Name: Enhancing healthcare workforce recruitment and retention
Uploaded: 2023-11-16T02:58:10.710Z
Duration: 404.97
Description: In this insightful video, Dr Hassan Kadous, the Principal Allied Health Advisor with New South Wales Health, shares his extensive expertise in addressing the challenges of recruitment and retention in the healthcare sector. From his background as a clinical practitioner to leading the COVID response, Dr Kadous offers a comprehensive perspective on the evolving landscape of the health workforce.

Hassan Edited.mp4

Hassan Edited.vtt

Subtitles

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Making sure that your staff

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feel like they're being

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invested in and they're being

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developed is a great way to

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ensure that you retain your

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staff and it's got a lot

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of evidence to back it and

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personally in New South Wales

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Health, we've gone through

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their processes and it has

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proven to be effective.

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I've been working clinically.

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My background is an

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exercise physiologist

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and physiotherapist.

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I still maintain a

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clinical workload.

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I've worked in a number of

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senior leadership roles,

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managing clinical teams  site

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management of hospitals,

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as well as  doing some

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very strategic  work within

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hospitals and districts.

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and over the last five

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years, I've been working

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in the Ministry of Health

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looking at workforce

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strategies to really improve

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recruitment and retention.

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as well as that, I've also

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led the NSW Health Airport

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response during COVID.

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So a huge opportunity to

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collaborate with different

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industry leaders, government,

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non government  organizations

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to maintain the safety

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of the NSW community.

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So  a bit of a

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varied experience.

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but yeah, recruitment and

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retention  of workforces

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is a passion part of mine.

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And  I look forward to

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sharing these with you.

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The challenges around

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recruitment and retention

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is something that we

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face as a consequence

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of competing,  demand.

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I guess  the

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health, workforce.

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As we know, there are

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shortages  in our pipeline.

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There's also maldistributions.

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And this is not a problem

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limited to New South

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Wales or Australia.

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It's something

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globally we're seeing.

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I think there's factors

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related to the fact that

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in our pipeline, the way

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that we have professionals

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coming through, it's

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changed over time.

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There's been radical

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changes in the way that

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our pipeline actually go

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through their careers.

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People might not pick up the

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same amount of subjects as

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they're progressing through,

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so therefore you have some

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blockers in our pipeline.

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and that is one of the issues

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that we have with recruitment.

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In terms of issues around

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our current workforce.

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Obviously, it's become a

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different market  people

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are looking for flexibility

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and security at the same

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time, so that adds to

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some of the recruitment

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challenges, and that's

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something that we have to be

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innovative around, industrial

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models and industrial

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instruments to change that.

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And then in terms of our

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future workforce, there's a

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huge health transformation

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that's coming across.

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And if we want to make

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sure that we've got good

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recruitment and retention

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practices within the way that

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we're going to redesign our

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teams having good culture,

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having good people, good

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leaders  in a, in a phase

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of  reinvention and a phase

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of transformation, it's going

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to be coming back to those

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human centered principles

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around how we think about

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those person centered factors.

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The most important

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thing is to address the

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person centered factors.

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people will always select a

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comfortable environment  with

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good culture as the basis to

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be recruited and retained.

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And people actually are

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looking at your social media

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accounts, looking at the

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employee value proposition

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to look at what it feels

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and looks like to work

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for your organization.

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So number one, having a very

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clear Cultural statement

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around how collaborative,

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engaged, respectful and

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empowered your workforce are.

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So that's my first one.

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Build a very good, strong

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culture and the second

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one would be a very strong

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employee value proposition

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that can be seen outwards.

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The third thing I will

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say is making sure that

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your person has the well

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being supports within

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their role and function.

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So making sure that when

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there are needs to debrief

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after some, some critical

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events, making sure that on

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a day to day basis, people

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are being made sure of to

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take care of themselves.

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and that allows them to

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bring their best person

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forward or best worker

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forward, making sure that

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all their needs are met.

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The fourth one that I would

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probably say is making

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sure that you have an idea

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around  personal development.

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People want to come

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into organizations and

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they want to thrive.

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And if you have every

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opportunity to make sure

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that they're on a career

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trajectory of growth, or they

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can see being developed in

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the organization, you will

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really get great retention.

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and then the final point

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that I will make is  really,

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there are, there is some

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strong evidence that

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talks about the fact that.

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incentive availability.

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When I talk about incentive

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availability, it can be

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through financial and

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non financial means.

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And because of the way that

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we are seeing an aggressive

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private market, be it the

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NDIS or aged care, there is

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a competition, competition

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for the same pool of workers.

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So my last tip out of

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the five is try and think

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of what things are being

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duplicated in your workforce.

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Try and reduce some of the

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duplication in that regard

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by looking at new skills

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that can be potentiated when

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you look at transferable

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skills or skill adjacencies

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between professionals,

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and in that way, teams can

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work together to really

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bring up new solutions.

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So innovation in the way that

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we deliver care needs and

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lifting scopes of practice

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of people will allow them to

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be more comfortable to let

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go of those low value things.

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That's my hot top five.

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I hope it's beneficial to you.

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In, terms of success  some

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of the models that we've

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looked at and evaluated in

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our organizations is looking

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at incentive schemes, sign on

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bonuses, but probably one that

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I want to touch on the most is

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one based on recruitment and

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retention in a rural location.

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So  an example of this

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is providing scholarships

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for one to two years for

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individuals to specialize

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in their area of choice.

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An example of this is the

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Allied Health Rural Generalist

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Program  where we were

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able to have a number of

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rural staff who, obviously

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in that rural environment,

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constantly reviewing their,

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their intentions to stay.

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By putting forward a model

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that allows them to have a

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scholarship for a period of

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two to three years to develop

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their skills and  skills

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and, capabilities, over

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time, this really did mean

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that they were retained for

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that factor, and we've got

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strong evidence around that

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in a number of districts

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within New South Wales.

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Making sure that your staff

{{00:06:25}}
feel like they're being

{{00:06:26}}
invested in and they're being

{{00:06:27}}
developed is a great way to

{{00:06:29}}
to ensure that you retain

{{00:06:31}}
your staff and it's got a

{{00:06:32}}
lot of evidence to back it

{{00:06:33}}
and personally in New South

{{00:06:35}}
Wales Health, we've gone

{{00:06:35}}
through their processes and

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it has proven to be effective.

Expert Insight

In this insightful video, Dr Hassan Kadous, the Principal Allied Health Advisor with New South Wales Health, shares his extensive expertise in addressing the challenges of recruitment and retention in the healthcare sector. 

From his background as a clinical practitioner to leading the COVID response, Dr Kadous offers a comprehensive perspective on the evolving landscape of the health workforce.

Healthcare

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Dr Hassan Kadous

Principal Allied Health Advisor

Overview of current recruitment and retantion challenges

Identifying key strategies

Examples of success

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Enhancing healthcare workforce recruitment and retention

Health Workforce