Recruitment takes time. Strong teams don’t come together by accident.

Despite its importance, the hard work of workforce planning and recruitment often happens in bursts — rushed, reactive and squeezed in around everything else. Too often, teams miss opportunities to plan properly for known changes: someone moving on, going on leave or stepping up into a new role.

This leadership insight offers a practical overview of what’s involved in workforce planning — from assessing need to recruitment and onboarding. It also highlights the importance of realistic timelines and early action.
 

Planning the workforce to meet the need

Building a strong and sustainable team — whether at unit, department or service level — takes time. There’s strategy, budgeting, position review, approvals, recruitment and onboarding. And it doesn’t stop with the hire — good workforce planning supports continuity, culture and clinical care.

Here’s a simple set of planning prompts to help clarify the scope of work:

• Who do we need? (role, expertise, FTE)
• When do we need them?
• How do we find them?
• Who’s involved in recruitment and selection?
• How do we decide?
• How long will it take?
   

Step 1: Who do we need?

Start by assessing the roles:

• What roles need to be filled or covered?
• Is long-term leave or secondment coming up?
• Are current structures working well — or is it time for change?
• Are position descriptions up to date, accurate and ready to go?

This part could be straightforward or complex. For example, you may have had someone resign or retire, and looking to simply replace them with someone else in the same role. On the other hand a restructure or new service model may require a full rethink. Multiple hires often trigger knock-on effects as internal staff apply for other roles. These kinds of changes demand careful sequencing to avoid shortfalls and gaps.
 

Step 2: When do we need them?

Is the need immediate—or on the horizon?

Recruitment doesn’t happen overnight. From the decision to hire, to a new employee starting on the ground, can take months.

The earlier the planning starts, the more likely you are to hire well, avoid burnout from understaffing and keep your team functioning.
 

Step 3: How do we find them — and decide?

Once the role and FTE are confirmed and funded:

• Draft and approve the position description
• Write and place the ad
• Confirm communication channels
• Shortlist applicants
• Coordinate interview panel and logistics
• Conduct interviews and referee checks
• Finalise selection
• Make and negotiate the offer
• Issue and finalise contract

Each step has its own dependencies — and can easily take more than two weeks.
 

Step 4: How long will this take?

Here’s a sample breakdown. Assigning just two weeks per step gives you a 24-week (6-month) timeline — if everything runs smoothly. Add just one week of delay per step and you're looking at 36 weeks (8+ months).

Key stages include:

1. Role/funding/business case approval
2. Role description and resource allocation
3. Position description written and approved
4. Advertisement written, approved and placed
5. Shortlisting candidates
6. Interviews and referee checks
7. Selection decision
8. Offers, negotiations and acceptance
9. Contracts issued and returned
10. Start date confirmed (factoring in notice periods, leave, or relocation)

It’s not uncommon for the process — from initial sign-off to actual start date — to stretch out to 10–12 months.
 

The takeaway

Don’t leave it too late. Get the conversation started early.

A strong team takes time to build — and even longer to rebuild if planning is left too late. This isn’t just about recruitment — it’s about leadership, sustainability and looking after your people.

The goal of these short 'Leadership Insights' is to share key concepts and ideas on effective leadership, along with practical tips for applying them in your own context. Members, look for a new insight every two weeks in the Check-up.

Dr Anna Clark (PhD) is AMAV's leadership consultant, coach and educator, currently offering individual coaching for doctors and directing AMA Victoria’s professional development programs in leadership, the Emerging Leader Program and Middle Leader Program.

If you are navigating a leadership challenge and would like to speak with one of our leadership coaches, schedule a Leader Check-In, an exclusive benefit for AMA Victoria members.