Workload Management in Social Work Services: What, Why and How?

Abstract

This article offers an overview of workload management in social work within an overall context of fast changes to professional activities. Three factors are identified as creating a current need to manage workload effectively and transparently. First, high levels of workload have been connected with negative impacts on practice and outcomes (although the precise impact is not clear). Second, high workload levels have been associated with increased stress in a profession that already suffers higher than average levels. Finally, high workload carries implications for the workforce in terms of the interaction between stress, burnout and turnover. Implications for implementing workload management systems are drawn from a number of workload measurement and management studies. Three issues are identified. First, workload management systems need to be informed by good quality, up-to-date workload measurement. Second, involving practitioners and other stakeholders in the whole process will be key to its success. Finally, changing patterns of demand and different models of practice carry implications for workload management systems, suggesting the importance of their regular review. In conclusion, the article argues for a sharper focus on this topic, and suggests the value of exploring links with other areas of practice, particularly in terms of outcomes for service users.

Keywords:

• workload management
• workforce
• social work

Acknowledgements

The author would like to thank colleagues at the Social Care Workforce Research Unit, for advice with the article, especially Jill Manthorpe for insightful advice and encouragement.