Resource management

1. Human Resources For Health HRH

By Shimelis

10/19/2023 1
Contents
• Over view of HRD;
• Terminologies
• Role of human resources management
• Staffing activities
• Acquiring Human resources
• Human resource planning
• Job analysis and Job descriptions
• Recruitment
• Selection
• Induction and orientation
• Retaining employee
• Performance appraisal
• Training and development
• Discipline (corrective counseling)
• Separation from employment

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Learning objectives

• At the end of this session, students will be able to:

• Describe the role of human resource planning

• Identify basic steps in human resource planning

• Understand the advantages and limitations of performance appraisal

• Describe human resource management components

• Develop a skill in health work force estimation in their own organizations

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 Over view

• Human resource for health is one of the building block of health

system

• Health system needs an appropriate number of qualified people to

fulfill its mission and to meet the need of community it serves

• The goal of the HRM is to identify and provide the right number of
competent staff to meet the need of the community

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 Over view cont…
• A main objective of health workforce planning is to have
the right number and mix of health practitioners with
appropriate skills in the right places at the right time, to
provide quality services to those who need them.
However,
Some of the world’s poorest countries face rising death rates and
plummeting life expectancy, even as global pandemics threaten us all.
Human survival gains are being lost because of feeble national health
systems.

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Over view cont…

• Why is human resource so important for HSOs/HS?

• To implement strategies

• To accomplish objectives

• To fulfill organizational mission

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 Terminologies
• Human resources for health:

All individuals engaged in the promotion, protection, or

improvement of population health, from both the formal
and informal sector

• Human resource policies: Guidelines and directions

within the health sector and the wider economic, social,
and political context that regulate the use of workers

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 Terminologies cont…

• Incentives: Financial and non financial benefits

designed to improve staff performance and motivation

• Management: Process of creating an appropriate

organizational environment and ensuring that personnel
perform adequately using strategies to identify and
achieve the optimal number, mix, and distribution of
personnel in a cost-effective manner

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 Terminologies cont…
• Motivation: An individuals’ degree of willingness to
sustain efforts towards achieving certain goals
• Recruitment: Process of searching for personnel to
enter a particular job or position
• Registration: Official recording of the names of
persons who have certain qualifications to practice a
profession or occupation
• Remuneration: Payment to a person for a service or
expense
• Retention: Maintaining personnel within the health
system, often by offering adequate incentives

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Terminologies cont…
• Work environment: Characteristics of the
environment in which a person is expected to work.
Includes terms of employment, benefits, and
physical and social climate

• Workforce: People who work in the various

professions of health care— physicians, nurses,
midwives, pharmacists, dentists, associate
professionals, and community health workers—
whose goal is to improve the health of the
populations they serve
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 Terminologies cont…
Workforce planning:
• Process to provide a framework for staffing decision
making based on a strategic plan, budgetary
resources, and a set of desired workforce
competencies.
• It incorporates an analysis of the present and future
workforce and possible gaps and surpluses

• Human resources development (HRD), as

applied to human resources for health (HRH),
includes the planning, production, and management
of health personnel.

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Human Resource Management function
Leaders
• assess
organizatio
nal
mission

Leaders define the

qualification,
competencies and staff
needed to carry out the
mission

Provide
competent
staff
members

Assess maintain
and improve
competence of
staffs

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 HRM function cont….
• It is a process of estimating the number of persons and the
kind of knowledge, skills and attitudes they need to
achieve predetermined health targets and ultimately health
status objectives.

• Involves specifying who is going to do what , when , where ,

how and with what resources for what population group or
individuals.

• The planning must be a continuing and not a sporadic

process.

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HRM function cont….
• Describes the health human resource process as
involving three major and interrelated steps:
planning, production, and management

• Health human resource planning(HHRP) in most

countries has been poorly conceptualized,
intermittent, varying in quality, profession-specific
in nature, and without adequate vision or data upon
which to base sound decisions

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 HRM( personnel administration)

• Characterized by staffing activities, program and

policies concerned with acquisition , retention and
maintenance and separation of human resources.

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 Staffing activities
A time flow of distinct phases

• Acquisition:- Human resource planning , recruitment ,

selection and orientation

• Retention and maintenance:- Performance appraisal ,

placement training and development, discipline (corrective
actions), compensation and benefit administration, employees
assistance and career development and safety and health

• Separation: retirement, resignation, Discharge and death

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 Human resource Planning
• Precedes the recruitment, selection , and orientation
of new employees

• Staff needs are driven by organizations , growth and

turn over.

• Human resource planning ensures that the

organization have the right number of people ,
appropriate qualification and skills and delivers
appropriate levels of quality of services.
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HRP cont…

It involves five steps

•Profiling
•Estimating
•Inventorying
•Forecasting
•Planning
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 Step 1 :-Profiling

• Initial step is to profile the HSO/HS at some

future point

• Estimating the number and type of job (skills)

• Subjective but anticipated demand for service

change in profession profile or labor supply

• Staffing for new technology can be taken into

account

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Step 2 :- Estimating
• Consider expected change, new services,
reengineering initiatives, or strategic
organizational change

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Steps cont….
Step 3 :- Inventorying
• Present employees and their skills
• Talent inventorying, conducting HR audit
• Skills , abilities and potential and how are they being used,
training need, career path
• Step 4: Forecasting
• An assessment of changes in the present work force
• Entries Vs Exit or transfers
• Consider promotion

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Steps cont….

Step 5 Planning
• Assumption + information are bases for planning
• Step 1 through step 4 are the bases for planning

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Human resources sources

• From external and internal

• Internal (feeling HSOs vacancy by transferring or

promoting)

Advantages

• cost effective, quicker and reduces recruiting and

relocation costs and enhances employee’s morale

Disadvantages (add from your experience)

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HR sources cont…

• External (labor market supply : outside

of the organization
• Advertising . pass the work to potential
employees,
What are the major recruitment problems
in the health sector?

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JOB analysis and description
• Job analysis : observing and studying a job
to determine its contents (duties and
responsibilities)
• Conditions under which it is performed
• Its relationships to other jobs
• Identifying skills, training, and abilities
• Is the source for developing job description

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JOB description
Varies from organization to organization
It includes
 Job title
 Locations
 Job summary
 5-9 general duties and responsibilities
 Supervision given/received
 Special work conditions > hazards/classifications
 Qualification : minimum education, training , experiences ,
demonstrated skills is required should be continuously
updated
 Fundamental document in legal disputes

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 Recruitment
• Recruitment :
• Searching for and attracting prospective employees

• Selection
• Select from among using job description or qualification as a
guide
• Basic source of information
• application form
• pre employment interview
• Testing
• Application form and pre employment interviews
• Education
• Training
• Previous employment
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Orientation

• Induction and orientation

Follows selection

• Induction: ensuring that employee can perform the job with out
danger to them selves and clients

• Orientation: Physical Information about the physical facility org

structure

• advantages :gives a clear understanding of what they need to know

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Retaining employees
• HRM maintenance and retention activities occur
throughout the term of employment.
• These activities include:-
• Appraising each employees job performance
• Moving employees within the organization through
promotion, demotion and transfer
• Disciplinary counseling and separation when necessary
(hire and fire)
• Administering compensation and benefits
• Providing employee assistance and career counseling
• Ensuring healthful workplace and personal safety

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Retaining employees cont…
• Performance appraisal
• The results of performance appraisal has many
uses
• Determining whether individual work results are
consistent with expectations
• Provide feedback for both the employee and supervisor
• Identify high, marginal and unsatisfactory performers
• Less than satisfactory performance :

• Lack of technical job skills

• Poor process or job design

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Performance appraisal cont…

• Identify potential and desirable employee

movement within the organization

• Providing information for compensation

• Provide information for employee assistance and

counseling

• Virtually the HRM retention activities are linked

to performance appraisal

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Performance appraisal cont…

Appraisal Methods
• There are many approaches
• Rating scales
• Person to person comparison
• Check list
• Critical incidence methods

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Performance appraisal cont…
• Most common method is rating scale method which filled by
the manager
The scale typically specifies
1.personal traits and behaviors such as cooperativeness ,
dependability , initiatives ,judgments, and attitude.
2.job dimension attributes , such as the quantity of work, quality
of work, and job knowledge.
• For each scale there are usually a scoring mechanisms
using descriptive adjectives

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 Performance appraisal cont…
Other approaches
• inputs from peers and subordinates
• self appraisal and customers
Benefits of Systematic appraisal
• It provides a standard format by which managers
through out the organization assess the employee’s
performance.
• It also forces the managers to observe how well
employees are performing and to consider what can
be done to improve performance
• Employees have the right to know how well they are
performing
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Appraisal problems

• Managers don’t agree on the definitions of terms

• One managers appraisal of employees may be
more critical than another's
• Some don’t give low ratings because they are
afraid of antagonizing subordinates
• Low ratings may be reflecting negatively on
managers performance
• Rate perceptual biases--no one is “excellent”

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The key challenges

• How to increase staff satisfaction and productivity

• How to obtain accurate data and conduct effective work force

planning

• How to improve the match between the skills and competencies

• How to provide efficient and effective HR management and

supportive supervision

• How to shift tasks to cadres of workers that have the needed skill
and can be retained

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 THANK YOU FOR YOUR
ATTENTION!

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