Loading presentation...

Present Remotely

Send the link below via email or IM


Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.


Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Workforce Strategy & Planning for Capital Developments

Jane Evans, Workforce Planner, Mid North Coast LHD, NSW Health

Jane Evans

on 26 June 2013

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Workforce Strategy & Planning for Capital Developments

Jane Evans, Workforce Planner
Mid North Coast Local Health District

Workforce Strategy &Planning
for Capital Developments

An introduction to
Let's collaborate to
share knowledge, experiences & promote debate
create a workforce planning tool kit
offer a model for NSW Health capital developments

What is Strategic Workforce Development ?
It comprises three parts
Workforce strategy
Resourcing strategy
Implementation plan
STRATEGY: sets out the high level background, drivers, challenges, research & thinking - relating workforce to the overall clinical services development plan.
RESOURCING: identifies the resources and financial timeframe required to achieve the future services proposed.
ACTION: specifies in detail how the organisation will achieve its workforce objectives and how this links to transformational change.
Balancing workforce needs
Highest to Lowest
Allied Health
All vacancies impact health service targets, access to care & ability to develop services
Direct-care vacancies have the greatest adverse impact, but gaps in-direct care staff must not be underestimated
In some occupational groups just a few vacancies results in a high vacancy rate & increases the risk of service stagnation.
An aging workforce poses a real threat
Balancing the 'professional shortage' against alternative service delivery models
Creating new strategies to educate, identify, recruit & retain new staff
Reducing the load on the current workforce.
Successful change is created by people...
Resourcing strategy
Governance and change management process
Existing health workforce FTE
Future workforce requirements
Benefit realisation
Specific FTE by medical, nursing, allied health and other occupational groups
Identify key or time critical positions
Which roles, how many, how early &
at what cost?
How will key
staff be recruited
& retained?
New skilled employees can bring:
a fresh perspective
up to date clinical practice
a strong work ethic
enthusiasm to work in a new team
innovations to improve patient care
Existing employees offer:
stability & continuity
local & corporate knowledge
support, coaching & mentoring
Down to detail
Time for people
Support Services
Briefing the troops
Comms, data, security, duress, nurse call, integration of specialist equipment...
Physical Resources
Buildings, utilities, technical services, facilities management, witness testing, handover...
Change Agents
Attracting new skills
Recruitment Campaign
Staff Consultation
Implementation Plan
Training & Development
Use the established processes
Encourage staff engagement
Raise awareness of new structures
Consider succession planning
Announce funded vacancies
Confirm department profiles
Recruit to key early positions to support this campaign & change
Produce recruitment packs, position descriptions, adverts for all other positions
Identify & brief convenors for team appointment panels
Report all recruitment activities.
Provide information & opportunities for spouses and families
Develop a growing talent pool
Support research & education needs
Encourage disadvantaged groups
Offer work life balance & stakeholder support
Partnering with educational providers
to 'grow your own staff'
Provide comprehensive training, orientation & induction programs
Review & evaluate the success of the campaign
Prepare on-going workforce strategies
Resourcing strategy (FIS) should also include
Pre-commissioning -
back-filling key staff
Commissioning, orientation and training
Service readiness checklists
Move day to post-occupancy evaluation needs extra manpower
Early recruitment
of key staff
Strategic workforce development
Workforce planning for capital developments
A tool kit to support change management
Collaborating to identify next steps
NSW Health Infrastructure
Change Management Workshop
27 June 2013

Workforce strategy
Background - general & workforce
Health workforce drivers & challenges
Local factors influencing the workforce
Employment strategy & program initiatives
Targeted programs eg apprenticeships, education & training scholarships
Preferrably interested
NUMs & HODs - consistent throughout the project
Human resources, volunteers,
health & safety, medical records, cleaners, wards person, reception
Effective executive leadership
Established reporting systems
Regular WoH communication
Decisions on issues & risks
Implementation plan
Implementation Plan
planning tool kit
Workforce strategy
20 mins to write on post-it
notes what you want included
10 mins for group feed back
Any questions?
Full transcript