COMPONENT 4 Human Resources for Health HRH TG
- Slides: 10
COMPONENT 4: Human Resources for Health (HRH) TG September 15, 2015
CONTEXT AND CASE FOR CHANGE 21% of clinics have no manager On average, it takes 4. 5 months to fill a post in the public service 47% of clinics had no visits from doctors 79% of clinics have no information management staff 41% of South African Nearly 30% of surveyed nurses have engaged in moonlighting health workers are actively seeking Nurse vacancy employment rates go as elsewhere high as 68% SOURCE: National health facilities baseline audit, 2012; Blaaw, Global Health Action, 2013; Prof. Rispel, Study on nurses moonlighting, 2014; SA institute of race relations 2013; DPSA, Report to parliamentary committee 2010
Staff Allocation and Use 96 97 98 Step 1: Step 2: Step 3: Step 4: Step 5: Step 6: Step 7: Step 8: Step 9: Step 10: Staffing needs have been determined in line with WISN. Staffing is in line with WISN. A dedicated facility manager must be appointed for a facility with a work-load of more than 150 clients per day and will perform at least 80% of management work per week Contact the sub-district/district to arrange a date for the HR staff to conduct the WISN assessment. Prepare all the information on the staff and clinic services that they will need to use. Inform your staff of the planned date, provide necessary information and orientate them on the expected procedure for that day. If the report has not been received after one week on completion of the WISN assessment, follow up with the subdistrict/district manager. After receiving the report, develop the Ideal Organogram for your facility using the WISN assessment findings. Obtain approval of the Ideal Organogram from the District Manager. (check District Health Management Health Office) Should there be any gaps in the staffing needs, write a motivation request to the District Manager motivating for the posts to be created, funded and filled. Annexure 38 and (hyperlink to website) If there is no progress in filling the vacant posts within 3 months, then follow-up with the District Manager and keep a record. Annexure 34 If there is excess staff as per the approved Organogram, then advise PHC Manager for redistribution of staff. Participate in the recruitment and selection process as appropriate. • • • District coordinators/ Project Manager of WISN HR Manager together with the PHC Manager. Project Plan which will be monitored regularly. Steering Committee at the District Level to support facilities and subdistricts WISN is the only tool available to do HRH Planning there is no other tool recognised to determine under or oversupply of personnel Training has been conducted but now there need to be enforcement to use the tool Any request for COE or posts should be accompanied by a completed study of the WISN for the particular facility Some of the best practise is the amount of support the district or sub district gets from management. In some of the facilities WISN implementation is a standing item in the most senior structure of management decisions They are able to intervene where there is lack of progress or where additional resources are needed.
Staff Allocation and Use 99 Daily work allocation documentation is signed by all staff members Step 1: Step 2: Step 3: Step 4: Using the Professional Nurse Scheduling process as per the ICDM manual, draw up the work allocation schedule for Professional Nurses. Using the template provided, draw up the work allocation schedule for all other staff. Print and place the schedule on the staff notice board for all staff members to see their work schedule and duties. Each staff member must sign the acknowledgement confirming that they are aware of their duty allocation. • Besides the Job Description it is necessary to have a displayed Daily Work allocation for all members to see. • This also allows the facility manger to delegate task on daily basis. • Not only signed but displayed for everyone to see.
Staff Allocation and Use 100 Leave policy is available 101 An annual leave schedule is available 102 Basic Staff records available (vacation/sick/accouchement/family responsibility leave/study leave/disciplinary action). Step 1: Step 2: Step 3: Step 4: Step 5: Step 6: Step 7: Step 8: Obtain the public service leave policy from the DPSA web site. Where there is no electronic access, obtain hard copies from the sub-district/district manager. Share the contents of the public service leave policy with all staff members. Explain the important points relevant to the staff so that they understand the leave process, emphasising the need for approval prior to going on leave, unless in an emergency situation. Staff to sign acknowledgment indicating that they are aware of the policy and its application. See Annexure 41 Draw up an annual leave schedule for all staff members taking into account the service needs of the facility. See Annexure 42 Print and place the annual leave schedule on staff notice board. Check that every staff member has their own staff file with all relevant documentation inside. Annexure 43 Create a new file for all new staff members within one week of commencement of duty. If a staff member is transferred to your clinic, request their staff file from their previous place of employment. If a staff member is transferred from your clinic, send their staff file to the clinic they will be transferring to. The Leave Register must be updated and completed when staff member takes a leave of absence for any reason. • • • There are challenges where staff members take leave at the same time There are employees who have been on sick leave for more that a year. Whilst there are these challenges some of the employees are on training. Proper planning needs to be done at the beginning of the year. The annual schedule needs to be displayed so that all employees at the facility are aware who will be on leave and when. We need standardised training programme for the Facility managers similar to the CEO. The training programme should include Human resources, Labour relations, Finance , Supply Chain, Infrastructure, Labour Relations. Induction programme for newly appointed facility Managers as they are placed without the necessary training. The training programme should be continuous to deal with any new policy developments. Problems to manage employees who are placed on continuous periods of sick leave. Provide training on PILLIR
Professional Standards and Performance Management & Development System (PMDS) 103 There is an individual Performance Management Agreement for each staff member Step 1: Step 2: Step 3: Step 5: Step 6: Obtain the PMDS policy from the DPSA web site. Where there is no electronic access, obtain hard copies from the sub-district/district manager. Share the contents of the PMDS leave policy with all staff members Step 4: Ensure that each staff member has an approved and signed job description available. Use the prescribed PMDS templates to develop an individual Performance Management Agreement (PMA). Ensure that the performance goals of the facility are reflected within the key PMA of individual staff members. PMA to be signed by the individual staff member and the facility manager after discussion and agreement in person. Submit signed original copies to District Office by 15 April. Copy of signed PMA to be kept in the individual personnel files. Performance appraisal to be conducted quarterly using the PMDS evaluation templates • Districts are required to capture all PMDS Agreements and Quarterly reviews of all staff. • Best Practise is to spend more time on the Performance agreement to ensure that the outputs are clear. The targets are measurable. • It is bad practice to only manage individual performance at the end of the last quarter • Source of conflict if the person has not reached the set targets • There may be no evidence to show underperformance and whethere was any intervention • Alignment of the Performance Agreement with the Operational Plan is very crucial for effective management. • Job Descriptions, operational plan, work plan, regular staff meetings agenda. • Quarterly Reviews enable to correct non performance timeously.
Professional Standards and Performance Management & Development System 106 107 Step 1: Step 2: Step 3: Step 4: The disciplinary procedure is available The grievance procedure is available Obtain the public service disciplinary and grievance procedures from the DPSA web site. Where there is no electronic access, obtain hard copies from the sub-district/district manager. Share the contents of the disciplinary and the grievance procedures with all staff members All staff must sign acknowledgement that they have been informed of the procedures and understand it. • • • The are guidelines from DPSA that are updated on regular basis The District must have continuous training programme on grievances and disciplinary processes. Progressive disciplinary process is important so that behaviour can be dealt with in time. Discipline and grievance handling is not for the HR component but it is a line functionary. The areas are very difficult to manage District and Provincial Support is very crucial Templates of progressive discipline must be made available for the FM so that they can use them when necessary. District HR must be available to provide support where necessary. Discipline and grievance must be dealt with timeously
Professional Standards and Performance Management & Development System 108 109 Step 1: Step 2: Step 3: Step 4: Step 5: Staff satisfaction survey is conducted annually The results of the staff satisfaction survey is used to improve the work environment Using the national staff satisfaction survey template, the district Human Resource Management unit must conduct the yearly staff satisfaction survey. District Human Resource Unit must analyse the results and present to DHMT with recommendations for improvement. Using recommendations from step 2, develop an action plan to address relevant weaknesses highlighted in the staff satisfaction survey report. Implement action plans in cooperation with subdistrict/district manager. Staff satisfaction survey report and action plan must be available for inspection. • • Staff surveys are used to identify and deal with issues before they become huge problems. Employees can be able to express their opinions on how to improve the workplace. Staff satisfaction survey becomes effective when you actually take action to address or be seen to address the suggestion given on the surveys. The best way is to make sure that findings are included in the operational plan, if there is planning in terms of the budget if interventions have financial implications
Professional Standards and Performance Management & Development System 104 Continued staff development needs have been determined for the current financial year and submitted to the district manager 105 Training records reflect planned training is conducted as per the district training programme Step 1: Conduct a skills audit for all staff members using Develop a staff development and training plan based on the skills audit and service needs. Submit to District Manager by 15 April. Obtain approval and necessary funding for staff development and training plan. Once accepted for training, staff members should be released for the identified training taking into consideration the facility staffing and service needs. Record all training in the Human Resource database (Skillsmart) Step 2: Step 3: Step 4: • Training programmes should be planned on annual basis based on service needs. • Performance Management System requires that every employee should have a annual personal development plan. • Training relevant to their work. • The checking on the impact that the training courses whether they improve on service delivery. • Training schedule by facility Manager and the Sub district manager to ensure that staff take turns to attend training – link to leave planning • Conduct a skills audit for all staff members using • Develop a staff development and training plan based on the skills audit and service needs.
Thank You
- Hrh 2030
- Health and social component 3
- Btec tech award enterprise component 3 resources
- Transformed and transforming resources
- Fixed resources examples
- Renewable vs nonrenewable resources worksheet
- Definition of community health nursing
- Health and social care component 1 coursework example
- Characteristics of community health nursing
- Health and social care component 2 learning aim b example
- Component of health assessment