Workforce Planning - Case Study Example

Workforce Planning Report Name Class Unit Executive summary This report compares the strategic directions in the HWA strategic plan with international strategic workforce planning framework or workforce plans from three other countries. The three other countries that have been analyzed are Ireland, Scotland and New Zealand. The report has been able to identify the key issues addressed in each of the planning document. The key issues in Ireland planning document are planning in; direction of the workforce effort, workforce structure, workforce in the Irish health and social care systems, quality and fairness and joint work group. The document uses four strategies which are; ensuring the health workforce is based on the set principles, coming up with an integrated and result based workforce planning process, developing required capacity and resources which is needed for highly effective integrated workforce plan and coming up with tools and data which can help in workforce planning. In Scotland document, key issues are; quality improvement, planning for fairness, staff governance standards, engaging staff and recruitment table. New Zealand document has key issues as; Maori public health workforce development plan and framework for effective implementation, collaborative workforce activity, Maori mental health, national screening unit and injury prevention strategy. All documents aims at meeting the challenges that exist in the heath care sector. The strategic objectives are aimed in ensuring there is adequate workforce for the health sector to meet its needs. This is through addressing the gap between the workforce needs at the moment and the future human capital requirements. The difference in objective arises where the needs in health care are country specific such as the strategy to ensure Maori are catered for in workforce by New Zealand. There are also some strategies that are unique such like injury prevention in New Zealand workforce and timelines used by the objectives. The strategic objective by HWA to build capacity have been analysed and determined that the strategies recommended are adequate in addressing it comprehensively. The report concludes that workforce development plan is an important tool as it enables in identifying and addressing the existing gap between the current workforce and human capital need for future. The recommendations given are that the four plans should; determine the existing gaps in the workforce more clearly and come up with projections for future needs, state the milestone in which they will be comparing the progress with and list of barriers that strategic objectives faces and how to overcome them. Contents Executive summary 2 Contents 4 1.Introduction 5 1.1 Purpose 5 1.2 Rational 5 1.3 Scope 5 2.Methodology 5 3.Findings 6 3.1 Key Issues 6 Scotland 6 Ireland 6 New Zealand 7 HWA Australia 8 3.2 Similarities and Differences 8 Similarities 8 Differences 9 3.3 HWA strategic plan 9 Build capacity 9 4.Conclusion and Recommendations 10 4.1Conclusion 10 4.2 Recommendations 10 References 11 Appendix 14 1. Introduction 1.1 Purpose The aim of this assessment report is to compare strategic directions used in HWA strategic plan and make comparisons with workforce planning from three other countries. After comparison, the report will be able to identify the main areas which are addressed by the three workforce documents. The report will also carry out analysis the similarities and differences that exists in the four workforce planning documents that have been reviewed. The report will finally look at one of the strategic objective of HWA strategic plan and determine whether the strategies recommended are a comprehensive approach to addressing it. 1.2 Rational The rationale of the report is to help in researching the current workforce policy and planning framework at national level. The research will help in relating key strategies to the workforce requirement of the health sector. 1.3 Scope The report has selected workforce documents from Ireland, Scotland and New Zealand. The three countries have comprehensive health workforce planning documents that are comparable to HWA strategic plan. 2. Methodology The report utilizes data from HWA website journals and lecture modules notes. The data on the three other countries have been retrieved from their respective health websites. The data to support the research have been collected from peer reviewed health workforce literature to give a comprehensive analysis of the documents. . 3. Findings 3.1 Key Issues Scotland The Scotland workforce development document focuses on creating a workforce with a capability to meet the country health care needs. The document looks at the challenges that exist in delivering better health care, importance of investing in educating and training for the workforce (Triggle, 2014). The key themes in the workforce development plan are quality improvement, planning for fairness, staff governance standards, engaging staff and recruitment table. In quality improvement, the document outlines how their projects will contribute towards quality health care in being person centered, safe and effective. In planning for fairness, the workforce development plan outlines the implementation of the 2010 equality act. Staff governance standard is carried out to ensure that the staff is supported in understanding and meeting their responsibilities and rights on the policy. Recruitment table is based on the resourcing strategies (NHS Scotland Workforce Plan 2012/13). Ireland The main issues in the Ireland strategic workforce planning document is coordination of planning in; the workforce effort, workforce structure, workforce in the Irish health and social care systems, quality and fairness and joint workgroup planning. The document outlines the guiding principles for the integrated workforce planning which are patient focused, sustainable, available and flexible. The aging of the workforce is a problem that is being experienced by different countries worldwide (Dall et al. 2013). The document looks at the issue of gender composition, and the changing work patterns. To achieve efficient workforce, the document adopts four strategies which are ensuring the health workforce is based on the set principles, coming up with an integrated, evidence based workforce planning procedure, developing excellent capability and resources which can help in effective and integrated workforce planning and coming up with tools and data needed for assisting the workforce planning function (Department of Health and children 2009-2012). New Zealand Due to various challenges facing New Zealand health sector which includes aging population, inequalities, new and emerging health issues, chronic health issues and others, the workforce development plan have been drafted. The document addresses the following key areas; Maori public health workforce creation framework and plan for its implementation, collaborative workforce activity, Maori mental health, national screening unit and injury prevention strategy. The document assigns each of the district health board a role in coming up with their own workforce development plan which is in line with its strategy. The Maori are well catered for in the workforce development plan with their physical and mental health being addressed. This is aimed at reducing inequality in the health sector. The plan has a strategy to come up with a competent screening workforce and prevent injuries in the workforce and population (Ministry of Public Health). HWA Australia The document has outlined main strategies and programs in order to look at key priorities in planning, development and change in Australia workforce. The document main aims are; creating the capacity of the Australian workforce in order to create health professionals who are fit for purpose in a quick and efficient manner; enhancing outputs of the health workers and maximizing their participation and ensure distribution is improved so that the workforce is deployed in areas where it is needed (Health Workforce Australia, 2013). 3.2 Similarities and Differences Similarities One of similarities is that all documents aims at creating a workforce that is capable to address the challenges in health care. Health care is faced with several challenges such as the aging population, emerging diseases and the inequality in health care provision among others (Dall et al. 2013). Competent workforce has a capability of transforming the workforce and boosts its performance. All documents looks at how the health sector can have adequate medical staff which will improve patient care. Having adequate staff in medical care have been proved to enhance patient care (Adams & Grieder, 2014). As the population ages, there are more needs to address the increasing demands (Health Workforce Australia, 2014). The plans look at the long term workforce management in order to take care for the population. This is by ensuring there are adequate resources to address the increasing health care needs. Another area of similarly is recruitment, training and retirements. In all documents, the strategies are aimed towards provision of an efficient, fair and sustainable health care service through enhancement of the workforce. All the documents address the gap between the workforce needs at the moment and the future human capital requirements. Differences While New Zealand and Australia workforce development plans strategize on equality in health care, Scotland and New Zealand does not have a strategy on equality. This is due to fact that New Zealand and Australia have marginalized communities such as Maori and Aborigines who have to be catered for through enhancing equality in health care. This implies that through some of the health care needs are universal; there are some which are country based. The timelines in the documents differs. While some of the countries set their goal for short term, others have their goals based on a long term. The New Zealand workforce development plan is also different from others in its strategies. The plan looks at injury prevention and competent screening workforce which are unique. The plan also gives mandate to district health boards to come up with their own workforce development plans which are in consistent with its objectives (Ministry of Public Health). 3.3 HWA strategic plan Build capacity The strategic objective to build capacity uses four strategies. The strategies are meant to measure and keep track of Australia health workforce needs, enhance efficiency and strength of training pathways, enhance migration pathways on efficiency, and ensure Torres Strait islanders participate in the health workforce (Health Workforce Australia, 2013). The strategies are well drawn focusing on the important areas that will enhance achieving the objectives. To build capacity, the strategies used must be able to, develop health workforce panning tools and resources, enhance placement, training, attract professionals and support the marginalized groups into accessing the practice. All these areas have been focused on through the strategies. The strategies are all supported by their respective projects that will enable their achievement. For example, in order to enhance the participation of the Torres Strait Islanders in health workforce, the projects supported by the strategy are recognizing skills in aborigines, training and assessments and support for registering the training organizations. This makes it possible to address the inequality in the workforce (Health Workforce Australia, 2013). 4. Conclusion and Recommendations 4.1Conclusion Workforce planning is an important tool as it enables in identifying and addressing the existing gap between the current workforce and human capital need for future. The document helps in setting strategic direction for the workforce. In the report, workforce planning tools from Australia, Ireland, Scotland and New Zealand have been analyzed. The main similarity lies on the fact that they all aim at enhancing the health care by creating a workforce that is able to meet the challenges in the sector. Despite this, some of the challenges are country specific as seen in the case of New Zealand and Australia. HWA strategic to build capacity is achievable as it looks at how to increase workforce capacity by addressing key areas and uses appropriate objectives. 4.2 Recommendations Though the workforce documents analyzed are comprehensive, they can improve on following areas; Determine the existing gaps in the workforce more clearly and come up with projections for future needs. This will enable the plans to come up with more precise strategies (Harris & Short, 2014). The plans should state the milestone in which they will be comparing the progress with. There should be list of barriers that strategic objectives faces and how to overcome them (Kocher & Sahni, 2011). References Adams, N., & Grieder, D. (2014). Treatment planning for person-centered care: Shared decision making for whole health. London. Dall,T.M. & Gallo, P.D. , Chakrabarti,R. West,T., Semilla, A.P. & Storm, M.V. (2013). An Aging Population And Growing Disease Burden Will Require A Large And Specialized Health Care Workforce By 2025. Health Affairs, 32(1): 2013–2020. Department of Health and children. (2009-2012). An integrated workforce planning strategy for the health services, Ireland, Retrieved 20th Sept 2014, http://www.hse.ie/eng/staff/Resources/HR/An_Integrated_Workforce_Planning_Strategy _for_the_Health_Services_2009-2012.pdf Harris, R. & Short, T. (2014). Workforce development: Perspectives and issues. New York: Springer. Health Workforce Australia. (2014). Expanded scope of practice and aged care workforce reform progress report. Health Workforce Australia (HWA). (2014). Retrieved 20th Sept 2014, http://www.hwa.gov.au/ Kocher, R. & Sahni, N.R. (2011). Rethinking Health Care Labor. New England Journal of Medicine,365(1), 1370-1372. Ministry of public health, health workforce development. (2014). New Zealand, Retrieved 20th Sept 2014, http://www.publichealthworkforce.org.nz/Other-key-WFD-strategies_71.aspx NHS Scotland Workforce Plan 2012/13, Retrieved 20th Sept 2014, http://www.healthscotland.com/uploads/documents/19146- Workforce_Plan.pdf Triggle, N. (2014). Scotland faces questions over restructuring health workforce. Nursing Children and Young People, 26, 6, 8-9. Appendix Source HWA (2014). (Ministry of public health, New Zealand) Read More