Our clients face increasingly complex challenges: the ways that services are commissioned and organisations use their people, changing expectations of their people, and increasing financial pressures.
The methods currently used to manage health and social care workforces are becoming less relevant as services are increasingly delivered through partnership arrangements with local authorities, private sector and voluntary organisations.
What do we do?
We work to develop our client’s strategic workforce planning capability, so that their people capabilities match those needed to deliver services, cost effectively.
How do we do it?
We focus on six key themes: Strategy, Analysis, Synthesis, Business Change, Taking Stock and Workforce Intelligence. We take the best of current practice and apply our principles of Whole Systems Thinking, Whole and Healthy organisations and Managing Change.
We start by collaboratively assessing your current capabilities across each of the key themes. We help you to develop your vision for strategic workforce planning and to define how you will achieve it. We will stay alongside you to implement change, and periodically check the health of your system.
What are the benefits for our clients?
From this structured, whole systems approach, our clients:
- Get the right people, with the right capability, in the right place and time.
- Know better their organisational capability and agility.
- Know what drives workforce costs and be more agile financially.
- Have improved governance with key decisions owned at Board level.
- Have better motivated staff with confidence in an effective planning system.
Read our latest workforce blog
The problem with agency staff…
In a recent survey CIPD reported that as many as 78% of UK organisations have experienced difficulties in attracting the right candidates in recruitment during the last year. This is not confined to niche areas of emergent expertise…..
“Tricordant’s approach gave the PCT a way to make a rapid difference to the two services we targeted, ‘Orthotics’ and ‘Contraceptive and Sexual Health’. Within weeks the people from across each service network had come together better as a team, understood the complexity of the bigger picture, developed their vision and reviewed their strategy and structure. Action plans were quickly in place, cost savings identified and the teams were starting to implement the necessary change. It’s an approach that picks up an area, pulls it together and gets the energy flowing again.”
Gillian Frame, Director of Provider Services, Stockport PCT