Lexington College

Abstract Interprofessional education is essential in preparing health professionals for effective team-based practice, particularly in palliative care, where interdisciplinary collaboration is fundamental. This poster presents findings from a qualitative needs assessment and pilot testing of a newly developed graduate-level palliative care curriculum to enhance interdisciplinary training for social work, nursing, and theology students. A needs assessment survey (n = 25) conducted with palliative care professionals identified key competencies necessary for effective interprofessional practice, including communication, role clarity, and cultural competence. Structural and systemic challenges such as discipline-specific silos, inconsistent training, and workforce development gaps were also highlighted, emphasizing the need for targeted curriculum interventions that promote team-based care and cultural responsiveness. In response, an interdisciplinary faculty team developed a nine-module asynchronous online course designed to: (1) build discipline-specific expertise within a team context, (2) foster cross-disciplinary collaboration, (3) integrate culturally responsive approaches to patient and family engagement, and (4) promote sustainable practices to mitigate clinician burnout. Pilot testing with a Student Advisory Group—comprising graduate students from social work, nursing, and theology—provided feedback on content effectiveness, interdisciplinary integration, and applicability to real-world palliative care settings. Findings from the needs assessment and pilot testing underscore the importance of interdisciplinary education in developing a workforce capable of delivering compassionate, holistic palliative care. This initiative offers a replicable model for interprofessional training, equipping future clinicians with the knowledge and skills necessary to meet the growing demands of an aging and diverse patient population. Focus areas: interprofessional education, palliative care, interdisciplinary collaboration, curriculum development, cultural responsiveness, workforce training

Latin American economies play a strategic role for foreign investors in the global context. Many multinational corporations (MNCs) currently operate in the region, attracted by its geographic position as well as by economic and political changes. Nonetheless, Asia’s increasing role in the global economy has undermined Latin America’s competitiveness, mainly in low-cost manufacturing industries. Latin American countries, in turn, have responded to this threat by turning foreign direct investment (FDI) into value-added industries and developing business infrastructure. Today, Latin America presents a different business landscape eager to be redefined – both globally and locally.

1. Best HRM Practices in Latin America: An Introduction 2. Stakeholder Management: The Case of Aracruz Celulose in Brazil 3. The Strategic Importance of Close Employment Relations in Conflict-Ridden Environments: Three Cases from Colombia 4. Stakeholders' Perspective and Strategic Human Resource Management: Lessons from a Colombian Case Study 5. Learning Human Resources Management Best Practices from Spanish Multinationals in Latin America: A Case Study of Telefonica 6. Consistency of Business Strategy, Post-Acquisition Integration and Management of People: Developing a HRM Best Practice 7. Human Resource Practices And Business Performance: Grupo San Nicolas 8. HRM Systems in Mexico: Case Novo Nordisk 9. Performance Management in Knowledge-Intensive Firms: The Case of CompuSoluciones in Mexico 10. Walking the Talk of Safety in South America 11.Executive Staffing Practices in US-Mexican Joint Ventures: A Staffing Model for IJV Executives 12. Western Ethical Theories and their Relevance to HRM in Latin America 13. Business Schools in Latin America: Global Players at Last? 14. Theoretical Approaches for HRM in Latin America

In addition to providing the reader with a thorough overview of the trends in HR strategies and practice and the challenges faced by HR executives in Latin America, this book also explores cultural issues critical to conducting business and understanding human resource management in this region. Structured in two distinct parts, Davila and Elvira's comprehensive book moves from a general overview of the economic, managerial and leadership styles found in Latin America to the current status, role and importance of the HR function in a variety of country-specific chapters including Argentina, Brazil, Chile, Mexico, Central America and Panama. Expert scholars from the region and abroad highlight how regional characteristics affect HRM practices according to the particular development of each country, and country specific chapters focus on: aspects of key institutional determinants of HRM practices (such as laws, politics, economy) the current status, role and importance of the HR function in most firms review practices including pay, staffing and labour relations trends for the near future. Written from a Latin American perspective, and by contributors with interdisciplinary backgrounds, it features topical, original research and forms an essential component of the Global HRM series, complementing the other texts. Using up-to-the-minute case studies, this text is invaluable reading for academics, students and practitioners of HRM, personnel management and international business alike.