The seven principles from the Principles of Workforce Redesign are:
- take a whole systems view of organisational changes
- recognise how people, organisations and partnerships respond differently to change
- nurture champions, innovators and leaders
- engage people in the process - acknowledge and value their experience
- be aware of the way adults learn
- change minds and change systems
- develop workforce strategies that support transformation and recognise the shape of resources available in the local community.
The Principles of Workforce Redesign can be downloaded by clicking here.
Workforce redesign: people, planning and performance
We have published a practical guide to support people using the Principles of Workforce Redesign. It includes a range of tools to help work through change constructively, and transform services in a way which will meet the needs and expectations of the people who use them.
Click here to download Workforce redesign: people, planning and performance
Workforce redesign : theory and thinking
This document sets out the theory behind each principle and provides a range of useful web links. It is designed to be used both as an audit tool and as a guide to support individuals and organisations in changing the ways they deliver care and support.
Click here to download Workforce redesign: theory and thinking
In January 2012 Skills for Care decided to carry out a light-touch evaluation of the its activity around the principles of workforce redesign.
The evaluation showed that overall the principles of workforce redesign have been welcomed by employers and that the materials have assisted in boosting confidence (and to a lesser extent, competence) in relation to undertaking workforce remodelling, and have helped inform practice in a range of settings.
To download the full evaluation report please click here.
Below you will find case studies of employers in different aspects of service transformation who have used the Principles of Workforce Redesign support guide.
Access Dorset- used the principles to inform some early development work involving all stakeholders.
Patricia Rowland Consultancy - Training and Consultancy's work was centred on the delivery of training to managers in small voluntary organisations.
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.
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.
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.