Workforce redesign

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To help organisations who are undergoing any form of organisational restructure or transformation we have developed the Principles of Workforce Redesign.

The seven principles set out the key things you need to take account of when changing the way your staff work.

They also recognise that the quality of any service delivered by a social care organisation is directly linked to the skills, knowledge, expertise, values and attitudes of the people who make up the workforce. Those people have a significant role to play in any transformation that takes place.


  1. Take a whole systems view of organisational change
  2. Recognise the different ways people, organisations and partnerships respond to change
  3. Nurture champions, innovators and leaders; encourage and support organisational learning
  4. Engage people in the process; acknowledge value and utilise their experience
  5. The different ways that people learn should influence how change is introduced and the workforce supported.
  6. Encourage and utilise the understanding of values, behaviours and practice to shape innovation

To help you apply the principles to your organisation we’ve created workforce redesign: people, planning performance.

It includes a range of tools to help you work through change constructively, and transform services in a way that will meet the needs and expectations of people who use them. 

We’ve also published Workforce redesign: theory and thinking which sets out the theory behind each principle. You can use this as an audit tool and a guide to support individuals and your organisation in changing the way they deliver care and support.

You can see how others have used and applied the Principles of Workforce Redesign:

Age UK Milton Keynes used the guide to work with staff, motivating them and involving them in the changes being made to their services. They remodelled parts of their service to make them more flexible, responding better to the individual needs of their clients.

Access Dorset used the principles to inform some early development work involving all stakeholders.

Patricia Rowland Consultancy's work was centred on the delivery of training to managers in small voluntary organisations.

Sefton Metropolitan Borough Council tested the guide on their work to create a service that offered a single point of access for disabled children, young people, and adults with long term needs. 

West Sussex Adult Services used the guide to support two specific aspects of their service transformation - a multi disciplinary dementia service and an area helpdesk.

In January 2012 we evaluated the activity around the Principles of Workforce Redesign.

The evaluation report showed that the principles

  • had been welcomed by employers
  • have helped to boost employer's confidence in workforce redesign
  • have helped inform practice in a range of settings.



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