If you lead a team - or you’re about to - you’re already doing one of the most important jobs in health and care workforce planning, whether your job title says so or not. You won’t be the one deciding how many nurses or social workers get trained nationally, and you’re probably not building system-wide workforce models. But you are the person making sure the right people, with the right skills, behaviours and attitudes, are in the right place at the right time. That’s the job that keeps services running.
Doing it well takes more than instinct. It takes a real set of skills - and they fall into two groups.
Leadership, rostering, giving permission, managing sickness, coaching, mentoring, change management and communication - the skills you use every week to keep a team staffed and supported.
Redesign, recruitment, training, annual planning, and demand and capacity planning - the skills you draw on less often, but which shape whether your team is set up to succeed months and years ahead.
Most frontline managers are strong in some of these areas and stretched thin in others - and that’s exactly what AHCWP’s guide for frontline managers is designed to help with. It points you toward the areas most worth benchmarking first, so you can see where you’re already solid and where a bit of focused development will make the biggest difference to your team.
Ready to see where your own skills stand?
← Back to the AHCWP homepage