Williams, Ged, Archdall, Ben · Griffith Research Online (Griffith University, Queensland, Australia) · 2015
Workforce-planning in the healthcare system is becoming a politically charged issue in many countries due to a looming shortage of various health professional groups and the subsequent costs and liabilities to governments hoping to generate improvements and efficiencies. In 2010 the World Health Organization (2010) released Models and tools for countries' health experiences workforce planning and projections in an attempt to optimise the sharing of and best practices worldwide. Subsequently, both developing and developed nations are attempting to establish more sophisticated approaches to workforce-planning at national and regional levels (DalPoz, Gupta, Quain & Soucat, 2009; Dussau lt, Buchan, Sermeus & Padaiga, 2010; Lacerda, Caul Liraux, Spiegel &\nNeto, 2013).\nThe policy direction on health workforce sustainability set out in the World Health Organization's (2008) code on international recruitment of health workers recommends countries aim for workforce self-sufficiency with regard to workforce-planning. This requires a defined population base, such as a region or country, to\nfacilitate the ongoing production of health workers at a volume sufficient to meet its own healthcare needs. \nAustralia has made policy statements about the desirability of health workforce self-sufficiency (Productivity Commission, 2005), but the evidence shows that it falls far short of this measure and continues to actively recruit health professionals from developing nations (Australian Institute of Health and Welfare, 2014c). There is need for wider discussion, involving not just health professionals but the entire community, about what is required of a health system, its workforce capacity and its budget (Buchan, Naccarella & Brooks, 2011). This chapter discusses the principles, practices and pitfalls of workforce-planning in the healthcare sector, giving particular emphasis to the Australian perspective.
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WORLD SCIENTIFIC eBooks · 2024
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Henry Stewart Talks · The business & management collection. · 2026
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David Benton · Nursing Management · 1998
The healthcare needs of the population are changing. David Benton suggests that the design of a future workforce capable of meeting these needs should be debated now
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Digital Education Resource Archive (University College London) · 2009
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Robert E. Ployhart · 2024
Abstract This chapter introduces the importance of talent acquisition and the process of workforce planning as central to human resources strategy. It explains why considering talent as a strategic resource is fundamental to understanding the importance of talent acquisition and discusses five unique features of talent resources. Next, the authors consider the practical challenges involved in talent acquisition and provide recommendations, when possible, about how to move past the challenges to become a talent magnet. These include forecasting, workforce planning, identifying rare skills and critical roles, optimizing requisition loads, and interviewing techniques. The chapter concludes with practical implications, tools, suggestions, and recommendations for future research.
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Amanda Higgins Martin · 2024
Workload across healthcare is increasing for several reasons, including a rise in the ageing population and increased poverty levels, both requiring greater healthcare input. New models of service delivery are being developed to address this increased demand, such as Community
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Callanan, Ian, Hurst, Keith · CERN Bulletin · 2014
Health and social care workforce planning and development (WP&D) is an area that concerns all healthcare managers and practitioners. Their services employ, directly and indirectly, up to one in ten working people. The English National Health Service (NHS) pay bill, for example, accounts for 60% (£65.4bn) of healthcare expenditure; significantly more if undergraduate and postgraduate health and social care education and training costs are included. Health and social care staffing can be historical and irrational; e.g., the NHS general practitioner (GP) to patient ratio (in populations with similar demography and morbidity) range from 1:1224 to 1:1958 and hospital-based ward teams have between 10% to 50% registered nurses. Over- or under-staffed and imbalanced care teams have serious service-quality and cost implications, underlined in recent UK failing-service inquiry reports, and job satisfaction, staff education/training, and ultimately staff retention, are jeopardised by poor WP&D. In short, there's never been a more important time for arming workforce planners and analysts with sound methods and accurate data.
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Ged Williams, Ben Archdall · Cambridge University Press eBooks · 2025
Including perspectives from across various health sectors, Leading and Managing Health Services considers the fundamental leadership and management skills students need to successfully navigate change and innovation in health service settings. The second edition has been updated to reflect changes to the health services industry in recent years. Two new chapters on empathic leadership and leading and managing in the digital age cover concepts including compassionate care, digital health, artificial intelligence and telehealth. Each chapter includes definitions of key terms for easy reference, contemporary case studies to provide relevant industry perspectives and end-of-chapter reflective and self-analysis questions for deeper student engagement. Written by leading academics and industry experts, Leading and Managing Health Services provides students with practical skills to lead and manage in a wide range of healthcare settings, no matter where they sit in the organisational structure.
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Adam Gibson, Nicola Oldroyd · 2024
Abstract Since its inception in 2017, agile workforce planning has rapidly developed as a leading practice to respond to the challenges of workforce planning in the real world. It is designed to be applicable in all businesses, in all industry sectors, and across all planning horizons. This chapter summarizes the agile workforce planning methodology for new and existing workforce planning practitioners. The chapter highlights the limitations of traditional approaches, lays out the principles of the approach, and steps through the methodology using multipart business case studies. Throughout the chapter, specific callouts are made to the experiences of a new practitioner in the workforce planning field.
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Wayne F. Cascio, Herman Aguinis · 2019
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Jocelyn R Peach · PubMed · 1999
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Nathalie Dullage · OSF Preprints (OSF Preprints) · 2025
The Workforce Planning tool allows service level workforce planners to create a three year workforce plan that follows the evidence based six steps methodology. It incorporates a skills gap analysis tool to identify skills gaps and training need.
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Marcus Wagstaff · Australasian Journal of Plastic Surgery · 2023
This editorial principally addresses the medical workforce which, in Australia, is shared between plastic and reconstructive, general and paediatric surgeons.
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Marc Sokol, Beverly Tarulli · 2024
Abstract This chapter provides an introduction to and overview of Strategic Workforce Planning: Best Practices and Emerging Directions. The authors make the case for why industrial-organizational psychologists have delivered value to many components of strategic workforce planning (SWP) and can also address the practice in its entirety. Within this chapter are description of the topics covered in this volume, including the evolution of SWP, best practices for analytics and consulting, maturity models, and how SWP can be practiced in large companies inside and outside the United States and in high- and low-growth environments. Other contributors address SWP in terms of scenario planning, diversity and inclusion, social network analysis techniques, when to organize around work-tasks rather than the workforce, use of artificial intelligence in SWP, multicompany collaboration around SWP during the pandemic, and teaching strategic workforce planning at the graduate level.
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John Edmonstone · Journal of Management in Medicine · 1999
The education commissioning system established in the NHS in England in the mid-1990s is facing a series of reviews. A major challenge which it faces is how integrated workforce planning is addressed. Newly-emerging approaches to planning are reviewed and the nature of "integration" examined. Sensitive management of the change process will be needed to "learn our way into the future".
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Wendy Hirsh, Dilys Robinson · 2008
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Susan Hamilton, Richard Wilson, Andrew Butcher · Journal of Management in Medicine · 2000
The debate on reorganisation of hospital services is fertile ground for expert opinion. The Joint Consultants Committee (JCC) have produced the most recent view on the ideal acute hospital size and consultant staffing; however, their ideal is far removed from reality. A survey of trusts across the West Midlands found that many are falling short of the recommendations, such as meeting a one-in-five consultant on-call rota for the major admitting specialties and providing adequate cover in the core sub-specialties of general medicine and general surgery. While the JCC recommendations give a welcome direction and focus to workforce planning, reaching some of these will require a large financial investment and an increase in the number of trainees. Prioritising the recommendations may help to facilitate implementation by health-care providers.
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Wales. National Assembly (United Kingdom) · OpenGrey (Institut de l'Information Scientifique et Technique) · 2003
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Judy Scully, Paul Turner, Michael Warren Gregson et al. · Human Resource Management · 2024
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