PLoS ONE· 2026Q1
Defining workload components and activity standards for human resources professionals in Iranian public hospitals: A WISN-based framework for strengthening non-clinical workforce planning
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- Q1SCImago
- 2026year
Short summary
A new framework, adapted from the WISN methodology, has identified 76 workload components and activity standards for HR professionals in Iranian public hospitals, aiming to improve workforce planning.
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Key points
- Developed 76 workload components and activity standards for hospital HR departments in Iran.
- Utilized a consensus-based mixed-method approach including expert consultation, field observation, and a two-round Delphi study.
- Achieved 91.6% expert agreement on the identified workload components and standards.
- The framework is adapted from the Workload Indicators of Staffing Need (WISN) methodology.
AI-generated from the title and abstract; the full text is not read.
Abstract
Background Defining valid workload components and activity standards is a prerequisite for workload-based workforce planning. This study aimed to develop and validate workload components and activity standards for human resources (HR) departments in Iranian public hospitals using a framework aligned with the Workload Indicators of Staffing Need (WISN) methodology. Methods A consensus-based mixed-method approach was used. An initial list of HR activities was developed through expert consultation and enriched through approximately 200 hours of field observation and staff interviews in a selected public hospital. The resulting workload components and preliminary activity standards were assessed using a structured Delphi questionnaire based on WISN principles. Twenty-three HR and workforce-planning experts participated in two Delphi rounds. Consensus was defined as ≥70% agreement on a five-point Likert scale. Results At the end of the second round of the Delphi study, 91.6% agreement was achieved. A total of 76 workload components for HR staff were identified and categorized into service, support, and additional activities. The most notable changes from the initial list and the highest level of expert disagreement were related to strategic tasks for the job group, unobservable and cognitive work, repetitive activities, and the allocation of activities in WISN activity categories. Conclusion The study developed a validated and context-specific set of workload components and activity standards for hospital HR departments. The findings provide a practical foundation for applying the WISN methodology to non-clinical staff and support more accurate workforce planning, organizational redesign, and evidence-based management of human resources in hospitals.
The authors' abstract, as published at the source. PLoS ONE, 2026 · DOI ↗
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