How to Workforce Plan Joy Simpson Health Education East Midlands (Nottinghamshire) Sheila Hawkins Health Education East Midlands (Leicestershire and Rutland) 8 th October 2013

“ If you always do what you’ve always done, you’ll always get what you’ve always had.” Mark Twain

The LHC Workforce Teams -what do they do?

Why workforce plan? Current and future direction for service that can impact on workforce Inform current and future East Midlands education and training commissions to meet patient and service need Supply and demand - recruitment / retention Efficiency and cost savings Future focused- opportunities

Three examples of workforce planning methodologies used by the LHC Workforce Teams across the East Midlands (there are many more…….)

Skills for Health Model The Six Steps Methodology offers: A systematic practical approach that supports the delivery of quality patient care, productivity and efficiency Assurance that workforce planning decisions taken are sustainable and realistic A scalable approach, from small ward-based plans to large organisations A joined-up approach with social care, where the same approach has been adopted.

The Six Steps: Step 1: Defining the plan Step 2: Mapping service change Step 3: Defining the required workforce Step 4: Understanding workforce availability Step 5: Planning to deliver the required workforce Step 6: Implement, monitoring and refresh.

The Population Centric™ approach (Acknowledgement and thanks to Prospect Business Consulting Ltd for use of their slides and diagrams)

Functional Mapping Designing workforce by patient pathway rather than professional group Identify all the functions/tasks needed to deliver a pathway from the patient’s perspective Identify skill levels needed to deliver each function Shows what kind of workforce needed, identifies competences and can be used to develop job descriptions and/or costings for service

Functions and skill levels stages 4+5

Functional Mapping Works well when pathway is delivered across several agencies and professions Needs good clinical engagement Supports service re-design and management of change Specifies requirements for education Doesn’t create neat numbers for commissioning education places

What’s the shape of your workforce?

Current workforce Need current workforce data & demography to consider future need Supply & demand Age profiles Recruitment Training Retention Absence rates Labour market intelligence

Defining the future workforce Gather intelligence (meetings/ workshops/ templates) Develop options for the future workforce: Roles (& working differently) Numbers, Costs! Can identify minimum requirements in terms of the level of competence, or professional role or location Scenario building – business cases options (workforce planning methodologies support this)

What is needed in the skills and knowledge ‘pot’? Expert / Specialist Intermediate Support / QCF

Relevance Risk Resources Results Responsibility Re-deployment Redundancy Reward Remuneration Return Bosma / Bond 2002 Retirement Re- engineering Recruitment Re-training Refresh The HR Reality Check Losing People Getting People Retaining People

Workforce plans build capacity & capability Training Education commissioning Leadership development Recruitment and retention Talent management Re-deployment Succession planning Engagement – staff/patients/ clients/users Communications

LHC Workforce Development Plan Process 2. Engagement/ gather information 3. 1 st draft Workforce Plan 4. Confirm and challenge 5. 2 nd draft Workforce Plan 6. Final draft/ ratification 7. Submission to EMLETB 1. Reflect on last year 8. EMLETB Education and Training Commissioning Events and Agreement

LHC Workforce Lead Contacts Derbyshire LLR (Richard Ansell Lincolnshire Northamptonshire Nottinghamshire

What’s hot around workforce planning in terms of the business and service provision for you? What experiences do you have with workforce planning? LHC Workforce Teams can help you!