Implementing large-scale workforce reform: Learning form 55 pilot sites of allied health workforce redesign in Queensland, Australia.
This study examines the large-scale workforce redesign program implemented by Queensland Health across 13 healthcare disciplines over five years. The aim was to identify mechanisms that contribute to successful workforce redesign and to codify these findings to guide future projects.
Using inductive logic reasoning to test workforce change strategies
The research used Inductive Logic Reasoning (ILR) to develop and test theories of change. Initial theories were based on a systematic literature review and were refined using logic models. These were then tested against data from 55 projects within the workforce redesign program.
Key drivers, contexts, and mechanisms for effective redesign
Three key principles were identified as crucial for successful workforce redesign:
- Drivers for change should be closely linked to practice.
- Supportive contexts are necessary at both local and legislative levels.
- Key mechanisms include proper engagement, resources for change management, governance, and support structures.
These principles were consistently associated with the success of individual projects. The study concludes that ILR is an effective method for developing and validating workforce change strategies and has resulted in the creation of a workforce change checklist based on these findings.
Evidence insight
Successful workforce redesign depends on aligning drivers for change with practice realities and providing sustained organisational and policy-level support.
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Reference: Nancarrow S, Roots A, Grace S, Moran A, Vennekerk-Lyons K. Human Resources for Health. 11:66 doi:10.1186/1478-4491-11-66.