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Article
Publication date: 1 May 2006

Malcolm Philip and Peter Lindley

The authors make the case for concluding that current workforce models stop short at workforce planning. These are not truly integrated approaches that take an inclusive…

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Abstract

The authors make the case for concluding that current workforce models stop short at workforce planning. These are not truly integrated approaches that take an inclusive approach to the involvement of stakeholders. Nor do current models put the service users first in terms of designing a holistic workforce development process driven by and for the service user. The authors go on to articulate the key features of such a service user‐focused approach.

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The Journal of Mental Health Training, Education and Practice, vol. 1 no. 1
Type: Research Article
ISSN: 1755-6228

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Article
Publication date: 1 June 2003

Roslyn Hope and John Allcock

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Mental Health Review Journal, vol. 8 no. 2
Type: Research Article
ISSN: 1361-9322

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Article
Publication date: 1 April 2008

Annemarie Wille and Barry Nixon

New Zealand is not alone in facing challenges for the building and sustaining of a future health workforce that can meet the needs of a diverse population. In this…

Abstract

New Zealand is not alone in facing challenges for the building and sustaining of a future health workforce that can meet the needs of a diverse population. In this article, the author describes how New Zealand has begun to build on models developed from the UK and elsewhere to attend to workforce issues in the child and adolescent mental health and addictions sector. The workforce planning development model being implemented by the Werry Centre for Child and Adolescent Mental Health has a solid pedigree, with a very New Zealand focused process for implementation.

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The Journal of Mental Health Training, Education and Practice, vol. 3 no. 1
Type: Research Article
ISSN: 1755-6228

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Article
Publication date: 11 May 2012

Rhidian Hughes

The purpose of this paper is to identify and review the leadership challenges in workforce planning, paying special reference to adult social care primarily in England…

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228

Abstract

Purpose

The purpose of this paper is to identify and review the leadership challenges in workforce planning, paying special reference to adult social care primarily in England (UK) whilst raising leadership issues that have international resonance.

Design/methodology/approach

This is a viewpoint which presents a distillation of key issues, challenges and relevant literature spanning workforce planning, human resources and social care.

Findings

The paper finds that growing demands on services, rising expectations for personalised care and support, together with the provision of safe and effective joined up care are some of the key drivers facing social care and wider public services. Leaders need to ensure a robust data and evidence base, sound interpretation of intelligence as well as building integrated approaches to workforce planning both within and between services.

Practical implications

Workforce leadership provides the bedrock to ensuring social care builds the workforce required for the future. As services undergo redesign and transformation the workforce planning task is more important now than ever and is a key responsibility for every organisation's leadership, including chief executives, commissioners and workforce specialists.

Originality/value

Workforce planning in social care is afforded relatively little attention and the analysis presented in this paper provides the stimulus for debate.

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International Journal of Leadership in Public Services, vol. 8 no. 2
Type: Research Article
ISSN: 1747-9886

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Article
Publication date: 10 August 2021

Shila Monazam Ebrahimpour, Fariborz Rahimnia, Alireza Pooya and Morteza Pakdaman

Workforce planning must answer how many workforces, in which positions, and talents, and when each organization is needed. To find the requirements workforce

Abstract

Purpose

Workforce planning must answer how many workforces, in which positions, and talents, and when each organization is needed. To find the requirements workforce, organizations need to know the organizational position and talents pools. Clarifying the number of workforces required in each pool requires attention to workforce flows, including hiring, promotion, degradation, horizontal movement, and exiting the organization. It is a dynamic issue and must be addressed over several periods over a specific duration, which adds to the complexity. According to the talent management presented in this research, all the above complex questions are answered by applying the optimal control (OC) model according to talent management presented in this research.

Design/methodology/approach

This research presents a dynamic model by using a linear-quadratic optimal control model, which was solved by Pontryagin's maximum principle, to achieve an optimal number of workforce requirements for each of the positions of nursing services manager, supervisor, head nurses and nurses in the health sector according to the required talents in each position.

Findings

The results have shown that the target value of workforce numbers has been achieved in the planning period, and the validation test and sensitivity analysis justified the model by reaching the workforce planning targets.

Originality/value

This study provides a dynamic model for achieving quantitative workforce planning targets; the model presented in this manuscript has included an important qualitative factor, namely workforce talents. According to the authors' review, there is no comprehensive research devoted to workforce planning through optimal control models by attention to workforces skills.

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Kybernetes, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0368-492X

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Article
Publication date: 17 June 2021

Suchitra Ajgaonkar, Netra Ganesh Neelam and Judith Wiemann

This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility…

Abstract

Purpose

This paper aims to represent an exploration of drivers of workforce agility under the lens of dynamic capabilities to advance the existing workforce literature on agility and strategic human resource management.

Design/methodology/approach

In-depth qualitative interviews with senior information technology professionals, managers, directors and leadership were conducted. Data coding and analysis followed the Gioia methodology to develop a theoretical framework.

Findings

The theoretical paradigm of workforce agility is seeing revisions. In the past it was solely connected to resource-based view theory, current literature superficially speaks of the link with dynamic capability but lacks comprehensive and strategic understanding. The research brings in the evolutionary change by viewing workforce agility directly under the lens of dynamic capability theory and recognizes workforce agility as a high-level strategy. Based on the analysis of the qualitative interviews this study has developed a conceptual heuristic of workforce agility drivers, interlinked with dynamic capabilities micro-foundations – “sensing”, “seizing”, and “continual renewal”. This paper conceptualizes workforce agility as a response to high pressures for the dynamic capability of the company, which requires reconfiguration and redeployment of external and internal human resources and an inherent need to bring some stability to the internal resources of the company.

Originality/value

There is a growing body of literature linking organizational agility with dynamic capabilities, which overlooks workforce agility. This study is theory-based research on workforce agility, which guides practitioners in making human resource processes more agile.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 21 May 2021

Yesim Deniz Ozkan-Ozen and Yigit Kazancoglu

The aim of this paper is to identify and analyse workforce development challenges in the digital age by first, presenting these challenges and relationship between them…

Abstract

Purpose

The aim of this paper is to identify and analyse workforce development challenges in the digital age by first, presenting these challenges and relationship between them, and then proposing a structural model that categorizes these challenges and proposes suggestions for managers to improve human resources practices and firm performance.

Design/methodology/approach

Fuzzy total interpretive structural modelling (TISM) is used as the methodology, which gives an interpretive structural model by presenting direct and transitive relationship between workforce development challenges and categorizes them under autonomous, dependent, independent and linkage groups.

Findings

In total, 13 different workforce development challenges are presented in this study. Results showed that lack of IT/digital skills has a critical role in workforce development in terms of affecting other challenges. Dependent group includes requirements for longer learning time and specialized training, lack of analytical thinking and dealing with complexity, and lack of interdisciplinary thinking and acting. On the other hand, lack of ability in decentralized decision-making and shortage of workforce with adequate skillset within the labour market have more macro-impacts on others. Most of the challenges located in the linkage group, which means that most of the challenges are interrelated with each other.

Originality/value

Originality of this paper is presenting a systematic structure for workforce development in Industry 4.0 that considers challenges systematically.

Details

International Journal of Manpower, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 21 June 2021

Manjari Mahato, Nitish Kumar and Lalatendu Kesari Jena

Despite the trend, managing and maximizing the effectiveness of blended workforce is not well-understood. The purpose of this paper is to institutionalize a blended…

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1586

Abstract

Purpose

Despite the trend, managing and maximizing the effectiveness of blended workforce is not well-understood. The purpose of this paper is to institutionalize a blended workforce model in the post-COVID era, that is, a movement from homogenous workforce to heterogenous workforce of full-time employees working in tandem with gig talents connected via digital platforms.

Design/methodology/approach

The evolution of gig economy is presented for contextualizing the development of prospective business models in the post-COVID era to establish clarity on the relationship between the employers and the blended workforce. To achieve this conceptual switch, a framework is proposed to support this type of workforce for creating a fair balance.

Findings

By drawing on the concepts of various talent management functions, propositions were made predicting that the alignment of the multilateral activities of the gig workers with permanent workforce will be leveraged in the future to address the needs of short-term specialized skill-sets and scalable operations while creating a fair balance through a flexible and agile workforce.

Originality/value

First, the paper explores how bridging the gap between the traditional and gig workforce can impact the key antecedents of a blended workforce ensuring a fair trial. Second, on an economical level, the COOKIE framework proposed in the paper is expected to play a crucial role in creating new job opportunities, boosting employee morale while minimizing costs and increasing productivity of the organizations.

Details

Journal of Work-Applied Management, vol. 13 no. 2
Type: Research Article
ISSN: 2205-2062

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Book part
Publication date: 8 July 2010

Kay F. Quam

Two major trends – demographic shifts in the working-age population, and the proliferation of web technologies – are having a profound and generally unrecognized effect on…

Abstract

Two major trends – demographic shifts in the working-age population, and the proliferation of web technologies – are having a profound and generally unrecognized effect on the nature and characteristics of work, and on opportunities for the mature workforce. Key features of the workplace point to seven broad work trends. These trends have significant implications for organizations and for older workers. Six interdependent organizational changes are central to the far-reaching effects on enterprises and operating approaches. These changing work characteristics require certain essential behaviors for mature workers to be successful in the contemporary work environment. Such a dynamic workplace provides opportunity to introduce new thinking and propose new models. Realigning organizational and workforce interests calls for developing solutions beyond the individual level, reorienting enterprise capabilities, and reframing of the organization development practitioner role as work ecosystem advisor. High-leverage strategies and systemic interventions, such as multiconstituent initiatives and action research, can be used to influence constructively the multifaceted world of work.

Details

Research in Organizational Change and Development
Type: Book
ISBN: 978-0-85724-191-7

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Book part
Publication date: 22 May 2017

Melissa K. Van Dyke

Often overlooked in discussions related to how to ensure accessible and affordable high-quality early childhood education is the heavy burden that has been carried by the…

Abstract

Often overlooked in discussions related to how to ensure accessible and affordable high-quality early childhood education is the heavy burden that has been carried by the early childhood workforce; the data reveal a level of exploitation of this workforce that must be considered and addressed. This chapter will focus attention on the economic realities of the early childhood workforce as a key element to achieve equitable access to affordable high-quality early childhood services.

Details

African American Children in Early Childhood Education
Type: Book
ISBN: 978-1-78714-258-9

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