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ToolkitBay Of Plenty DHB Mäori Health Provider
Mäori Workforce Development Toolkit
2009 - 2010
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The Korite Project wishes to acknowledge the expertise and support of the project reference group.
Kathy Grace PoutiriTrustMDOKiri Peita BOPDHBMāoriPlanningandFundingUnitSharon Muru ToiTeOra-PublicHealthServiceDr George Gray ToiTeOra-PublicHealthServiceLynda Hare-Rangitauira WesternBayPHOCandice Porter TeAoHouPHO
Dr Neil de Wet ToiTeOra-PublicHealthServiceforprojectadvice
TheprojectwouldalsoliketoacknowledgeToi Te Ora Public Health ServiceforitscontributionofworkforcedevelopmentresourcesandtheBay of Plenty DHBMāori Planning and Funding Teamforproject,resourceandmonitoringsupport.
Kaati,ekoretereomihimihiemoe...
Acknowledgements
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Acknowledgements 2
Whatisworkforcedevelopment? 4
Whyisitimportant? 5
Benefitsofworkforceplanning 5
WhatdoesKoriteoffer? 5
TheMinistryofHealthperspective 6
KoriteGuidelinesonGettingStarted 7
TheWorkforcePlanningCycle 8
Phase1Strategicdirection 9
Phase2Workforceanalysis-4stepapproach 11
Step1:Analysesupply 12
Step2:Analysedemand 14
Step3:Gapanalysis 17
Step4:Strategydevelopment 19
Phase3Implementplan 21
Phase4Checkprogress 24
Workforceplanningquestionnairetemplate 25
Toolkittemplatesection 27
Listoftemplates 29
References
Ihirangi Contents
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Workforcedevelopmenthasevolvedfromanarrowfocusontheindividualtoamuchbroaderandholisticconceptthatnowincludesworkforceanalysisandplanning,humanresourcemanagementandcapabilitydevelopment.
Workforcedevelopmentencompassesthinkingandactionatthe:
What is workforce development?
Systems level governmentpolicy,legislature,funding,Awards,infrastructure;
Organisational level strategicplanning,managementandleadership,performance measurement,succession,supervision,mentoring,cultureand workplace;
Individual level careerplanning,professionaltraininganddevelopment,openness tochangeandinnovation,commitmenttobestpractice;
Thisintegrated,tiered,approachisneededtoaddresssuchcomplexissuesasgloballabourshortages,thepaceofchangeandanageingpopulation.Theaimistostrengthenorganisationsbyaligningtheworkforcetobothcurrentandfutureservicedemands.
Thesedays,workforcedevelopmentcandescribeanyoneofarelativelywiderangeofpoliciesandprogrammesrelatedto‘learningforwork’.
KORITE
The Korite workshop focuses
mainly at the organisational
and individual level. It is
designed to help managers
plan effectively and ensure
they have the right people
in the right jobs at the right
time.
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In the future the sector will experience:
• Anageingpopulationandanageing workforceincreasingtheneedfor effectivesuccessionplans;• Amoreethnicallydiversesocietyand workforce;• Increasedcompetitionforhighlyskilled employees;• Moretechnologicaladvancesplaying agreaterroleinimprovingefficiency andproductivity;• Anincreasingdemandforservices;• Amoreinformedclient.
Morepeoplewillwanttoworkdifferently,moreflexibly,astheyjugglework/lifebalance.
Morepeoplewillbecomfortableinswitchingnotonlyrolesandjobsbutcareers,duringtheirworkinglife,soorganisationsmaynotbeabletoexpectemployeestostayaslongastheyusedto.
Why is it important?
What does the Korite Workforce Planning Project offer?Korite project offers each organisation the opportunity to:
• Attendaworkshopdirectlyfocussedondevelopingaworkforceplanandprocessforyour Hauora• Accesstoatoolkitofresourcesspecificallydesignedforworkforceplanning• On-goingindividualorgroupsupporttocompletetheWFDplan• Achancetohelpevaluatetheproject• LinktotheBOPDHBMāoriWorkforceDevelopmentPlan:Korite.
Workforce Planning Benefits
• Helpsprepareforthegrowingnumber ofretirements/staffturnover.
• Helpsidentifygapsbetweencurrentjob skillsandjobskillsneededtoperform workinthefuture.
• Helpsmaintainorrecruitadiversified workforceinordertokeepdoingthe business.
• Providesaprocesstohelpaddressnew changes,eitherwithinorexternalto theorganisation,thatimpactonthe workforce.
• Helpsprepareforexpansion, restructuringorreductionofparticular workcategories.
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TheStrategicImperativesModelwasdevelopedbytheNewZealandMinistryofHealthforworkforcedevelopment.Thefive‘strategicimperatives’are:
1. Infrastructure Development Creatinganationallyrelevantinfrastructure
2. Training and development Co-ordinatingdisparateelementsintoamodelwithaqualificationsframeworkthatmeetsservice providerrequirementsandtakesintoaccountexistingcompetencies.
3. Retention and recruitment Developinganationalandregionalresponseandproducingmediumtolong-termsolutions throughregionalandnationalcollaboration.
4. Organisational development Developtheorganisationalcultureandsystemsnecessarytosustaintheworkforce-improvingworkersskillsandtheworkenvironment.
5. Research and evaluation Toensureinformationisavailabletothesectortoinformworkforce developmentandgainabetterunderstandingoftheeffectivenessofworkforcedevelopment expenditure.
The Ministry of Health Perspective
Figure 1: The Strategic Imperatives Model.
OrganisationalDevelopment
Retention andRrcruitment
Research andEvaluation
InfrastructureDevelopment
Training andDevelopment
WorkforceDevelopment
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Korite Guidelines on Getting Started
1. Be strategic
Ensureyourworkforceplanningconsidersandlinkstoa)strategicsectorpoliciesand goalsandb)localIwi,hapūorMāoricommunitydirectionsandgoals.Thesectorincludes theMOH,DHBs,Regionalgroupse.g.Midlands;PHOs,MDOsetc
2. Be inclusive
Includereferencestoyourownorganisationspoliciesandproceduresinyourfinalworkforceplan thathasaconnectiontoworkforcedevelopment
3. Aim for alignment
Ensureallyourplans,goalsandobjectivesagreewitheachother.
4. Meet current compliance obligations
Developthecompetencyofcurrentstafftoensureyoucansuccessfullydelivercurrentcontracts andservicestothecommunity.
5. Plan for the future
Lookaheadandplangrowthanddevelopment.Whatkindofworkforcewillyouneedin5,10,15 yearstime?
6. Be deliberate, creative and collaborative
Therearemanywaystodevelop,educateandtrainaworkforce.Gettogetherwithothersto discusswaysinwhichyoucansupportoneanothertodothis.Planaheadandprioritise.
7. Create a culture of on-going learning and sharing within the organisation
Manysituationscanincorporatelearningandteachingopportunities
HANDY TIPS
• Practice selective hiring
Recruittherightpeopleinthefirstplaceandrecruitfortalentandthelongerterm,nottofillan existingjob.Thisavoidshavingtotrainbackwardsbeforeyoucantrainforwards.
• Leverage your experience, resources and knowledge
Buildonwhatyou’realreadygoodatandwhatyoualreadyhave.Everyonealearner,everyonea teacher.Exploiteconomiesofscale.
• Health workforce development is a multi-stakeholder, multi-level operation
Itmaybeworthallocatingworkforcedevelopmentasaspecificportfoliotosomeonewithinthe organisationtocoordinateandmanage.Mostdefinitelyitshouldbecomeanintegratedpartof themanagementreviewprocess.
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Manyorganisationsandsectorshavedevelopedoradapteddifferentmodelsforworkforceplanning,tosuittheirownuniquecircumstances,clients’needsandgoals.Exceptforsomeofthelanguageandtheorderinwhichstepsarearranged,themodelsarebasicallysimilar.Allworkforceplansshouldaimtoaddressthesectorandtheorganisation’scriticalstaffandtrainingneeds,includingtheoverarchingissueofworkforcesustainability.
The Workforce Planning Cycle
PHASE 1DIRECTION
Determinewheretheorganisation
isgoing
PHASE 2ANALYSISConductworkforceanalysis
PHASE 3ACTIONImplement
workforceplan
PHASE 4CHECK
Monitor,evaluateandrevise
TheKoriteworkforceplanningcycleisasimplefourphaseapproachthatcaneasilybeadaptedtofitanyorganisation.Thekeytoitssuccessisinitsabilitytodeliveroutcomes,andsothereisafocusonstrategicinput,thoroughanalysisandarealisticactionplanwhichisreviewedandmeasuredaspartoftheorganisation’sregularbusinessplanningprocess.
Figure 2. Korite workforce planning cycle
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Action Who When Done
1. Reviewtheorganisationsstrategicplanandidentifythemission, keystrategies,goalsandworkforceissues
2. Aretherechangesplannedthatwillaffecttheworkforce? Notethesedown.
3. Findoutwhatthebudgetestimatesforworkforcedevelopment are.Howdobudgetissuesaffectthecurrentorfutureworkforce?
4. Findoutwhetherchangesintechnologywillaffectthewaywork isperformed.
5. Findoutwhethercurrent,neworanticipatedgovernmentpolicy willaffecttheorganisation/workforce.
Korite Workforce Planning Cycle - Phase 1 Strategic Direction
Action Checklist
IntroductionAstrategicplansetsoutclearlywhereanorganisationisgoinganddescribesthegoals,objectivesandstrategiesithaschosentoachievetheminawaythatmakesiteasytomeasureprogressandsuccess.Oncethisprocessiscompleted,itbecomesclearastowherethebudgetandresourcesshouldbeal-locatedandwhattheworkforceneedsare.ACommunityNeedsAnalysisorsimilarsurveyshouldhavebeenconductedaspartofthestrategicplanningprocess,andsothisstepisnotrepeatedhere.
Key questions• Howmany/whattypesofjobsandskillsareneededtomeettheorganisationsmissionand strategicgoals?• Whatstrategiesshouldbeusedtohire,retainorteachtheseskills?
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Mauriora Hauora Workforce Plan - Draft Example
Strategic Summary
Budget Analysis
Technology Impacts Government Policy Other Impacts
Vision
Mission
Goals
Objectives
Workforce Issues
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Gatheringandanalysingdataabouttheworkforceisanimportantpartoftheworkforceplanningprocess.A four-step approach is suggested.
Korite Workforce Planning Cycle - Phase 2 Workforce Analysis
Step 4Develop strategies
Plan for• Recruitment• Successionplanning• Knowledgemanagement• Employeedevelopmentandretraining• Work/organisationchanges
Step 3: Conduct gap analysisCompare• Supplyanalysiswithdemandanalysistoa)determine futuregapsorb)shortagesandsurplusesinthenumber ofstaff/neededskills.
Identify• Futurechangesinworkforcedemographics(e.g.age, cultural,genderimpacts)• Areaswheremanagementactionwillbeneededtomeet workforce
Step 1: Analyse supplyWhatworkforcedoyouhave?
Consider• Servicecontractsandstaffing levels• Workforceskills• Howtheworkforceismadeup• Employmenttrends
Step 2: Analyse demandWhatworkforcewillbeneeded?
Identify• Workforceskillstomeetfuture needs• Staffingpatterns• Anticipatedchangesto programmesandworkloads
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Korite Workforce Planning Cycle - Phase 2 Workforce Analysis
Action Who When Done
1. Identifyemployees’ages,genders,ethnicity,educationand qualificationlevelsandlengthofservice.
2. Drawupaskillprofile.Identifycriticalknowledge,skillsand abilitiesthathighperformersusetoachievesuccess.
3. Identifyworkforcemanagementissuesthataffectthe organisationsworkers.
4. Discusswithmanagersandotherteamleaderswhichareasofthe workforcearecurrentlyorpotentiallyvulnerable.Notedown.
5. Reviewretention,turnover,promotionpatterns,leaveusageand retirementpatterns
6. Doesstaffturn-overaffecttheorganisationsabilitytodoits work?
7. Whydopeopleleavetheorganisation?(UseExitsurveysif available).
8. Projectwhattheskillandexperiencelevelofthecurrent workforcewillbeinthefuture.
9. Howhaveretirements,hiringfreezes,restructuringorjoblosses affectedtheorganisationinthepast?
10. Whatchallengesmayaffecttheorganisationsabilitytorecruit andretainkeyskillsinthefuture?
What to do - Action Checklist - Phase 2 Step 1
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Mauriora Hauora Workforce Plan - Draft Example 2
Workforce ProfileGeneral summary
Future projectionsGeneral summary
Workforce management issues affecting workforce supply
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Step 2
Introduction
Thisanalysislooksforwardandidentifiestheworkforceneededinthefuturetocarryoutthe
organisation’smission.Focusontheworkthattheorganisationmustdoandthestaffthatwillbe
neededtocarryoutthatwork.
Key questions
Withintheorganisation
• Whatinternalfactorsareaffecting/couldaffecttheworkforce?
• Willthewaytheworkisbeingdoneneedtochange?
• Willnewprogrammes/servicesbeaddedordeleted?
• Willcurrentemployeeshavethenecessaryskillstodotheworkinthefuture?
• Willtheworkloadchange?
• Willmoreorfeweremployeesbeneeded?
Externally-outsidetheorganisation
• Whatishappeningwithinthesector?Regionally?Nationally?
Data sources
• Thestrategicplan
• Environmentalscanningandanalysingtrends
Korite Workforce Planning Cycle-Phase 2 Workforce analysis
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What To Do - Action Checklist - Phase 2 Step 2
Action Who When Done
1. Findouthowpopulationandcommunitychangesmightinfluence thedemandsplacedontheorganisatione.g.ageingpopulation
2. Investigatehowtechnologycanandwillbeusedtoimprove serviceprovisionandidentifyjobsthatwillbeaffectedby technologicalchanges.
3. Decidewhetherchangestotechnologywillaffectthenumberof employeesneededtodotheworkorthetypeofskillsworkers willneed.
4. Notehowtheeconomyaffectstheorganisationanditsprovision ofprogrammesorservices.
5. Takenoteofanylabourtrendsthatarerelevanttothe organisation.
6. Takenoteofstudentinformationavailablefromeducational institutions.
7. Identifyissuesassociatedwiththeuseofnon-permanentstaff, includingcostandsupply.
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Future work Future workforce needed
Mauriora Hauora Workforce Plan - Draft Example 3
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Korite Workforce Planning Cycle -Phase 2 Gap analysis
Step 3Introduction
Gapanalysiscomparestheworkforcethatanorganisationhastodaywiththekindofworkforceitpredictsitwillneedinthefuture.Theorganisationwillestablishworkforcestrategiesbasedontheresultsofthisanalysiswhichmayshowoneofthefollowing:• Agapindicatingafutureshortageofneededworkersorskills.Itisimportanttoknowwhat criticaljobswillhavegapssothenecessarytrainingorrecruitingcanbeanticipatedandacrisis approachtoworkforcecanbeavoided.• Asurplusindicatingafutureexcessinsomecategoriesofworkers.Theanalysismayshowthat someoccupationsorskillswillnotbeneededinthefutureoratleastwillnotbeneededtothe sameextent.
Key questions
1. Whatnewskillswillweneedtoaccomplishourgoalsandobjectives?2. Doesourworkforcecurrentlyhavetheanticipatedneededskills?3. Whatjobfunctionsorskillswillnolongerberequired?
Action Who When Done
1. Compareinformationabouttheexistingworkforcewith futureprojectionstoidentifyfuturegaps(shortages)and surpluses(excesses)inthenumberofstaffneededandneeded skills.
2. Identifychangesinthefutureworkforcedemographicse.g. workerswillbemorediverse,younger,morequalifiedetc.
3. Identifyareasinwhichmanagementwillhavetofocusinorder toreachworkforceobjectives.
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Gaps (shortages) projected
Management actions necessary to reach workforce objectives
Surpluses projected
Mauriora Hauora Workforce Plan - Draft Example 4
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Step 4Introduction
Thefinalstepintheworkforceanalysisphaseinvolvesthedevelopmentofstrategiestoaddressfuturegapsandsurpluses.Strategiesaretheprograms,policies,andpracticesthatassisttheorganisationinrecruiting,developing,andretainingthecriticalstaffneededtoachieveitsmissionandstrategicgoals.Italsoassistsindealingwithworkersorskillsnolongerneeded.
Strategiescanfallintothebroadcategoriesof:
Actions to do with ‘classifying positions’ within the organisation
- Includingredefiningjobtitles,addingnewjobs,reallocatingjobs,and rewritingjobdescriptionstobetterreflectfuturefunctionalrequirements.
Actions to do with ‘salaries’
- Includingequityadjustments,promotions,andmeritincreasesthatmaybe needed.
Staff development and succession planning strategies
- Toprepareemployeesforspecificpositions,titles,oroccupations.- Ensuringthattherearehighlyqualifiedpeoplecapableoffillingcritical positions.
Recruitment/selection strategies
- Tofindandhirerecentschoolgraduatesorqualifiedcandidatesfromother agenciesortheprivatesector.
Retention strategies
- Toencourageemployeestostayintheorganisation.
Knowledge transfer strategies
- Tocapturetheknowledgeofexperiencedemployeesbeforetheyleave.
Korite Workforce Planning Cycle-Phase 2 Strategy Development
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Making Things Work
Strategiesshouldbekepttoamanageable numbersotheycanbeachievable,andtheyshouldbeprioritisedtoallowtheorganisationtofocusitsresourcesonthemost important strategies first.
Severalfactorsinfluencewhichstrategyorcombinationofstrategiesshouldbeused.Somefactorsare:
Time Isthereenoughtimetodevelopstaffinternallyforvacanciesornewskillneeds,or isrecruitmentthebestapproach?
Resources Whatresources(e.g.technology,templates,andplans)arecurrentlyavailableto provideassistance,ordoresourcesneedtobedeveloped?
Internal depth Doesexistingstaffdemonstratethepotentialorinteresttodevelopnewskillsand assumenewormodifiedpositions,orisexternalrecruitmentneeded?
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IntroductionOncetheorganisationhaschosenandprioritisedspecificworkforcestrategiesaseparateactionplanfortheimplementationofeachstrategywillprobablyneedtobedrawnup.
Success factorsOthersuccessfactorswillinclude:
1. Ensuringthereisexecutivelevelsupportforthestrategies2. Adequateresourcesallocatedtocarryoutthestrategies3. Clearrolesandresponsibilitiestocarryoutthestrategies4. Realistictimelines5. Clearperformancemeasures,milestonesanddeliverables.6. Acommunicationplanthatensureskeypeoplearewellinformed.
Keeping up to dateBecausetheworkforceplanissocloselylinkedtotheorganisation’sstrategicplan,anychangesthatoccuratthatlevelmayneedtoshowadjustmentsintheworkforceplanstrategies.
Korite Workforce Planning Cycle - Phase 3 Implement Plan
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What to do - Action Checklist - Phase 3
Action Who When Done
1. Choosespecificworkforcestrategiesappropriateforthe organisation(basedontheanalyses)
2. Prioritisethestrategiesinorderofmostimportantfirst.
3. EnsurestrategieshaveExecutivelevelsupport.
4. Allocateadequateresourcestoimplementstrategies.
5. Determineclearrolesandresponsibilitiestocarryoutplan/s
6. Determinerealistictimelinesfortheplan/s
7. Developclearperformancemeasures,milestonesand deliverablesfortheplansoprogresscanbemeasured
8. Developacommunicationplantoensureallkeypeopleare wellinformed
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Workforce strategy Priority 1
Workforce strategy Priority 2
Workforce strategy Priority 3
Mauriora Hauora Workforce Plan - Draft Example 4
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Monitor, evaluate and revise IntroductionOngoingevaluationandadjustmentsareimportantinworkforceplanningandthekeytoensuringsituationschangeforthebetter.Workforceplansshouldbereviewedannuallyandshouldbecomepartofthemanagementschedule,perhapslinkedtothestaffperformanceappraisalprocess.Failingtodosomeanstheorganisationrisksbeingunpreparedforchangesandunabletodeliveronitsmissionandgoals.
Key questions1. Whatisworkingandnotworking?2. Havetheorganisation’sstrategieschanged?3. Dothestrategiesneedrevisingorreprioritising?4. Isourworkforcedatastillvalid?
Korite Workforce Planning Cycle - Phase 4 Check Progress
Action Who When Done
1. Scheduleanannualreviewofworkforceplanning(linktoother managementrevieworappraisalevents)
2. Reviewperformancemeasurementinformationandlinkto workforceplanning
3. Assesswhatisworkingandwhatisnotandadjusttheplanand strategiestosuit.Choosenewprioritieswhereneeded.
4. Addressnewworkforceandorganisationalissues
5. ReportsignificantfindingstomanagementandBoard.
What to do - Action Checklist - Phase 4
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Whencompletedthisquestionnaireshouldhelporganisationstodevelopabaselineworkforceplanthatlinkstothestrategicplan,andcanbeexpandedindetailoversubsequentyears,astimepermitsandnewtoolsaredeveloped.
Phase 1
Workforce Planning Questionnaire Template
OverviewDescribethevision,mission,strategicgoals,objectives,andbusinessfunctionsoftheorganisation.Discusswhatchanges,ifany,maytakeplaceoverthenextthreetofiveyearsthatcouldaffecttheorganisation’smission,objectives,andstrategies.
Phase 2
Step 1- Current Workforce Profile Describetheorganisation’scurrentworkforcebyassessingwhethercurrentemployeeshavetheknowledge,skills,andabilitiesneededtoaddresscriticalbusinessissuesinthefuture.
Basic information to include in the workforce plan• Organisation’svisionandmission• Organisation’sstrategicgoalsandobjectives• Corebusinessfunctions• Anticipatedchangestothemission,strategies,andgoalsoverthenextthreetofiveyears
Basic information to include in the Workforce Plan• Demographicsinformation,includingage,gender,ethnicity,andlengthofservice• Percentofworkforceeligibletoretire• Organisationturnover• Projectedemployeeturnoverrateoverthenextthreetofiveyears• Workforceskillscriticaltothemissionandgoalsoftheorganisation
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Step 2 - Future Workforce ProfileDevelopafuturebusinessandstaffingoutlook.Determinetrends,futureinfluences,andchallengesfortheorganisation’snewandat-riskbusinessandworkforcecomposition.
Step 3 - Gap analysisIdentifygaps(shortages)andsurpluses(excesses)instaffingandskilllevelsneededtomeetfuturerequirements.
Step 4 – Strategy DevelopmentDevelopprioritisedstrategiesforworkforcedevelopment.
BasicinformationtoincludeintheWorkforcePlan• Expectedworkforcechangesdrivenbyfactorssuchaschangingmissions,goals,strategies, technology,work,workloads,andhowworkisdone• Futureworkforceskillsneeded• Anticipatedincreaseordecreaseinthenumberofemployeesneededtodothework• Criticalfunctionsthatmustbeperformedtoachievethestrategicplan
Basic information to include in the Workforce Plan• Anticipatedsurplusorshortageinstaffing levels• Anticipatedsurplusorshortageofskills
Basic information to include in the Workforce PlanListspecificgoalstoaddressworkforcegapsorsurpluseswhichmayincludethefollowing:• Changesinorganisationalstructure• Successionplanning• Retentionprograms• Recruitmentplans• Careerdevelopmentprograms• Leadershipdevelopment• Organisationaltrainingandemployeedevelopment
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KORITE WORKFORCEDEVELOPMENT
PLANNING PROJECT
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BAY OF PLENTY DHB MÄORIHEALTH PROVIDER
WORKFORCEDEVELOPMENT
TOOLKITRESOURCES
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Toolkit Resources
1. Strategicandpoliticalalignmentchart 30
2. NationalWorkforceDevelopmentGoals 31 (WhānauOra,HeKorowaiOranga,Whakatātakatuarua, TeUruKahikatea,TeKōkiri,RarangaTupuake,TauawhitiaTeWero.
3. WorkforceSWOTanalysistemplate 38
4. Priorityskilldevelopmentplanner(Workforcepriorities) 39
5. Gapanalysistemplate 40
6. Contractportfoliotemplate 41
7. Approachestoworkforcedevelopmenttemplate 42
8. Budgettemplate 43
9. Stafftrainingneedsquestionnaire 44
10. Quarterlystaffprofessionaldevelopmentplanner 56
11. Applicationtoattendprofessionaldevelopmentortraining 57
12. Professionaldevelopment/trainingreportform 50
13. Trainingrecordtemplate 51
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Strategic And Political Alignment
Itisimportanttobeawareofkeygoals,objectivesandprioritiessetbythesector,bytheIwi/Communityandanyotherumbrellabodyyourhealthorganisationareaffiliatedto,inordertobealignedwithcurrentdirections,policies,andfundinginitiatives.
MOH, DHB, Regional goals and priorities• HeKorowaiOranga(&Whakatātaka)• RarangaTupuake(MOH,MāoriWDStrategy)• TeUruKahikatea(MOH,PublicHealthWDPlan)• BOPDHBDistrictStrategicPlan&DistrictAnnualPlan–availableontheBOPDHBwebsite• TeEkengaHou–MāoriHealthPlan–availableontheBOPDHBwebsite• KoriteBOPDHBMāoriWDPlan,HPOTW;IHPs
Strategic Iwi or Mäori Community goals and priorities
Iwi Health Plans
Network goals and priorities compliance goals and priorities
e.g. Poutiri Trust - WBOP, PHO & EBOP PHO
Organisational policies
e.g. Mauriora Community Hauora Services
Contract
FUTURE
1 He Pou Oranga Tangata Whenua: Tangata Whenua Determinants of Health Framework2 Iwi Health Plans
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A Whänau Ora centred approach to service design and delivery
Aims
Ngākaupapatukuiho
Whānauopportunity
BestWhānauoutcomes
Coherentservicedelivery
Whānauintegrity
Effectiveresourcing
Competentand
innovativeprovision
Individualoutcomeindicators Whānauassociatedoutcomes
Healthstatus
Employment
Educationalachievement
Capacitytocareforeachother
Transmitknowledgeandvalues
Modelhealthylifestyles
ProvideaccesstosocietyandtoteaoMāori
Transferlanguage,cultureandethicsbetweengenerations
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Whakatätaka Tuarua – Mäori Health Action Plan
Fostering Māori community development
BuildonthestrengthsandassetsofwhānauandMāoricommunities
Increasing Māori participation in decision making
IwiandMāoricommunitiesandGovernmentagenciesworktogetherineffectiverelationshipstoachieveMāorihealthobjectives
Addressing health inequalities for Māori
ReduceMāorihealthanddisabilityinequalitiesthroughspecificMāorihealthpriorities
Encouraging initiatives with other sectors that positively affect whānau ora
Toensureothersectoragenciesworkeffectivelytogethertosupportinitiativesthatpositivelycontributetowhānauora
Building on Māori models of health
RecogniseandvalueMāorimodelsofhealthandtraditionalhealing
Increasing Māori provider capacity and capability
IncreasethecapacityandcapabilityofMāoriproviders
Improving mainstream effectiveness
Toimproveaccessto,andtheeffectivenessof,mainstreamservicesforMāori
He Korowai Oranga: Mäori Health Strategy
Te Ara Tuatahi: Pathway 1 Developingwhānau,hapū,iwiandMāoricommunities
Te Ara Tuatahi: Pathway 2IncreasingMāoriparticipationthroughoutthehealthanddisabilitysector
Te Ara Tuatoru: Pathway 3Creatingeffectivehealthanddisabilityservices
Te Ara Tuawha: Pathway 4Workingacrosssectors
Providing highest quality service
Deliverservicestothehighestclinicalsafetyandqualitystandardswithinavailablefunding
Māori Health Plans
ToensurealocalandregionalfocusismaintainedbyDHBsandPHOsontherangeofeffectiveandqualityservicesforMāori
Developing the Māori health and disability workforce
ToincreasethenumberandimprovetheskillsoftheMāorihealthanddisabilityworkforceatalllevels
Removing barriers and promoting participation of Māori who have a disability
ToremovebarrierstoMāoriwithdisabilitiesandtheirwhānaufromfullyparticipatinginNZsociety,includingteaoMāori
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Goal 1:DevelopaneffectiveandsustainablepublichealthworkforceGoal 2: Supportpublichealthenvironmentstogrowanddevelopthepublichealthworkforce
Themes 2009 Work plan priorities
EducationandTraining
WorkplacebasedtrainingoftheGPHCacrossthepublicsectorGPHContotheNZQAframeworkUndergraduatetertiarypublichealthqualifications(undergraduatehealthpromotion/publichealthdiploma)–relevanttoMāori
Māoripublichealthworkforcedevelopment
ImprovecareerpathwaysandleadershiptrainingforMāoriAcknowledgeandsupportthespecialistskillsforworkingwithMāoriwhānau,hapūandIwitoeffectivelyimprovehealthandreduceinequalitiesEnsureanynewtertiaryprogrammesdevelopedarerelevantandaccessibletoMāori
Pacifichealthworkforcedevelopment
IncreaseunderstandingofpublichealthandpublichealthrolesImprovesinformationaboutthePacificpublichealthworkforceandsharewithstakeholders
Publichealthsectorprofessionaldevelopment
Strengthenpublichealthprofessionalbodiestoadvancetheprofessionaldevelopmentoftheirrespectiveworkforcedisciplines
Widerpublichealthworkforcedevelopment
Improvethewiderhealthworkforce’s(particularlyprimaryhealthcareworkforce’s)skillsandknowledgeofhealthpromotion/publichealth
Workforceplanning Provideaneffectiveresourcethatcanbeusedbythepublichealthsectortoplanforcurrentpublichealthworkforceneedsandpredictfuturepublichealthneed
Information,policyandresearch
Ensurethatthepublichealthworkforceisincludedinthewiderhealthworkforceinformationprogrammesandplanning
Supportiveworkplacecultures
ImplementtheWorkforceDevelopmentGuidelinesforPublicHealthManagers(WFDGuidelines)DevelopamodeltoshapethewayWFDfundingisprovidedthroughcontractsbetweenMoHandorganisationsthatprovidepublichealthservices
Publichealthcareers Promotepublichealthcareers,includingdevelopingrecruitmenttoolsandmaterials(printandwebbased)WorkwithexistingprofessionalgroupstoincreaseentrynumbersintounderrepresentedoccupationalgroupsinpublichealthImprovethewiderhealthworkforce’sunderstandingofpublichealth
Te Uru Kahikatea - The Public Health Workforce Development Plan
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"Have the right people in the right jobs at the right time"
Te Kökiri: The Mental Health and Addiction Action Plan 2006 - 2015
Promotion and Prevention
Building mental health services
Responsiveness
Workforce and culture for recovery
Mäori mental health
Primary health care
Addiction
Funding mechanisms for recovery
Transparency and trust
Working together
"Have the right people in the right jobs at the right time"
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Vision-tobuildacompetent,capableskilledandexperiencedMāorihealthanddisabilityworkforceoverthenext10–15years
Goal 1: TeRarangaTuatahiTuia te muka tangata i takea mai i Hawaiiki:IncreasethenumberofMāoriinthehealthanddisabilityworkforce
Goal 2:TeRarangaTuaruaTe whiri i te mauri Māori ki roto i ngā mahi: ExpandtheskillbaseoftheMāorihealthanddisabilityworkforce
Goal 3:TeRarangaTuatoruTe Hononga ki ngā kete ako:EnableequitableaccessforMāoritotrainingopportunities
Action 1:SustainrelationshipswithkeystakeholderstopromotehealthandscienceascareeroptionsforMāorisecondaryschoolstudents
Action 1:SustainrelationshipswithkeystakeholderstosupportMāoriintheworkforce,andsupportingthemtoaccesslearningopportunitiesandseekfurtherqualifications
Action 1: Improveequitableaccesstoqualitypost-entryclinicaltrainingforMāori
Action 2:MonitorstrategiestoincreasethenumberofMāoriworkinginthehealthanddisabilitysector
Action 2:BuildonengagingwithothersectorstoenableandsupportMāoritogainhealthqualifications
Action 2:WorkwithDHBstoprovidetrainingopportunitiesforMāoritodevelophealthcareerpathways
Action 3:PromoteinternshipswithaccreditedMāoriproviders
Action 3:EncourageMāorihealthproviderorganisationstosupportcareerpathwaysfortheirstaff
Action 4: PromoteMāorimodelsoflearningandtraining
Raranga Tupuake Mäori Health Workforce Development Plan 2006
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"Have the right people in the right jobs at the right time"
Tauawhitia te Wero – Embracing the ChallengeNational mental health and addiction workforce development plan 2006 – 2009
Goal 1 ToensurethatnationalandregionalinfrastructuresupportstheabilityofDHBsandNGOstoprogressworkforcedevelopment
Objectives1.1ToensurethattheMH&ADDWFDinfrastructureiswellco-ordinated;allowseffectivecommunicationandinformationsharing,networkingandcollaborationandreducesunnecessaryduplicationandinefficiency
1.2Tofurtherdevelopandcoordinateasetofnationalindicatorsformentalhealthandaddictionworkforcedevelopment,includingspecificindicatorsfortheMāori,Pacific,childandadolescent,andaddictionworkforces
Goal 2Toassistmentalhealthandaddictionservicestodeveloptheorganisationalcultureandsystemsnecessarytosustaintheirworkforce
Objectives2.1Tocontinuetobuildleadershipcapacitywithinallmentalhealthandaddictionservices
2.2Tobuildthecapacityofmentalhealthandaddictionservicestobecomeorganisationsthatareabletoattractandretainstaff
Goal 3Todevelopanationallyco-ordinatedresponsetoissuesofrecruitmentandretention
Objectives3.1Toreducethestigmaassociatedwithworkinginmentalhealthandaddictionsothatmorehealthandnon-healthstaffareattractedtothesector
3.2Toendurenationallyco-ordinatedrecruitmenttoallmentalhealthandaddictionservices,includinglocumsandothertemporarystaff,whichincludestargetingunder-representedgroupssuchasMāoriandPacificworkers
3.3Tobuildthecapacityofallmentalhealthandaddictionservicesandrelatedorganisationstoattractandretainstaff
"Have the right people in the right jobs at the right time"
37
Goal 4Todeveloparegionallyco-ordinatedresponsetoissuesofrecruitmentandretention
Objectives4.1ToensurethatDHBregionsco-ordinaterecruitmentandretentionstrategiesandpoliciesinpartnershipwithNGOs
Goal 5Toalignpre-serviceentry,orientationandongoingdevelopmentofmentalhealthandaddictionworkerswithserviceprovisionrequirements
Objectives5.1Toensurethateducationalandtrainingprogrammesmeetthecurrentandfutureneedsofthementalhealthandaddictionworkforceandmentalhealthandaddictionservices
5.2Toensurethateducationandtrainingleadstocareersthatattractandretainmorestaff
5.3ToensurethatallmentalhealthandaddictionworkerscaringforandtreatingMāoriserviceusersarefamiliarwithMāorimodelsofcare
Goal 6Toco-ordinatetheeducation,healthandemploymentsectors
Objectives6.1Toensurethatmentalhealthandaddictioneducationandtrainingisco-ordinatedwithworkinthewiderhealth,educationandemploymentsectors
Goal 7Toensurethereisinformationavailabletothesectortoinformworkforcedevelopment
Objectives
7.1Toensurethatrobustanduniformlydefineddataarecollectedacrossthewholeofthementalhealthandaddictionworkforcetoallowbetterworkforcedevelopmentplanning,servicequalityimprovementandforecasting
7.2Todevelopmentalhealthandaddictionworkforcedevelopmentandplanningcapabilityacrossthesector
7.3Toutilisethecurrentworkforceininnovativewaystoaddressstaffshortages
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"Have the right people in the right jobs at the right time"
Appraisinganorganisation’sresourceStrengthsandWeaknessesanditsexternal OpportunitiesandThreats,commonlyknownasSWOTanalysis,providesagoodoverviewofwhetherasituationisfundamentallyhealthyorunhealthy–inthisinstance,particularlywithregardstoworkforce.
Awell-thoughtoutSWOTanalysishelpsanorganisationtodevelopstrategiesthatleverageofftheorganisation’sstrengths,capturethebestopportunitiesanddefendagainstanythreatstoitsabilitytocarryoutitswork.
Workforce SWOT Analysis
Strengths(InternalFocus) Weaknesses(InternalFocus)
Opportunities(ExternalFocus) Threats (ExternalFocus)
"Have the right people in the right jobs at the right time"
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Workforce Development Priorities - 3 Year PlanPr
iori
ties
Ope
ratio
nal
Man
agem
ent
Gov
erna
nce
Yr1
Yr2
Yr3
Yr1
Yr2
Yr3
Yr1
Yr2
Yr3
Gen
eric
com
pete
ncie
sEs
sent
ial s
kills
Prof
essio
nal c
ompe
tenc
ies
Hea
lth se
ctor
Tech
nica
l com
pete
ncie
sSp
ecia
list p
rofe
ssio
nal s
kills
40
"Have the right people in the right jobs at the right time"
Iden
tifyi
ng C
urre
nt O
r Fu
ture
Sta
ff G
aps
Cur
rent
con
trac
tsC
urre
nt st
aff r
equi
red
Futu
re c
ontr
acts
Futu
re st
aff r
equi
red
"Have the right people in the right jobs at the right time"
41
Cur
rent
Con
trac
t &
Ser
vice
Com
plia
nces
Con
trac
tSe
rvic
esFT
Es
Staf
f rol
es
Key
task
sC
ore
com
pete
ncie
sK
ey q
ualifi
catio
ns
42
APP
RO
AC
H
PLU
SM
INU
SIN
TER
ESTI
NG
App
roac
hes
To W
orkf
orce
Dev
elop
men
tIngroupsidentifyarangeofdifferentapproachestoworkforcedevelopment.Includeoflow-cost,no-costopportunitiesas
well.ConductaPMI(Plus,M
inusandInteresting)oneachapproach
"Have the right people in the right jobs at the right time"
43
Wor
kfor
ce D
evel
opm
ent
- Bu
dget
ing
Therearemany‘hiddenorrelatedcosts’associatedwithworkforcedevelopmentthatneedtobeconsidered.
Cou
rse
fee
Cou
rse
reso
urce
sTr
avel
Cos
tsA
ccom
mod
atio
n
Mea
lsVe
nue
Rel
ievi
ng
staf
fO
ther
TOTA
L
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"Have the right people in the right jobs at the right time"
Inyourcurrentposition,towhatextentwouldyoubenefitfromadditionaltrainingineachofthefollowingareas?(Foreachitem,pleasetickthecolumnthatbestcorrespondswiththeimportanceyouplaceonreceivingtraininginthisarea)
Staff Training Needs Questionnaire
Thisquestionnaireisdesignedtoassiststafftoidentifykeytrainingneeds.
Name: Role:
Provider:
Contactdetails:
Areas of training No benefit
Some benefit
Great benefit
1. Māorihealthmodels
2. Management/leadership
3. Informationtechnology
4. Reportwriting
5. Contractmanagement
6. HRmanagement
7. Clientnotesandcareplanning
8. TeTiritioWaitangi
9. Healthinformationandresources
10. Customerserviceskills
11. Environmentalhealth
12. Projectplanningandevaluation
13. Statisticsandresearchmethods
14. Financeandbudgeting,fundingandcontracts
15. Quality(Policies&procedures,audits)accountability
16. Facilitatinggroups,effectivemeetings
17. Presentationskills
18. Interpersonalcommunication
19. Workplacewellness
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45
Areas of training No benefit
Some benefit
Great benefit
20. Socialmarketing/mediaskills
21. Surveydesignandimplementation
22. Strategic/businessplanning
23. Publicspeaking
24. Workingwithterritoriallocalauthorities,community advocacy,submissionwritingandconsultation documents
25. Keyhealthissues
26. Physicalactivity
27. Obesity
28. Alcohol
29. Mentalhealth
30. Diabetes
31. Immunisation
32. Other…
33. Othertrainingneeds…pleasespecify
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"Have the right people in the right jobs at the right time"
Wor
kfor
ce D
evel
opm
ent
- St
aff
Cal
enda
r -
Qua
rter
lyTherearemany‘hiddenorrelatedcosts’associatedwithworkforcedevelopmentthatneedtobeconsidered.
Staf
f mem
ber
Janu
ary
Febr
uary
Mar
chA
pril
"Have the right people in the right jobs at the right time"
47
Organisation
Workforce Development & Training Request Form
Thisformshouldbecompletedinfullbyallemployees,trusteesordirectorsoftheorganisation,whenseekingapproval,includingfundingsupport,toattendworkforcedevelopmentortraining.Kiaora.
NoteBeforesubmittingthisrequest,pleasemakesureyouareawareoftheorganisation’spoliciesrelatingtoprofessionaldevelopmentandtraining,includingbudgetallocations,trainingpriorities,timelinessandauthorisation.
1. Name
Position/roleinorganisation
Unit/Team Manager
2. Nameofcourse/training
Trainingprovider/organisation
Costsarepayableto
Purposeoftraining
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"Have the right people in the right jobs at the right time"
3. Dateordates
Time
Venue
Distancefrom place of work
ReasonsforattendingthisparticulartrainingWhat I hope to get out of it
LinktocurrentroleandjobdescriptionHow this training will improve personal or
organisational performance
4. Doestheprofessionaldevelopmentinvolve(Please highlight or circle as appropriate)
• Overnight/sstayawayfromhome • TraveloutoftownTraveloverseasTravelinsurancetobearranged • Transporttobearranged Ifso,approx.estimatedcost
• Accommodationandmealstobearranged
Ifso,approx.estimatedcost
Otherspecialrequestsorresourcesrequired (for example, relief workers etc)
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5. Cost of trainingCourse/training
Othercosts
TOTALrequested
NOTEThistrainingisapprovedconditionalthata)youhavenotexceededyourallocatedprofessionaldevelopmentbudgetoryouhavebeenrequestedtoattendbytheorganisationandb)youagreetoreportbacktotheorganisationatanagreedtimeaftercompletingthetraining. Approved Notapproved Authorisingmanager Date
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"Have the right people in the right jobs at the right time"
Signed(Name)
Date
Position
Pleasegiveacomprehensivesummaryoftherecentworkforcedevelopment/trainingyouhavecompleted,highlighting:a) whatwasparticularlyusefulforyouinyourcurrentroleandhowyouplantointegratethis intoyourworkb) whatmaybeusefultoothersintheorganisationandwhyc) anythingelsethatwasinterestingorusefulaboutthetrainingopportunitythatthe organisationmightbenefitfrominsomeway.
Workforce Development & Training Report Form
"Have the right people in the right jobs at the right time"
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Professional Development & Training Record
Employee
Organisation
Position/s
Course Provider and/or Facilitator
QualificationEndorsement Date
Professional Development & Training Record
Employee
Organisation
Position/s
Course Provider and/or Facilitator
QualificationEndorsement Date
"Have the right people in the right jobs at the right time"
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References
Health Workforce Development: An Overview Ministry of Health (2006) Wellington
Models Of Workforce Development 2007 Catherine Mahony, NCOSS Dep Director, Sector Development, Australia
National Workforce Project Literature Review National Disability Services Australian Government (2009)
Workforce Planning Guide State Auditors Office, Austin, Texas, USA (Feb 2006)