A new workforce in the making? A case study of strategic human resource management in a whole-system change effort in healthcare.

PURPOSE: This paper seeks to describe the exploration of human resource issues in one large-scale program of innovation in healthcare. It is informed by established theories of management in the workplace and a multi-level model of diffusion of innovations. DESIGN/METHODOLOGY/APPROACH: A realist approach was used based on interviews, ethnographic observation and documentary analysis. FINDINGS: Five main approaches ("theories of change") were adopted to develop and support the workforce: recruiting staff with skills in service transformation; redesigning roles and creating new roles; enhancing workforce planning; linking staff development to service needs; creating opportunities for shared learning and knowledge exchange. Each had differing levels of success. PRACTICAL IMPLICATIONS: The paper includes HR implications for the modernisation of a complex service organisation. ORIGINALITY/VALUE: This is the first time a realist evaluation of a complex health modernisation initiative has been undertaken