Workforce Planning and Development

Conrane has been at the leading edge of effective workforce planning, redesign and productivity improvement for nearly two decades. We led the agenda on new ways of working in our Future Healthcare Workforce Reports. We have led a multitude of projects to meet cost pressures by working with staff on the ground, focusing on the quality of care and delivering workable consensus solutions. Recent NHS clients include the Royal Liverpool University Hospital and a large primary and community care network in North Yorkshire.

In 2020/2021 Conrane IHS was commissioned by the World Bank to conduct a literature review, identify and report best practice in Workforce planning and management and identify key issues and scope for further improvement to the healthcare delivery systems across the OECD.  The resulting paper can be downloaded here

Our approach

We have an unrivalled track record in delivering improved workforce productivity. Our approach is to focus on quality of care and clinically led decision-making. Not only does this generate solutions that are tailored to organisational and clinical need, it also involves key staff in developing our proposals as well as facilitating ease of implementation once they are adopted. Key elements include:

  • Experience and modelling tools in all acute, mental health, primary and community care
  • Expertise in all clinical staff groups including specialist medical staff and GPs
  • We link staff planning and productivity to service and process redesign
  • Scope for change analysis based on both current “best performance” benchmarks and best practice standards
  • Staff productivity and business activity linked at all levels in the organisation from individual department to provider aggregates and even whole system
  • Established modelling tools and track record in developing bespoke tools for specialist services and providers

What our clients say;

“Conrane have provided me with the tools and support to effectively plan the workforce in two different large organisations, both for overarching business planning and to underpin a business case for new hospitals. Their knowledge of role redesign and access to significant benchmarking data allows them to deliver a real value-added service”

Deputy Director of Finance, Large teaching hospital