Integrated Workforce Planning - home

Recruitment & Selection

Need to identify what is expected to happen to the current workforce over the next five years.

OUTCOMES	PROCESS	OUTPUTS
To work towards the achievement of structure, innovation and a framework which enables the whole economy to have the appropriate mix of people ,skills and experience to meet local and corporate objectives	There will now be a clear profile of the workforce including size, age, professions, age and ethnicity. Factors to consider are length of service and Mental Health Officer status as those that are eligible this may retire at 55.	Sandwell Mental Health and Social Care trust Recruitment and Retention strategy
To understand the movements in and out of the mental health workforce	The data will show trend such as vacancies, turnover and retention, leaver and recruitment patterns plus retirements. Along with national targets the current trend appears to be that performance targets will be set locally which will enable us to identify local need and have locally determined goals.	Due to the commencement of this work when redundancies have been made in the voluntary sector support from the statutory sector has been forthcoming to examine vacancies. There are arrangements between the National Health Service who share job bulletins. Work is ongoing to share that with the voluntary sector.
To analyse historical movements and forecast future changes.	These goals will be set on key workforce indicators such as turnover, vacancy rates, stability and retirements and will be built into service level agreements.
To examine current local work in recruitment and retention, share best practice and examine set targets.	Each organisation managed by the LIT would be required to produce annual workforce details based on the following questions: What are your current staffing details? Where are the difficulties? What are the difficulties? What is the size of the problem? Why are the difficulties occurring? What else are you doing to tackle these difficulties and what else can you do? Do you have a representative workforce? What is the situation now? What are the areas that need development? What needs to be done? What makes people come and work for you and stay? How could you be more attractive as an employer? Why do people work for you? What makes people stay? What puts people off working for you? Why do you lose people and from where? What is the size of those losses? What initiatives are in place to tackle any of these problems? What other initiatives can be undertaken? Is there potential to increase the part-time workforce? What will happen to your existing workforce in future? Do you have projected goals? Are there changes in workforce activity planned and how will they impact on the current workforce? How will the existing workforce be trained up for future job roles and required competencies needed? What is the size of the temporary workforce? How large and active is the temporary workforce? How will this be used in future? What impact will that have on permanent staffing?
To estimate the current workforce retention and losses over the coming years.