The design steps are the recognition of key actors, the analysis of their interests, the identification of implementation alternatives, the set-up of alternative implementation scenarios for each of them, their prioritisation according to a multi-criteria analysis strategy or other methodology and finally, the policy recommendations for optimal implementation of the priority scenarios.
The focus of this review was mainly the identification of implementation factors associated with task-shifting interventions covering various forms of vertical (e.g., from doctors to midwives) and horizontal (e.g., from midwives to nurses) shifts and shifts involving many types of human resources among whom tasks can be shifted.
The mix of researchers with a background in implementation science, professionals active in daily clinical practice and members involved in national policy making, facilitated the identification of optimal implementation strategies.
We most likely need to reconsider the identification of crucial implementation drivers in the public realm.
A discrepancy in the results obtained with the test problems led to the identification of an implementation error for one of the approaches.
This resulted in a more detailed description of the recommendations, identification of main implementation issues, description of roles and required actions of main stakeholders involved, more information about barriers addressed and description of main cost categories.
The method used was action research, an iterative process of problem analysis, hypotheses generation, identification of solutions, implementation, and evaluation of the action(s) taken (30– 30).
Our categorisation of recommendation themes and identification of three implementation criteria (scientific value, pragmatic feasibility, paradigmatic consistency) needs further operationalisation, and is based on data collected for only one study so needs replication in other studies, but these categories do provide a preliminary organising framework to facilitate research.
What is now needed is more research and further evidence on processes of identification and implementation of HRM strategies to improve attraction and retention, long-term sustainability of such strategies, and the impacts on staffing in remote areas.
The medical community must recognize the importance of appropriate identification and implementation of medical professionalism for Korea in the 21st century.
The identification of barriers to implementation is the focus of Article 6 in this series [ 3].
