Workforce Design

What is it?

We deliver all sorts of compassionate care, to all sorts of different patients, in all sorts of different locations. To do this properly, we need to make sure we’ve got the right people in the right numbers with the rights skills in the right place. To do this we need to design our workforce not just for now, but for the future. This type of planning and decision making is called workforce design.


What do we want to achieve?

We’ll see two main results: one is about how we organise our people; and the other is about the way that they carry out their jobs.

In terms of organisation, we’ll have a really solid workforce design which is built on things like clear procedures and controls, appropriate use of technology, and working with the best people in the best way. In terms of how people carry out their jobs, people will be clear about our values and what’s expected of them; they’ll know that innovation and creativity is encouraged, and people will feel a decent level of job satisfaction.



Why is this important at CHFT?

We’re currently working on big plans to redesign how and where we deliver patient care across our two main hospital sites and in our communities. If we get our workforce design right it means that we can guarantee to deliver this care to a really high standard, well into the future.


What is the situation now and what does our feedback tell us?

We’ve got things in place at the moment around workforce planning that are working well. For instance, the values and behaviours of our Four Pillars are well known (you told us that in the recent National Staff Survey results), and we’ve already changed the type of questions we ask at interviews to be more about people’s values rather than their qualifications.

We invented an approach called The Calderdale Framework which helps anyone to look at what skills and roles are needed in a particular team or area; and we’ve got hold of some good guidance and manuals on how to do workforce planning.

The 2018 Care Quality Commission (CQC) inspection rated the Trust ‘Good’ in the Well Led domain and the 2018 Investors in People (IIP) report refers to a “compelling vision”, “clearly defined strategic goals”, “a suite of values and ethics that guide the organisation’s approach” and “leaders seeking to create the conditions whereby staff feel motivated and empowered”. All in all, this gives us a good base to start from.


Asset 44 What must we do?

There are a couple of bits of homework that we must do. We need to make sure that our workforce design plans fit with guidance from NHS Improvement (NHSI) and from the Care Quality Commission (CQC).

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What do we already do and will keep doing? What will we do differently? What will be new and innovative?

Basically, we need to a) agree what questions we need to ask about our future workforce b) agree how we are going to answer them and c) agree what the plan is and what it looks like.


How will we know we’ve done it? What are the key performance indicators (KPI’s)?

We’ll need to keep an eye on this and measure things as we go along. We’ll look at things on an on-going basis to see if our workforce plans are giving us the right people in the right places with the right skills. We’ll monitor who and how we recruit people and how long they stay. We’ll talk to our patients too and find out if, through the new jobs and staff structures that we’re designing, they actually get a better service.

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