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PurposeThe purpose of this paper is to investigate the professional development opportunities of a group of 16 “English as a foreign language” (EFL) lecturers at a Thai higher educational institution and the nature of the learning opportunities they engaged in.Design/methodology/approachThe ethnographic research approach was employed to reveal the participants’ accesses to professional learning opportunities and their perception towards the opportunities. Observation, interview, written document and questionnaire were used to help capture the complexities of the issues investigated.FindingsThe data suggest varied degrees of participants’ engagement in learning activities, inside and outside the workplace. This group of lecturers relied more on formal than on informal professional development opportunities. Constraints in accessing professional development activities for the part-time lecturers and non-Thai lecturers were highly noticeable.Research limitations/implicationsThese emerging findings provide an insight into the actual professional learning situation and call for greater awareness of the support of learning opportunities and better visibility of the part-time lecturers and expatriate lectures in the higher education system. With regard to the nature of ethnographic research, the implementation of the findings of this study should be done with awareness of the socio-cultural influences on participants’ beliefs and behaviours.Originality/valueThis is one of the first studies that academically highlights the existence of part-time and expatriate lecturers in the Asian higher educational context and voices these lecturers’ actual professional needs and their perceived obstacles.

\"How does one put into words the rage that workers feel when supervisors threaten to replace them with workers who will not go to the bathroom in the course of a fourteen-hour day of hard labor, even if it means wetting themselves on the line?\"-From the PrefaceIn this gutsy, eye-opening examination of the lives of workers in the New South, Vanesa Ribas, working alongside mostly Latino/a and native-born African American laborers for sixteen months, takes us inside the contemporary American slaughterhouse. Ribas, a native Spanish speaker, occupies an insider/outsider status there, enabling her to capture vividly the oppressive exploitation experienced by her fellow workers. She showcases the particular vulnerabilities faced by immigrant workers-a constant looming threat of deportation, reluctance to seek medical attention, and family separation-as she also illuminates how workers find connection and moments of pleasure during their grueling shifts. Bringing to the fore the words, ideas, and struggles of the workers themselves,On The Lineunderlines how deep racial tensions permeate the factory, as an overwhelmingly minority workforce is subject to white dominance. Compulsively readable, this extraordinary ethnography makes a powerful case for greater labor protection, especially for our nation's most vulnerable workers.

The benefits of racial/ethnic physician-patient concordance have been cited to support increasing the number of minority physicians. Few studies have examined the rates at which physicians of different race/ethnicity groups or specialties see concordant visits. We aim to determine whether differences exist in rates at which physicians of different race/ethnicity groups and physician specialties see visits by patients of concordant race/ethnicity. We used data from the National Ambulatory Medical Care Survey, 2001-2006, a nationally representative survey of visits to private physician's offices. For physicians of each race/ethnicity group, the percentage of visits by patients in each race/ethnicity group was calculated. A concordant visit was defined as one in which a physician in a particular race/ethnicity group saw a patient of the same race/ethnicity group. Concordance rates were calculated overall, and for visits to primary care, medical specialties, and surgical specialties individually. White physicians see a higher percentage of concordant visits than any other race/ethnicity of physician (84.3%, p<0.001 vs. all others), followed by Hispanic physicians and non-Hispanic black physicians, who had statistically similar rates (50.0%, and 46.8%, p>0.05 for comparison), with non-Hispanic Asian physicians having the lowest rate of concordant visits (14.5%, p<0.001 vs. all others). Minority surgical and medical specialists have significantly lower rates of concordant visits (33.4% and 33.6% respectively) compared to minority primary care physicians (49.5%, p<0.001 for both comparisons). Concordance rates from the physician perspective differ by physician race/ethnicity and by physician specialty.

Approximately 13% of the total UK workforce is employed in the health and care sector. Despite substantial workforce planning efforts, the effectiveness of this planning has been criticised. Education, training, and workforce plans have typically considered each health-care profession in isolation and have not adequately responded to changing health and care needs. The results are persistent vacancies, poor morale, and low retention. Areas of particular concern highlighted in this Health Policy paper include primary care, mental health, nursing, clinical and non-clinical support, and social care. Responses to workforce shortfalls have included a high reliance on foreign and temporary staff, small-scale changes in skill mix, and enhanced recruitment drives. Impending challenges for the UK health and care workforce include growing multimorbidity, an increasing shortfall in the supply of unpaid carers, and the relative decline of the attractiveness of the National Health Service (NHS) as an employer internationally. We argue that to secure a sustainable and fit-for-purpose health and care workforce, integrated workforce approaches need to be developed alongside reforms to education and training that reflect changes in roles and skill mix, as well as the trend towards multidisciplinary working. Enhancing career development opportunities, promoting staff wellbeing, and tackling discrimination in the NHS are all needed to improve recruitment, retention, and morale of staff. An urgent priority is to offer sufficient aftercare and support to staff who have been exposed to high-risk situations and traumatic experiences during the COVID-19 pandemic. In response to growing calls to recognise and reward health and care staff, growth in pay must at least keep pace with projected rises in average earnings, which in turn will require linking future NHS funding allocations to rises in pay. Through illustrative projections, we show that, to sustain annual growth in the workforce at approximately 2·4%, increases in NHS expenditure of 4% annually in real terms will be required. Above all, a radical long-term strategic vision is needed to ensure that the future NHS workforce is fit for purpose.

Despite major advances in medicine and public health during the past few decades, disparities in health and health care persist. Racial/ethnic minority groups in the United States are at disproportionate risk of being uninsured, lacking access to care, and experiencing worse health outcomes from preventable and treatable conditions. As reducing these disparities has become a national priority, insight into the social determinants of health has become increasingly important. This article offers a rationale for increasing the diversity and cultural competency of the health and health-care workforce, and describes key strategies led by the U.S. Department of Health and Human Services' Office of Minority Health to promote cultural competency in the health-care system and strengthen community-level approaches to improving health and health care for all.

Diversity drives excellence. Diversity enhances innovation in biomedical sciences and, as it relates to novel findings and treatment of diverse populations, in the field of infectious diseases. There are many obstacles to achieving diversity in the biomedical workforce, which create challenges at the levels of recruitment, retention, education, and promotion of individuals. Here we present the challenges, opportunities, and suggestions for the field, institutions, and individuals to adopt in mitigating bias and achieving greater levels of equity, representation, and excellence in clinical practice and research. Our findings provide optimism for a bright future of fair and collaborative approaches that will enhance the power of our biomedical workforce.

While countries throughout the world rely on immigrants to support their populations and economies, access to the military is limited, denied to those who have not yet acquired citizenship. Precluding immigrants from serving in their host country's armed forces is an issue of moral equity and operational effectiveness. Allowing immigrants to enlist ensures that the military represents the population it serves and encourages inclusivity and cultural change within the institution, while also creating a more effective military force. The Power of Diversity in the Armed Forces investigates how different countries approach the inclusion or exclusion of immigrants in their armed forces and offers immigrant military participation as a pathway to citizenship and a way to foster greater societal integration and achieve a more equitable, diverse, and inclusive military. By surveying international perspectives on immigrant and non-citizen military participation in twelve countries, The Power of Diversity in the Armed Forces introduces and examines a new way to unlock the power of diversity in military organizations globally.

Background Redeployment was critical in addressing the increased demands of COVID-19 on the healthcare system. Previous research indicates that ethnic minority healthcare workers (HCWs), those on visas, and in junior roles, were more likely to be redeployed to COVID-19 duties compared to White UK-born HCWs. There is limited evidence on how redeployment was practically organized, preparedness of HCWs and the NHS for rapid changes, and the decision-making processes involved. This paper discusses HCWs’ redeployment experiences, their alignment with NHS policy for deploying staff safely, and potential links to staff attrition. Methods As part of the United Kingdom Research study into Ethnicity And COVID-19 outcomes among Healthcare workers, we conducted a qualitative sub-study, between December 2020 and July 2021, consisting of interviews and focus groups with 164 HCWs from different ethnicities, genders, job roles, migration statuses, and UK regions. Sessions were conducted online or by telephone, recorded, transcribed and analysed with participants’ consent. We utilised the breadth-and-depth approach, initially identifying transcripts mentioning redeployment or changes in work patterns, followed by an in-depth thematic analysis. Results Of the 164 HCWs, 22 (13.4%) reported redeployment to a new role, while 42 (26.8%) reported changes in their working patterns. Redeployment experiences varied based on HCWs’ workplaces, skillsets, input into decisions, and perceived risks. Four themes were identified: 1. redeployment and the changing nature of work, 2. pandemic (un)preparedness, 3. redeployment decision-making, and 4. risk assessments in the context of redeployment. Our data revealed the practical realities of redeployment, including discrepancies between the NHS policy and actual practices, particularly early deployment without adequate training and supervision. The lack of planning and preparedness had an operational and emotional impact on HCWs, affecting their morale. Lastly, some HCWs felt disempowered and undervalued due to a lack of agency in redeployment decisions. Conclusion This study highlights HCWs’ redeployment experiences during COVID-19, the conditions under which it occurred, and its impacts. The findings, although rooted in the pandemic, remain relevant for addressing staffing challenges in the healthcare workforce. We recommend future redeployment strategies prioritise HCWs' training and supervision, ensure strategic planning with clear communication and support for all staff, foster a sense of value among HCWs, and integrate an intersectional equity lens into workforce planning to improve staff retention and morale.

The percentage of women enrolled in U.S. medical schools doubled during the past four decades; now, more than half the students are women. The percentage of Asian enrollees increased substantially. The percentages of enrollees from Black, Hispanic, and other underrepresented racial and ethnic groups remain well below the respective percentages of these groups in U.S. Census data.

The global mental health workforce is facing a severe crisis marked by burnout, secondary trauma, compassion fatigue, and workforce shortages, with disproportionate effects on marginalized communities. This paper introduces the Integrated Workforce Trauma and Resilience (IWTR) Model, a comprehensive framework to understand and address these interconnected challenges. This study employs a conceptual, documentary analysis approach to examine the challenges faced by mental health workers, particularly trauma, burnout, and workforce shortages. By synthesizing existing qualitative and quantitative studies, the research identifies recurring themes and provides recommendations for policy reform to improve workforce sustainability and equity. Using a thematic synthesis of 75 peer-reviewed articles, conceptual papers, and policy reports published between 2020 and 2025, alongside foundational theoretical works, the IWTR Model integrates five theoretical perspectives: trauma-informed care, Conservation of Resources Theory, Intersectionality Theory, the Job Demands–Resources Model, and Organizational Justice Theory. The analysis identifies three dimensions: the impact of trauma on mental health professionals, organizational and systemic factors influencing workforce retention, and strategies to build resilience through policy and education. The findings reveal how secondary trauma, burnout, and systemic inequities interact to undermine workforce stability and access to care. The IWTR Model emphasizes that individual-level interventions will be insufficient without addressing structural issues, such as workload inequities, lack of leadership diversity, and underfunding. This model offers a roadmap for systemic reforms to strengthen workforce resilience, improve retention, and advance global equity in mental health care systems.