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This qualitative research aimed to explore health workforce development in health Regional 2. Data were collected by using the in-depth interview from 18 key informants, included health workforce development leaders, human resource development manager, and human resource development workers in health areas. Data triangulation was used to confirm quality of data. The results of the study showed that:
1. Policy and direction of human development: Working in line with the ministry's policy, namely service plan and the needs of the agencies. The policy was passed into practices through the official documents and the meetings.
2. Human Development Management: Input data for human resource development came from policy and strategy for human resource development of the ministry/health area. Human development methods consisted of short course training, continuing education training, and full-time education in the school.
3. Systems and mechanisms for human resource development: A clear structure and responsible person for the operation; the FTE analysis as a framework for calculating missing /overloaded human ration
4. Problems and obstacles of human development: Most of them were due to lack of personnel in the workplace, insufficient budget, unavailable training courses in the health area, course was not opened as plan, and unable to send personnel for the long-term training courses.
5. Key success factors in health workforce development in the health area: The support from the executives, particularly executives with leadership, a clear and continuous policy of executives, need analysis and good planning of workplaces, and systematic evaluation of executives and responsible persons.
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Boromarajonani College of Nursing, Uttaradit Journal attribution-non-commercial 4.0 international (CC BY-NC 4.0). For more detail please visit https://creativecommons.org/licenses/by-nc/4.0/ . The ideas and opinions expressed in the Boromarajonani College of Nursing, Uttaradit are those of the authors and not necessarily those of the editor .
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