human resource

Topics: Healthcare, Health care, Medicine Pages: 60 (16051 words) Published: October 28, 2014
Human Resources Management
Assessment Approach
January 2013
Paul Marsden, Liverpool Associates in Tropical Health (LATH) Margaret Caffrey, Liverpool Associates in Tropical Health (LATH) Jim McCaffery, Training Resources Group, Inc. (TRG)

Human Resources Management Assessment Approach

Human Resources Management Assessment Approach

TABLE OF CONTENTS

Introduction

1

Background

1

Purpose

2

Applying the Assessment Approach

3

Users

3

Time frame

3

Methodologies and data sources

4

Guidance: How to Use the Human Resources Management
Assessment Approach

5

Assessing Key Human Resources Management Systems,
Functions, and Practices

5

Guidance on the Assessment Templates for Each Human
Resources Management Function

6

Key Steps in a Typical Assessment Approach

8

Human Resources Management Functions:
Assessment Templates

10

Health Workforce Planning and Implementation

12

Workforce planning

13

Recruitment and deployment

16

Retention

19

Work Environment and Conditions

22

Employee relations

23

Workplace safety and security

26

Job satisfaction

28

Career development

30

Human Resources Information Systems

34

Performance Management

40

Planning Template

45

References

46

Appendix A: Example of the Adaptation of the Human
Resources Management Assessment Approach

47

Appendix B: Glossary

53

Appendix C: Additional Resources and Tools

55

Human Resources Management Assessment Approach

INTRODUCTION

T

he CapacityPlus partnership has developed this human resources management (HRM) assessment approach to guide policy-makers, managers, and human resources (HR) practitioners toward better understanding and responding to HRM challenges facing their

health systems.

The approach is flexible: it can be applied to an overall assessment of the health workforce management environment or modified to focus on a specific problem (e.g., workforce maldistribution). Alternatively, it can be used to examine HRM issues specific to a health program or intervention (e.g., the supportive supervision of skilled frontline HIV, maternal and child health, family planning, or social welfare service providers). Additionally, the approach engages stakeholders in key stages of the assessment process, thereby fostering ownership and commitment as well as ensuring the assessment’s outcomes and proposed interventions are responsive to local needs.

What does the approach do?
Helps understand and respond
to HRM systems issues and
challenges
Builds on and expands the
evidence base to guide
improvements in HRM policy,
strategy, capacity, and best
practice
Engages key stakeholders and
promotes ownership
Is adaptable: can be applied
HRM system-wide or to
a specific intervention or
program or to a facility-level
assessment (see appendix A
for a description of one such
adaptation)

1

Background
The global health workforce crisis is underscored by an estimated shortfall of 4.3 million health workers, which impacts access to quality health care, attainment of the health-related Millennium Development Goals, and improved health outcomes. More focused attention on strengthening the management of the health workforce is essential for improved service quality and to ensure that global investments to increase the number of trained health workers are supported and sustained. Strong HRM systems provide the enabling environment within which the health workforce can be deployed and utilized effectively; however, HRM functions and responsibilities are generally fragmented across a broad range of key stakeholders, which can often complicate the approaches needed to strengthen these systems. HRM is the integrated use of systems, policies, and practices that will provide the range of functions needed to plan, produce, deploy, manage, train, support, and sustain the...

References: the foundation to implement and sustain these approaches with additional
funding and resources (McCaffery and Adano 2009).
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