The aging population presents challenges for healthcare, particularly in maintaining the functional independence of older adults. The Decision Support Tool for Functional Independence was developed to identify declines in functional independence and promote collaboration between healthcare professionals. The DST-FI is specifically designed to support interprofessional collaboration between medical and social care providers, such as GPs, physiotherapists, nurses, and social workers. This study examines the barriers and facilitators to implementing the tool in primary care.
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Communication between healthcare professionals and deaf patients has been particularly challenging during the COVID-19 pandemic. We have explored the possibility to automatically translate phrases that are frequently used in the diagnosis and treatment of hospital patients, in particular phrases related to COVID-19, from Dutch or English to Dutch Sign Language (NGT). The prototype system we developed displays translations either by means of pre-recorded videos featuring a deaf human signer (for a limited number of sentences) or by means of animations featuring a computer-generated signing avatar (for a larger, though still restricted number of sentences). We evaluated the comprehensibility of the signing avatar, as compared to the human signer. We found that, while individual signs are recognized correctly when signed by the avatar almost as frequently as when signed by a human, sentence comprehension rates and clarity scores for the avatar are substantially lower than for the human signer. We identify a number of concrete limitations of the JASigning avatar engine that underlies our system. Namely, the engine currently does not offer sufficient control over mouth shapes, the relative speed and intensity of signs in a sentence (prosody), and transitions between signs. These limitations need to be overcome in future work for the engine to become usable in practice.
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Although the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit-oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths-based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals (n=15), supervisors of neurodivergent employees (n=4), and neurodivergent employees (n=11). Our findings show that there is significant potential in embracing the strengths-based approach to promote neurodiversity-inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths-based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths-based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths
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