Assessing the status of health
workforces in operational
environments
Facilitator guide
Table of Contents
The 5 Domains of Workforce Classification ............................................................................................ 3
Background ............................................................................................................................................. 3
Overview of the tool ............................................................................................................................... 4
Preparation ............................................................................................................................................. 5
The Facilitator ..................................................................................................................................... 5
Scope ................................................................................................................................................... 5
Initial data collection........................................................................................................................... 6
Choosing focus group participants ..................................................................................................... 6
Preparing participants............................................................................................................................. 6
Individual workforce rating ................................................................................................................. 7
The focus group meeting ........................................................................................................................ 7
Introduction .................................................................................................................................... 7
Discussion........................................................................................................................................ 7
Summary ......................................................................................................................................... 8
Follow-up ................................................................................................................................................ 8
Domain definitions.................................................................................................................................. 9
Service need ........................................................................................................................................ 9
Public profile ..................................................................................................................................... 10
Supply................................................................................................................................................ 11
Operational flexibility........................................................................................................................ 12
Operational capacity ......................................................................................................................... 13
Appendix 1 Scoring Matrix for Health Workforce Classification Framework ....................................... 14
Appendix 2 Template report initial data collection template .............................................................. 15
Appendix 3 Information for participants .............................................................................................. 16
Appendix 4 Copy of online survey. ....................................................................................................... 17
Appendix 5 Template Report Workforce assessment status................................................................ 20
The 5 Domains of Workforce Classification
Service need: service
stability, model of care,
clinical processes
Operational Capacity:
R&R, lead in time,
specificity of skills
Operational Flexibility:
regulatory, education &
training, qualification
Public profile: public
confidence,
political/policy context,
labour market
positioning
Supply: size and
distribution, gender,
ethnicty, age
Background
In order to write an effective collective employment negotiations bargaining strategy there is an
need to consider a number of intersecting elements such as fiscal constraints, current and future
service delivery need and workforce issues.
This workforce tool was developed in response to a need for an evidenced based approach to
assessing and categorising the level of need of workforce. It has been used to support the collective
DHB employment negotiations processes. It has formed the baseline data gathering for operational
information on specific workforces and has helped identify where further investigation into
particular workforce issues is required.
There were two key drivers that have lead to the development of this tool. The first was a need to
assess and classify health workforces whilst taking cognisance of the wider contextual factors which
impact on the New Zealand health system. The second driver was a desire to have an evidencebased method for District Health Boards (DHBs) to review their workforces as part of developing a
bargaining strategy for collective employment agreements. Previous assessments of the health
workforce were been anecdotal and lacked a whole of systems approach. They did not provide a
logical framework to enable a comparison of workforces. It is intended this tool will benefit the
wider health system by providing a framework for evidential discussion to occur.
Use of the tool relies on consensus view of an expert focus group who agree on a workforce
classification and where required make suggestions for further investigation.
The tool is time dependent so only provides information at the particular point in time in which the
process is undertaken. There is however the ability to repeat the process at a later date in order to
review any changes or other such trends
Overview of the tool
This qualitative assessment tool has been specifically designed to identify workforce pressures that
may have an impact on the capacity to deliver services. Its key purpose is to identify areas of
operational pressure for the particular workforce being examined. It is recommended that this tool
be used along side other assessment tools in evaluating a workforce.
This workforce assessment tool is a qualitative process that uses 5 factors (figure 1) to guide a
facilitated focus group discussion on the identified workforce. The need to have a diverse group of
both operational and professional viewpoints is imperative as it enables views to be challenged and
strong rationale to be developed to support the final categorisation.
The first step of the process is to identify the scope of the assessment to be performed. Generally
this is for an occupational group but it could also be further refined to review a particular speciality
for region.
Having defined the scope, the next stage is to gather all readily available background
information/data on this workforce to help inform the group discussion and ensure the facilitator is
adequately prepared for the focus group process. Data can include relevant operational DHB
information on the workforce, regulatory workforce data and strategic workforce information from
Health Workforce New Zealand
This information is shared with the focus group participants at the beginning of the process. The
information will assist the participants to complete an individual assessment of the workforce and
enable informed discussion on each of the 5 domains.
During the focus group the facilitator keeps the group focused on discussing the rating, and
rationale, for the workforce in each domain. Having rated each domain the scores are totalled and
the workforce is assigned to one of four classifications based on the level of intervention required.
This classification is indicative only and provides a rationale for further investigation to occur.
Stable Occupation
WATCHING BRIEF
Transitional Occupation
SOME INTERVENTION RECOMMENDED
Transitional/ Occupation Under Pressure
INTERVENTION REQUIRED
Occupation Under Pressure
INTERVENTION IMPERATIVE
Preparation
The Facilitator
Each workforce assessment requires a leader or facilitator who is responsible for managing the
process and facilitating the focus group discussion. This includes:

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

Identifying the scope of the assessment
Organising and collating the initial data collection
The selection and invitation of focus group participants,
Ensuring participants have the resources required to fully participate.
Summarise the focus group discussions and overall findings.
Managing any follow up investigation that may be required.
The facilitator needs to be familiar with the process and have some skills in facilitation of group
process.
It is important that the facilitator fully understands the five factors and their purpose, so as to
correctly guide discussion within the group. There is often a tendency for focus group members to
digress into other topics, relevant to the workforce, not required for the purpose of the exercise. The
facilitator must keep a tight handle on the topic of discussion and ensure that valuable time is not
spent on superfluous items.
The facilitator must also ensure that they are able to manage more vocal focus group members and
ensure that a consensus is gained to weighting. They need to encourage feedback from quieter
group members and ensure that all views are able to be represented. They must also pose
challenges in the form of reflection questions if they feel that the group of particular members have
started to focus on issues or areas of interest which are not relevant for the tool discussion.
In summary the facilitator must take a ‘helicopter’ view of the topic and ensure that the focus group
stays on task and topic. They must work to ensure all discussion remains centred around the tool
and that issues of relevance are explored as able.
Scope
The first step of the assessment tool process is to identify the scope of the assessment to be
performed. Usually this will be reviewing a workforce as a whole as is defined in the coverage clause
of a particular employment agreement. Consideration may also be given to other workforce scopes
such as






Whole of workforce: general consideration of a specific workforce e.g. nursing, midwifery
etc
Professional Groupings: specific practice areas relevant to a particular work group
Specialities and sub-specialties: e.g. nursing such as medical, surgical, ED, Critical Care,
operating theatre etc
Geographic: rural /urban; across regions
Service /deployment based: medical, surgical, mental health etc
Patient categories: hi dependency; low dependency
The most common use of the tool is for a profession specific review.
Initial data collection
The aim of this step is to gather readily available background information/data on this workforce to
help inform the group discussion and ensure the facilitator is adequately prepared for the focus
group process.
Data can include relevant operational DHB information on the workforce, regulatory workforce data
and strategic workforce information from Health Workforce New Zealand. It should also include any
indications of changes to service delivery models which may be considered in DHBs or within the
MoH.
The SER data team will coordinate the collection and preparation of this report using the template
attached as appendix two.
Choosing focus group participants
Getting the right people involved is critical to this qualitative process as its validity is dependant on
the quality of the discussion and group reaching consensus.
Ideally a focus group should have a minimum of 10 and a maximum of 20 participants in the focus
group. In deciding the participants the following needs to be considered.





the workforce being discussed
other occupational groups
service delivery
geographic
strategic and operational workforce views
The facilitator is responsible for developing this group by sending out a request for volunteers
through the led DHBs groups and by asking HWNZ,NHB and relevant professional groups if they
would like to be involved. Depending on the group it may also be valuable to engage the training
organisations.
Preparing participants
Because of the qualitative nature of this process it is essential that participants have all the
information they need to ensure full and active participation.
Participants must:1. Be clear on the scope of the workforce assessment
2. Understand the Health Workforce Classification Assessment tool and the importance of their
role to the process
3. Have time to review the data that has been collected
4. First individually rate the workforce and send to the facilitator prior to focus group
This is achieved by the facilitator sending out the participants hand book and the initial data
collection report. Appendix three provides template email to participants.
A follow-up phone call prior to the focus group to ensure understanding may also be useful.
Individual workforce rating
The first stage of the workforce assessment process is for the individual to decide an initial rating of
the workforce. This is achieved through completion of an online survey. Once the facilitator has
identified the focus group participants DHBSS admin staff will prepare the online survey and send a
link to each of the participants. It will be the facilitators responsibility to follow up with participants
to ensure they complete the survey. Participants are encouraged to provide the reasoning for the
ratings they give.
The results of the survey will be summarised and returned to the participants to use during the
focus group meeting.
The focus group meeting
This meeting may be held both face to face or via a teleconference. The decision for which will be
based on cost and practicality. It is useful to note that the process works equally well in either mode.
Adequate time should be allocated to the teleconference/ meeting and approximately 60-90
minutes is sufficient to conduct the process.
Introduction
The meeting commences with the facilitator
1. Introducing the purpose of the meeting including the scope of the workforce being
discussed
2. Introducing the group participants or enabling them to introduce themselves
3. Providing a reminder of the Health Workforce Classification Framework. This should include
definitions of the five domains, the rating scale and final classifications. The scoring matrix
(appendix 1) provides a prompt for this discussion and includes descriptions of the final
classification.
Discussion
The focus group will spend most their time concentrating on completing the scoring matrix. This is
the area of the tool which allows for group debate and for the cumulative scoring that results in the
final classification. The facilitator will lead the group discussion on each dimension of the framework.
This starts with service need and works across the matrix to end with operational capacity.
The facilitator encourages the group to discuss which score the workforce in question should be
given between 1 and 4, as well as rationale why. The need to have a diverse group of both
operational and professional viewpoints is imperative here as it allows views to be challenged and
strong rationale to be given in order to reach the final score. The facilitator skill here is the most
important as they work with the group to achieve consensus on the final score. The group must
reach agreement on the score (1-4) of each dimension before moving to the next dimension.
Once each factor has been scored and the total tallied, the corresponding number should be found
in the scoring table at the bottom of the matrix. This should be confirmed by the facilitator and the
group asked to confirm they endorse the final classification reached.
As the group works through the 5 domains the facilitator should take notes and ensure that areas
which arise and are not covered by the 5 domains are noted for further investigation if warranted.
The facilitator should also keep a record of the scoring of each of the 5 domains so as to tally the
completed score to reach the overall classification.
The final score out of each of the 5 domains will add up to a total overall score which in turn will
determine which classification is reached. The total score should be matched to the table
underneath the scoring matrix.
Summary
To complete the screening tool assessment process the facilitator should reconfirm the final
classification reached. They should also reiterate any additional issues which have arisen from group
discussion that require further investigation as part of any ER/IR processes. This classification then
provides a basis from which other discussions can be generated and also helps to provide direction
on what areas are causing pressure or particular issues to the workforce being reviewed.
Follow-up
Confirmation of the findings – a summary of written notes from the facilitator plus the final score
and rationale should be emailed to all group members within a week of teleconference / meeting
completion. Any follow up work from these findings should be agreed at this point also.
All focus group members are required to review the sent items and send back any corrections to the
facilitator within the space of 5-10 working days. Further analysis is now undertaken, on additional
items which arose out of the focus group but were not particularly relevant to the workforce
assessment tool. These are areas that can be expanded on and further investigated in the final
operational analysis that is completed for the BSG.
Domain definitions
Service need
This domain includes factors such as:


Service stability including changes to service demand which may be driven by population or
purchasing changes.
Operational deployment and intensity of use. Is this a seven day 24 hour service or Monday to
Friday business hours (is this capacity)
Clinical processes/models of care influence on occupational requirements for example
nurse/doctor led
Rating Description
1
Service is stable and there are no anticipated
major changes to service delivery or demand in
the short term
2
Some instances of demand pressure on service
but stable overall
3
Service demand progressively increasing
impacting on service level or peak demand
periods increasing
4
Service operating at full capacity Peaks in
service demand driving instability in service
delivery.
Key Questions to support and encourage discussion:
What is the current demand picture?
Has the service changed significantly? Or is it about to?
What is the current service picture?
Example
Current demand does not exceed supply
and service picture has no particular
issues.
Occasional instances of increased
demand but majority of time is stable.
Increasing demand impacting on supply.
Demand exceeds supply.
Public profile
This domain includes factors such as:
Public confidence: does the lack of a readily available workforce pose potential public
confidence issues if the service cannot be delivered as required?
Political /policy context: political mandate/drivers for particular workforces
Labour market positioning: relative strength in the labour market


Rating Description
1
No current issue of public confidence or
political/policy factors.
2
Some Public confidence issues/policy issues
appearing which may impact on the workforce
3
Public confidence/political context/policy
change is directly impacting on the workforce
4
Public/political confidence in services is being
actively impacted by absence of the
workforce/or disruption to availability
Example
Low public profile in that there are
relatively few instances where the
workforce would gain increased political
/ public interest
Occasional confidence issues which may
be emerging, but workforce is till
relatively low in regards to gaining
public or political attention i.e. clinical
perfusionists
Where a workforce is being impacted on
by political / public changes but also
where workforce is impacting on public
and political environment i.e. by way of
strike that impacts on service provision
i.e. MRTs
This is usually for inherently political
workforces i.e. RMOs, SMOs, Midwives,
and Medical Physicists. More common
in autonomous than delegated
workforce roles.
Key Questions to support and encourage discussion:
How politically sensitive is this workforce?
Is it currently a high government priority?
What are the current public sensitivities around this workforce?
Supply
This domain includes factors such as :
Community / population health requirements: Are there sufficient numbers of this
occupational grouping within the system (via education and immigration)? Inward and outward
flows balanced?
Distribution: is there a general distribution issue or a specific local/regional mal-distribution?
Gender/ethnicity/age: Is an aging workforce an additional risk factor? For example, is there
adequate Maori and Pacific representation to meet needs of specific communities?


Rating Description
1
No major distribution or supply issues
2
Some Distribution issues emerging and wider
issues with supply
3
Distribution and supply issues increasingly
impacting on wider system.
Issues with overall size of workforce available.
4
Significant distribution and or supply issues
currently occurring, problems with small size of
available workforce.
Example
Stable supply pattern
May be with particular specialities,
rather than entire workforce
Often related to geographic distribution
issues – must ask group are these pure
supply issues or a maldistribution issue
occurring?
Real issues with supply pipeline of
professional group i.e. we need to
import greater than 50% of entire
workforce - medical physicists an
example
Key Questions to support and encourage discussion:
Is New Zealand currently training enough of this workforce at present?
Do we need to increase current training ?
What is overall supply like?
Are their issues with particular geographic regions or areas within New Zealand?
Operational flexibility
This domain includes factors such as :

Regulatory influences impact under HPCAA 2003: statutory impacts on workforce availability
Custom and practice: are the current barriers/ways of working, custom and practice as opposed
to actual legislative barriers?
Size of occupational grouping: small numbers tend to be an additional risk factor
Scope of practice: how enabling/limiting is the current scope in terms of flexibility?
Ability to substitute: can you readily or easily substitute workforce elements if required? If not,
does this pose an additional risk?
Qualifications - educational pathways: timeframes for gaining competent practitioners
(longer/postgrad qualifications additional risk as longer lead in).




Rating Description
1
No current workforce flexibility issues
2
3
4
Some Sector requirements to begin looking at
alternative models of care and roles for this
workforce
Emerging requirements for more flexible
workforce options
Requirements for flexible workforce options,
but very limited/no available substitute
workforce that can perform the critical
function of this workforce
Example
No need or requirement for additional
flexibility required. Role is substitutable
if required.
Occasional requirements for increased
flexibility needed, some substitution is
able if needed.
There is a need for more flexibility –
substitution is able but may be very
difficult i.e. SMO’s can be substituted
for RMOs if absolutely needed.
No substitution for workforce is
available if required – i.e. the roles that
this workforce perform as so specific
that no other workforce can do them if
absolutely required
Key Questions to support and encourage discussion:
How flexible is this workforce in regards to its current scope?
Can any other workforces fulfil the key tasks/ functions of this workforce? If so who?
Would substitution of another workforce be a valid option into the medium to longer term?
Operational capacity
This domain includes factors such as :
Lead in time for recruitment: either internal supply or ability to recruit internationally
(particularly if majority of source is gained internationally)
Recruitment and retention: including public/private drag on supply
Specificity of skills /competency required: how specialised are the skills required to perform the
role?
Suitably skilled workforce specific service/clinical process: does the current workforce have all
the skills required?
Additional regulations that are impacting on professions ability to practice
Ability to provide the environment/context for this workforce: Can the sector provide the
appropriate environment/context for this workforce to perform to capacity





Rating Description
1
No significant recruitment and retention issues
2
Some recruitment and retention issues are
occurring
3
Generalised recruitment and retention issues
for specialised skills. Operational environment
is affected by potential lack of this workforce
due to higher level of workforce specialisation
required
Significant recruitment and retention issues for
specialised skills. Issues exist with gaining
appropriately skilled individuals
4
Example
Easy access to more of the workforce
when required
Slightly more difficult recruitment
processes / timeframes for gaining of
workforce
Skills more specialised and harder to
find specific skill set i.e. 6month – 1 year
for recruitment
Long and often difficult recruitment
processes for gaining sufficiently
qualified individuals i.e. 1-2 years for
recruitment
Key Questions to support and encourage discussion:
What is overall national retention of this workforce like at present?
Are there areas where issues are occurring? If so where and why?
What is the lead time for recruitment of this workforce?
To what degree do we need to import internationally for this workforce? And why is this?
Appendix 1 Scoring Matrix for Health Workforce Classification Framework
Rating
Service Need
Public Profile
Supply
Operational flexibility
Operational Capacity
1
Service is stable and there are
no anticipated major changes
to service delivery or demand
in the short term
Some instances of demand
pressure on service but stable
overall
No current issue of public
confidence or political/policy
factors.
No major distribution or
supply issues
No current workforce
flexibility issues
No significant recruitment and
retention issues
Some public confidence
issues/policy issues appearing
which may impact on the
workforce
Public confidence/political
context/policy change is
directly impacting on the
workforce
Some distribution issues
emerging and wider issues
with supply
Some sector requirements to
begin looking at alternative
models of care and roles for
this workforce
Emerging requirements for
more flexible workforce
options
Some recruitment and
retention issues are occurring
Public/political confidence in
services is being actively
impacted by absence of the
workforce/or disruption to
availability
Significant distribution and or
supply issues currently
occurring, problems with small
size of available workforce.
2
3
Service demand progressively
increasing impacting on
service level or peak demand
periods increasing
4
Service operating at full
capacity peaks in service
demand driving instability in
service delivery.
Distribution and supply issues
increasingly impacting on
wider system.
Issues with overall size of
workforce available.
Requirements for flexible
workforce options, but very
limited/no available substitute
workforce that can perform
the critical function of this
workforce
Generalised recruitment and
retention issues for specialised
skills. Operational
environment is affected by
potential lack of this workforce
due to higher level of
workforce specialisation
required
Significant recruitment and
retention issues for specialised
skills. Issues exist with gaining
appropriately skilled
individuals
Score
Health Workforce Classification Table
5-8
9-13
14-17
18-20
Stable Occupation
WATCHING BRIEF
Transitional Occupation
SOME INTERVENTION RECOMMENDED
Transitional/ Occupation Under Pressure
INTERVENTION REQUIRED
Occupation Under Pressure
INTERVENTION IMPERATIVE
Aileone & Rimmer (2011)
Appendix 2 Template report initial data collection template
Data Required
Where From
Details
Current Workforce Base Data –
employees on DHB payroll
HWIP/DHBSS



Workforce Headcount in DHBs
Employment Status – full-time, part-time, casual
General demographics – sex, age, length of service, ethnicity, etc.
Current Workforce Base Data –
employees on contract to DHB
DHB Contracting (Planning and Funding) or via
GMsHR and HWIP as a specific data request


Headcount of staff covered within contract
General demographics – sex, age, length of service, ethnicity, etc.
Current Workforce Base Data –
outside of DHBs
HWNZ
Registration Authorities data



Workforce Headcount outside of the DHBs
Employment Status – full-time, part-time, casual
General demographics – sex, age, length of service, ethnicity, etc.
Recruitment and Retention
HWIP/DHBSS
HWNZ
Department of Labour
NZ Stats




DHB employed workforce - Entry and exit data (if available)
Information from service reviews (if available)
General population workforce data
General population workforce data
Vacancies
HWIP/DHBSS
HWNZ
Department of Labour
NZ Stats




DHB employed workforce - Entry and exit data
Information from service reviews
General population workforce data
General population workforce data
Service Demand Data
HWNZ
Specific section with the MoH


Service Reviews/Forecasting/strategies
Strategies
Supply and Training Data
HWNZ
Colleges
Registration Authorities

Numbers of those in training and at what level (can cross check all data
from these sources)
Appendix 3 Information for participants
Name
Particular workforce
Facilitator
Email body
Thanks for agreeing to participate in the assessment of the XXX workforce.
You have been chosen because of your particular knowledge and skills. This
is a qualitative process that and the outcome is reliant on robust discussion
during the group decision making process.
As a participant in this process you will need to:
 Review the participants handbook and make contact with xxxx if you are
unsure of what is expected of you
 Review the current state overview that is appended to this email
 Complete the on-line survey. The results of this survey will be used to
inform the focus group discussions. You will shortly receive an email with
a link to the survey.
 Attend the focus group teleconference
 Read and comment on the draft report.
This report once finalised will be shared with DHBs and be used to inform the
development of the bargaining strategy
Date of survey close
off.
Date of focus
meeting
Inclusion



Participants guide
Current state overview
List of other people involved in the process
Appendix 4 Copy of online survey.
Appendix 5 Template Report Workforce assessment status
Advice to the Bargaining Strategy Group: (insert relevant workforce)
Purpose
Employment Relations is a key accountability for DHBs and has a significant impact on DHB outcomes. The
Employment Relations Strategy Group (ERSG) has an operational governance role over 20DHB ER activity
and has mandated a range of advice to ensure that development of bargaining strategy is well supported.
Operational advice on the employed workforce is developed by DHB experts and is complementary to the
strategic advice provided by Health Workforce New Zealand (HWNZ)
The purpose of the operational advice is to ensure that Bargaining Strategy Groups have access to accurate
information on the current status of the DHB employed workforce. The purpose is to identify any staffing
capacity and/or capability issues related to DHB operational delivery and/or service development needs,
some of which may be addressed through the ER process.
This paper provides summary advice to the ERSG and the Bargaining Strategy Group on the current status of
the DHB (insert relevant workforce).
Context
This advice is provided for the purpose of informing the development of a bargaining strategy for the (insert
relevant workforce) MECA – expiry date (add)
Current Status of the DHB (insert workforce)
The current status of the (insert workforce) was assessed by sector experts using a structured screening tool.
The screening tool assigns a score to the workforce being considered according to:





The operational stability/instability of the service
The sensitivity of the workforce in terms of media interest and public confidence
Demographic factors impacting on the overall availability this workforce
Operational flexibility around this workforce for service delivery & innovation
Recruitment and retention
The purpose is to provide an overall assessment of the workforce to inform the ERSG and Bargaining
Strategy Groups on any pressures impacting on a workforce operationally and/or in the context of
employment negotiations.
Results of the screening place the workforce in one of 4 categories as shown in the figure below. Results
should be considered indicative only.
Preliminary assessment of the current status of the DHB (insert workforce) by sector experts has identified
the DHB (insert workforce) as (insert scoring).
Stable Occupation: WATCHING BRIEF
Transitional Occupation: SOME INTERVENTION RECOMMENDED
Transitional/ Occupation Under Pressure: INTEVENTION REQUIRED
Occupation Under Pressure: INTERVENTION IMPERATIVE
Rationale (add detail)
Further detail of the assessment is summarised in the table below:
Key
Working well / no current problems, no immediate action required

Moderate alert, action required in short / medium term

High alert, immediate action required, extreme risk to occupation group

Current Status – Summary of Key Service, Operational Workforce and Employment Drivers (example
below)
1
2
3
Operational
Service Needs
Current
Relatively stable nationally
12 month outlook
No major changes foreseen
1-3 years outlook
Watching brief in regards to increased
complexity and increased referrals
Employed
Workforce
structure
Average age
Average workforce average (44 years)
Ethnicity
Lack of Maori and Pacific MRTs
(demography)
Gender balance
Predominantly female so high part time
workforce and loss of workforce numbers
during childbearing years
Recruitment
Current vacancies
Issues exist
Average time to fill
Acceptable
Distribution
No major issues identified
Pressures on
related workforces
No major issues identified
4
Retention
Factors
Turnover
Relatively stable
Sick Leave
No reports of current issues
Part-time /Fulltime
High part time workforce which can be
problematic in regards to availability
Skill Mix
Issues with having adequately experienced
skill mix in all areas, particularly with
modalities
Access to Clinical
leadership
Relatively good access to clinical leadership
Clear career path
No issues identified
development
5
Ongoing
Training and
Development
Workload
management
Difficult in certain areas
Roster
management
Difficult in certain areas
Performance
development
mechanisms
No reported issues
Entry/ Transition
competency
No reported issues
Match to service
requirements
No reported issues
Access to on going
training
(progression)
Some reported issues
Access to training
to maintain
practising cert
No reported issues
Key Issues
The observations below highlight likely trends that are impacting on employers based on sector expert views
and currently available workforce information.
Service Delivery & Development Drivers
Demand: (add relevant information)
Employment Drivers (add relevant information)
Training and Development (add relevant information)
Recommendations
It is recommended that the ERSG / Bargaining Strategy Group consider the following:
(add 4-5 high level recommendations)
Operational Workforce Analysis
Workforce Description
Regulation and Scopes of Practice (add information)
Entry Qualification (add information)
Key Service, Operational Workforce and Employment Drivers (add)
Service Delivery & Development Drivers: (add)
Demographics
The following demographics represent data from the collective DHB picture. (add information )
Current employed workforce
As well as service driven factors, DHB requirements for (insert) workforce are influenced by the
characteristics of the current workforce:
Recruitment (add)
Distribution: (add)
Vacancies: (add)
Retention (add)
Workload Management: (add)
Workforce Mix: (add)
Clinical Leadership: (add)
Training and Development
Entry/ Transition Competency: (add)
Match to Service Requirements: (add)
Access to On-going Training (progression): (add)