Implementing large-scale workforce change: learning from 55 pilot sites of allied health workforce redesign in Queensland, Australia
AuthorNancarrow, SA; Roots, A; Grace, S; Moran, AM; Vanniekerk-Lyons, K
Source TitleHuman Resources for Health
University of Melbourne Author/sMoran, Anna
AffiliationRural Clinical School
Document TypeJournal Article
CitationsNancarrow, S. A., Roots, A., Grace, S., Moran, A. M. & Vanniekerk-Lyons, K. (2013). Implementing large-scale workforce change: learning from 55 pilot sites of allied health workforce redesign in Queensland, Australia. HUMAN RESOURCES FOR HEALTH, 11 (1), https://doi.org/10.1186/1478-4491-11-66.
Access StatusOpen Access
BACKGROUND: Increasingly, health workforces are undergoing high-level 're-engineering' to help them better meet the needs of the population, workforce and service delivery. Queensland Health implemented a large scale 5-year workforce redesign program across more than 13 health-care disciplines. This study synthesized the findings from this program to identify and codify mechanisms associated with successful workforce redesign to help inform other large workforce projects. METHODS: This study used Inductive Logic Reasoning (ILR), a process that uses logic models as the primary functional tool to develop theories of change, which are subsequently validated through proposition testing. Initial theories of change were developed from a systematic review of the literature and synthesized using a logic model. These theories of change were then developed into propositions and subsequently tested empirically against documentary, interview, and survey data from 55 projects in the workforce redesign program. RESULTS: Three overarching principles were identified that optimized successful workforce redesign: (1) drivers for change need to be close to practice; (2) contexts need to be supportive both at the local levels and legislatively; and (3) mechanisms should include appropriate engagement, resources to facilitate change management, governance, and support structures. Attendance to these factors was uniformly associated with success of individual projects. CONCLUSIONS: ILR is a transparent and reproducible method for developing and testing theories of workforce change. Despite the heterogeneity of projects, professions, and approaches used, a consistent set of overarching principles underpinned success of workforce change interventions. These concepts have been operationalized into a workforce change checklist.
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