Dr JULIA PHILIPPOU. Managing careers as a strategy for developing a dynamic workforce

Transcription

1 Inaugural Commonwealth Nurses Conference Our health: our common wealth March 2012 London UK Dr JULIA PHILIPPOU Managing careers as a strategy for developing a dynamic workforce In collaboration with the 9 th CNF Europe Region Conference Supported by the Royal College of Nursing UK

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3 Managing careers as a strategy for developing a dynamic workforce Julia Philippou PhD, RN Florence Nightingale School of Nursing and Midwifery

4 Why is career management important? For most people career is a defining aspect, signifying the quality, purpose, and achievements of their lives. Career management for the organisation is important because it enable them to structure jobs and utilise the right people with the right skills; critical for the future growth and sustained competitive advantage. The changing landscape of work environments has resulted in major transition in the shape of careers and their management within and outside organisations.

5 Shifting from traditional to contemporary forms of careers Traditional Careers Careers bounded to hospitals Usually a career for life in a single organisation Linear career model Clinical grading systems signifying nurses career path and pay progression Development through long-term employment and acquisition of clinical experience Organisation is responsible for planning and managing careers Contemporary Careers Nursing care taking place in and outside hospitals - Careers span organisational boundaries with workforce moving across hospital, community, academia, research and self-employment Career frameworks built around patient pathways and support lateral, horizontal and cyclical moves and flexibility Development through learning and increases in competencies Increasing emphasis on career self-managed by individuals

6 The challenge ahead Organisational focus Individual focus Proactive employees may be more able to manage their career and therefore more likely to thrive in the new working environment. In contrast, employees that may have a more passive role towards their career development may be disadvantaged in the new labour market. Organisations or employers more actively involved in supporting their employees to develop their careers can benefit in the form of more committed and hard working employees.

7 The study Aim To develop an understanding of current career management practices in Nursing by examining the perceptions of nurses and their employers about responsibilities for developing nurses careers and explore implications for workforce recruitment and retention. Setting 5 Acute NHS Trusts across London

8 Participants Gender: Employees Group n=722 (89%) female n=91 (11%) male Age: Mean 38 years of age Employment profile: Staff nurses Sisters/ward managers Specialist nurses Practice development nurses Nurse consultant Gender: Employers group n=48 (83%) female n=10 (17%) male Age: Mean 43 years of age Employment profile: Heads/Directors of nursing Deputy/Assistant Directors Matrons/Lead nurses Human Resource Managers

9 Findings Career management practices: Data demonstrate that employers and employees value new career structures however traditional frameworks still hold central part in healthcare organisations and participants expectations. The majority of the participants value a more shared approach towards career management and development with: short-term career development responsibilities such as training needs and educational support laying primarily with employers long term career development responsibilities such as development of career plans and progress laying with the individual

10 Findings Engagement with career management and development Data revealed complex relationships which affect engagement with career management responsibilities including organisational, personal, and employment characteristics. Career management was often seen as a distraction from the day to day running of the service or other nursing activities at ward level from employers. Career management for employees can be squeezed by work and time pressures.

11 Implications for creating and sustaining a dynamic workforce Career management practices: A balance view of traditional and contemporary career practices Rethinking career success Managing mobility Innovative new career development opportunities Engagement with career management and development Managing a diverse workforce not only in conventional terms of gender, age and ethnicity but also in terms of education career experiences, attitudes and aspirations Work-life balance: a major tension in organisations requiring policies and practices that do not sacrifice career ambitions but offer innovation and flexibility

12 Closing remarks Career management remain a critical challenge in contemporary organisations and will become even more important as working patterns continue to evolve. From the organisational perspective career management is essential to remain viable and sustain competitive advantage through attracting and retaining competent employees. From the individual perspective career management provides a decision making framework for their working lives which will enable them to remain employable and achieve personal success and satisfaction.

13 Thank you!