Manager Medical Workforce Unit

• Medical Staff, People and Culture, Admin Leads, Payroll and Finance
• Chief Medical Officer
• Clinical Directors and Medical Unit Heads/Team Leaders Chair SMS
• Operations Directors
• Senior Medical Staff, Junior Medical Staff and Supervisors of Training
• IT and EMR teams

• Other Health organisations, DHHS, AHPRA, Postgraduate Medical Council of Victoria, Universities, Department of Home Affairs
• Medical Workforce Unit, Royal Melbourne Hospital, St Vincent's Hospital, secondment hospitals and other external rotations.
• Medical Colleges

• Highly developed planning, project management and organisation skills with a demonstrated recordof accomplishment and success in the health care sector.
• Expert knowledge and understanding and of medical workforce issues in Australia and overseas
• Demonstrated strategic thinking skills and ability to work autonomously to develop and implement programs using continuous improvement methodology in a healthcare setting
• Highly developed analytical skills and demonstrated ability to use data to inform process and strategy
• Demonstrated ability to work as an effective member of a senior management team
• Demonstrated experience and understanding of Medical Workforce management ideally within a Public Health setting

• Tertiary qualification in HR, Business Management, or a health discipline.
• Previous experience with managing and rostering medical staff is highly desirable

• Professional competence
• Proven working style that is flexible, positive and collaborative
• Excellent leadership and interpersonal skills
• Strong leadership and management capabilities and achievements
• Can do and flexible approach
• Proven ability to handle complex and competing tasks and negotiate effectively
• Professional manner in dealing with managers and medical staff

• Operational oversight of the employment of all medical staff to ensure the timely administration of events and contracts relating to the employment of Doctors inTraining and Medical Specialists including Observers and Honorary appointments.
• In conjunction with the Chief Medical Officer (CMO) and Director People and Culture develop strategic recruitment objectives to meet the workforce capacity requirementsof our medical stakeholders
• Ensure that the selection and recruitment processes adhere to the Peter Mac procedures; are aligned to the professional and practice frameworks and are consistentwith best practice People and Culture processes
• Ensure that frameworks and processes are in place to appropriately induct employeesinto the organisation
• Analyse Workforce data to ensure the provision of professional support and advice tomedical stakeholders on workforce and capacity issues. This includes monitoring vacancy rates, casual and overtime usage to ensure appropriately experienced, qualifiedand skilled medical staff.
• Establish and maintain appropriate tools to collate and allocate the medical workforce to the various areas across the clinical year, including identification of key dates for the recruitment process, annual year planners and individual yearly allocations and day to day rosters
• Continually work to maximise the most effective mix of workforce in terms of permanent, fixed term and casual staff while working towards reducing the amount of rostered overtime where possible
• Work with relevant parties to improve accuracy of new starter and variation paperwork and minimise payroll issues for employees
• Work with Clinical Directors and others as relevant in preparing budgets and developing workforce management strategies that align with organisational objectives
• Prepare, administer, control and monitor HMO budget preparation process and management of the cost centre
• Develop the workforce budgeted overview for the appropriate cost centres managers to oversee and manage to ensure their staff meet budget targets

• Develop your team – help team members set performance goals, and then track results and evaluate performance effectiveness
• Provide coaching – engage with team members in developing and committing to their plan that targets specific behaviours, skills or knowledge needed to ensure performance improvement
• Work with your team to assume joint responsibility for monitoring and evaluatingactivity and develop strategies to improve team outcomes
• Inspire others by motivating them towards higher levels of performance that are aligned with Peter Mac’s vision and values
• Demonstrate emotional awareness by establishing and sustaining trusting relationshipsin a complex hospital environment

• Provide staff with clear boundaries, expectations, support and follow-up
• Develop and maintain quality stakeholder relationships to ensure the Workforce planning and recruitment of medical staff is aligned with workforce analysis and stakeholder feedback
• Participate in a range of communication forums to maximise opportunities to obtain service feedback, ascertain stakeholder needs and implement system improvements in a timely manner.
• Work with People and Culture team to ensure consistency of processes across the employment spectrum.
• Establish an action plan for self and others to complete work efficiently and on time by setting priorities, establishing timelines and ensuring staffing levels and skill mix is maintained across the continuum.

• In conjunction with the Director, People and Culture participate in strategic recruitmentand workforce projects
• Participate in any other projects, as reasonably required, by the Hospital Executive
• Have a good working knowledge of the National Safety and Quality Health ServiceStandards, pursue opportunities for quality improvement, and actively contribute to the accreditation process where required
• Participate in promotional events to enhance recruitment opportunities for Peter Mac.

4. Key Performance Indicators

Key performance measures guide how performance will be measured for success in thisrole. These will be set with you as part of your Performance Development plan. KPI measurements may include but are not limited to:

• Maximise the supply of medical workforce to meet service demands
• Client satisfaction
• Recruitment volumes
• Recruitment processing turnaround times
• Ensure that 100% of complaints are recorded, acknowledged and followed up in a timely manner
• Ensure that meetings are conducted on a regular basis with medical stakeholders so feedback can be received and strategies implemented to address
• 100% compliance with credentialing requirements
• Timely publication of accurate rosters to metrics KPI metrics for rostering
• Escalation of late timesheet submission for medical staffoManagement of leave liabilities
• Staff rostered to cover all critical shifts
• Manage rostering to ensure effective and safe rostering, within budget and targetsset including reducing the amount of rostered overtime used where possible
• Processing of CME Claims within mandated timeframes in conconjunction with Finance and Payroll.