literature is highlighting the huge toll of the COVID-19 pandemic on frontline health workers. However, prior to the crisis, the wellbeing of this group was already of concern. The aim of this paper is to describe the frequency of distress and wellbeing, measured by the expanded 9-item Mayo Clinic Wellbeing Index (eWBI), among general practitioners/family physicians during the COVID-19 pandemic and to identify levers to mitigate the risk of distress. Data were collected by means of an online self-reported questionnaire among GP practices. Statistical analysis was performed using SPSS software using Version 7 of the database, which consisted of the cleaned data of 33 countries available as of 3 November 2021. Data from 3711 respondents were included. eWBI scores ranged from −2 to 9, with a median of 3. Using a cutoff of ≥2, 64.5% of respondents were considered at risk of distress. GPs with less experience, in smaller practices, and with more vulnerable patient populations were at a higher risk of distress. Significant differences in wellbeing scores were noted between countries. Collaboration from other practices and perception of having adequate governmental support were significant protective factors for distress. It is necessary to address practice- and system-level organizational factors in order to enhance wellbeing and support primary care physicians.

Infection prevention and control (IPC) is an evidence-based approach used to reduce the risk of infection transmission within the healthcare environment. Effective IPC practices ensure safe and quality healthcare. The COVID-19 pandemic highlighted the need for enhanced IPC measures and the World Health Organization (WHO) emphasized the need for strict adherence to the basic principles of IPC. This paper aims to describe the IPC strategies implemented in general practice during the COVID-19 pandemic and to identify the factors that impact their adoption. Data were collected by means of an online self-reported questionnaire among general practices. Data from 4466 practices in 33 countries were included in the analysis. Our results showed a notable improvement in IPC during COVID-19 with more practices reporting that staff members never wore nail polish (increased from 34% to 46.2%); more practices reporting that staff never wear a ring/bracelet (increased from 16.1% to 32.3%); and more practices using a cleaning protocol (increased from 54.9% to 72.7%). Practice population size and the practice payment system were key factors related to adoption of a) range of IPC measures including patient flow arrangements and infrastructural elements. An understanding of the interplay between policy, culture, systemic supports, and behavior are necessary to obtain sustained improvement in IPC measures.

Background & Aim: The study describes the experiences and opinions of Serbian physicians regarding workforce management during the COVID‐19 pandemic.Materials & Methods: A total of 1553 licensed physicians (65% males; average age 44.0 years) responded to an online survey in September 2020. Differences in the respondents' general data and attitudes regarding workforce management and outbreak preparedness in Serbia were analysed in relation to their engagement during the COVID‐19 pandemic (Pearson χ2 and the independent samples t‐test, p < 0.05). The logistic regression model explained the need for changing health workforce management.Results: The results reveal that the physicians engaged in the fight against the spread of COVID‐19 (64.4% of the respondents) more often than their counterparts, were clinicians from the public sector, younger, with less work experience, influenced negatively by the pandemic, and reassigned to other positions (p < 0.001). Health workers dissatisfied with workplace preparedness and those reassigned due to COVID‐19 were by 2.61 times and 1.38 times, respectively, more likely than their counterparts to consider changes in health workforce management.Discussion & Conclusion: COVID‐19 underlines the need for changes in health workforce management during public health emergencies. An internal incident management team and a panel of external experts may support health workforce management during the prolonged and rapidly changing crises.

Recruitment and retention of public health workers (PHWs) is crucial for the optimal functioning of the public health system at a time of budget cuts and the threat of a pandemic. Individual and job-related variables were examined by univariate and multivariate logistic regression to identify predictors of the intention to leave a job during the COVID-19 outbreak among Serbian PHWs in 25 institutes of public health (n = 1663 respondents, of which 73.1% were female). A total of 20.3% of PHWs intended to leave their current job within the next five years. Males and persons aged younger than 55 years who had additional practice were more likely to report an intention to leave their job than females, those older than 54 years and those without additional work. While uncertainty and fear of infection during the COVID-19 pandemic were almost perceived as job attractiveness, other job-related characteristics were identified as significant barriers to maintaining the sufficient capacity of qualified PHWs in the future. Authorities need to address these factors, including the following: the feeling of tension, stress or pressure, and unavailability of information during the COVID-19 pandemic, as well as dissatisfaction with respect, valuation, and the job in general.

A particularly important issue in healthcare settings is public health professionals' intention to leave their job, which may exacerbate both existing and forecasted public health workforce shortages and jeopardize the health system's performance. The rate of intention to leave a job varies across countries and among different profiles of health workers. It is well documented that job dissatisfaction facilitates the intention to leave. Organizational factors (such as job-related stress, interpersonal relationships with colleagues and supervisors, opportunities for professional development, nature of work, and organizational culture) are considered to have the most significant impact on public health workers' intention to leave a job. However, the relevance of individual factors (gender, age, marital status) and other factors (e.g., number of family members, community satisfaction, and family responsibilities) is less clear. It is of great importance that policymakers and managers in health facilities implement effective retention strategies in order to ensure continued delivery of both health care and public health services, and prepare for response to future crises. Retention strategies should be oriented towards ensuring public health workers' health and safety, increasing job satisfaction, recognizing their value and achievements, and creating supportive work environments.

Background: Early retirements and decreasing job retention rates have resulted in a growing shortage of nursing staff in the healthcare systems of many countries. Recently, the World Health Organization and the European Commission have joined forces to attract and retain nurses in their systems in a period of increasing demand for healthcare services, due to population aging. While recruiting and training new nurses is a necessary long-term solution, it is equally important for policymakers to focus on retaining the current workforce, as to ensure continuity of care. Aim: This paper aims to review current literature and to discuss the key aspects of this critical issue, focusing on the concept of healthy aging and its significance as a key strategy for retaining nursing staff. Design: This discursive paper explores published literature highlighting the interaction between aging and the challenges that nursing staff faces in daily practice. It also examines global trends in retirement patterns and proposes strategies to retain the aging workforce, with a particular focus on succession planning and knowledge transfer. Results-Conclusion: Both general and more targeted approaches that have been proposed are necessary to enhance nursing staff retention. These approaches include the concept of promoting healthy aging, which can play a key role in this regard. Implications: This paper addresses the nursing staff shortage, highlighting strategies that have been proposed as to prioritize staff retention for healthcare providers and personnel managers.