Workforce Redesign
In 2011 all Adult Social Care provider services were brought together in a single management structure. Legacy issues of pay inequality, chaotic job family structures, lack of a career pathway and lack of appropriate development opportunities needed to be addressed. I created a project to to address these issues via 3 distinct work streams.
The project was underpinned by strong staff and Trades Union engagement, including workshops, roadshows, a regular newsletter and a staff focus group to review and road test proposals.
The project was underpinned by strong staff and Trades Union engagement, including workshops, roadshows, a regular newsletter and a staff focus group to review and road test proposals.
Rationalising Job FamiliesWith over 90 job families just for front line support workers, it was difficult to compare roles in different services or support staff to move internally.
This work stream developed a single Job Description and Person Specification for front line support workers. Unnecessary grade layers were removed, and in some areas inappropriate gradings were adjusted. Training profiles were developed to ensure staff developed skills appropriate to their specific roles |
Developing a Career PathwayThe age profile of the 850 strong workforce was heavily weighted to older age groups.
The high experience level demanded for front line workers prevented young people entering the workforce. To solve these problem Adult Social Care apprenticeships were created, and a new entry level grade was created with guaranteed competency based progression linked to achievement of the Skills for Care induction programme. New flexible retirement options were developed with entry to bank staff register for those who wish. |
Skilled and Flexible WorkforceAmong the solutions identified were;
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