Peter GreggEducation and Training Unit,Human Resources Directorate, DHSSPS
WORKFORCE LEARNING STRATEGY
• Post-Registration Training - £10.5 million
• Effective?
• Improve patient/client care?
• Education Providers – are they effective?
• Value - line managers/employers?
• Is the process right?
EXPENDITURE ON EDUCATION & TRAINING
Occupational Family
Headcount
% ofHeadcount
£,000
Administrative and Clerical
12,748
19
2,500
Ambulance
1,038
1.5
Included in budgetfor NI AmbulanceService
Ancillary and General
6,945
10
525
Generic
142
nil
60
(includes HospitalChaplains)
Medical and Dental
3,823
6
84,000
Nursing and Midwifery
21,103
31.5
39,525
Professional and Technical
7,082
11
11,900
Social Services
13,307
20
10,250
Works and Maintenance
644
1
Included withAncillary
Total
66,829
100
148,760
• Figures as at March 2008
WORKFORCE LEARNING STRATEGY
Lifelong Learning – Why?
• Improve patient and client care
• Support staff to develop their potential
• Enable staff to take advantage of available careeropportunities
• Link and empower existing workforce learning/trainingstrategies
WORKFORCE LEARNING STRATEGY
Principles for Effective Learning
• Individuals responsible for own learning
• Employers responsible for providing learning and developmentopportunities
• PDP’s / KSF
• Equity and Equality for all levels and grades of staff
• Responsive to the diversity of need
• Multi-disciplinary encouraged
• Learning should be accredited where possible
WORKFORCE LEARNING STRATEGY
Opening Up Opportunities
• Skills escalation
• Widening access
• Modern, flexible approaches
• Essential Skills
• Career advice and information
WORKFORCE LEARNING STRATEGY
Team Working and Role of Supervisor
• Team, Task, Individual
• Facilitate, Encourage and Support
• PDP’s / KSF – Use them
• Management and Leadership – update your skills
• Family friendly work life balance policies
WORKFORCE LEARNING STRATEGY
Implementation
• Recommendations and actions
• Implementation Group
• Integration with WLS
• Prioritisation
WORKFORCE LEARNING STRATEGY