Human resource management practice I also available by michael armstrong

1 

Define the plan.

2 

Map service change.

3 

Define the required workforce.

4 

Understand workforce availability.

5 

Plan to deliver the required workforce.

6 

Implement, monitor and refresh.

Managers  were  informed  that,  using  this  framework,  

they would be required to produce plans over a one-year, 

two-year and five-year timescale. The guide was applied 

by  asking  each  manager  to  define  their  workforce  plan, 

outline forces for change, assess demand, assess supply, 

undertake a gap analysis and subsequent action planning 

and carry out implementation and a review of the plans.

It was found that while some managers were skilled in 

workforce  planning,  the  majority  needed  support  to  link  

together the financial, workforce and planning elements of 

the process. The outcomes were:

 

●

trust-wide workforce planning, using electronic  

staff record and planning tools;

 

●

workforce planning is now part of day-to-day  

trust business;

 

●

detailed workforce plans across clinical and  

non-clinical directorates;

 

●

increased awareness of financial position, age 

profiles, and workforce risk assessment;

 

●

the development of a more efficient workforce  

by reviewing skill mix and succession planning;

 

●

integration of workforce planning into the corporate 

management programme.

Reference

Workforce Projects Team (2009) Skills for Health, available at