Presentation is loading. Please wait.

Presentation is loading. Please wait.

Tools for Workforce Planning

Similar presentations

Presentation on theme: "Tools for Workforce Planning"— Presentation transcript:

1 Tools for Workforce Planning
Virginia McCririck

2 Six Steps to Workforce Planning
1) Define Purpose of the Plan 2) Map the Service Change and how it will impact on the workforce 3) Assess demand for the workforce based on the service delivery model 4) Assess supply of staff available now and in the future 5) Develop and action plan to bridge gaps in demand and supply now and in the future 6) Implement and review

3 Step 1 – Defining the Plan
Purpose Problems to resolve? What does plan aim to achieve? Scope What organisations are covered by the plan? What types of staff are covered? What client groups are covered? Timescale Ownership Who owns the plan? Stakeholder involvement?

4 What tools will help with Step 1?
Stake holder mapping PESTLE analysis - key drivers for change SWOT analysis

5 h h h h h h h h h h h Power/Interest Matrix of Stakeholders Low High
Level of Interest 1 2 3 4 5 A. Minimal Effort B. Keep Informed 1 h h CYPD h Service Users Adult Social Care CSV/Volunteers h Carers Forum h Office for Third Sector 2 h Social Enterprise Unit h Power 3 C. Keep Satisfied D. Key Players CTALD Team h h Carers h PCT/SHA 4 h Supporting People Team Staff/TU’s h Commissioners h 5 Elected Members h High Code h Advocates & Supporters h Blocks & Critics h Neutral

6 Continuum of Commitment Analysis
Stake-holder Obstructing No Commitment Let It Happen Help it Happen Make it Happen A x O B X O C D X = Currently O = Where we need them to be for successful change Based on Beckhard & Harris (1987) Organisational Transitions: Managing Complex Change. For more information see NHS Institute’s Social Movement Handbook “The Power of One – The Power of Many”

7 Pestle Analysis - Key Drivers for Change
Political Legal Environmental Organisation Economic Factors Social-Cultural Factors Technological

8 Appraise your environment
Use a SWOT Analysis Involve staff and other stakeholders What do we do well? What could we do better? What are we not making the most of? What are we worried about?

9 Step 2 – Map the Service Change
Process of Service Re-design to meet service user choice, financial constraints, improved efficiency, changes in care through technology Critical stage - focus on intended benefits and what is achievable Key to get wide stakeholder involvement in this step Current baseline - of service costs and performance measures What forces will support the change and what will resist it? What are the options? What scenarios for service change have been considered? What is the preferred service delivery model? Is it realistic given financial realities? Will it lead to improved outcomes for service users?

10 What tools will help with Step 2?
Scenario Planning Culture web mapping Tools for service improvement – LEAN methodologies Systems thinking Action learning Allowing space for new things to emerge

11 Scenario Planning What is it?
Provides a framework to consider what the future holds Identifies new risks and challenges in the future - helps to prepare for the unexpected Enables you to expand your vision and think of alternative futures Most useful when there is limited clarity on the future Helps to balance intuition, judgment and fact Recognises that forecasting is notoriously difficult Where has it been used? Private sector companies, eg, Shell, Body Shop, NHS How do you do it? There is no set approach - depends on organisation, situation etc…

12 One approach to Scenario Planning
Identify issues and forces that will shape the service and/or care pathway over a defined period of time Identify those that will have most impact Identify those that give the most uncertainty Identify 2 issues that cause most worry from this list and map against each other, taking a positive and negative view of each one Consider if there may be any wild cards coming into play Then consider what it will look like in each of the scenarios you have created Identify what this will mean for the service design Identify what this will mean for the workforce Identify what this will mean for service users Identify what this mean for partners along the delivery chain Are any common issues identified? What are the risk factors that you need to mitigate against?

13 Demand and Supply Scenarios Quadrants
SUPPLY for institutional care RISES Specialist Growth Specialised provision refines & matches rising demand in specialist areas. Supports maximising independence choice and control. Mixed bag – Whose vision? Some specialist provision grows but also mainstream institutional investment undermines choice & control maximisation. Markets Rule OK? Availability sucks in people to institutional placements. Perverse drivers and dysfunctional outcomes for people. x New World Choices Providers diversify, innovate & respond. Supports different supply against rising demography & changing expectations. Good outcomes SUPPLY for institutional care FALLS DEMAND for institutional care HIGH DEMAND for institutional care LOW

14 Scenario Planning – useful links:
Improvement & Development Agency for Local Government (IDeA) – Shell -

15 Culture Web Mapping The way we do things around here - very hard to change Tool which enables a group to: Identify what they “take for granted” Identify barriers to change Identify those things which will be very difficult to change Identify those things which need to change Develop practical ideas for implementing strategic change The way we do things can absorb all kinds of threats. The cultural system can easily absort threats and maintain the status quo. Often the more you try to change something, the more resistance you will face. Just think of a toddler or a teenager…. This means that the existing ways of doing things will persist. Key to making change is to change the work environment and ways of doing things so that over time people can see the value of the change. Identify the successes along the way and celebrate them.

16 Extracted from Johnson and Scholes

17 Cultural “From – To” Table Example
Difficulty getting staff to work as a team Staff calling in on their day off to help achieve the services targets Staff bringing problems and complaints to manager to sort “This was the problem and this is what we’ve done about it” Clients told when to get out of bed Clients able to choose when to get up in the morning

18 Step 3 – Assess Workforce Demand
Assess current & future demand for services Joint Strategic Needs Assessment POPPI data SAS data What is the impact of service re-design - on tasks and role design? What is the impact of new technology - on tasks and role design? What tasks could be better performed elsewhere in the delivery chain for the care pathway? What achieves the best outcomes for service users? Review this once you have completed Step 4 - how realistic is your new service model?

19 What tools will help with Step 3?
Demand forecasting Ratio Analysis Trend analysis Cost analysis Benchmarking productivity level comparison, internal and external Systems thinking Role re-design Aiming to achieve a picture of the sort of workforce you will require - numbers and skills

20 Step 4 – Assess Workforce Supply
The current workforce - what are the key characteristics of it? Workforce forecasting - internal and external supply of workers Options for increasing supply? Options for working differently? Workforce characteristics - key data - (handout) Workforce forecasting - more detail later. Options to increase supply - eg, action to reduce sickness absence, new types of role, retention, morale - to increase productivity…

21 Key Steps in Internal Supply Forecasting
Obtain data on current workforce numbers and skills in each skills cluster/occupational group for whom forecast is to be generated Analyse each group by age, length of service, diversity classification, current performance, future potential Forecast future ‘wastage’ (i.e. losses) based on trends in past turnover and estimates of the likelihood that these will continue Project retirements Look at past trends in transfer/promotion out of the occupational group to other occupational groups in the organisation Need to ensure correct segmentation of the workforce - group by group approach. Important that you don’t lose issues in averages.

22 External Supply Forecasting
Research into skills shortages and recruitment difficulties Trends and projections in the educational output of people with the relevant skills and qualifications (possibly locally, nationally and internationally) Trends in population movements in the area(s) concerned or wider migratory patterns nationally or internationally Competitive factors in the labour market, locally or more widely Changing expectations about work and working conditions or benefits Pay rates operating in the local labour market

23 Step 5 – Developing an Action Plan
Gap analysis Priority planning Action planning Risks to achieving the outcomes Managing the change Gap - what changes are needed to the current workforce? Do you need to do a gap analysis for each scenario? Gaps wil be qualitative as well as quantitative - skills/capabilities. May include need for performance shift. Need to decide whether you can live with any of the gaps that you identify - and could you mitigate those gaps through other routes - include risk management. Priorities - what are the key hotspots that need the most significant change - where are the quick wins? What will have most impact? Think about priorities for action planning based on impact on service users…. Managing the change - needs careful thought. Involvement of staff from the start will help. Role redesign - allow plenty of time for the discussions. Helpful to some extent to let things emerge over time depending on what you are going to do. Burning platform - financial crisis - now is a good time to facilitate change, acceptance of cultural change. Trade unions etc…

24 Internal strategies (‘grow’ your own) could involve:
Work restructuring and skills change Changing (eg flexible) work patterns Training and development Retraining Promotion/succession plans Redeployment Redundancy

25 External strategies (‘buy in’) could involve:
External recruitment of qualified staff External recruitment of trainee staff Other measures to influence supply, such as educational sponsorship

26 Menu of recruitment and retention options available to councils
Strategic partnering Shared services Outsourcing Branding – ‘employer of choice’ Forecast supply and demand Work across organisations Employability of local workforce Retain local workforce Outward facing Better use of agency staff Pay and benefits E-recruitment Flexible working Reduce sickness absence Scenario planning Target under-represented groups Balance workforce profile Total rewards package Technology i.e mobile working Inward facing Short Term Long Term

27 Step 6 - Implementation, Monitoring and Review
Measuring progress Revisit Each Step - it is an iterative process

28 Helpful Resources “Tomorrow’s People” - Audit Commission Report includes some group work exercises - “What does a Commissioning Framework Look Like?” - ADASS 2007 - American website with some helpful resources Improvement and Development Agency website on workforce - some helpful examples of learning from integrated workforce planning Skills for Care - Skills for Health - South West Regional Efficiency & Improvement Partnership – Virginia McCririck, Transforming Adult Social Care Regional Implementation Lead for Workforce - Mobile contact

Download ppt "Tools for Workforce Planning"

Similar presentations

Ads by Google