Department of Health

Healthy Workers Initiative

Quality Framework  for the  Healthy Workers Initiative

Provider Workforce

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Standard

The providers workforce is capable of delivering and supporting the programs being offered.
RationaleThe providers workforce (paid, unpaid and those under license) capability and capacity, support and development are essential for the delivery of high quality healthy living programs.
Provider Workforce
Criteria
Why/How/ResourcesSuggested Evidence
5.1 The workforce is selected and trained to ensure skills match the program requirements and client risk.Why:
A capable workforce with the required skills will contribute to the delivery of high quality healthy living programs.
Providers must identify and then ensure that their staff hold the appropriate skills, attributes, attitudes, experience and where appropriate, qualifications or credentials to provide safe, targeted and high quality programs.
These types of requirements will be relevant for large, medium and small organisations as well as sole providers.
How:
Define minimum skill requirements or core competencies for each program taking note of specific characteristics of the target group and identified risks of the program
Where possible select staff based on position requirements
Ensure employees, contractors, licensed providers and volunteers provide evidence of experience, skills, registration, credentials or qualifications
Provide induction/orientation training to all employees including direction on the provider’s values, vision and approach
Provide ongoing staff training and education on specific programs, positive communication skills, capacity building, coaching, health promotion, and risk management.
Resources:
Program descriptions detailing personnel requirements
National registration/credentialing bodies
Relevant National Training Packages
Local Registered Training Organisations and technical colleges will be able to provide advice on the appropriate training and how to access it
Health Promotion Competencies
Core Competencies of Health Promotion Officers http://www.healthpromotion.org.au/images/stories/pdf/core%20competencies%20for%20hp%20practitioners.pdf Core Competencies for Health Promotion Practitioners
Evidence may include copies of:
  • program skill requirements and staff position descriptions
  • training and education material/schedule/attendance
  • orientation guide or outline for new staff and/or volunteers/induction training /orientation (N/A for sole providers)
  • rosters demonstrating the appropriately skilled workers providing specific programs
  • register of registration / credentials
Provider Workforce
Criteria
Why/How/ResourcesSuggested Evidence
5.2 The workforce operates within boundaries of designated roles/ scope of practice.Why:
The provision of safe, quality programs relies on the skills, experience and knowledge of the people delivering the program. There are risks involved in staff providing advice and programs for which they are not qualified to do so, for example in the provision of medical information or delivery of high intensity physical activity programs without appropriate qualifications.
How:
Provide staff with information on the scope of service, their role and job description
Ensure staff are aware they are not to give medical information or provide specific individual advice unless they are qualified and employed to do so
Monitor, review and observe staff delivery of programs
Seek participant feedback and monitor complaints
Ensure staff are aware of referral options for consumers with other needs
Staff adhere to workplace codes of conduct and ethical practice.
Resources:
Program descriptions of the required skills/certificates to deliver programs
Endorsed/legislated Codes of Conduct
Discipline specific competency requirements and scope of practice
Evidence may include:
  • policy/process on workforce boundaries and processes of monitoring
  • orientation program
  • position descriptions
  • completed provider appraisal form
  • records of staff/ volunteer feedback or supervision sessions


Provider Workforce
Criteria
Why/How/ResourcesSuggested Evidence
5.3 The workforce is actively engaged in program design and improvement.
(Sole Providers are exempt from this criterion).
Why:
Workforce satisfaction, development and retention can be significantly enhanced by encouraging staff to participate in the design and delivery of programs.
Organisations benefit when those most familiar with the “end product” and target audience are allowed to identify areas for improvement and are supported meaningfully to implement these improvements. In this way the workforce develops a sense of responsibility and ownership for their work.
How:
  • Regularly involve staff in planning, ongoing review and evaluation through staff meetings, consultation, planning days and specific projects
  • Undertake staff satisfaction surveys on an annual basis including assessing how ‘involved’ staff feel with the organisation.
Resources:
http://www.workforceinfoservice.sa.gov.au/__data/assets/pdf_file/0018/15633/rsEmployeeAttitudeSurveyTemplate.pdf Employee Attitude Template
http://smallbusiness.yahoo.com.au/Article/Engage_staff How to Engage Your Staff
http://www.bizjournals.com/sanfrancisco/stories/2002/04/08/smallb3.html Ask Simple Questions
Evidence may include:
  • evidence of workforce involvement in program design/ improvement
  • staff satisfaction survey results
  • minutes of planning days
  • project outcomes
Provider Workforce
Criteria
Why/How/ResourcesSuggested Evidence
5.4 Training, support and professional development opportunities are facilitatedWhy:
Workforce planning and development assists providers:
  • to identify existing staff skills and/or skill needs
  • to make sure they have the right number of people with the right skills and knowledge to do the job
  • to meet legislative training requirements e.g. workplace fire and safety training
  • to attract and keep a ‘good’ workforce by offering rewarding jobs
  • to have satisfied customers/consumers
  • to commence succession planning.
Ongoing development of the workforce (paid and unpaid staff) is necessary to remain up to date and in line with best practice, current evidence and new trends.
Evidence may include:
  • workforce plan
  • staff Training records
  • training policy/plan
  • evidence of current professional registration/ membership

Provider Workforce
Criteria
Why/How/ResourcesSuggested Evidence
5.4 ContinuedHow
Identify training needs by considering gaps in workforce capacity, organisation growth and direction, staff preferences and performance appraisal and development needs of staff
Consider budget, timelines (urgency) and modes of development (e.g. on-line, mentoring, in/out house training, joint partnered approaches to training, portfolio points of contact in organisations, placements with other providers).
Promote training opportunities to all staff
Provide access to education opportunities, resources and/or literature (see also Continuous Improvement 8.1)
Develop and implement training and development policies
Develop a buddy/mentoring system to support staff
Monitor levels of performance of workers and provide feedback on successes and areas in need of improvement.
Resources:
http://www.ssa.vic.gov.au/CA2571410025903D/WebObj/WFPToolkitReport1/$File/WFPToolkitReport1.pdf Workforce Planning Toolkit
http://legacy.communitydoor.org.au/management/hr/hr-assist/wf-toolkit.pdf A Guide and Tool Kit for Non-government Organisations to Plan Future Workforce Needs
http://www.aava.asn.au/uploads/files/12Training.pdf Training Overview and Templates
Provider Workforce
Criteria
Why/How/ResourcesSuggested Evidence
5.5 The workforce delivering programs are formally reviewed

(See also 5.1, 5.2, 5.4 and 8.3)

Why:
A formal review or appraisal of the workforce delivering programs can assist to provide:
  • clarity on existing knowledge levels and developmental needs
  • information on the performance levels of the program delivery workforce and whether they align with the required skills, knowledge and standards
  • empowerment to employees to perform to their highest potential
  • insight into the workforce capabilities
  • assistance to identify workforce planning needs, succession planning or promotion
  • locations of expertise in the workforce.
How:
  1. A review of program delivery can be conducted through internal process or by engagement of external parties
  2. Individual staff member review/appraisal:
to attain maximum effect, a review process needs to be perceived by workers as:
relevant and applicable to everyday work
acceptable and fair
a mutual collaboration between management and workers
a review appraisal system that meets these criteria is likely to have the greatest impact on
workers’ satisfaction with the appraisal process and their motivation to improve performance
  • ensure the workforce has awareness and understanding of expected knowledge and capabilities for relevant job descriptions/programs e.g. circulation of competency standards, job descriptions etc
identify if formal program competency standards are available and if so use these as the key performance criteria. Where no such competency standards exist develop program review standards by:
  • identifying key performance criteria of the program
  • development of review measures
  • next steps include:
  • collection of performance information from different sources
  • conduct a review appraisal interview
  • evaluate the review process
Resources:
http://www.nceta.flinders.edu.au/pdf/TIPS/08-Perf_Appraisal.pdf Workforce Development Tips: Theory into Practice
http://www.development.tas.gov.au/__data/assets/pdf_file/0005/4946/MM_and_R.pdf Sample Job Performance Template
http://www.ncoss.org.au/projects/msu/downloads/resources/other%20resources/perfappMSU.pdf Sample Performance Appraisal
Evidence may include copies of :
  • complete performance appraisal reviews
  • monitoring and record the currency of workforce registrations/ licenses etc


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Published date: July 2012