WISMS Workforce Strategy Karen Payne Public Health Workforce Lead NHS Yorkshire and the Humber.

WISMS Workforce Strategy

Karen Payne Public Health Workforce Lead

NHS Yorkshire and the Humber

Process and Methodology

‣Historical

‣What this is, what this is not….

‣World Class Commissioning

‣Models for Workforce Planning

Historical Workforce Planning

‣Historical annual event

‣Seen as number crunching and “someone else’s job”

‣Disconnected from service activity, budgetary planning and performance

‣Owned by HR and analysts – not service

‣Influenced by existing professionals and job roles – replication of same

‣Very short term and no real comprehension

What this is, what this is not….

‣ System and Service led v HR activity

‣ Strategic intent v number crunching

‣ Gap analysis v focusing on one profession

‣ Identify good practice v segmented working

‣ Describes skills and competencies needed in future workforce to deliver

service

‣ Influences educational commissioning, workforce and organisational

development

WISMS aims and regional perspective – what's in it for me?

‣ flexible and adaptable skills and competencies to deliver care

‣workforce that can traverse different organisational boundaries and deliver high quality care

‣Demand, supply and commissioning based on skills and competencies and not just numbers

‣Workforce innovation and sharing of best practice to deliver high quality care and support regeneration

‣Productivity models: Lean and productive ward facilitating effective use of skills and competencies to deliver value for money

ODS STRATEGIC FRAMEWORK FOR WORKFORCE PLANNING: The Population Centric™ Approach

Model Approach

‣Stage One – change management is part of culture

Model Approach

‣Stage two – Populations definition and

strategic environment

‣ACTIVITY: PESTLE Analysis

‣On table discussion and mapping

‣One table each to provide 3 key issues from

each theme area

Working Through Scenarios

‣Stage 3:Design and Commissioning of Services

‣ACTIVITY: Press release: 2012 WISMS are internationally

recognised as providers of innovative exemplar services with an

integrated workforce delivering high quality care for all.

‣Table activity using flip charts: Identify ALL the main SERVICE

ELEMENTS the user may have to access. User being the

individuals in the scenarios

Task and Individuals: working towards service and people maps

•Stage 4: Defining skill knowledge and competence level

•ACTIVITY: Using your scenario map

•What are the skill, knowledge and competence required to deliver the 2012 services

•Table activity: Use the template to describe the skill and knowledge required

Strategy: Action Planning

•Stage 5: Defining roles and future workforce

•Stage 6: Gap analysis, Reality Check, Planning for Implementation

• Journey: So far experienced a rapid tour of ODS model. Now, considering were we are today what are the key priorities, strengths, opportunities and risks – what will the future workforce look like?

Themes to consider….• Economy• WISMS balance scorecard• Workforce profile – gender, diversity, age, working hours profile• Current roles and responsibilities• Organisational development - culture and vision• Leadership• Training/competence needs• Education commissioning• Risks• Labour market• Recruitment• Retention• Vacancies• Retirement• Redeployment