Lecture 2 for management class students and others

for management lecture

1. Management of Human Resources for Health LECTURE 2 Dr Nicholas Ngonde URE

2. Learning Objectives Participants should be able to. Appreciate the basic Human Resource for health (HRH) management concepts, processes and how to apply them as managers. Develop skills in leading teams and appreciating human resources for health as the most important input in the health care system and how to effectively manage them in order to attain the best out of them.

3. Planning, recruitment and placement of staff Planning in HRH (WHO) Estimating the number of persons Evaluating the kinds of knowledge, skills and attributes they need to achieve health targets /health status objectives Planning provides a framework for staffing, policies, strategic plans, and budgetary resources. It incorporates an analysis of the present workforce and evaluation process to ensure the objectives are being met. It is a comprehensive and continuous process. Helps articulate and balance the supply with the demand of HRH.

4. Demand for HRH Depends on Size, Age Gender of the population The prevalence of diseases Public expectations which are influenced by education level and social economic status. Providers themselves e.g. Physicians can increase the demand for diagnostic services by ordering more tests.

5. Supply for HRH Represented by how many providers are available Workload available Productivity which is influenced by other aspects such as technology.

6. Planning process How many of each type of human resources does the health system need? Where and when are these human resources needed to accomplish the goals of the health sector? What are the resources needed to make these human resources available? Are the HRH needs identified affordable? What are the systematic steps to be taken to cover any gaps?

7. Models for projecting and estimating HRH resources and needs Population-based methodology: determines the health care personnel needed in ratio to the size of the population (e.g. no of medical doctors or nurses per 10,000 inhabitants). Needs-based methodology: Estimates the requirements to meet all or part of the expected health care needs in response to the types of diseases of the populations. Utilization based methodology: Assumes that the populations will be served in the future in the way they are currently served.

8. Effective demand-based methodology: Establishes the requirement needed to satisfy the expected development of health care services, including changes in productivity and the preferences of the population. Factors that facilitate HRH planning and recruitment The number of health workers available Workforce training – both skill categories and training level. The migration of healthcare workers. Country's level of economic development. Socio-demographic elements – Age distribution of the population. Cultural and geographical factors – climate or topography, the cultural and political values.

9. Placement of Staff Placement refers to the process of distributing the workforce . Successful deployment includes; Appropriate recruitment Appropriate deployment (worksites where their skills are most needed) Orientation programs Retention programs

10. Performance Appraisal Ensuring that those deployed continuously have all the elements to perform their duties effectively and produce high-quality output Ensures a competent workforce that knows what to do and how to do it. Performance appraisal process Begins with performance plans List of tasks to be accomplished The goal of achieving those tasks Performance expectations – what should be done and by when What standards should be met

11. Regular meetings between the managers and employee End of period of assessment (all together constitute performance appraisal). Why performance plan development They create a link between the employee’s work and the priorities of the institution or facility. They clarify what the employee is accountable for and to whom. They build employee skills by establishing learning objectives. They document the employee’s contribution and accomplishments.

12. Continuing Education Qualified and competent health workers are challenged over time by: possession of outdated information Skills change or they lose them if not frequently used Technology advancement New service provision modalities Developing a Continuing Education plan A CE (CME) plan should include the identification and analysis of: Performance gaps and needs at the organizational and individual levels. The knowledge, skills and attitudes associated with optimal job performance.

13. A professional’s current knowledge, skills and attitudes. The environmental, professional and personal context within which the professional practices. CE Options

14. CE Options

15. Discipline and managing interpersonal conflict Employee relations include maintaining and improving how workers live together in harmony (conflicts and grievance solving, peaceful co-existence) Unresolved conflicts cause loss of productivity, lowered morale, absenteeism, etc. Every organization should have a grievance policy Employment Act 2006, stipulated sections on discipline and conflict resolution in the workplace

16. Promoting Staff Motivation Motivation is the inner drive or morale to perform a task and reach a goal. (motivation is intrinsic and incentives are extrinsic) Important factors that motivate workers are; Sense of personal and professional growth and empowerment; Having more control over their jobs; Value attributed to their tasks; Perception of the impact of their performance; Rigorous but achievable challenges; Healthy competition: Participation in the decisions and implementation of activities;

17. Job security and confidence in the organization’s support systems. Incentives These are elements provided by the external environment to increase motivation. The three types of external elements help to increase motivation: Feedback (how I am performing) Social recognition. (certificate, appreciation) Material recognition: (individual rewards e.g. bonuses, or facility rewards e.g. equipment).

18. The Pygmalion effect Based on Bernard Shaw’s play: “Pygmalion” States that employees perform how their bosses expect them to perform. People behave the way they are treated. Exceptional managers create high-performance expectations that their staff meet. Weak managers are unable to create similar high expectations, and their staff’s productivity and quality of work decline. Successful managers have higher confidence in their own skills to develop the talents of their staff. A manager with a reputation for success will instill in her/his team feelings of self-worth and competence, generating high expectations for performance. •

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