OTAGO & SOUTHLAND DISTRICT HEALTH BOARDS
Human Resources Strategic Plan
2009 - 2012
March 2009
HUMAN RESOURCES STRATEGIC PLAN 2009 – 2012
Contents
Executive Summary ...2
1. Introduction ...3
2. Human Resources Group ...3
3. Operating Environment ...4
3.1 Strategic Influences...4
3.2 New Zealand Health Strategy ...4
4. National Response – Future Workforce ...5
5. Regional Response - HR Strategic Priorities ...6
5.1 Recruitment...7
5.2 Organisational Culture...8
5.3 Workforce Development ...8
5.4 HR Services...9
6. Benefits ... 10
7. Risks ... 10
Appendices 1. HR Group Action Priorities ... 11
1. Recruitment... 11
2. Organisational Culture... 12
3. Workforce Development ... 13
4. HR Services... 14
2. Future Workforce 2008 - 2018
EXECUTIVE SUMMARY
Since February 2007 the Otago and Southland District Health Boards have been formally collaborating via the virtual shared services entity Southern Alliance. As part of this process a regional Human Resources Group was created in June 2007. The first eighteen months of operation for the HR Group has been focused on infrastructure build, and supporting the regionalisation of other clinical and non-clinical services.
To provide a roadmap for the delivery of human resources support and services to the business over the next 3-5 years an HR plan has now been developed. The overarching goal of the HR Group is to assist the business to deliver health and disability services and support through the development of workforce capacity and capability, and associated infrastructure. This will be delivered within the context of the Shared Vision for the region – to work together as if we are one to provide regional clinical services to ensure health services are equitable, accessible, integrated and sustainable for the population across Otago and Southland regions.
Consideration has also been given to the unique relationship with the University of Otago, and the significant value it delivers to the region. Maintenance of strong relationships and the current partnership approach is critical, both for recruitment and retention activities as well as for managing and planning for clinical workforce into the future.
The planning process has identified four action priorities, which will be the focus of HR Group activity for the next 3-5 years. The action priorities have been formulated as a response to the identified need for a strategic solution to the specific issue of workforce capacity and capability. Other key strategic issues facing the individual DHBs and the region are also noted, and the support and infrastructure requirements necessary for a comprehensive and integrated approach are also incorporated into the work streams arising from the action priorities.
Participation and contribution to Future Workforce activity, including the work streams aimed at development of the primary and community-based workforces, is also considered to be a key aspect of HR activity.
The four strategic directions and underlying action priorities that have been identified are as follows:
1. Recruitment
2. Organisation Culture within a Safe and Healthy Environment 3. Workforce Development
4. HR Services
Anticipated benefits from achievement of the HR Group strategic plan are as follows:
• planned activity within a strategic, future-focused model
• fostering an ‘organisation as a whole’ approach
• reduction in duplicated effort and systems
• decisions made within an organisational/regional context and within an agreed framework
• annual workplans aligned to, delivering on and contributing to strategic outcomes
• enhancement of our national, regional and local links
• development of both hospital and community provider arms
1. INTRODUCTION
New Zealand is one of many countries grappling with the impact of an aging population and social inequalities on the demand for health services. These factors combined with burgeoning health technologies and higher public and consumer expectations are placing increased pressures on health policy, funders, provider organisations and the health workforce.
Health is a labour-intensive industry, and our workforce is our largest resource. It accounts for approximately 70 percent of our expenditure. The Otago and Southland region is now beginning to feel the real effects of a widely predicted health workforce shortfall. This is forecast to intensify due to an aging workforce and a future smaller population of young people who might choose health careers. Evidence shows that we are also comparatively vulnerable to labour market competition – within New Zealand for some workforce groups and internationally for skilled health workers.
Although New Zealand has always had a significant migrant-derived workforce, the international shortage in skilled health workers is a concern, both currently and over the long term. With fewer workers available, health delivery will need to become less labour intensive through changing work practices, supporting individual care, and the use of technology. We need a different health workforce capable of working in new ways to meet increased demands.
To support the new ways of working that will become increasingly required in the health sector it is critical that the Otago and Southland DHBs ensure that the necessary infrastructure is in place. This strategic plan is therefore aimed at developing and growing key elements of HR infrastructure that will create a sustainable platform from which to progress key initiatives.
2. HUMAN RESOURCES GROUP
Since February 2007 the Otago and Southland District Health Boards have been formally collaborating via the virtual shared services entity Southern Alliance. As part of this process a regional Human Resources Group was created in June 2007. The first eighteen months of operation for the HR Group has been focused on establishing the regional HR team, developing a service delivery framework for HR portfolio services and supporting the regionalisation of other clinical and non-clinical services.
The Human Resources Group is organised into four functional portfolios, each of which reports to the Regional General Manager Human Resources and through to the Regional Chief Executive Officer. The four portfolio areas are Human Resources Advisory Services (operational and tactical level HR support as well as Occupational Health & Safety);
Recruitment; Payroll / HRIS; and Workforce Development.
The vision for the HR Group is to foster excellence in human resources advice and support services for management and staff through enabling a sustainable and flexible workforce that is capable of achieving the Shared Vision.
The HR Group is responsible for supporting and as appropriate implementing key organisational and regional strategies, including our Shared Vision. These will be realised through consultation and communication, and by:
• providing high quality professional expertise that is based on best practice and meets statutory requirements;
• aligning our activities to organisational and regional goals and objectives;
• supporting leaders, managers and employees with provision of HR advice and information;
• role modelling the DHBs’ core values and key behaviours in all our activities;
• promoting open and effective communication practices;
• identifying and responding positively to new challenges; and
• maintaining a joint, collaborative and consistent approach to human resources activity and service delivery across the region
• growing our internal HR capability and capacity
3. OPERATING ENVIRONMENT
Globally and nationally, the New Zealand health sector will be strongly influenced by the current economic climate. Creative responses and maximising existing resources will be key. Some investment may also be required in order to jump-start the infrastructural adjustments necessary to ensure a sustainable future.
3.1 Strategic Influences
The public health sector in New Zealand continues to be influenced by strategic activity at national, regional and local levels, which in turn impacts on how national, regional and local projects and services are prioritised, developed and resourced.
Level of Influence
Local Otago/Southland National
Employment legislation Ministerial direction and funding
Statement of Intent and other strategic documents DHBNZ initiatives (incl future workforce and ER) Industrial Negotiations
DHB sector collaborations, eg HWIP, Healthcareers District Strategic and Annual Plans
SDHB/ODHB Strategic Objectives and Shared Vision Partnership with the University of Otago
Patient and workforce demographics Divisional / Service / Group business plans ODHB Strategic Projects
SDHB Strategic Projects
3.2 New Zealand Health Strategy
The New Zealand health strategy calls for the health sector to work cooperatively towards common goals rather than competing for the largest share of the health dollar. The New Zealand Health Strategy is based on seven underlying principles that the Government sees as fundamental. Those principles are to be applied across the sector and be reflected in any new strategies or developments. These are:
• Acknowledging the special relationship between Maori and the Crown under the Treaty of Waitangi.
• Good health and wellbeing for all New Zealanders throughout their lives.
• An improvement in health status of those currently disadvantaged.
• Collaborative health promotion and disease and injury prevention by all sectors.
• Timely and equitable access for all New Zealanders to a comprehensive range of health and disability services, regardless of ability to pay.
• A high-performing system in which people have confidence.
• Active involvement of consumers and communities at all levels.
4. NATIONAL RESPONSE – FUTURE WORKFORCE
In order to facilitate the New Zealand health strategies the Future Workforce strategy was developed to provide a system wide action focus on developing health workforce capability.
The recently refreshed Future Workforce 2008-2018 (refer Appendix 2) focuses on nine priorities for action over the next ten years, as well as continuing to connect and align workforce activity sector-wide. The nine action priority areas are as follows:
1 Align the workforce, including new roles, to emerging models of care and service delivery
2 Develop a whole of system unified approach to workforce development and planning (including cross government activity)
3 Identify and respond to whole of sector supply issues
4 Ensure workforce demand drives education content and delivery
5 Value people and workforces through fostering supportive environments and positive cultures
6 Grow and develop the community, primary healthcare and NGO workforce 7 Grow and develop the Maori health and disability workforce
8 Grow and develop the Pacific health and disability workforce 9 Grow and develop a sustainable care and support workforce
Participation and contribution to Future Workforce activity, including the work streams aimed at development of the primary and community-based workforces, is considered to be a key aspect of HR activity.
The HR Group will be working closely with the Future Workforce action priority workstreams. Several of the initiatives will require direct input through development and implementation phases.
The HealthCareers brand, one of the major initiatives under the Future Workforce banner, is lead out of Otago/Southland.
At a regional and local level, many of the themes that have informed the development of the Future Workforce strategy are also key to ensuring a sustainable future.
5. REGIONAL RESPONSE – HR STRATEGIC PRIORITIES
To provide a roadmap for the delivery of human resources support and services to the business over the next 3-5 years an HR plan has now been developed. The overarching goal of the HR Group is to assist the business to deliver health and disability services and support through the development of workforce capacity and capability, and associated infrastructure. This will be delivered within the context of the Shared Vision for the region – to work together as if we are one to provide regional clinical services to ensure health services are equitable, accessible, integrated and sustainable for the population across Otago and Southland regions.
The planning process has identified four strategic action priorities, which will be the focus of HR Group activity for the next 3-5 years. The action priorities have been formulated as a response to the identified need for a strategic solution to the specific issue of workforce capacity and capability. Other key strategic issues facing the individual DHBs and the region are also noted, and the support and infrastructure requirements necessary for a comprehensive and integrated approach are also incorporated into the work streams arising from the action priorities.
The HR strategic direction is an evolving strategic framework and service delivery plan that integrates the resources, services and activities required by the Otago and Southland DHBs to achieve the necessary workforce and organisational/regional capability goals and objectives. The aim is to achieve maximum HR performance from the available resources by channelling and focusing activity on the following four priority outcomes. Identified deliverables are achievable only in partnership with the business at regional and local levels.
HR Group ‘business as usual’ activity will continue, at the current level of resource, and so little specific reference has been made to this activity in the strategic plan. One of the identified risks to achievement of this plan is the high level of business as usual activity presently in train.
As noted above, the HR strategic plan should be read in context with national Future Workforce plans and activity (particularly as they relate to community sector initiatives).
Contribution to development and implementation of future workforce activity is considered to be a key aspect of ongoing HR Group activity.
The relationship with the University of Otago is also recognised as being of critical importance to the success of this plan. Maintaining and strengthening the current partnership approach to recruitment, retention and workforce management issues will continue to be a key aspect of HR Group operations. Recognition and understanding of the influence of the University and necessity for a strategic partnership is essential to ensuring a sustainable future path.
Not all actions will be implemented at once. The implementation and timing of identified actions will be outlined in annual workplans derived from the agreed Action Priorities 2009 to 2012, which will be determined each year in accordance with organisational priorities and available resources. Similarly, the investment that will be required will be determined by completion of business cases as required.
This plan will be used to inform strategic documents such as the District Annual Plans and Statements of Intent, as well as driving the overall direction of HR Group activity.
Accordingly, the HR Group will maintain a continuing environment scan to ensure that the strategy remains on target with business needs as initiatives are implemented. Ongoing delivery will be assessed alongside the workforce work plan annual planning cycle.
5.1 Recruitment
Establish a recruitment infrastructure that enables and supports delivery of a strategic and proactive approach to recruitment, including improved efficiency, more effective selection outcomes and enhanced budget control.
Ensuring that we have the workforce to deliver the services required by our region is a critical area for both Otago and Southland DHBs. Recruitment activity within the provider arm is currently driven by hiring managers, with some transactional (processing) support provided by a small central team at each site. While there is valid activity occurring, with pockets of excellent results, as a general rule sourcing and selection is not an area of expertise for our clinicians and managers.
As a result of the decentralised nature of our current recruitment activity there is limited expert input and poor coordination of resource. Activity is generally reactive, specific to the unit concerned, and rarely informed by workforce information or a strategic view of the business. Selection outcomes are variable. Sourcing is uncoordinated and therefore more expensive than necessary.
Sourcing activity (ie ensuring a pool of candidates available to hire from) is primarily focused on traditional media placements, supported by attendance at international career expos via HealthDownSouth (and in Southland, prior to the advent of HouthDownSouth, in conjunction with Venture Southland). As well as HealthDownSouth, several other brands are in use in the marketplace, but there are no brand management or marketing strategies in place to ensure the message is connected and the brand value reinforced with each use.
Lack of infrastructure and associated systems also currently prevents the provision of recruitment expertise and advice to the community sector. Support provided is limited to individual response to specific issues.
Future State
An infrastructure capable of managing increased flow in an effective and efficient manner is a pre-requisite before investment in any existing or future marketing initiatives can be fully realised. Activity will therefore be focused initially on implementing a centralised recruitment model, supplemented by a targeted sourcing strategy.
Under centralised recruitment model the hiring manager continues in their role as the decision maker. However process flows will shift to allow for hiring decisions to be triggered by identified need, supported by specialist knowledge and activity and clearly delivering to the achievement of strategic goals. Activity over the next 12-24 months will be focused on infrastructure build, and the associated process and technology alignment (including the implementation of a regional e.recruitment platform). One regional advertising agency has been secured in order to leverage maximum efficiency and ensure the development of a beneficial business partnership.
A targeted sourcing strategy will provide for the appropriate use of our multiple brands, and ensure that recruitment marketing activity is targeted to identified need, based on an understanding of workforce requirements, and gaining maximum value from each initiative/placement. An employee referral programme will be implemented and talent pools (ie, collections of pre-screened and interested candidates) will be developed.
A centralised process will maximise efficiency of both process and budget. It will also enable the collection and utilisation of data, something which is not easily achievable under the current decentralised model. A centralised process will also enhance and facilitate the recruitment of staff jointly with the University of Otago, as will targeted sourcing and marketing initiatives which include the unique strategic proposition that our relationship with the University makes available.
Leadership of the national HealthCareers recruitment brand project will also continue, which will ensure that Otago and Southland are well positioned as the national recruitment brand implementation process progresses.
5.2 Organisational Culture
Cultivate and promote a positive, safe and healthy working environment.
Workplace culture – “the way we do things around here” – and workplace climate – “how we feel about working here” are two variables that we cannot afford to leave to chance as we make the paradigm shift into the collaborative, regional way of working.
Ensuring a positive, safe and healthy work environment is key to enabling retention of our existing workforce. Engaging in activities that will build and promote a positive workplace culture will not only support our existing workforce, but also develop a reputation for Otago and Southland DHBs as places where people will want to work. Understanding the drivers of engagement and using this information to create a great workplace is the key to a sustained competitive advantage.
Ensuring a safe and healthy workplace is a baseline requirement. Maintaining the current integrated approach and high standard of health and safety compliance and activity must continue.
Future State
Key to building and promoting a positive, safe and healthy workplace is understanding the existing culture and climate. Immediate activity in this area will focus on gaining an understanding of the particular reasons why staff come to work at Otago and Southland DHBs by conducting an engagement survey. An important aspect of this will be gaining an understanding of the place and influence of the relationship with the University of Otago.
Learnings will then be incorporated into a retention/engagement programme, and key messages built into recruitment activity to ensure alignment across all points of contact with employees. The current workplace culture development programme will be continued at Otago DHB, and implemented at Southland DHB, with a view to ensuring regional consistency.
An employment relations direction that supports staff retention will also be put in place.
This will include supporting the development and implementation of partnership/constructive engagement approaches and activities, positioning the regional employment relations strategy to optimise supply and retention at a sustainable cost, and exploring the development of employment models that optimise flexible outcomes for workers and the sector.
We will also continue our commitment to ensuring a health and safety conscious workforce and environment. The current low levels of workplace incidents and illness will continue to receive attention though maintaining a proactive model of employee safety and incident prevention. Recommendations for implementation of a wellness approach and associated activities will be sought, along with maintaining strong links with HEHA and other strategic initiatives aimed at increasing wellness. The health and safety structure, processes and resources at both DHBs will also be reviewed to ensure regional consistency and efficiency.
5.3 Workforce Development
Develop an overarching regional framework for workforce development.
Workforce planning and development are not currently well linked to service planning and future health service demand. We have limited collated and analysed provider arm workforce information, and even less about the community sector. This compromises the regions’ ability to effectively target its future needs for workforce numbers, skill mix and competencies, distribution, productivity and costs.
Ensuring our workforce development strategies are based on sound information about current and predicted workforce need is fundamental to ensuring a sustainable workforce.
This information is also a critical element of ensuring appropriate recruitment strategies
are in place. Growing the attractiveness of entering health as a career in an increasingly competitive labour market is also critical.
Investment in the development of staff through the development of a management and leadership programme that will build appropriate skills, mindset and commitment at all levels is a key element of workforce activity. Incorporation of organisational strategic direction and desired behaviours into a comprehensive programme is critical. Links to the overall learning and development framework for the region are also required.
Future State
The development of a regional framework enabling an integrated and coordinated approach for workforce development planning and activity will be a key focus for the HR Group. This will include identifying immediate and impending workforce shortages within the Otago and Southland regions (in particular where this varies from national priorities and requires a different, local response) and establishing a forum to facilitate discussion and development of mitigating strategies. Engagement with the community to seek an understanding of issues and priorities and to establish a pathway forward will also be key, as well as providing support to established local and regional workforce development initiatives.
The implementation of strategies designed to increase and secure future workforce supply, including workforce information, will also be a critical action priority. This will include the investigation of initiatives designed to increase the number of entrants to the health sector – from secondary school into health training, from other sectors into health, and returning those who have exited from health.
Workforce information will also be utilised to provide advice on demand and supply of key workforces across priority services. Extension of the Health Workforce Information Programme data collection into PHO, NGO and community employers will be progressed, and internal human resources information system (HRIS) development priorities will be identified and actioned.
RMO and SMO employment models, structures and processes will also be reviewed to ensure that they support regional sustainability and training requirements and enable the successful development of regional clinical services. Consideration of furthering the linkages with the University of Otago programmes and employment models will also be undertaken.
The establishment of a management and leadership development programme that builds appropriate skills, behaviour and mindset and commitment at all levels will also be progressed. A regional framework will be developed to ensure the delivery of meaningful outcomes aligned to strategic priorities. A development and delivery structure, including resource, will also be put in place. Organisational and regional strategic direction will also be incorporated into the programme content, including support for the delivery of the clinical governance training in Southland.
Local and regional workforce development activity will be strongly linked to and underpin the national Future Workforce activity.
5.4 HR Services
Deliver human resources services that support managers in their management of workforce.
The Human Resources Group portfolio encompasses human resources advisory services, recruitment, payroll/HRIS, health and safety and workforce development. It is critical that the HR Group activity contributes to and underpins the Shared Vision for the region;
contributing to organisational effectiveness by providing an integrated approach to people and processes.
Current HR Group engagement with management of workforce is primarily through the provider arm, with the two DHBs forming one of the most significant employer groups in the
region. However supporting managers in their management of workforce is also a critical component of ensuring a sustainable community sector.
Future State
Building the infrastructure necessary to ensure a sustainable regional service delivery platform will be an essential element of HR Group activity over the life of this plan.
Completion of regional policies and procedures, ensuring support for emerging projects (including regional clinical services) and enhancing and consolidating the capacity and capability of the HR Group will be areas of focus. Current service levels will be reviewed and a concentrated effort will be placed on relationship management at all levels to ensure that the ability of the Group to contribute is maximised. HR Group career pathways and succession planning will also be roadmapped to ensure sustainable service delivery going forward.
Growing and developing linkages with the community, primary healthcare and the NGO sector workforces will also be an area of significant focus. Contribution to the development and implementation of the Future Workforce primary healthcare workforce strategy will continue. Connections, relationships and integrated approaches will be developed with community based workforces. Opportunities and priority initiatives to progress integrated development of the community sector workforces will be identified and acted on as knowledge of this sector improves.
6. BENEFITS
Anticipated benefits from achievement of the HR Group strategic plan are as follows:
• planned activity within a strategic, future-focused model
• fostering an ‘organisation as a whole’ approach
• reduction in duplicated effort and systems
• decisions made within an organisational/regional context and within an agreed framework
• annual workplans aligned to, delivering on and contributing to strategic outcomes
• enhancement of our national, regional and local links
• development of both hospital and community provider arms
7. RISKS
Risks identified which may impact on the ability of the HR Groups’ ability to deliver on the agreed strategic plan and associated activities include:
• high level of existing business-as-usual workload (including support for regional clinical services development, hospital capacity review processes, etc)
• level of commitment from the business to resolving identified strategic priorities, rather than continuing to focus on short-term operational imperatives
• the need for investment to achieve the identified strategic priorities is high – the HR Group is currently structured to meet business as usual activity only, with no discretionary budget and extremely limited organisational development capacity.
• changes in the national or regional environment, context or structure will inevitably impact on the ability of the Group to achieve the identified action priorities.
The single biggest influence remains the level of resource allocated to Human Resources, and therefore the ability of the HR Group to deliver on identified strategic priorities (as opposed to supporting the business to manage operational imperatives, as is presently the case).
1.
Establish a recruitment infrastructure that enables and supports delivery of strategic and proactive approach to recruitment, including improved efficiency,more effective selection outcomes and enhanced budget control
Context
Ensuring that we have the workforce to deliver the services required by our region is a critical issue for both Otago and Southland DHBs. Recruitment activity within the provider arm is currently driven by hiring managers, with transactional processing support provided by a small central team. There is limited specialist input and poor coordination of resource given the decentralised nature of our current recruitment activity.
Selection outcomes are variable.
Lack of infrastructure and associated systems also currently prevent the provision of recruitment expertise and advice for the community. Support provided is limited to individual response to specific issues.
Sourcing activity (ie ensuring a pool of candidates available to hire from) is primarily focused on the HealthDownSouth expo attendance. As well as HealthDownSouth, several other brands are in use in the marketplace, but there are no brand management or marketing strategies in place. However an infrastructure capable of managing increased flow in an effective and efficient manner is a pre-requisite before investment in any existing or future marketing initiatives can be fully realised.
Action 0-12 months 1-3 years 3+ years
1.1 Implement centralised recruitment model
Complete review of existing recruitment processes and workflow models; determine gaps Determine and secure resource required to implement centralised recruitment model in accordance with identified organisational and regional need
Centralise recruitment advertising budget
Commence vacancy
reporting/management approach Pilot centralised recruitment model
Complete implementation of centralised recruitment model Implement e-recruitment module of HRIS
Commence development of infrastructure to enable provision of support to the community Ensure appropriate measures are in place to evaluate the effectiveness of initiatives
Review and modify approach based on identified need
2. 2 Targeted and appropriate sourcing strategy in place, including brand
management and recruitment marketing
Complete RFP process for regional recruitment advertising agency Review existing brands, including current use and target markets (including healthcareers and healthdownsouth)
Develop and implement brand management strategy
Establish strong links to external agencies and activities, including Immigration
Continue to lead national healthcareers recruitment brand project
Develop and implement overall and targeted marketing strategies, based on identified need
Identify and implement appropriate delivery of recruitment initiatives for key workforces
Develop and implement employee referral programme
Commence development of internal and external talent pools
Utilise workforce planning information to further develop tactical sourcing initiatives
Review effectiveness of brand and marketing strategies
Drive further strategy development and implementation based on activity analysis
Deliverables
12-18 months
One advertising agency across both DHBs
Centralised approach to recruitment implemented for selected areas of the business Brand management and recruitment marketing strategies developed and implemented 1-3
years
e-recruitment platform implemented Employee referral programme in place
Strong and clear linkages in place to external agencies and activities 3+
years
Fully implemented centralised recruitment model
External and internal talent pools in place and contributing to recruitment activity
2.
Cultivate and promote a positive, safe and healthy working environmentContext
Ensuring a positive, safe and healthy work environment is key to enabling retention of our existing workforce.
Engaging in activities that will build and promote a positive workplace culture will not only support our existing workforce, but also develop a reputation for Otago and Southland DHBs as places where people will want to work. Understanding the drivers of engagement and using this information to create a great workplace is the key to a sustained competitive advantage.
Ensuring a safe and healthy workplace is a baseline requirement. Maintaining the current integrated approach and high standard of health and safety compliance and activity must continue.
Action 0-12 months 1-3 years 3+ years
2.1 Build and promote positive regional workplace culture
Gain an understanding of the particular reasons why staff come to work at ODHB and SDHB – what are the drivers of engagement
Conduct an engagement survey to determine current organisational culture and climate
Review exit interview data to determine reasons why employees leave ODHB and SDHB
Implement finalised vision and values at SDHB
Build key messages into recruitment activity
Learnings incorporated into retention/engagement
programme
Review organisational vision and values with a view to ensuring regional consistency
Progress workplace culture development programme at ODHB, implement at SDHB
Continue to engage with staff, utilising information to drive further activity planning Comprehensive candidate care (on boarding) programme in place
2.2 Ensure an employment relations direction that supports staff retention
Participate in external salary survey Participate in collective bargaining processes such that Otago and Southland’s interests are protected as best possible
Support development of partnership/
constructive engagement approach Determine and implement consistent approach to individual employment agreements
Develop and implement regional industrial relations policy Position the regional employment relations strategy to optimise supply and retention at a sustainable cost Explore development of
employment models that optimise flexible outcomes for workers and the sector – multidisciplinary teams, sustainable workloads and contractual settings
Continue to review to ensure collective employment conditions that are fair and reasonable and reflect national/regional outcomes where appropriate
2.3 Continued commitment to ensuring a health and safety conscious workforce and environment
Maintain low levels of workplace incidents and illness by continuing a proactive model of employee safety and incident prevention
Review health and safety structure, processes and resources from a regional perspective
Promote general and targeted health initiatives
Maintain strong links with HEHA and other strategic initiatives aimed at increasing wellness
Maintain ACC Partnership programme membership Ensure regional consistency and efficiency for H&S structure, process, policy and activity Review and propose recommendations for wellness approach/activities
Ongoing environmental scanning and research to ensure the impact of emerging health and safety issues and technologies are identified and addressed
Regional approach to H&S in place Ensure HSNO compliance requirements are proactively and appropriate managed
Success Measures
12-18 months
External benchmarking in place SDHB vision and values embedded
1-3 year Workplace culture information gained and used to drive retention enhancement programme Regional employment relations policy in place
3+ years Increased retention evident Strong engagement survey results
3.
Develop an overarching regional framework for workforce developmentContext
Workforce planning and development are not currently well linked to service planning and future health service demand. This compromises the regions’ ability to effectively target its future needs for workforce numbers, skill mix and competencies, distribution, productivity and costs.
Ensuring our workforce development strategies are based on sound information about current and predicted workforce need is fundamental to ensuring a sustainable workforce. This information is also a critical element of ensuring appropriate recruitment strategies are in place. Growing the attractiveness of health careers in an increasingly competitive labour market and a strong retention focus are also critical.
Investment in the development of staff through the development of a management and leadership programme that will build appropriate skills, mindset and commitment at all levels is a key element of workforce activity.
Links to the overall learning and development framework for the region are also required.
Action 0-12 months 1-3 years 3+ years
3.1 Formulate an integrated and coordinated approach to workforce development and planning
Immediate and impending workforce shortages and associated mitigating strategies are identified and discussed at local and regional levels
Investigate Workforce Committee as forum for conversations and planning Engage with community to seek understanding of issues and priorities Provide support to established local workforce development initiatives
Map expected service demand to future models of care.
Use HWIP forecasting capability to provide advice on demand and supply of key workforces across priority services.
Develop workforce profile; use information to drive key activity
Undertake ongoing environment scanning and research (national
& international) to inform strategic workforce planning and development
3.2 Identify and implement strategies designed to increase and secure future workforce supply, including workforce information
Introduce pilot school Incubator programme in Southland Investigate establishment of scholarships in Otago
Complete Payroll/HRIS migration project in Southland
Extend HWIP data collection to PHO, NGO and community employers.
HRIS development priorities identified and actioned Workforce information needs identified and actioned
Continue modeling and forecasting work according to identified priorities.
Implement electronic employee files (via HRIS)
3.3 Ensure RMO/SMO employment structures support regional sustainability and training requirements
Review RMO/SMO employment model and processes
If change considered appropriate, propose future regional employment model for consideration
Implement agreed RMO/SMO employment structure for Otago and Southland DHBs.
Review RMO/SMO employment model and processes ongoing
3.4 Management/Leadership development
programme that builds appropriate skills, behaviour and mindset and commitment at all levels
Review current management and leadership programmes, propose an integrated approach going forward Support delivery of clinical governance training
Develop regional framework that will meet demand and deliver meaningful outcomes
Implement internal management and leadership development delivery structure, including resource.
Incorporate organisational strategic direction and desired behaviours into programme content
Develop and implement integrated approach to learning and
development activity across the region
Success Measures
12-18 months
Clinical governance training completed Forums for workforce conversations in place Incubator pilot programme in place
Initial engagement with community completed and pathway forward identified 1-3 years Regional management and leadership development programme implemented
Workforce information available and utilized Regional workforce strategy in place
Appropriate RMO/SMO employment models in place
3+ years Regional strategy and integrated approach to learning and development agreed and implemented
4.
Deliver human resources services that support managers in their management of workforceContext
The Human Resources Group portfolio encompasses human resources advisory services, recruitment,
payroll/HRIS, health and safety and workforce development. It is critical that the HR Group activity contributes to and underpins the Shared Vision for the region; contributing to organisational effectiveness by providing an integrated approach to people and processes.
Action 0-12 months 1-3 years 3+ years
4.1 Ensure HR Group structure provides proactive and flexible support to managers in managing their workforce
Concentrated effort on relationship management at all levels of HR support
Review current structure and ensure strong match to organisational and regional need
Support successful delivery of regional clinical services delivery platform
Review current service levels and vary where necessary the level of advisory service
Participate in hospital capacity review
Contribute to development and implementation of sustainable regional clinical services
Review structure of HR Group to ensure regional approach maximised
4.2 Ensure sustainable regional HR service delivery platform
Completion of regional policies and procedures
Ensure support for emerging projects Enhance and consolidate the capacity and capability of the HR Group
Strengthen regional capacity and structure
Consider appropriate regional ER structure
Build internal carer pathways for HR Group, including succession planning
Active career pathways in place for HR Group
4.3 Grow and develop linkages with the community, primary health care and NGO sector workforce
Contribute to the development and implementation of the Future Workforce primary healthcare workforce strategy
Develop links and integrated approaches with community based workforces
Identify priority initiatives to progress integrated development of community sector workforces as knowledge of this sector improves
Continue to build on opportunities for integrated workforce approach
Success Measures
0-12 months
Ongoing favourable feedback from managers on HR Group service levels Regional policy and procedure framework in place
Key risk areas are mitigated appropriately Legislation and best practice adhered to 1-3 years Regional ER structure and policy in place
Career pathways in place for HR Group 3+ years Strong HR Group capacity and capability
