Workforce Planning
Staff Health and Wellbeing Hub
Some of the opportunities available require a Y Ty Dysgu account 
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Organisations need to plan their workforce based on the needs of their population (short, medium and long term) and effectively deploy and utilise their workforce.
There are six skill areas needed for workforce planners available Workforce Planning Principles to support the health and wellbeing of staff:
- Compassionate and inclusive leadership
- Collective Leadership
- Staff and leaders’ meeting the core workplace needs of staff
- Team-based working
- Working across boundaries and professions with other teams, organisations, community
- Developing skills of self-compassion
Additional Resources
Supporting staff to understand their roles and responsibilities within the organisation is essential to avoid confusion around conflicting roles
Where possible, the different requirements placed upon employees should be compatible and well matched to their job descriptions and expectations with clear roles and responsibilities.
All employers should review a variety of approaches to address workload including:
- Exploring options to deploy and develop alternative roles, such as administrative support staff to enable staff to work at the top of their competency, supported by effective multidisciplinary teamworking.
- Review roles to assess whether tasks, activities and processes do not add significant value either to patient care or staff health and wellbeing.
- Review impact of new technologies being used to assess whether they can increase efficiency and reduce workload.
To ensure wellbeing and motivation at work and, to minimise workplace stress, these three core needs should be met:
| Autonomy The need to have control over one’s work life, and to be able to act consistently with one’s value | Authority, empowerment and influence: Influence over decisions about how care is structured and delivered, ways of working and organisational culture Justice and fairness: Equity, psychological safety, positive diversity and universal inclusion Work conditions and working schedules: Resources, time and a sense of the right and necessity to properly rest, and to work safely, flexibly and effectively |
| Belonging The need to be connected to, cared for by, and caring of colleagues, and to feel valued respected and supported | Teamworking: Effectively functioning teams with role clarity and shared objectives, one of which is team member wellbeing Culture and leadership: Nurturing cultures and compassionate leadership enabling high-quality, continually improving and compassionate care and staff support |
| Contribution The need to experience effectiveness in work and deliver valued outcomes | Workload: Work demand levels that enable the sustainable leadership and delivery of safe, compassionate care Management and supervision: The support, professional reflection, mentorship and supervision to enable staff to thrive in their work Education, learning and development: Flexible, high-quality development opportunities that promote continuing growth and development for all |
Read more about these three core needs .
Job crafting is about proactive steps and actions to redesign what we do at work, essentially changing tasks, relationships and perceptions of our jobs.
- Ensure staff health and wellbeing is strategically aligned with elective recovery plans, including workforce demand and capacity planning.
- Ensure that shift rostering patterns take account of best practice on safe working.
- Provide flexibility taking account of constraints and other responsibilities staff have.
J. Richard Hackman and Greg R. Oldman developed a Jobs Characteristics Theory (JCT) The theory details five core job characteristics which should prompt three critical psychological states, which lead to many favourable personal and work outcomes.
Additional Resources
