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      • Workforce Redesign
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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.

Rationalising Job Families

With 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 Pathway

The 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 Workforce

Among the solutions identified were;
  • A register of bank staff, with targeted recruitment of Social Work and Nursing students 
  • A development programme for front line managers
  • Redesign of the Skills for Care programme moving from a centre based attendance ratified programme to a work based competency assessed programme

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