Human resource Development and Management For MT

1. Human resource Development and Management For MT SongrachChaiyad, PhD, Com MT SankampheangHospital Chiang Mai Provincial Public Health Office February 26th,2019

2. Outlines • Meaning of Human Resource Development (HRD) and Human Resource Management (HRM) • Workforce Recruitment • HRD & Engagement • Employee Retention • Measurable KPIs • Applied HRM & HRD For MT In Your Study Research

3. I Meaning of Human Resource Development (HRD) & Human Resource Development (HRM)

4. Human resource management (HRM) HRM is the strategic approach to the effective management of people in an organization, so that they help the business gain a competitive advantage. It is designed to maximize employee performance in service of an employer's strategic objectives. Ref: https://en.wikipedia.org/wiki/Human_resource_management, Johnason, P., 2009

5. Human Resource Development (HRD) • Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge and abilities. • A set of systematic and planned activities designed by an organization or HR department to provide its members with the necessary skills to meet current and future job demands. Ref: BhupendraRatha,bhu261@gmail.com, n.d.

6. Relationship Between HRM & HRD • Human Resource Management (HRM) has many functions. • Human Resource Development (HRD) is just one of the functions within HRM Ref: BhupendraRatha,bhu261@gmail.com, n.d.

7. Functions of Human Resource Development • Primary • Human resource planning • Equal employment opportunity • Staffing (recruitment and selection) • Compensation and benefits • Employee and labor relations • Health, safety, and security • Human resource development • Secondary • Organization and job design • Performance management/ performance appraisal systems • Research and information systems Ref: BhupendraRatha,bhu261@gmail.com, n.d.

8. Training and development (T&D) • Organizational development • Career development Ref: BhupendraRatha,bhu261@gmail.com, n.d.

9. Training and Development • Training • improving the knowledge, skills and attitudes of employees for the short-term, particular to a specific job or task. • Employee orientation • Skills & technical training • Coaching • Development • Preparing for future responsibilities, while increasing the capacity to perform at a current job • Management training • Supervisor development Ref: http://www.clib.dauniv.ac.in/E-Lecture/HRD, n.d.

10. Organizational Development • The process of improving an organization’s effectiveness and member’s well-being through the application of behavioral science. • Focuses on both macro- and micro-levels • HRD plays the role of a change agent Ref: http://www.clib.dauniv.ac.in/E-Lecture/HRD, n.d.

11. Career Development • Ongoing process by which individuals progress through series of changes until they achieve their personal level of maximum achievement. • Career planning • Career management Ref: http://www.clib.dauniv.ac.in/E-Lecture/HRD, n.d.

12. Organizational Life-Cycle Stages and HR Activities Ref: https://www.legacee.com/potpourri/the-organizational-life-cycle/

13. Organizational Life-Cycle Stages and HR Activities Ref: https://www.legacee.com/potpourri/the-organizational-life-cycle/

14. Assessment Design Implementation Evaluation A Framework for the HRD Process Assess needs Select evaluation criteria Priorities needs Define objectives Develop lesson plan Determine evaluation design Develop/acquire materials Select trainer/leader Deliver the HRD program of intervention Conduct evaluation of program or intervention Select methods and techniques Schedule the program/intervention Interpret results Ref: https://www.slideshare.net/kashanshah5815/a-framework-for-the-hrd-process

15. Structure Process Outcome - Physical health status - Mental health status - Social & physical function - Health attitudes /knowledge/behavior - Patient’s perception of quality care - Human resources - Environmental resources - Organizational resources - Physical Resources - Standards of Practice - Activities interventions - Sequence of caregiving events Ref: www.cpshr.us/documents/whitepapers/SystemsThinking_2012_fnl.pdf

16. Systems thinking of HRDM 1. What ? Process Output Outcome Impact Input Feedback 2. How do you know? 3. What & How ? Ref: https://thesystemsthinker.com/human-resources-and-the-doom-loop/

17. How do you know? • Profitability per head • Productivity per head • Sale volume per head • Revenue per head • Customer Engagement Level • Innovative product or service per head • Employer of Choice

18. II Workforce Recruitment

19. Recruitment • refers to the overall process of attracting, shortlisting, selecting and appointing suitable candidates for jobs (either permanent or temporary within) an organization. • refer to processes involved in choosing individuals for unpaid roles. Managers, human resource generalists and recruitment specialists may be tasked with carrying out recruitment, but in some cases public-sector employment agencies, commercial recruitment agencies, or specialist search consultancies are used to undertake parts of the process. Internet-based technologies which support all aspects of recruitment have become widespread. Ref: Sulich, Adam, 2016"Mathematical models and non-mathematical methods in recruitment and selection processes

20. Linking Health Workforce Requirements and Supply Projections Future staff requirements Future staff supply Current population demography and epidemiology Current health needs And demands - Salary & benefit - Terms & conditions of employment - Management and motivation Current staff + Existing services New graduates + CHANGE Current numbers of staff of different cadres And skills required Trained staff Returning to work + Future health needs And demands Future population demography and epidemiology Returned migrants NO Out-migrants Future services CHANGE Future numbers of staff of different cadres And skills required Future staff available EQUAL? YES CHANGE NO NO AFFORDABLE ? YES IMPLEMENT Ref: MOPH, Hornby, 2007

21. III. HRD & Engagement

22. Engagement • Proposed various strategies for developing employee engagement through utilizing organization development, workplace learning, and career development initiatives • Commitment, motivation, and pride for the work and the organization Ref: Shuck and Rocco, 2014, Brandon Sullivan, 2015

23. Supportive Co-Workers Job and Career Satisfaction High Performing Organization Credible Leadership Engaged Workforce Committed Employees Satisfied & Loyal Customers High Performing Workforce Productive & Profitable Organization Ref: https://www.decision-wise.com/a-formula-for-building-an-engaged-workforce/

24. The best strategies for employee engagement https://www.efrontlearning.com/blog/2016/10/6-effective-employee-engagement-strategies.html, 2017 1. Think “Bottom Up”, not “Top Down” 2. Show them you listen 3. Share good practice and ideas between teams 4. Have an employee voice 5. Understand individual learning styles and references 6. Employ effective group learning strategies

25. IV. Employee retention

26. Employee retention Employee retention refers to the ability of an organization to retain its employees. Employee retention can be represented by a simple statistic (for example, a retention rate of 80% usually indicates that an organization kept 80% of its employees in a given period). However, many consider employee retention as relating to the efforts by which employers attempt to retain the employees in their workforce. In this sense, retention becomes the strategies rather than the outcome. https://en.wikipedia.org/wiki/Employee_retention

27. V. Measurable KPIs

28. KPI & KRA Ref: https://keydifferences.com/difference-between-kpi-and-kra.html

29. Outcome + Impact of Organization Healthy Organization Innovation Organization Service Excellence Happy Workplace High Performance Organization

30. What do we want to be in the future? Vision How do we intend to accomplish our vision? Strategy Strategic Vision and Objectives Objectives What must we complete move forward? What areas must we focus on to achieve our vision? Critical Success Factors What are our metric indicators of success? Key Performance Indicators What action programs will achieve our performance goals? Key Action Initiatives Ref: http://www.osec.doc.gov/bmi/budget/04strplan/mission.pdf

31. KPIs Quality KPIs Quantity KPIs KPIs Cost-Effectiveness KPIs Timeliness

32. The Performance-Driven Organization Strategize KPIs Measure Propagate Innovate Ref: https://empxtrack.com/blog/successfactors-of-organization-performance-driven-culture/

33. KPIs Specific Time Bound Measurable Realistic Agreed Upon Ref: https://greedisgoods.com/kpi

34. KPIs Good - Reflect your organization’s goal. • - One that you can measure. - Give everyone in the organization a clear picture of what is important, of what they need to make happen. - Make sure that everything that people in organization do is focused on meeting or exceeding KPIs. Ref: https://en.wikipedia.org/wiki/Performance_indicator

35. PERFORMANCE COMPETENCIES VS “pay for skill” “pay for results” • “How” of performance • More qualitative • Longer time frame • : future performance • Development oriented • : behavior change • “What” of performance • Quantitative • : tied to unit goals • Short time frame • :one year, past performance • Reward oriented Ref: https://en.wikipedia.org/wiki/Performance_indicator

36. Trend (T) Level (Le) KRA KPI Trend Goal Linkage (Li) /Integration (I) Comparison (C) Key Measure Benchmark LeTLi/LeTCI Ref: http://funstrategy.blogspot.com/2011/07/letcli.html

37. VI Applied HRM & HRD For MT In Your Study Research

38. Strategic Management Framework Ref: Applied: Nag, R.; Hambrick, D. C.; Chen, 2007, Chandler, 1962,Mintzberg, 1987

39. PlanningThe six building blocks of a health system Ref: WHO 2007 http://www.who.int/healthsystems/strategy/everybodys_business.pdf

40. Vision, mission, values related to health development, Ministry of Public Health

41. HRD & HRM

42. HRD & HRM

43. HRD & HRM

44. HRM & FTE

45. HRM & FTE

46. Competency of MT