Framework overview

Strategic workforce planning aims to position the workforce in a way that helps the organisation meet its strategic and service objectives. It involves a systematic process of evidence gathering, scenario planning, strategy development, action planning and review. The planning timeframe may be 5 to 10 years which differs from operational planning which typically has a shorter timeframe. Refer to the Factsheet: Strategic vs operational workforce planning (PDF 56 kB) for further explanation about the two types of planning.

Strategic workforce planning processes should be closely integrated with the planning cycles for health services, capital works and digital and medical technology.

Strategic health workforce planners will use the process to develop strategies that target changes in various workforce characteristics over the medium- to long-term. These include capacity, capability, sustainability, diversity, design, culture, wellbeing and performance.

A key output of the planning process is an evidence-based workforce strategy. This document outlines a clear set of workforce priorities for the health service organisation. It also provides details of strategies to be implemented via action plans.

Refer to the Factsheet: What is strategic workforce planning? (PDF 630 kB) for an introduction to the key elements of strategic workforce planning.

The framework offers an evidence-based, cyclical strategic health workforce planning process with three steps:

1. Understand the business
2. Analyse the workforce
3. Plan for the future

For the process to be successful, there must be a strong foundation of leadership, engagement and governance mechanisms and processes.

Each step incorporates essential activities that are built upon in the next step. Tools, templates and tips are available at each step. Click on the diagram for a closer look at the planning process.

The strategic workforce planning framework was developed for the health service delivery context in Queensland. It considers the broader strategic agenda set by the Commonwealth and State governments and by Queensland Health.

Refer to the Factsheet: Planning context (PDF 154 kB) for further information about the planning context in Queensland.

Strategic health workforce planners should acknowledge the complex system in which they operate as well as the impacts and influences of the broader sector. The final workforce strategy will reflect the current and emerging operating environment of the organisation.

The workforce strategy will feature strong links to the health service organisation’s strategic priorities and its service commitments and objectives. Interdependencies and touchpoints with other functional strategies, as well as broader system strategies, will also be recognised.

Key system strategies include Queensland Health’s Advancing Health 2026 (PDF 2.2 MB) and System Outlook to 2026 (PDF 2.28 MB). The system outlook identifies high level workforce priorities to transform, optimise and grow the workforce. Advancing health service delivery through workforce: a strategy for Queensland 2017-2026 (PDF 11.82 MB) is also a key resource for strategic workforce planning.

The strategic health workforce planning framework is a resource to aid organisations in their planning. It was founded on a number of principles which should be referenced throughout the planning process.

Strategic workforce planning may add significant value to the medium- to long-term operation and effectiveness of your organisation. The Factsheet: Benefits and Challenges (PDF 57 kB) highlights several factors to consider as you commence your planning journey. The tips below also offer some final key messages to keep in mind.

• Plan within your capacity - Ideally, health service organisations work to develop, improve and integrate their strategic workforce planning systems over time. Workforce planners can start small and extend and improve planning systems, scope, evidence base and engagement levels, into the future.

• Adopt the principles - The framework incorporates a set of principles for strategic workforce planning: simplicity, improvement, integration, engagement, innovation and alignment. These are examined by workforce planners and brought to life throughout the strategic workforce planning cycle.

• Keep it real - Strategic workforce planning efforts should always aim to enhance the position and functioning of the workforce. The number and scope of strategies should, however, be realistic and achievable, matching the available capacity and capability.

• Measure, measure, measure - Strategic workforce planning involves identifying priority areas, strategies and actions. To effect any change, the strategy must have clear outcomes and appropriately-defined measures to assess and report on performance. These results can be used to inform further analysis and subsequent strategy development cycles.

For further information about strategic workforce planning for the health sector, including implementation of the framework, contact Workforce Strategy Branch, Department of Health at healthworkforce@health.qld.gov.au.