This document discusses human resources in the healthcare sector. It notes that healthcare depends heavily on people to deliver its mission, and human resources account for a large proportion of healthcare budgets. Globally there are over 35 million people employed in the health sector. Poor human resource practices can have high economic and human costs for healthcare. The key stakeholders in healthcare are people, and effective human resource policies and management are essential for providing quality care. The document outlines some of the challenges in human resources for health systems, including insufficient workforce capacity in some developing countries. It also discusses various dimensions for evaluating human resource performance.
This document discusses human resources in the healthcare sector. It notes that healthcare depends heavily on people to deliver its mission, and human resources account for a large proportion of healthcare budgets. Globally there are over 35 million people employed in the health sector. Poor human resource practices can have high economic and human costs for healthcare. The key stakeholders in healthcare are people, and effective human resource policies and management are essential for providing quality care. The document outlines some of the challenges in human resources for health systems, including insufficient workforce capacity in some developing countries. It also discusses various dimensions for evaluating human resource performance.
This document discusses human resources in the healthcare sector. It notes that healthcare depends heavily on people to deliver its mission, and human resources account for a large proportion of healthcare budgets. Globally there are over 35 million people employed in the health sector. Poor human resource practices can have high economic and human costs for healthcare. The key stakeholders in healthcare are people, and effective human resource policies and management are essential for providing quality care. The document outlines some of the challenges in human resources for health systems, including insufficient workforce capacity in some developing countries. It also discusses various dimensions for evaluating human resource performance.
keerti@aravind.org Healthcare as Service Sector Healthcare more than any other sector depends on people to carry out its mission HR accounts for a high proportion of budgets assigned to the health sector Globally 35 million persons are employed in health sector (ILO) The economic and human costs of poor HR are high in the health sector Health services mission, strategic plans and quality improvement initiatives are useless unless there is appropriate policies and procedures for managing people Health care key stakeholders are people and despite changes in the way care is provided people are always central in the provision of care whether the care is preventive, promotive, diagnostic, curative, chronic or rehabilitative Healthcare-Science or Art The Science of Healthcare That is achieving and delivering high quality health care products and services through use of scientific and innovative technology The Art of Healthcare
Managing the human beings who
provide the services and improve the products Challenge for health systems
insufficient human capacity to make use of the newly available resources New Opportunities are due to: Scientific Advances (Vaccines…) Infusion of new money New drugs Without a motivated, competent, well distributed and well supported workforce-Waste/Misuse of resources Dimensions of HRH performance Coverage: the extent to which the allocation of the workforce corresponds to needed services in terms of type of services and geographical access Productivity: the ratio of outputs relative to inputs Technical quality: the extent to which services have a positive impact on health status Sociocultural quality: the extent to which services are acceptable to users and meet their expectations Organisation stability: the use of the workforce so as to guarantee the viability of services and their capacity to adapt to changing needs Challenge of HSR on HR Changes Implications for WF Cost Reduction Staff planning, Staff Improvement in distribution, Working Performance conditions Improvement of Incentive System, Work Equity of access organization, Professional to services Development Process, Decentralization Training of services Deployment of personnel, Changes in the Methods of recruiting and health model retaining staff Transfer of authority, Skills needed Redefinition of professional roles, Integration of services Workforce Imbalances Imbalances between HR management practices and national policy objectives. Ex: Where Health Policies aim at developing PHCare while training programs continue to prioritize the training of specialized doctors Mismatches of numbers: Shortages/surpluses Qualitative disparity: resulting from gaps between the training programs and the requirements of the country’s health policy Unequal distribution of workforce: b/w Geographical areas, professions and categories, health establishments and specialities Characteristics of HR activities in the health sector The Intersectoral nature of Health Services The time-lag between decision making and outcome Strong Professional Dominance Interdependence of the different professional categories The role of the state as the principal employer The high proportion of the women employed in health services (Thai study) The ambiguity of the relationship b/w health needs, service requirements and resource needs in the supply of these services Deficiencies of the market Policy Issues
Link between effectiveness of health
workforce and improved performance of health system Nature of Health workforce Size, composition, skills, training needs, current functions and performance, appropriate roles, adaptation to changing priorities Lack of data for evidence Evidence on the effectiveness of HR training Framework for assisting countries for HR planning and development THANK YOU