National HR Report May 2019 HSE National HR Directorate ... · Learning and Development Strategy at...
Transcript of National HR Report May 2019 HSE National HR Directorate ... · Learning and Development Strategy at...
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 1
National HR Report
May 2019
HSE National HR Directorate Leaders in People Services
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 2
People Strategy 2019 – 2024 (Action 1.1)
The final stages of consultation are underway in relation to the People Strategy 2019 - 2024. This
phase will be completed by early July 2019. Three key areas for targeted attention have been identified
which are compatible with corporate priorities set out by Paul Reid, Director General:
• Leadership – taking responsibility to work together to deliver ‘safer better healthcare’.
• Talent – having the right people with the right blend of skills in place to deliver our services and
enable the continued transition to new models of integrated care.
• Capability – developing the knowledge, skills and confidence to continually improve and transform
our services - strengthening trust in the organisation and delivering ‘public value’.
The detailed People Strategy Action Plan which has been developed as a working document to support
implementation of the People Strategy is currently being used to shape strategic action plans within HR.
The members of the HR Leadership Team will identify primacy of ownership for key areas of
responsibility and continue to engage with HR leaders and colleagues across the system to progress
implementation. Engaging with our partner organisations and with staff and their representative bodies
will be central to the implementation process. We will build on the engagement process that supported
the development of the People Strategy to ensure that our service managers, clinicians and frontline
staff are central to implementation. People’s Needs Defining Change – Health Services Change Guide
has been endorsed by Paul Reid, Director General as the organisational policy and agreed approach to
change – it will guide the implementation process for the People Strategy. In order to progress the
implementation phase and to continue to position the People Strategy to support delivery of Sláintecare
and our corporate priorities a working session has been scheduled to take place on Wednesday, 17th
July. The draft People Strategy and Action Plan are available by contacting: [email protected]
Health Service Leadership Academy HSE wins Best Learning and Development Strategy at HR
Leadership and Management Awards 2019
We are pleased to announce that the Health Service Leadership Academy HSE won the award for best
Learning and Development Strategy at the HR Leadership and Management Awards 2019 in the
Mansion House in Dublin on 9th May. Establishing the Health Service Leadership Academy was a
priority action in our first Health Services People Strategy. It represents a strategic investment in
developing leaders at all levels in the health service. By developing leaders at all levels and disciplines,
the Leadership Academy is creating the opportunity for the health service to be more efficient, more
effective, more creative and responsive to the changing needs of the population of Ireland, and to
deliver a high quality, safe and compassionate service to those who depend upon us.
Since October 2017 the Health Service Leadership Academy has commenced nine cohorts (four of
Leading Care I, four of Leading Care II and one of Leading Care III). Each of these flagship
programmes is open to both clinical and non-clinical colleagues and within each cohort there is strive to
create a microcosm of the health service with a balance of doctors/dentists, health and social care
professionals, nurses and midwives, and management/administration leaders, together with a mix of the
various services backgrounds such as hospitals, community health care, mental health, ambulance
PRIORITY 1 LEADERSHIP & CULTURE
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service etc., and a countrywide geographical spread, to ensure a rich learning experience for all.
Feedback from service managers across the system is that participants on the programmes are
adopting a much more professional approach to leadership, promoting team development, expanding
networks, appreciating the value of diverse views and perspectives from their multi-disciplinary
colleagues in their workplaces. The importance of this work is framed in the government’s Sláintecare
Implementation Strategy where it is specifically highlighted as an action: “Continue to build and enhance
leadership development, capacity and capability through the Health Service Leadership Academy.”
Health Service Leadership Academy Leading Care Programmes Update (Action 1.3)
May 2019 saw new participants on Cohort 4 of both Leading Care I and Leading Care II attend their first
residential workshops. Both cohorts engaged very enthusiastically with their colleagues and the faculty
teams and brought great energy to the residentials.
Leaders in Management Programme (LIM) - (Actions 1.7, 1.11, 1.13)
Twenty two participants of the LIM Programme presented their end of programme projects on 15th May
in Tayleur House, Portrane, Co. Dublin.
A day on Strategy rated excellent by 93% of participants was held in the Regional Education Centre,
Ardee on 8th May.
On 9th May participants received a supportive and practical morning on Project Management.
The current Leaders in Management programme in Tullamore which commenced in February continued
with one further day’s facilitation in May. This eight day programme is due to conclude in June when
participants will present their innovative projects to the group and their line managers and discuss their
journey and learning while undertaking the programme.
Thursday 2nd May 2019 saw the most recent group of HSE senior staff complete an eight-month
Leaders in Management programme. Twenty participants from Community Healthcare Organisation
Area 1 (Cavan, Donegal, Leitrim, Monaghan & Sligo) took part in this innovative programme, which
provided an opportunity for the participants to consolidate and further develop their leadership skills,
knowledge and expertise. It comprised core modules, practical tools, seminar groups, action learning
sets, coaching, e-learning and the completion of group & individual projects.
The final day also saw all the participants present their quality improvement projects, undertaken as part
of the programme, to the Executive Management Team. The impact of these projects, via the sharing of
best practice, will be hugely beneficial across a range of services in CHO 1.
Some feedback from participants included:
“Thank you for a very worthwhile course, I have really benefitted from it”, “This programme has been a
hugely positive experience”, “Opportunity to develop both personally and professionally".
Further feedback from the participants was that the networking aspect and collaboration between them
during the programme was another hugely valuable component.
CHO2 and Saolta Leaders in Management group completed Modules 3 and 4 in Galway with inputs
from the PMO office and Leadership, Education & Talent Development staff.
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People Management the Legal Framework (PMLF) – (Action 1.7)
Two People Management the Legal Framework programmes were facilitated in Clonskeagh and Naas
during May. This programme provides the knowledge to enable Line Managers to understand and
operate key human resource policies and procedures to improve employee performance, motivation
and commitment and thus contribute to high quality patient care.
Twenty two participants attended a People Management the Legal Framework programme which took
place on 29th and 30
th May in the Regional Education Centre, Ardee.
In Cork twenty one managers attended the two day programme on 9th and 23
rd May.
First Time Managers Programme (Action 1.7)
Fourteen participants attended the first half of a four-day First Time Managers Programme in Tayleur
House, Portrane, on 22nd
and 23rd
May. The first two days of the programme were facilitated by
members of the Leadership, Education & Talent Development team, with a guest contribution from
Michele Guerin, Equality Officer, who presented on the topic of diversity, equality and cultural
awareness. Feedback to date has been very positive and Leadership, Education & Talent Development
looks forward to welcoming the participants back to conclude this programme in June.
The final day of the 4-day First Time Managers Programmes took place in May in St. Mary’s in the
Phoenix Park, Dublin.
May saw the start of two First Time Manager Development Programmes in Mayo and Roscommon.
In Kilkenny seventeen managers attended day 3 of the First Time Manager Programme on 7th May
while sixteen attended day 1and day 2 in Cork on 15th and 16
th May.
Change Capacity Support continues to be provided to teams undergoing large or small scale change.
Support was provided to a number of national teams and teams from Community Healthcare Dublin
South, Kildare & West Wicklow during May.
Team Development support in the form of bespoke team interventions tailored to the specific needs of
the team was provided to four teams from Community Healthcare East and one National Team during
May.
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Anti-Bullying Awareness / Respect at Work
Results from our 2018 organisational wide staff survey "Your Opinion Counts" indicated that bullying
and harassment are significant issues in and across the Organisation with significant numbers of staff
reporting experiencing or witnessing bullying and/or harassment at work.
As a response to the feedback an organisational wide Anti-Bullying Task Force has been established.
The issue is complex and will require multi-factorial approaches, a range of measures and dedicated
focus during 2019.
The Symposium Day video has been uploaded to HSELand and can be accessed
here:
1. Log on to www.hseland.ie
2. Select ‘Hubs’ from the homepage
3. Enter the ‘Share Centre’
4. Select ‘Anti-Bullying Awareness Day’ from the list of Projects and Resources
The Pilot Anti-bullying Road show was held on April 30th at NCCP offices in Kings Inn and was well
received. The feedback from that day is informing future monthly road shows nationally. They include
the PPT from the symposium day plus a workshop on self-resilience.
Staff Engagement Fora (Action 2.1)
The National Staff Engagement Forum
The next meeting of the National Staff Engagement Forum will take place on Tuesday the 11th of June
in Dr. Steevens Hospital. An action packed day is expected with guest speakers from Sláintecare in the
Department of Health and the new Director General of the HSE.
Further information on the Forum please contact [email protected]
Engaging Health Staff – An Action Plan 2019 - 2021
Engaging Health Staff – An Action Plan 2019 – 2021, has been signed off and will be available shortly
on the Staff Engagement website www.hse.ie/staffengagement. This document is a follow-up to
‘Engaging Health Staff – An Introduction’ and includes results from the Staff Survey 2018 and highlights
areas for improvement with regard to staff engagement that require attention and are now incorporated
into the action plan 2019/2021.
For a pdf document online, please contact [email protected]
Staff Engagement website: www.hse.ie/staffengagement
PRIORITY 2 STAFF ENGAGEMENT
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Check out our staff engagement website where you can read our latest blog about St. Columcille’s
Hospital, Loughlinstown and what makes their hospital an ‘Acute hospital with a difference’ and also
read about ‘The Corridor Characters’ in St. Columcille’s that appears on special occasions.
If you would like your story to feature on the website contact [email protected]
Staff Engagement Forums
Staff Engagement Forums continue to be very proactive in local areas; CHO2 held their Grade VIII
Business Managers Staff Engagement Forum on the 7th May in Castlebar. The National Ambulance
Service West Forum took place on the 16th of May and the National Ambulance Service South Forum
took place on the 23rd
of May. These fora, facilitated by OD&D give staff the opportunity to network,
exchange information on topics that impact on their work and to suggest improvements to their working
lives.
If you would like information on how to start and Engagement group in your area please contact
Supporting Our Staff in Building and Maintaining their Resilience
Following on from the collaborative work between the OD&D, Mental Health Enhancing Teamwork
Program, LETD and HR Workwell; members of the OD&D Team had the opportunity to experience the
“Small, Daily Steps” programme that is being developed in CHO2. This is an interactive programme for
members of staff who will be able to support the online information, video’s etc., on stress management.
In conjunction with this programme, members of the Mental Health Enhancing Teamwork Steering
Group are meeting on the 10th of June to further explore the development of a package of mental health
and resilience programmes for staff working in the Mental Health Service.
Workplace Health and Wellbeing Unit
Occupational Health Services
Mary Devaney, Occupational Health Advisor, is conducting a National audit on the compliance with
Occupational Health Service standards. The aim of these standards is to help drive improvements in
the quality and safety of Occupational Health Services in Ireland.
The purpose of the audit is to collect data using a self assessment methodology, implementing quality
improvement processes and a follow up assessment of compliance with the approved standards. This
project is vital in the context of service provision to establish a baseline level, against which future
progress can be measured.
Health and Safety Function
Documentation in Development
• HSE Policy on the Classification Packaging Marking And Labelling Of Pharmacy Wastes generated
in the Pharmacy Department
• HSE Guidelines for the Preparation of Patient Specimens and other Biological Materials for
Transport
• Guidance on Night and Shift Workers
• Additional Risk Assessment Prompt Sheets
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Documentation under review
• HSE Policy on the Prevention of Sharps Injuries 2016
• HSE Corporate Safety Statement 2017
Policies Currently with NJC
• HSE Policy and Procedure for the Management of Intoxicant Misuse
During the month of April the following activity was recorded:
Activity No.
Attendee
Health and Safety Helpdesk
Total Number of calls logged, representing the following: 163
Training 96
Audit & Inspection 3
Information & Advice 61
Policy 3
Total Requests Resolved 118
NHSF Training, Workshops, Seminars, Meetings etc
Course Title No of Courses No of Attendees
Risk Assessment Workshops 3 69
Occupational First Aid (incl
Refresher Programme)
2 14
Manual Handling (PMH/IMH)
Excluding South East
25 240
Manual Handling (PMH/IMH)
South East
21 214
PMH Instructor 1 10
Safety Rep 1 20
Violence & Aggression (SE
only)
2 23
H&S – Audit Workshop Level
2
1 24
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Total Number of Courses co-
ordinated
56
Total Attendees 615
NHSF Audit Programme
In the following locations:
Total Number Safety Committee Audits
In the following locations:
Other
• Site/Service Safety Statement and Audit Level 2 Workshop, UL Hospital Group
Key Projects
• Introduction of ISO 45001:2018 for NHSF
• Collaboration with NHSO, HSA and Waste Contractor re: Guidance on Ebola Waste Consignments – Category A Infections Substances Affecting Humans’-(Repatriation of Irish Citizen)
• Midlands Louth Meath CHO Mental Health Service Project Steering Group
• HSE/DKIT PMAV Steering Group
• Management of Work Related Aggression and Violence Training Project Group
• Medical Gases Training Procurement Project
• Manual Handling Staffing: - OGP framework rollout, documentation, strategic group, instructors group, instructor survey
• Chemical Safety Training Procurement Project
• Project Initiation on two e-learning modules: (1) Sharps and (2) Health, Safety and Security
• Procurement of Medical Gas E Learning Licenses
• Dashboard Project
• Providing ongoing support to the Health & Safety Officers assigned to the CHO areas.
• EAP E-Learning Programme: Part of the development team for the e-learning programme development.
• WorkWell Website Governance Group: Three website amalgamation project continues to progress. Workforce plan, content strategy and content plan under development to commence this project.
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Employee Assistance Programmes - Activity Data
Critical Incident Stress Management Activity
CISM Responses
• 10 Call outs
• 74 staff supported
*Figures not available from all EAP areas.
The CISM response involved:
• Management consultation
• Small Group Support Session (Defusing)
• CISM Debrief
• One - one support
• Team / Unit support
• Follow-up
Work Positive CI
• On- going work with Work Positive CI piloted in South East Community Healthcare.
CISM Response Training
• CISM training took place in Cork 28th & 29th May
Additional CISM Activities
• CISM input at First Time Managers Courses
• Resilience and Stress management (incl. CISM) workshop
• Attendance at CISM Network conference.
• CISM input at Mental Health Day for managers
• Attendance at Major Emergency Plan Psychosocial Response for SE
Workforce Planning
Operational and strategic workforce planning is continuing throughout the Workplace Health and
Wellbeing Unit.
The Occupational Health Nursing Strategy Group was reconvened in May 2019. This project involves
representation from all stakeholders to advance Occupational Health Nursing.
Recruitment
Interviews for Clinical Nurse Managers 2 and 3 in Occupational Health Services were held in May 2019
and a panel has been established.
HR. Wellbeing
[email protected] continues to be the point of contact for staff.
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Diversity Equality & Inclusion
World Day for Cultural Diversity for Dialogue and Development was held on May 21st, with HSE
staff nationally encouraged to ‘get on board’ and celebrate by embracing the diversity within their area.
In Dr Steevens’, festivities centred in the canteen, where the catering staff reflected diversity through the
menu and food on offer for both breakfast and lunch. National flags and posters decorated the canteen
to assist with the ambience and a map of the world displayed at the entrance, encouraging colleagues
to place a sticker identifying ‘where in the world’ they are from. By the end of the day the Ukraine, India,
Malaysia, Venezuela, Brazil, Iceland, U.S.A, Canada, South Africa, Australia and Iceland were some of
the Countries identified by staff. This amount of cultural diversity in Dr Steevens’ alone is only a minor
reflection of the diversity throughout the HSE enabling the vast collection of skills and experiences
benefiting both patient care and staff wellbeing, for which we are very privileged as a healthcare
provider.
Following on from the goals identified and developed for Diversity, Equality & Inclusion during part of
the HSE Strategy 2015-2018, a working group, including HSE Equality Officers and HR staff, met to
develop Strategic Goals for 2019-2024. These goals have been slightly amended and (or)
amalgamated to reflect and remain focused on inclusivity for all, thereby ensuring that we aim higher
than the minimum requirements set by law.
Recommendations in the National HSE Research: Engagement and Experience of Working
Parents in the HSE on return to work from birth/adoption of a child have been approved and a
group are working on implementation of the nine recommendations, as outlined in the report, to improve
parents experience when returning to work in the HSE. The main issue identified as having the biggest
impact on individuals experience during pregnancy / birth or adoption of a child, affecting their return to
work is their relationship with their manager. Areas identified as key to implementing these
recommendations are Training, Policies, Health & Safety, Corporate Employee Relations Services
(CERS), Coaching Section, Mentoring and Health & Wellbeing. Therefore, HR is currently formulating a
steering group, with key figures from each of these areas, to ensure swift completion of the
implementation stage.
A Public Sector Leadership Development Forum was held on Monday 29th April 2019. This very well
attended event hosted the following speakers: Minister Heather Humphries, Paula King (Master Coach),
Deborah Somorin (Empower the Family), Sinead Mc Phillips (Dept of Agriculture, Food and the Marine)
and provided attendees with the opportunity to hear from successful female leaders while supporting
leadership development, our diversity agenda and multi disciplinary team working.
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Staff Training on SAP HR System
The SAP HR system is widely used to record Staff Training and is an exceptional reporting tool which
can be used to report on mandatory training, individual training & qualifications and costs incurred.
There are extensive catalogues already available in the system and reports may be produced at
individual employee level, by HLD, service area / division / cost centre or by Training event/Group.
For HR Managers not currently using this module with an interest in maximising the benefits from the
SAP HR system while at the same time eliminating unnecessary rework, please contact your local SAP
HR Office.
Leadership, Education & Talent Development – Programmes (Actions 3.6, 3.17)
Induction/Pre- Retirement Programmes
An Employee Induction programme took place in Cherry Orchard during May with the aim of assisting
new employees in the introduction to the wider organisation. The Line Manager is responsible for
scheduling and releasing staff to attend Employee Induction training.
Employees planning for their retirement attended a one-day Retirement Planning Seminar in St.
Colman’s, Rathdrum, Co. Wicklow.
A very successful ‘Planning for your Retirement’ seminar took place in Ballyshannon with 28
participants attending. Inputs from the day included ‘Managing the Transition’ from Work to Retirement,
financial planning, superannuation and pensions, and crime prevention. John Hayes Chief Officer with
CHO1 also came to express his gratitude to the group for their service, for their interaction with clients
and patients and for their impact over their long career.
In Cork sixty people attended a Retirement Seminar on 27th and 28
th May.
Clerical Administration Development Programme (CADP)
The last day of the current 3-day Clerical Administration Development Programme was facilitated in
Tullamore for clerical administration staff. This programme aims to support clerical administrative
grades in their development and includes the following modules: Overview of the HSE; Service User &
You; Time Management; Teamwork; Assertiveness; Managing Conflict & Resilience; Effective Meetings
& Minute Taking; Service Improvement Initiative.
Twenty two clerical and administrative staff members from a wide range of service areas across both
the HSE and HBS completed the Clerical Administration Development Programme during the month of
May. One-day sessions were facilitated by Leadership, Education and Talent Development in both
Ardee and Phoenix Hall, where participants came together to complete the final modules of the
programme, share their experiences of shadowing one another in their different job roles, and present
the projects they had implemented as part of the programme. Over the course of the programme, each
participant had designed and implemented a service improvement initiative. They presented the results
of these projects during poster presentation sessions to which their line managers were also invited.
These sessions provided an opportunity for information-sharing and discussion about the variety of
innovations that participants have developed and implemented within their services.
PRIORITY 3 LEARNING & DEVELOPMENT
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These programmes were rated very highly, with comments from participants including:
“Excellent. Really glad I have taken part”, “Would highly recommend this course to other Grade III and
IV colleagues. Really did learn a lot about other clerical roles in the HSE and how to encourage/share
meetings (PDP) with line manager and discuss service need requirements”.
A new Clerical Administration Development Programme commenced on 27th and 28
th May in Phoenix
Hall, and Leadership, Education & Talent Development welcomed a new cohort of participants to the
first two days of this programme. These twelve participants are due to complete this programme in July.
Fifteen attended Day 3 of the Clerical Administration Development programme which was held on 3rd
May in Kilkenny.
How the Most Effective Managers Give Feedback: Thirteen participants attended a half-day
workshop on feedback in the Civic Centre, Ballymun on 16th May. Programme participants had an
opportunity to reflect, discuss and develop their skills in delivering effective feedback. Participant
feedback was very positive, with comments including:
“really enjoyable and educational session”, “very good programme which I will encourage others to
attend”.
Facilitation: Leadership, Education & Talent Development continued to provide bespoke interventions
for teams and services across the Dublin North East region, including facilitating a team-building
workshop in CHODNCC, and delivering a series of workshops in Our Lady of Lourdes Hospital,
Drogheda.
Facilitators from Leadership, Education & Talent Development based in Ardee facilitated a ‘Going
Forward Day’ on 28th May with partners from the NHS, National Services Scotland (NSS), HSE, GP’s
and the primary care professionals. This is part of the five year EU funded mPower project, operating in
the border counties of Republic of Ireland, Northern Ireland and Scotland. It will create a cross-border
service for older people (aged 65+) living with long-term conditions.
A Facilitation Skills Workshop for the Early Intervention Team was held in the Regional Education Ardee
and was facilitated by Thelma Pentony, Leadership, Education and Talent Development.
Presentation Skills: Twelve participants attended Presentation Skills facilitated by Thelma Pentony in
the Regional Education Centre, Ardee. Programme participants had an opportunity to develop, deliver
and receive feedback on a presentation.
A national Leadership, Education & Talent Development offering to Portfolio Management Support
Officers and Managers of the Programme for Health Service Improvement staff completed a one-day
workshop on presentation and facilitation skills in practice in Naas and Limerick this month.
Coaching Skills for Managers
Day 2 of the Coaching Skills for Managers Programmes, which commenced in April in Clane and
Tallaght, took place in May. A further Coaching Skills for Managers Programme commenced in
Tullamore this month. At the end of this programme participants have an understanding of the principles
of coaching, have further developed an awareness of their current preferences and management style
and its impact on those they manage.
Coaching skills for Managers took place in Cork on 2nd
and 15th May and in Kilkenny on 8
th and 15
th
May.
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Employees continue to be supported by Leadership, Education & Talent Development Coaches through
one-to-one Coaching. The service was availed of more recently by newly appointed managers who
appreciated the coaching space to explore the challenges as well as the opportunities encountered by
them in their new roles. On-going support for coaches is available through Coach Supervision.
Two Systemic Practice team sessions were held in the South during May.
Two Train the Trainer workshops were facilitated during May in Naas and Limerick to support staff
from a National Service in the delivery of training.
Customer Care Sessions were provided in Tullamore to staff from National Services during May.
Personal Development Planning workshops took place during May for staff in the Dublin Midlands
Hospital Group.
A Stress Management & Building Resilience workshop took place on 23rd
May in Kilkenny with sixteen attending.
HSELanD
Recently released
HSELanD are delighted to announce the release of the e-Learning programme developed in conjunction
with the HSE Data Protection Office.
The Fundamentals of GDPR
This module will make you aware of your responsibilities as a HSE staff member under GDPR, so that
you will improve the way you process data and keep it secure. You will also learn how to recognise and
respond to an incident when personal data is not processed correctly (called a data breach). By the end
of the module you will also know how to direct a service user to get a copy of their personal data when
requested.
Duration
This module will take 35 mins to complete.
Who Should Take This
• This programme is designed for all HSE staff
• Note: This module is designed for HSE staff in line with the HSE’s GDPR policies and procedures. If you work for a non HSE service, please refer to your own local policies and procedures in relation to GDPR.
Since its launch at the beginning of May over 5,000 HSELanD learners have successfully completed the
programme and the related assessment.
Data Breaches and queries on data protection/GDPR related matters should be directed to the Regional
Data Protection Officer e-mail addresses:
[email protected] , [email protected], [email protected], [email protected],
All Data Protection Policy and Guidance and other sources are available on the HSE intranet at this link
http://hsenet.hse.ie/GDPR
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Develop an Integrated Multi-Disciplinary Workforce Planning Framework (Action 4.1)
The Strategic Workforce Planning and Intelligence Unit continues to support the delivery of the actions
set out in both the People Strategy and the National Strategic Framework for Health and Social Care
Workforce Planning. In support of the work under the Framework Implementation Key Action Area 3;
Operationalise workforce planning in the health sector, the analysis of the Workforce Planning Survey is
providing some useful insights into workforce planning across the services. Notably, the high level key
findings suggest the following; i) the identified need for additional supports and education for workforce
planning; ii) consistency in approaches to workforce planning with an identified lead for same were
reported as low, along with a high level of both ad hoc, short-term approaches to workforce planning; iii)
the top four routine data drivers to inform workforce planning were reported as WTEs, sick leave,
maternity leave, and headcount. The results identified the need for online resources, toolkits, networks,
and conferences. Collaborative engagement with key stakeholders are ongoing to review the results
and develop a suite of recommended actions, which includes as a first step the development of an e-
learning module on the Fundamentals of Workforce Planning, for which work is well advanced with a
projected launch of this resource in Q4 this year.
Supporting the work under the Framework Implementation Key Action Area 5; Build the evidence base
underpinned by research and evaluation, the unit has been working closely with the Sláintecare
Implementation Office on the Teams of the Future - a programmatic approach with six work streams;
each with a set of deliverables, established to drive the implementation of Sláintecare. Specifically, the
unit is involved in the Workforce Planning and Intelligence Programme. Part of this work is agreeing
engagement with the ESRI, in collaboration with the Department, on the development of a strategic
projection model for workforce planning, and the development and testing of a workforce planning
methodology.
To support the work under the Framework Implementation Key Action Areas 2; Communicate and
engage with stakeholders; building on our commitment to on-going engagement and the provision of
support to further progress workforce planning activities across the system; the unit presented on the
work to date and plans over the next quarter to the HSE Cross-Divisional Workforce Planning Steering
Group. Meetings with Community Healthcare Organisation Heads of HR, and Hospital Group Heads of
HR also took place during May. Feedback on the work undertaken to date and planned for the next
quarter was positively received by all stakeholders. In addition, the unit has recently commenced an
evidence review, as part of a preliminary work programme to inform the development of a national
approach to data intelligence on ‘reasons for attracting, retaining and leaving’.
Our team were also delighted to be chosen as one of the teams representing national HR in the recent
ETP (Excellence Through People) award. A number of the team along with colleagues from
communications met with the assessor in Naas on the 24th of April for the assessment. We were very
pleased to hear that the award achieved by HR was of a gold standard, which is a wonderful
acknowledgment and achievement for the team along with our colleagues who participated from the
division.
Again this month, our team has provided significant support to services on workforce data analytics in
response to service need, providing workforce data intelligence reports and analysis in response to
service needs. This work is underpinned by our monthly employment reporting, which is included below.
PRIORITY 4 WORKFORCE PLANNING
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Building the Future
Leadership, Education & Talent Development and Diversity Equality and Inclusion represented the HSE
at AHEAD’s (Association for Higher Education Access & Disability) ‘Building the Future’ event on 24th
May, providing information about employment opportunities with the HSE and facilitating mock interview
workshops for Graduates with disabilities.
The HSE received a WAM Leader Award on the 16th May to recognise HSE’s contribution in promoting
the employment of graduates with disabilities. The HSE has provided opportunities for graduates over
the last three years on our Gradlink programme through partnering with the Association for Higher
Education Access and Disability (AHEAD) on their Willing Able and Mentoring (WAM) programme.
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Health Sector Workforce: April 2019 – Key Messages (Action 5.1 – 5.13)
At the end of April 2019 Health Services employment levels stand at 119,379 WTEs.
Overall headlines this month
• When compared with the March 2019 figure (118,984 WTEs), the change this month shows an
initial increase of +395 WTEs /+399 WTEs excluding pre-registration nursing and midwifery interns.
Again however this month there are fluctuations noted in Home Helps (+76WTE) along with atypical
growth in areas of nursing and midwifery potentially further owing to the nursing and midwifery
industrial action. Therefore, normalised growth for this month is estimated at +354WTEs and
assessed as follows;
• Excluding pre-registration nursing and midwifery interns, the YTD growth is +1,019 WTEs. Adjusting
for the normalisation of the growth in April this is assessed as YTD growth of +968 WTEs. This
compares to April 2018 growth of +928 WTEs and that of a 5-year April average of +960 WTEs.
Whilst marginally higher in 2019, the important comparator is this Month, which shows lower growth
this month (+354 WTEs) than both that of April 2018 (+397 WTEs) and the 5-year April average of
+381 WTEs. It is also lower than the assessed normalised growth for March at +379 WTEs.
• As per the below Table, overall performance against the Pay and Numbers Strategy Core WTE limit
for this month, shows a continued adverse variance of +885 WTEs. Acute Services and Community
Services both reflect adverse variance to the core limit, with Health and Wellbeing, Corporate and
National Services reporting within the limit. Of note there is a refresh of the core limit being
undertaken, alongside monthly analysis of growth relative to other movement including service
developments and agency/ overtime conversion not reflected herein.
April 2019 WTE vs WTE Core Limit
Overarching key findings this month
• Notably, 47% of the total growth this month is attributable to the Patient & Client Care staff category
(+185 WTEs), contributed to not only by Home Helps, but equally by Health Care Assistants (+86
WTEs) (highest in disability services at +53 WTEs.
PRIORITY 5 EVIDENCE & KNOWLEDGE
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 17
• Growth this month in Nursing and Midwifery is +90 WTEs, compared to +72 WTEs in April 2018, and
a 5-year trend of 50 +WTEs. As expected, at grade level General/Children’s staff nurse is showing
the largest increase (+35 WTEs), owing to the completion of the integrated general/children’s nursing
internship last month.
• Medical and Dental is the only staff category that decreased this month (-8 WTEs), with Consultants
showing – 15 WTEs.
• All sectors recorded increases from last month: HSE at +248 WTEs (+0.3%), Voluntary Hospitals at
+85 WTEs (+0.3%) and Voluntary Agencies (Non-Acute) at +62 WTEs (+0.4%).
• Overall this month, Acute (+150 WTEs), Community (+231 WTEs), Corporate (+6 WTEs) and Health
Business Services (+8 WTEs) are all showing increases.
Operations key findings this month (refer to tables further below)
• Overall this month, Acute Services is showing growth of +150 WTEs (+151 WTEs excluding pre-reg
nursing and midwifery interns). With the exception of Medical & Dental, all staff categories are
showing growth this month. The largest growth this month is seen in Nursing and Midwifery (+75
WTEs), largely attributable the Staff Nurse/Midwife group owing to the completion of the integrated
general and children’s nursing programme, along with increases in Adaptation Nurses and Midwives.
• Excluding pre-registration nursing and midwifery interns, overall growth this month (+151 WTEs) is
lower than that of 2018 (+167 WTEs) and that of the 5-year April trend (+180 WTEs). Similarly YTD
growth (+539 WTEs) is lower compared to 2018 (+693 WTEs) and the 5-year average April trend
(+585 WTEs).
• This month growth is distributed across four Hospital Groups and CHI, with the largest in IEHG (+46
WTEs). Conversely SSWHG and ULHG are showing decreases (-8 WTEs and -5 WTEs
respectively).
• The change within Community Services this month is an increase of +231 WTEs (+233 WTEs
excluding pre-registration nursing and midwifery interns), with all staff categories showing growth this
month. The largest growth this month is seen in Patient & Client Care (+160 WTEs), as noted earlier
attributable to both Home Helps (+76 WTEs) and Health Care Assistants (+68 WTEs).
• Adjusting for the April assessed reversal of the atypical drop both in the Home Helps (+27 WTEs)
and the PHN’s (+18 WTEs), the normalised growth in Community Services, excluding pre-
registration nursing and midwifery interns is +188 WTEs.
• Excluding pre-registration nursing and midwifery interns, overall normalised growth this month (+188
WTEs) is lower than that of 2018 (+208 WTEs) and marginally above that of the 5-year April trend
(+180 WTEs). Adjusting for the normalised growth this month, the YTD growth (+343 WTEs) is
marginally above the 5-year average for April (+333 WTEs), and higher than that of April 2018 (+172
WTEs).
• All nine CHOs are showing growth this month, with the largest growth in CHO 2 (+51 WTEs) largely
attributable to Home Help and Health Care Assistants. Conversely CHO 2 is also showing the only
WTE decrease on a YTD comparison. The lowest growth is seen in CHO 3 (+4 WTEs).
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 18
By Division/ Care Group: April 2019
Division WTE Apr
2019
change
since Mar
2019
% change
since Mar
2019
change
since Dec
2018
% change
since Dec
2018
change
since Apr
2018
% change
since Apr
2018
Total Health Service 119,379 +395 +0.3% +1,522 +1.3% +3,634 +3.1%
Acute Services 61,374 +150 +0.2% +908 +1.5% +2,119 +3.6%
Acute Hospital Services 59,479 +143 +0.2% +900 +1.5% +2,085 +3.6%
Ambulance Services 1,895 +6 +0.3% +8 +0.4% +34 +1.8%
Mental Health 10,102 +24 +0.2% +205 +2.1% +225 +2.3%
Primary Care 10,996 +41 +0.4% +65 +0.6% +358 +3.4%
Social Care 31,815 +165 +0.5% +250 +0.8% +750 +2.4%
Disabilities 18,404 +64 +0.4% +144 +0.8% +492 +2.7%
Older People 13,411 +101 +0.8% +107 +0.8% +259 +2.0%
Health & Wellbeing 579 -1 -0.1% +3 +0.5% -8 -1.4%
Corporate 2,882 +7 +0.2% +23 +0.8% +89 +3.2%
Health Business Services 1,630 +8 +0.5% +67 +4.3% +100 +6.5%
By Staff Group: April 2019
Staff Category /Group WTE Apr
2019
change
since Mar
2019
% change
since Mar
2019
change
since Dec
2018
% change
since Dec
2018
change
since Apr
2018
% change
since Apr
2018
Total Health Service 119,379 +395 +0.3% +1,522 +1.3% +3,634 +3.1%
Medical & Dental 10,485 -8 -0.1% +18 +0.2% +305 +3.0%
Consultants 3,095 -15 -0.5% -1 -0.0% +109 +3.7%
Registrars 3,581 -1 -0.0% +22 +0.6% +129 +3.7%
SHO/ Interns 3,069 +9 +0.3% -6 -0.2% +63 +2.1%
Medical/ Dental, other 740 -1 -0.1% +3 +0.5% +4 +0.5%
Nursing & Midwifery 38,307 +90 +0.2% +663 +1.8% +828 +2.2%
Nurse/ Midwife Manager 7,854 +31 +0.4% +55 +0.7% +295 +3.9%
Nurse/ Midwife Specialist & AN/MP 1,937 +20 +1.1% +77 +4.1% +186 +10.6%
Staff Nurse/ Staff Midwife 25,725 +41 +0.2% +130 +0.5% +391 +1.5%
Public Health Nurse 1,543 +17 +1.1% +2 +0.1% +34 +2.3%
Pre-registration Nurse/ Midwife Intern 636 -3 -0.5% +502 +375.5% +16 +2.5%
Post-registration Nurse/ Midwife Student 261 -0 -0.1% -4 -1.6% -54 -17.1%
Nursing/ Midwifery awaiting registration 36 -16 -30.6% -98 -73.4% -46 -56.3%
Nursing/ Midwifery Student 933 -19 -2.0% +400 +75.1% -84 -8.3%
Nursing/ Midwifery other 315 -1 -0.2% -2 -0.5% +6 +1.9%
Health & Social Care Professionals 16,669 +64 +0.4% +172 +1.0% +543 +3.4%
Therapy Professions 5,311 +34 +0.6% +79 +1.5% +216 +4.2%
Health Science/ Diagnostics 4,419 -8 -0.2% +3 +0.1% +105 +2.4%
Social Care 2,656 +23 +0.9% +49 +1.9% +150 +6.0%
Social Workers 1,173 +4 +0.3% +1 +0.1% +3 +0.2%
Psychologists 1,010 -0 -0.0% +25 +2.5% +20 +2.1%
Pharmacy 985 +11 +1.1% +10 +1.0% +59 +6.3%
H&SC, Other 1,115 +2 +0.2% +6 +0.6% -10 -0.9%
Management & Administrative 18,806 +55 +0.3% +302 +1.6% +825 +4.6%
Management (VIII & above) 1,785 +10 +0.6% +38 +2.2% +130 +7.8%
Administrative/ Supervisory (V to VII) 5,013 +20 +0.4% +157 +3.2% +453 +9.9%
Clerical (III & IV) 12,008 +25 +0.2% +107 +0.9% +242 +2.1%
General Support 9,488 +9 +0.1% +33 +0.4% +37 +0.4%
Support 8,315 +18 +0.2% +40 +0.5% +52 +0.6%
Maintenance/ Technical 1,173 -9 -0.7% -7 -0.6% -14 -1.2%
Patient & Client Care 25,625 +185 +0.7% +333 +1.3% +1,096 +4.5%
Health Care Assistants 17,305 +86 +0.5% +214 +1.3% +823 +5.0%
Home Help 3,601 +76 +2.2% +49 +1.4% +130 +3.7%
Ambulance Staff 1,795 +8 +0.5% +13 +0.7% +32 +1.8%
Care, other 2,924 +14 +0.5% +57 +2.0% +110 +3.9%
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 19
By Administration: April 2019
HSE /Section 38 WTE Apr
2019
change
since Mar
2019
% change
since Mar
2019
change
since Dec
2018
% change
since Dec
2018
change
since Apr
2018
% change
since Apr
2018
Total Health Service 119,379 +395 +0.3% +1,522 +1.3% +3,634 +3.1%Health Service Executive 77,426 +248 +0.3% +1,054 +1.4% +2,271 +3.0%
Section 38 Hospitals 25,580 +85 +0.3% +353 +1.4% +771 +3.1%
Section 38 Voluntary Agencies 16,373 +62 +0.4% +115 +0.7% +593 +3.8%
By Service Delivery Area: April 2019
Service Area WTE Apr
2019
change
since Mar
2019
% change
since Mar
2019
change
since Dec
2018
% change
since Dec
2018
change
since Apr
2018
% change
since Apr
2018
Total Health Service 119,379 +395 +0.3% +1,522 +1.3% +3,634 +3.1%National Ambulance Service 1,895 +6 +0.3% +8 +0.4% +34 +1.8%
Children's Health Ireland 3,452 +8 +0.2% +71 +2.1% +278 +8.7%
Dublin Midlands Hospital Group 10,627 +38 +0.4% +204 +2.0% +252 +2.4%
Ireland East Hospital Group 11,914 +46 +0.4% +141 +1.2% +292 +2.5%
RCSI Hospitals Group 9,373 +27 +0.3% +168 +1.8% +398 +4.4%
Saolta University Hospital Care 9,316 +35 +0.4% +149 +1.6% +364 +4.1%
South/South West Hospital Group 10,493 -8 -0.1% +107 +1.0% +314 +3.1%
University of Limerick Hospital Group 4,212 -5 -0.1% +57 +1.4% +167 +4.1%
other Acute Services 91 +2 +1.7% +3 +3.6% +19 +26.6%
Acute Services 61,374 +150 +0.2% +908 +1.5% +2,119 +3.6%
CHO 1 5,525 +30 +0.5% +89 +1.6% +131 +2.4%
CHO 2 5,539 +51 +0.9% -20 -0.4% +152 +2.8%
CHO 3 4,340 +4 +0.1% +30 +0.7% +93 +2.2%
CHO 4 8,238 +34 +0.4% +100 +1.2% +215 +2.7%
CHO 5 5,300 +25 +0.5% +69 +1.3% +199 +3.9%
CHO 6 3,845 +29 +0.8% +36 +1.0% +40 +1.1%
CHO 7 6,629 +34 +0.5% +72 +1.1% +195 +3.0%
CHO 8 6,210 +15 +0.2% +82 +1.3% +93 +1.5%
CHO 9 6,691 +5 +0.1% +57 +0.9% +154 +2.4%
other Community Services 598 +3 +0.5% +5 +0.9% +60 +11.1%
Community Services 52,914 +231 +0.4% +521 +1.0% +1,333 +2.6%
Health & Wellbeing 579 -1 -0.1% +3 +0.5% -8 -1.4%
Corporate 2,882 +7 +0.2% +23 +0.8% +89 +3.2%
Health Business Services 1,630 +8 +0.5% +67 +4.3% +100 +6.5%
H&WB Corporate & National Services 5,091 +15 +0.3% +93 +1.9% +182 +3.7%
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 20
Acute Services by Staff Group: April 2019
Acute Services WTE Apr
2019
change
since Mar
2019
% change
since Mar
2019
change
since Dec
2018
% change
since Dec
2018
change
since Apr
2018
% change
since Apr
2018
Total Acute Services 61,374 +150 +0.2% +908 +1.5% +2,119 +3.6%
Medical & Dental 8,245 -8 -0.1% +19 +0.2% +252 +3.2%
Consultants 2,640 -10 -0.4% -6 -0.2% +106 +4.2%
Registrars 2,817 -11 -0.4% +32 +1.2% +92 +3.4%
SHO/ Interns 2,729 +13 +0.5% -8 -0.3% +49 +1.8%
Medical/ Dental, other 59 -0 -0.5% +1 +1.8% +5 +9.2%
Nursing & Midwifery 23,119 +75 +0.3% +528 +2.3% +783 +3.5%
Nurse/ Midwife Manager 4,559 +23 +0.5% +33 +0.7% +213 +4.9%
Nurse/ Midwife Specialist & AN/MP 1,244 +14 +1.1% +53 +4.4% +130 +11.7%
Staff Nurse/ Staff Midwife 16,467 +53 +0.3% +153 +0.9% +480 +3.0%
Public Health Nurse 1 -0 -0.7% +0 +55.7% +0 +37.0%
Pre-registration Nurse/ Midwife Intern 441 -2 -0.3% +370 +519.6% +12 +2.8%
Post-registration Nurse/ Midwife Student 172 -0 -0.1% -0 -0.1% -12 -6.6%
Nursing/ Midwifery awaiting registration 32 -12 -27.5% -82 -71.7% -45 -58.5%
Nursing/ Midwifery Student 645 -14 -2.1% +288 +80.6% -45 -6.6%
Nursing/ Midwifery other 202 -0 -0.1% +1 +0.7% +4 +2.1%
Health & Social Care Professionals 7,527 +12 +0.2% +50 +0.7% +262 +3.6%
Therapy Professions 1,916 +10 +0.5% +24 +1.3% +101 +5.6%
Health Science/ Diagnostics 4,134 -5 -0.1% +6 +0.2% +97 +2.4%
Social Care 2 +0 +0.0% -0 -1.6% -1 -26.0%
Social Workers 332 +4 +1.1% +2 +0.7% +6 +1.9%
Psychologists 83 +2 +2.8% +5 +5.8% +7 +9.0%
Pharmacy 849 +9 +1.0% +14 +1.7% +56 +7.0%
H&SC, Other 211 -7 -3.3% -1 -0.4% -5 -2.2%
Management & Administrative 9,324 +18 +0.2% +117 +1.3% +365 +4.1%
Management (VIII & above) 501 +6 +1.2% +2 +0.4% +39 +8.5%
Administrative/ Supervisory (V to VII) 2,198 +3 +0.2% +61 +2.9% +195 +9.7%
Clerical (III & IV) 6,625 +8 +0.1% +54 +0.8% +131 +2.0%
General Support 6,102 +26 +0.4% +78 +1.3% +136 +2.3%
Support 5,603 +28 +0.5% +82 +1.5% +141 +2.6%
Maintenance/ Technical 499 -2 -0.3% -3 -0.6% -4 -0.8%
Patient & Client Care 7,056 +26 +0.4% +115 +1.7% +321 +4.8%
Health Care Assistants 5,092 +19 +0.4% +85 +1.7% +266 +5.5%
Ambulance Staff 1,795 +8 +0.5% +13 +0.7% +32 +1.8%
Care, other 170 -1 -0.3% +17 +11.2% +23 +15.7%
Note: Therapy Professions now includes: Dietitians, Occupational Therapists, Orthoptists,
Physiotherapists, Podiatrists & Chiropodists, Speech & Language Therapists. Health Science/
Diagnostics is made up of Medical Laboratory, Physicists, Biochemists, Radiographers, and Radiation
Therapists.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 21
Community Services by Staff Group: April 2019
Community ServicesWTE Apr
2019
change
since Mar
2019
% change
since Mar
2019
change
since Dec
2018
% change
since Dec
2018
change
since Apr
2018
% change
since Apr
2018
Total Community Services 52,914 +231 +0.4% +521 +1.0% +1,333 +2.6%
Medical & Dental 2,037 +1 +0.1% +2 +0.1% +51 +2.6%
Consultants 413 -4 -1.1% +6 +1.4% +4 +1.0%
Registrars 703 +9 +1.4% -5 -0.8% +33 +4.9%
SHO/ Interns 341 -5 -1.4% +2 +0.5% +14 +4.3%
Medical/ Dental, other 580 +1 +0.2% -0 -0.1% +1 +0.1%
Nursing & Midwifery 14,995 +13 +0.1% +134 +0.9% +41 +0.3%
Nurse/ Midwife Manager 3,181 +7 +0.2% +23 +0.7% +82 +2.7%
Nurse/ Midwife Specialist & AN/MP 678 +6 +0.9% +23 +3.5% +57 +9.1%
Staff Nurse/ Staff Midwife 9,255 -11 -0.1% -23 -0.3% -90 -1.0%
Public Health Nurse 1,538 +18 +1.2% +2 +0.1% +34 +2.2%
Pre-registration Nurse/ Midwife Intern 196 -2 -0.9% +133 +212.0% +4 +1.9%
Post-registration Nurse/ Midwife Student 89 +0 +0.0% -4 -4.3% -42 -32.0%
Nursing/ Midwifery awaiting registration 3 -4 -50.6% -16 -82.7% -1 -14.3%
Nursing/ Midwifery Student 288 -5 -1.8% +112 +64.1% -39 -11.9%
Nursing/ Midwifery other 56 -0 -0.8% -4 -6.2% -2 -3.8%
Health & Social Care Professionals 8,409 +43 +0.5% +121 +1.5% +260 +3.2%
Therapy Professions 3,377 +24 +0.7% +55 +1.7% +114 +3.5%
Health Science/ Diagnostics 94 -3 -3.3% -4 -4.3% -2 -1.9%
Social Care 2,654 +23 +0.9% +49 +1.9% +151 +6.0%
Social Workers 836 -0 +0.0% -0 -0.1% +1 +0.1%
Psychologists 925 -2 -0.3% +21 +2.3% +14 +1.5%
Pharmacy 104 +2 +1.6% -3 -3.1% -6 -5.5%
H&SC, Other 419 +1 +0.2% +5 +1.1% -11 -2.7%
Management & Administrative 5,931 +24 +0.4% +101 +1.7% +318 +5.7%
Management (VIII & above) 604 +1 +0.1% +16 +2.7% +39 +6.8%
Administrative/ Supervisory (V to VII) 1,513 +12 +0.8% +50 +3.4% +158 +11.7%
Clerical (III & IV) 3,814 +12 +0.3% +36 +0.9% +121 +3.3%
General Support 3,028 -12 -0.4% -58 -1.9% -120 -3.8%
Support 2,595 -8 -0.3% -61 -2.3% -110 -4.1%
Maintenance/ Technical 434 -3 -0.7% +4 +0.8% -10 -2.3%
Patient & Client Care 18,513 +160 +0.9% +220 +1.2% +783 +4.4%
Health Care Assistants 12,203 +68 +0.6% +130 +1.1% +561 +4.8%
Home Help 3,601 +76 +2.2% +49 +1.4% +130 +3.7%
Care, other 2,710 +16 +0.6% +41 +1.5% +92 +3.5%
Note: Therapy Professions now includes: Dietitians, Occupational Therapists, Orthoptists, Physiotherapists, Podiatrists & Chiropodists, Speech & Language Therapists. Health Science/ Diagnostics is made up of Medical Laboratory, Physicists, Biochemists, Radiographers, and Radiation Therapists.
Absence Rates in the Health Sector to March 2019
Benchmark /
Target March
2018 Full Year
2018 February
2019 March 2019
% Medically Certified (March 2019)
Rates 3.5% 4.4% 4.6%
4.8% 4.4% 89%
Latest monthly figures (March 2019)
• March 2019 absence rate stands at 4.4%, no change when compared with the equivalent month in
2018 (4.4%) and also a decrease on the previous month (February 2019 at 4.8%).
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 22
• Over the past four years March rates were as follows: 4.4% (2015) and 4.7% (2016), 4.2% (2017),
4.4% (2018).
Annual Rate for 2018 and Trend Analysis from 2008
Absence rates have shown a general downward trend since 2008. Annual rates are as follows:
• The 2018 full year rate is 4.6% higher than the 2017 figure at 4.4%. It puts the Health Services
generally in‐line with the rates reported by ISME for large organisations in the private sector and
available information for other large public sector organisations both in Ireland and internationally.
• Nonetheless, it is important to note that Health Sector absence is not directly comparable to other
sectors as the nature of the work, demographic of employees, and diversity of the organisation
needs to be recognised. Health sector work can be physically and psychologically demanding,
increasing the risk of work related illness and injury. However, these trends are generally in-line with
international public healthcare organisations.
• The latest NHS England absence rate for December 2018 was 4.51%, while the 2017 annual rate
was 4.61%. NHS Scotland reported an absence rate of 5.5% December 2017, and a yearly average
of 5.39%, up from 5.20% in the previous year. While in NHS Wales, the June 2018 absence rate was
4.8%. As with our international counterparts, sickness absence shows wide seasonal variation
throughout the year with the rate lower in summer and higher in winter.
Notes: Absence Rate is the term generally used to refer to unscheduled employee absences from the workplace. Absence rate
is defined as an absence from work other than annual leave, public holidays, maternity leave and jury duty. Methodology has
been updated in-line with instruction laid out by the Department of Public Expenditure & Reform (DPER) to show absence rates
based on % lost hours (previously lost WTE) with effect from 1st January 2017. Some previously published figures are restated.
The HSE’s National Service Plan 2019 sets absence rates as a key result area (KRA) with the objective of reducing the impact
and cost of absence and commits to a national target level of 3.5% for all hospitals and agencies. The HSE continues to review
its current sick leave policies and procedures as well as having a range of current supports and interventions to address
challenges being encountered in the whole area of attendance management and absence rates through ill health. The objective
of all these actions is to enhance the health sector’s capacity to address and manage more effectively absence rates, support
people managers in better managing the issue, while also supporting staff regain fitness to work and resume work in a positive
and supportive environment as well as of course the key objective of reducing the impact and cost of absence.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 23
Leadership Education & Talent Development
On-going planning quality improvement discussions have taken place around reviews of National
programmes including Induction, Clerical Administration Development Programme and First Time
Mangers programmes and seminars.
Evaluation materials are also being reviewed nationally re Clerical Administration Development.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 24
Learnings from the Controls Assurance Process 2018
The results of the annual Controls Assurance Process for 2018 were presented at the latest HR
Leadership Team meeting. The main findings are recorded below with an accompanying action plan to
strengthen understanding and compliance rates on systems of internal financials controls within the HR
division.
Any queries please contact Hugh Brady, AND Compliance and Resource Optimisation Division
The Annual Controls Assurance Process was completed by 76 Grade VIII and above staff in the HR
Division. The purpose of this high level process is to review the effectiveness of the system of internal
control within Human Resources.
In these findings there are seven broad areas where HR responses could be identified as issues for
focus and attention; 1. Clinical and Financial Risk Management 2. Financial Monitoring and Financial
Reporting 3. Travel & Subsistence, Payroll and Expenses 4. Procurement 5. Fixed Assets 6. People
Management 7. Information Technology.
Within the first area, Clinical and Financial Risk Management, it was found that 55% of management
agreed that they have an organisational chart setting out accountability arrangements, roles and
reporting relationships. Proposed action: HR SAP and Financial SAP are reflecting the operational
governance arrangements within associated budgets. An updated chart has issues and all AND’s
are asked to go through this with direct reports before the end of June 2019 when the survey will
be repeated.
74% of managers agreed that the risk management process for their area of responsibility is undertaken
in line with the HSE’s Integrated Risk Management Policy. Following on from this 66% agreed that the
Risk Register for their area of responsibility is reviewed as part of their management process.
Significant work has been undertaken with regard to management and communication of risk registers
in 2019.
All AND’s are asked to go through the Risk Register with direct reports before end of June 2019
when the survey will be repeated across HR.
Within the second area, Financial Monitoring and Financial Reporting, 30% of management agreed
that all budget holders within their area of responsibility have been approved and notified of their
assignment as budget holders. Further, 38% of management agreed that all budget holders within their
area of responsibility ensure that they meet their obligation to operate within the limits of the budgets
notified to them.
All AND’s to go through budgetary compliance matters with direct reports with particular
attention to non-pay spending.
Within the Payroll/Travel & Subsistence and Expenses area, 97% of managers were aware of the
key requirements for Travel and Subsistence as outlined in NFR05 while 77% of management
confirmed that no hospitality or entertainment expenses were claimed in their area of responsibility.
Though there was a 97% understanding of the NFR05 a summary of this regulation is included within
this newsletter.
PRIORITY 6 PERFORMANCE
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 25
In the area of Procurement, 74% of management were aware of the key requirements included in
NFR01 Purchase to Pay. Proposed action: A summary of NFR01 is enclosed within this newsletter.
In relation to the area of Fixed Assets 30% of management have an asset register maintained in
accordance with NFR06 in their area of responsibility. Proposed action: The Compliance and Resource
Optimisation Division are liaising with all departments in HR to ensure a current Fixed Assets register.
Within the area of People Management, the responses indicated a strong awareness of the People
Strategy Framework with 97% of management aware of the key requirements included in the People
Strategy 2015-2018 Framework.
62% of management are providing their staff with feedback on their performance while providing the
opportunity to discuss their developmental needs. Proposed action: Performance achievement has
been rolled out across HR in 2019.
Finally within the area of Information Technology, 66% of management are aware of the Key
requirements included in NFR07 ICT Funding and Approval.
Action: All AND’s to circulate the main provisions of NFR07 within the HR Division.
While the ICQ cannot be repeated for 2018 1;1’s are being held with Grade VIII’s and above to address
any weaknesses identified which must be amended as a key priority and signed off before end June,
2019.
NFR Reference Documents NFR1 and NFR5
The HR family identified some gaps in knowledge on the provisions within the National Financial
Regulations (“NFRS”). Therefore, over the following HR Monthly Reports the “Compliance and
Resource Optimisation division” will provide an overview of the relevant NFRs to all HR staff and
summarise the main provisions. The goal is to provide a reference document for HR staff to ensure they
understand and operate within the provision of the NFRs.
NFR01 – Purchase to Pay
The ‘Purchase to Pay Process’ is dealt with under the provisions of NFR-01. This regulation ensures
that the HSE has controls in place throughout the purchase to pay process. (i.e. from initial identification
of need for good/service through to processing payment of said good or service). This NFR is
applicable to you if you are involved in approving, ordering, tendering, receiving or payment of
goods, services or works. As part of section 2.91, Budget Holders must ensure that they are fully
aware of and compliant with the requirements of the prompt payment legislation. Full details of this NFR
can be found at: https://www.hse.ie/eng/staff/resources/financial%20regulations/nfrv4.pdf
Purchase to Pay Process
Purchasing Process Receiving and Sign off Process Payment Process
Identification and notification of need
Physical receipt and custody of goods and services
Final stage of purchase to pay process
Confirmation of funds and approval to spend
Documentation and recording of receipt and custody of goods and services
Should only occur after proper sign off or satisfactory receipt of goods, services or works
Source of suppliers to provide goods and services
Expenditure approval and issue of purchase order
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 26
Tendering
� Written quotations are required for all purchase of goods and services below €25,000
� A formal tender process is required for all purchase of supplies or services above €25,000 unless
available from stock or on an existing HSE national contract
How to access the NFR User Guide
• Click into the HSE Intranet (HSEnet) and click into the HBS Intranet
• Chose the Compliance option
• In the Compliance section the NFR User Guides will appear in a drop down menu on the left of your
screen. Once you click on this a link for all NFR User Guides will appear.
→ →
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 27
NFR 05 – Travel & Subsistence
The payment of ‘Travel and Subsistence’ expenses is dealt with under NFR-05. This regulation states
that there is a clear obligation on all managers to ensure that all expenditure on travel and subsistence
should be strictly appraised and monitored.
Rules Governing the Payment of Travel Expenses
• Travelling expenses are payable only in respect of necessary absence from the normal place of work.
• Mileage is paid from home or base whichever is closer to the destination
• All official travel should be by the shortest practicable routes and by the cheapest practicable mode of transport.
• See section 5.10 of NFR 05 for full listing of rules
https://www.hse.ie/eng/staff/resources/financial%20regulations/nfr-5-travel-and-subsistence.pdf
Rules Governing the Payment of Subsistence Allowance
• Standard distance requirements and rates of subsistence are listed under HR Circular 018/2015.
https://www.hse.ie/eng/staff/resources/hr-circulars/circ01815.html
• Subsistence allowances paid are not intended to meet the whole cost of subsistence when absent
from home or base and is not intended to be a source of payment or profit.
• Day subsistence allowance is not payable for absences at any place within 8kms of employee’s
headquarters of home whichever is the lesser)
- Where meals are provided, the rate of subsistence will be reduced as follows:
� 5 Hours will not be paid where meal provided
� 10 hours will be reduced to 5 hours where meal is provided
• See section 5.11 of NFR 05 for full listing of rules
https://www.hse.ie/eng/staff/resources/financial%20regulations/nfr-5-travel-and-subsistence.pdf
How to access the NFR User Guide
• Click into the HSE Intranet (HSEnet) and click into the HBS Intranet
• Chose the Compliance option
• In the Compliance section the NFR User Guides will appear in a drop down menu on the left of your
screen. Once you click on this a link for all NFR User Guides will appear.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 28
→ → Claiming Travel and Subsistence
• Travel and Subsistence are claimed through the NISRP system which can be accessed through https://myhseselfservice.hse.ie/
→
Leadership Education & Talent Development
The Coach Network in the West had a day sponsored by the national Health and Social Care
Professions Unit on career coaching. Coaches had an opportunity to up skill in this area following
identification of this need in late 2018. The Master class was a very valuable day with sixteen coaches
attending.
Performance Management / Achievement
Following on from the implementation of the Performance Achievement / Management template to all
National Directors and equivalents and their respective Assistant National Directors, it is expected that a
meeting between employee and manager has taken place and all learning and development needs
have been identified to achieve the goals and objectives outlined. Establishment of a senior leadership
group is underway to oversee the completion of these meetings and the development of a plan to
implement the process for all HSE staff employees.
HR Budget
Savings targets have been identified for staff across HR with an across the board reduction of
30% in non-pay spending.
National Human Resources Workplace Relations Unit (Investigations) (Action 6.6)
Investigation Referrals
Requests for investigators to undertake all Human Resources investigations should now be submitted to
the National Human Resources Division Workplace Relations Unit.
All Human Resources investigation team members must now be proposed by the Human Resources
National Investigation Unit to each Investigation Commissioner only, details below:
These should be submitted by completing the relevant forms available on the attached link:
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 29
http://hsenet.hse.ie/Human_Resources/Workplace_Relations_Unit/Investigation_Support/
Any further queries please email the National Human Resources Division, Workplace Relations Unit,
Investigation Support Section - [email protected]
Heads of HR CHO Areas
Two members of the Heads of HR CHO Areas have been nominated by their group as direct liaison with
the Human Resources National Investigations Unit. The first meeting was held in May 2019 and was
very productive in terms of topics such as monthly reporting and future working relations. The meeting
facilitated wide ranging discussions across a number of other key areas also.
HSE Trust in Care Procedure
The National Human Resources Investigation Unit delivered information sessions on managing
complaints under the HSE Trust in Care Policy to front line Clinical Mangers in University Hospital
Group Limerick.
A questions and answers session was held and feedback from participants was positive in relation to
the training and learning points noted.
Anti-Bullying Project
The 2nd
World Anti-Bullying Forum (WABF2019) will took place in Dublin on June 4-6th 2019.
WABF2019 is being arranged by our academic partners at the National Anti-Bullying Research and
Resource Centre at Dublin City University as well as with the International Bullying Prevention
Association. The aim of this unique international and multidisciplinary forum is to broaden the
understanding of bullying, build stronger bridges between disciplines while spreading knowledge to
practitioners, researchers and decision-makers around the world.
National Human Resources Coaching Service
HSE Human Resources National Coach Training Programme
Participants from Cohort 1 of the HSE’s Human Resources National Accredited Coach Training
Programme completed Module 2 of their training on 13th & 14
th May. Very positive feedback was
received on the evaluation forms.
Public Sector Collaboration
In support of Our Public Services 2020 members of the Human Resources National Coaching Service
team recently presented to the joint Public Sector Forum on Coaching and Mentoring. Colleagues from
all areas of the Public Sector were in attendance including those from the Departments of Health,
Justice, Revenue, Transport, Central Statics Office, Court Services as well as the Competition and
Consumer Protection Commission. The team shared their knowledge, experiences, learning and
successes, to date, in developing a National Coaching Service and the development of the first ever
accredited Internal Coach Training Programme in the Public Services.
Intranet
A review is currently being undertaking of the Intranet site for the HSE National HR Workplace Relations
Unit based on feedback received.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 30
Email address
A new email address has been setup for all coaching needs within the HSE. All future emails should
now be sent to [email protected] which will provide a one stop shop for all matters
relating to the HSE’s Coaching Service.
International Coaching Week
A Broadcast Email was issued to all users during International Coaching Week 2019 which took place
from April 29th to May 5th, 2019. The week provided a timely opportunity to remind staff of the HSE
Human Resources National Coaching Service which provides a professional coaching service that is
available to all staff working in the HSE, Child and Family Agency (TUSLA) and all bodies which provide
services on behalf of the HSE under Section 38 of the Health Act 2004.
As a direct result of the broadcast email and during the period from 30/04/19 to 07/05/19, a significant
number of coaching requests were received. As a result, we the service is experiencing a high level of
demand and we advise all applicants will be dealt with in due course.
From comments received many staff members noted they were pleased to see the broadcast and to be
given the opportunity to avail of coaching, e.g. ‘many thanks for this timely opportunity’, ‘I was delighted
to see your email and straight away completed the application form for the National Coaching Service
which is a fantastic initiative’ and ‘I feel I will benefit professionally and personally from coaching’.
Global requests
As Prism Award winners in 2018 International Coaching week has brought the service a number of
requests from organisation across the world to share the learning of the HSE Human Resources
National Coaching Service which are being shared through elearning platforms and HSEland.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 31
The Leadership, Education & Talent Development leads for the Leaders in Management programme
worked closely with Organisation Design and Development and PMO training sub group to look at
integrating new material relating to the change framework and PMO office training to ensure participants
on the programme get the best possible materials and inputs. A workshop yielded agreed outcomes and
draft input. This work will be completed in early July.
The Leadership, Education & Talent Development team in the South are continuing to partner with other
HSE services to initiate new developments with HSE.ie working with DEI to develop the LGBTI+
network. They are also partnering with CKCH Primary Care and UCC Glucksman on a Community
Nursing CPD initiative the third workshop was held on 15th May. Partnering also with CKCH re the
Leaders in Management programme delivery with the focus being on Community Hospitals. They are
supporting CKCH and SSWHG by providing Moving and Handling training and supporting PMAV
training for sixty staff. Enabling the National Healthcare Communication Programme via offered
supports to hospital on site Facilitators and also enabling Social Care implementation, a national
process.
Employee Relations Update
SIPTU Support Grades
By way of letter dated June 6th 2019, to the National Director of Human Resources, SIPTU have
advised that’s its members in Support Grades, have voted in favour of Strike Action and Industrial
Action in furtherance to their claim for implementation of upgradings due under the Job Evaluation
Scheme and the Chef pay realignment process, given notice of the taking of Industrial Action on a
number of days commencing with a full withdrawal of labour on Thursday 20th June 2019.
Subsequent dates have been notified as follows; June 25th and 26
th 2019 and July 2
nd, 3
rd and 4
th 2019.
The action will involve the full withdrawal of labour.
The HSE are engaging with SIPTU through the Offices of the Workplace Relations Commission in an
effort to resolve maters in dispute.
Psychiatric Nurses
Discussions under the aegis of the Workplace Relations Commission in respect of the finalisation of an
Enhanced Nursing Contract for Nurses particular to Mental Health are continuing. A hearing at the
WRC took place on Friday 7th June with further engagement planned. The dispute between the parties
is in relation to the payment of an additional allowance in areas of Mental Health, together with their
instance that their historic pay relativity over the general nurse be maintained. The PNA insist that there
has always been a differential between the rates of pay for Psychiatric Nurses, vis-a-via their general
nursing colleagues.
FORSA Labour Court Claims
The Court ruled in respect of two claims brought by FORSA in recent times;
PRIORITY 7 PARTNERING
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 32
1. Claim to have scope of Clerical / Admin Job Evaluation extended to include GVII’s, seeking to be
upgraded to GVIII, and
2. Claim for upgrading, HBS Head of Finance GM Personnel.
The Labour Court in its recommendation has ruled that with regards to the Job Evaluation claim that this
should be a matter for discussion between the parties, any future arrangement obtaining with regards to
National Pay and with regard to the second claim that Court has rejected this claim as being cost
increasing.
Sexual Assault Treatment Units
The long running matter with regards to the method of remuneration for staff providing out of hours
service was a subject of a WRC conciliation hearing in recent times. Arising from same, a draft
agreement for consideration by the parties emerged. We are waiting for the final document from the
WRC at this stage but there is optimism that the proposals which would be contained therein will
represent a basis for completing this long running issue of dispute between the parties.
NASRA/PNA
A further day of Industrial Action, this time lasting for 24 hours, took place on Friday last May 31st.
There were no adverse incidents reports as a full contingency service was given by the relevant staff.
Enhanced Nurse Contract
Work on the putting together of a comprehensive implementation plan to accompany issuance of the
Enhanced Nurse contract for general nursing members is being finalised. The implementation plan will
give effect to the practical measures contained in the contract and will be consistent with the provisions
of LCR21900.
The process currently underway will also set out the arrangements with respect to the verification
process provided for under the LCR which will be require to be concluded in the latter part of 2019.
HPV for Boys
The Department of Health have committed to extending the HPV vaccination to school going Boys from
September 2019. This is a major public health commitment which compliments the highly successful
HPV vaccination for girls. The implementation of this programme is being resourced with additional
doctors, nurses and administrative staff.
Engagement with the IMO, INMO and Forsa commenced in March 2019 and an impasse has been
reached in relation to the number of staff being deployed to the project. The group of unions have
maintained that not enough staff are being allocated and from their perspective the staff agreed for the
implementation of the vaccination to Girls have not been replaced when they leave or redeployed to
other services. They are currently refusing to co-operate with the roll-out in September.
The HSE analysis of the numbers required is based on HIQA costings and is considered appropriate to
deliver the extension of the service to Boys. In addition, significant changes in the administration of
HPV to girls, BCG vaccination and colour blindness testing in schools has created spare capacity in
public health. Our analysis of the workforce indicates that both nursing and medical numbers employed
has increased since the HPV for Girls vaccination was introduced.
A further meeting with the unions is planned for the coming weeks.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 33
Radiography Grades
The long standing review of the provisions of LCR 22323 is nearing conclusion. It is expected that same
will be finalised during the month of May with the main issues involved being outstanding matters given
rise to concern in respect of the practical implementation of the Labour Court Recommendation, e.g. On
Call, Advance Practice, Grading Structure.
Final exchanges on the Draft report are now being considered by the Independent Chair and a Final
Report is expected by end of June
Theatre Nurse on call review
A national group consisting of the HSE, INMO and SIPTU have been reviewing the operation of the
current on call agreement in Theatre. This review has identified a number of anomalies in the
implementation and interpretation of Circular 33/2003, in response a clarification document is now being
drafted.
The union side raised a number of issues not directly related to the Circular such as continuous
professional development, safe staffing levels, and EWTD compliance. In addition they indicated that
they wish to discuss a review of the ON call rates.
We are reporting back to the WRC on the 6th of June on this matter and management are currently
preparing a report on the matters that have arisen.
Changes to Parental Leave
A number of changes in relation to parental leave entitlements are due to be implemented in the coming
months. These changes will be enacted under two separate pieces of legislation as follows:-
• Paid Parental Leave and Benefit Bill 2019
• Parental Leave (Amendment) Bill 2017
The Paid Parental Leave and Benefit Bill 2019 provides for the introduction of a new paid parental leave
scheme, which is expected to commence from 1 November this year. This new scheme will initially
provide for two weeks of paid, non-transferable leave per parent to spend with their new babies during
their first year. Ultimately, employees will be able to benefit from seven weeks’ leave each under the
scheme as it develops incrementally over the next 3 years. Employees may receive State Benefit from
the Department of Employment Affairs and Social Protection, subject to meeting the eligibility criteria for
payment (similar to maternity and paternity benefit).
The Parental Leave (Amendment) Bill 2017 is a Private Members’ Bill that seeks to amend the Parental
Leave Act 1998 in order to extend the period of unpaid parental leave from 18 to 26 weeks and to allow
any parent who has already availed of their current entitlement of 18 weeks to receive a further eight
weeks of parental leave. In May 2019 the Government agreed to support the phased implementation of
the extended unpaid parental leave over a two-year period, beginning with the introduction of four
weeks in September 2019 and an additional four weeks from September 2020. The phased
introduction of 8 weeks additional parental leave is intended to allow employers time to plan to ensure
the implementation of the new legislative provisions can be as smooth as possible. As a result of this
Government amendment, parental leave for parents of eligible children will increase from 18 weeks to
22 weeks from September 2019 and from 22 to 26 weeks from September 2020. This Bill also
increases the age of the child for whom parental leave can be taken from 8 to 12 years of age. This
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 34
amendment will not affect public health service employees as the age limit was increased to 12 years
on an administrative basis under HSE HR Circular 003/2011.
Further updates on these upcoming changes will issue in due course.
Compassionate/Bereavement Leave – Labour Court hearing
A Labour Court hearing was held on 22 May in relation to the unions’ claim for revised bereavement
leave arrangements in the health sector. The unions are seeking the application of the Civil Service
bereavement leave arrangements, as set out in DPER Circular 01/2017, to health service employees.
The HSE have rejected this national claim on the basis that it is cost-increasing and prohibited under
the terms of the Public Service Stability Agreement. This claim was initially raised by the unions at the
National Joint Council in March 2017. The HSE carried out a costing exercise, at the request of the
Department of Health, to get an estimate of the potential cost implications. Following engagement at
the Conciliation Service of the Workplace Relations Commission over a number of months, the matter
was referred to the Labour Court. The costs associated with substitution cover for staff absent on paid
leave and the productivity losses which would arise where there is non-replacement of staff were
highlighted by the management side. The Court’s recommendation is awaited.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 35
Health eLearning Management (HeLM) Service Offering (Action 8.18)
In response to a range of business imperatives and expressed demand from across Hospital Groups,
Community Health Organisations this significant National Project is underway since 2017 (as set out in
the strategy) aimed at:
‘developing and supporting plans to have an on-line learning and development system to manage and
record all learning activities through HSELanD i.e. ensuring integration with a wider e-HRM Platform
including SAP and other HR Management Information Systems’
HSELanD continues to rollout this service offering to Hospitals/Hospital Groups/Community Health
Organisations/Ambulance / Corporate Services etc. during 2019.Guided by a National Governance
group and advised by a National Reference Group full HeLM implementation has already taken place
at:
• Tallaght University Hospital (TUH Learning Station)
• TUSLA.
Discussions are underway and project plans are being drafted and finalised for a range of Hospitals /
Hospital Groups, CHO’s and National Services.
In summary, HeLM offers an enhanced suite of features and sophisticated functionality on HSELanD
that includes:
Registration
A tailored registration, with messaging and the opportunity to authenticate and validate staff via the
agreed authentication model.
Organisation Structure
A locally defined organisational structure that allows for appropriate access and reporting throughout the
organisation.
Benefits
Reporting options that reflect the organisational structure
Authentication of staff user data for reporting, data modelling & compliance analytics.
Design
Inclusion of organisation logo
Setup of local organisation course catalogue icons
Design and setup of organisation customised certificate of completion for classroom and online learning
programmes
HUMAN RESOURCE PROFESSIONAL SERVICES
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 36
News
News feature functionality, specific and visible only to organisation local users.
Benefit
Ability to target sections within the organisational structure and communicate with organisation learners
throughout the organisation.
Classroom Training Functionality
Classroom training functionality, for course and training session management by organisation local L&D
administrators
• Set up classroom sessions and dates
• Assign tutors to classroom sessions
• Enrol learners on classroom sessions
• Allow learners to self-enrol on classroom sessions
• Record attendance at classroom sessions
• Manage waitlists.
Benefit
Potential for significant cost saving relating to the administration of classroom training.
Online Programmes
Ability to host organisation online programmes in accordance with HSELanD standards and also
selection and provision of existing HSELanD titles in organisation catalogues.
Blended Learning Programmes
Functionality to facilitate blended learning programmes which comprise multiple forms of training, linked
together as a single training course.
Benefits
Offers the ability to offer multi-modal courses rather than single pieces of learning
Highly effective for delivering and tracking blended learning and compliance programmes.
Certificates
Setup of localised certificates for organisation training courses.
Benefits
Provide useful completion and compliance information
Certificates can be easily retrieved by learners or administrators.
Learning Records
Functionality to review and manage staff training paths.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 37
Exams
Full access to the exam centre functionality to allow for online pre and post classroom or online learning
assessments or evaluations.
Learning & Development Reports
Access to a reporting dashboard containing a carefully selected range of reports providing L&D
administrators with up-to-date and ready access to learning compliance data within the organisation.
Access to a reporting wizard for L&D administrators to create and run custom reports.
Training
Targeted training to enable system administrators to conduct L&D activity post HeLM rollout.
Support
Dedicated online and telephone support provision to local L&D teams, post deployment.
HeLM and SAP
It had previously been expected that full integration between HSELanD and SAP HR would provide the
basis of enhanced data-sharing and staff authentication drawing on existing datasets currently available
on SAP. Due to the long term development and implementation of the National Integrated Staff Records
and Payroll Programme (NiSRP) this step is no longer being immediately considered. However an API
(Application Programme Interface) has been developed at the first adopter sites Tallaght University
Hospital and TUSLA which allows for a regular cross authentication of starters and leavers between
HSELanD and SAP HR. The level of integration possible between HSELanD and SAP or other legacy
HR systems is considered as part of each individual implementation.
Classroom Management Initiative with ONMSD
A separate initiative has commenced since January 2019.
The CNME Database Specification Group (Office of the Nursing and Midwifery Services Director) have
requested the provision of a national searchable database that will allow nurses and midwives to
register for courses online using an automated booking process. The database will also be used to
monitor numbers booked for courses and to record attendance.
Nurses and midwives will be able to complete an online evaluation of each course undertaken and be
able to generate an electronic and printable certificate of completion. The solution will also facilitate
national reporting across all Nursing and Midwifery courses.
The solution is now being offered through HSELanD by using the classroom management function of
the HSELanD Learning Management System. It is being implemented across each Centre for Nursing
and Midwifery Education stating with five ‘first adopter sites’ at:
• CCNE Our Lady’s Hospital for Sick Children Crumlin
• Centre for Nursing & Midwifery Education, Galway University Hospital
• Centre for Nursing & Midwifery Education, St Conal's Hospital, Letterkenny
• Centre for Nursing & Midwifery Education, St Brigid's Hospital, Ardee
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 38
• Centre for Nursing & Midwifery Education, University Hospital Kerry, Tralee.
It is intended that all five first adopter sites will have implemented this by the end of Quarter 3 of 2019
and all the rest by early in 2020.
Expressions of interest for similar projects have come from National Health and Safety, the National
Children First office, National Leadership, Education and Talent Development Services, Health
Business Services (HBS), Office of the Chief Information Office (OoCIO) etc.
Future Recruitment Model for HSE (Action 8.10)
In recognition of the globalisation of the Recruitment market in which the HSE operates the HSE is
currently reviewing the operating model for the delivery of recruitment services. HBS Recruit is
delivering over 5000 appointments each year but the demands of the service outstrip capacity by almost
100% leading to unsustainable delays and an increase in recruitment conducted locally. The revised
model of Recruitment should recognise the capacity challenges that exist whilst also support
Government Policy & Sláinte Care implementation and also take cognisance of the change in
candidate’s expectation in an improving global economy.
Issues Arising
At present a significant amount of recruitment is being conducted at local level with is leading to certain
risks such as:
• Potential for a reduction in compliance with government pay policy in relation to contracts issued.
• Lack of visibility and reporting capability over recruitment nationally.
• Increased challenges in workforce planning and talent management.
• Reduced compliance with our legislative obligations under the CPSA rules and HIQA.
• Significant increase in duplication. As each service delivery unit compete for the same candidate pool.
This in effect means that the HSE is potentially operating as 17 different employers (prior to the
formation of the HSE there were 11).
It is estimated that there are approximately 600 posts filled through local channels each month.
With the support of the HSE Leadership Team the National Director of HR has established a multi-
stakeholder working group to consider the recruitment operating model taking cognisance of the new
organisational structure, capacity and compliance, particularly in the area of government pay policy and
the challenges associated with national visibility and compliance. Membership of the group includes
nominations from HBS, HR, regulatory bodies, medical and nursing recruitment expertise, acute and
community HR, Acute operations, HSE Finance and DOH HR.
The Terms of Reference have been agreed with the working group and include the following:
• Develop a National Geoaligned Recruitment Model (NGRM) for the recruitment of HSE staff in each
geoaligned area.
• Develop a report outlining the rationale and context for the approved National Geoaligned Recruitment
Model (NGRM) by end Q1.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 39
• Develop and align the model with existing resources and within the proposed Geoaligned Regional
Integrated Community Organisation (RICO) sites.
• The development of a project plan (PID) outlines the work to be completed and the timelines. It is
expected that the model will be developed and available for implementation by end Q2
• Establishment of working subgroups (if necessary) will advise on and progress the implementation of
the model. These will include subgroups on governance, education & training, regulation/registration,
resource allocation, integration between acute and community recruitment services amongst others as
required.
• Develop criteria for and oversee the selection of the integrated recruitment sites in each geoaligned
area.
• Advise on and oversee the development of the governance arrangements, service supports,
educational provision, resource distribution and regulatory requirements to enable the services to
recruit staff in an efficient process that is capable of contributing to meeting service need in each of the
geoaligned RICOs.
• Set out clearly the evaluation criteria to measure how the impact of service provision will be
determined and oversee the development of the evaluation process for the sites. A feature of the
evaluation is the capacity to drive service integration and ensure advertisements and contracts support
the new delivery model.
• Develop criteria for and oversee the selection of the integrated recruitment sites in each geoaligned
area.
• Advise on and oversee the development of the governance arrangements, service supports,
educational provision, resource distribution and regulatory requirements to enable the services to
recruit staff in an efficient process that is capable of contributing to meeting service need in each of the
geoaligned RICOs.
• Set out clearly the evaluation criteria to measure how the impact of service provision will be
determined and oversee the development of the evaluation process for the sites. A feature of the
evaluation is the capacity to drive service integration and ensure advertisements and contracts support
the new delivery model.
It is proposed that the HR oversight group will:
• Oversee the establishment of the local implementation groups in each of the Geoaligned areas.
• Monitor and support the local implementation groups in establishing and developing the operational
processes in each of the Geoaligned areas.
• Oversee, and review progress on the Geoaligned areas through regular reports from the local
implementation groups.
• Oversee the evaluation process.
• Develop a final Report (November 2019) on the implementation and evaluation of this process.
This Model is summarised as follows:
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 40
• Full autonomy for the advertising and selection of candidates to be conducted at service delivery unit
level with the exception of Ambulance and high volume AHP Grades.
• All Senior Management Recruitment i.e. Grade VIII level and above to be conducted by HBS Recruit.
• HBS Recruit to provide full contracting and screening services to ensure compliance with all
obligations inclusive of Government Pay Policy.
• HBS Recruit to develop a compliance and advisory unit to provide advice, training, support and audit
to the service delivery units.
People’s Needs Defining Change - Health Services Change Guide
HSE Director General – Paul Reid endorses People’s Needs Defining Change - Health Services
Change Guide as the organisational policy on change
I am very pleased to commend to you People’s Needs Defining Change – Health Services Change
Guide as the policy framework and agreed approach to change signed off by the HSE Leadership Team
and the Joint Information and Consultation Forum which represents the Trade Unions. It is the
overarching policy that guides and connects all our approaches to change. We must now work together
to actively address the following:
Change is about people’s needs
The Change Framework prioritises people’s needs defining change as the central theme and positions
an informed understanding of people and culture as the core platform for delivering sustainable change.
The Change Guide specifically focuses on ‘how’ to work with service users, families, communities and
staff to co-design service improvement based on people’s needs and experiences.
Change leadership is our shared responsibility
The Change Guide translates the very best of evidence and practice into a ‘how to do change well’
guide and provides all of the resources needed to support teams to drive service improvement and build
change capacity.
Measure for Success
We must continually focus on the impact of our change efforts and demonstrate improvement in
people’s lives through robust measurement of our performance and the delivery of outcomes.
Connect and provide direction
The Change Framework provides us with an opportunity to align our existing initiatives in order to
benefit from our combined efforts through a more cohesive approach. It unifies people and culture
focused initiatives with process and project steps - Define, Design, Deliver to achieve Safer Better
Healthcare and Staff and Public Value.
Become more ‘change able’
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 41
Our ambition is to have more people doing change well so that as an organisation we are more ‘change
able’ to deliver for our service users and meet the challenges in a complex system such as health
services. The Change Guide strengthens our capacity to implement Sláintecare, People Strategy 2019-
2024, HSE Corporate Strategy and Our Public Service 2020.
I look forward to working with you all to implement good change, to relentlessly focus on improving our
change capacity at organisation and team level and to successfully deliver on sustainable service
improvements and system reform.
Paul Reid, Director General, HSE - May 2019
Leadership & Management Awards 2019 – Best Change Management Programme - People’s
Needs Defining Change – Health Services Change Guide
We were delighted to receive this national award recognising HR excellence across private and public
sectors. The citation from the Judging Panel was very encouraging:
“Our judges were really blown away by the way the HSE HR dealt with this challenge. Though an
incredibly hard task to achieve success in on such a large scale, it was obvious that a real human
element was at the core of this development project. Our panel wanted to commend the clear results
achieved so far through its careful implementation.”
We wish to acknowledge all those who supported the development process for the Change Guide from
2016 – 2018 and who are now supporting implementation across the system. This award recognises all
colleagues who have pioneered for years to promote a people-centred approach to change.
Update on Implementation Plan
1. Communication and Awareness
• Distribution of Change Guide materials is continuing based on requests both within the
organisation and externally.
• Work is advanced with the National Communications Team to progress our digital offering and
social media presence – revision of the website is underway.
• Updates on the Change Guide are being included in a range of Newsletters and ezines across
the system.
• Work ongoing to explore opportunities to enhance our digital offering along a pathway of
interventions including HSELanD; working with Maria O’Loughlin, Organisational Digital
Change, HBS/HR; participated at the Digital Transformation Workshop in Maynooth University.
Discussion to be progressed on collaborative opportunities.
• Presentations on the Change Guide are ongoing to increase awareness.
2. Alignment and Synergy at Strategic Level
• Work is ongoing to position the Change Guide in the context of organisational policy with a
particular focus on using the People and Culture Change Platform to connect service
improvement initiatives. The evidence on change clearly signalled the need for more joined up
approaches and targeted interventions at team level to increase readiness for change and
service/quality improvements.
• Our Public Service 2020 – met with colleagues who are leading the Action Plan on embedding
programme and project management to position the Change Guide as a key enabler to deliver on
the outcomes for public services.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 42
• Progressed linkages with the Nursing and Midwifery Planning and Development Units – met
with the Director group and scoped out ways to increase awareness of the Change Guide and
embed it into key change initiatives. Practice development was identified as a key area for
attention.
• Engaged with colleagues in the National Leadership and Innovation Centre for Nursing and
Midwifery to begin the process of integrating the Change Guide into leadership and development
programmes.
• Early initiation work underway to develop a business case with the National Quality
Improvement Team with regard to building capacity for change and improvement.
• Early collaboration also being scoped with regard to research on sustainability of service/quality
improvement with the National Quality Improvement Team and UCD.
• Group established on “Staff Engagement, Culture and Communication & Quality
Improvement” coordinated by National Communications. Early work being considered on how to
coordinate interventions and deliver more cohesive/integrated approaches to culture
improvement.
• On-going collaboration in relation to the Spark Innovation Programme with participation in the
Pop Up Pods at St James.
• National Communications Programme – opportunities to support greater collaboration
identified.
3. Education and Practice Development
• We wish to acknowledge LETD colleagues throughout the country who are using the Change
Guide as an integral part of development programmes and assisting participants to explore
different parts of the Guide depending on their needs.
• Change and Improvement Development Pathway drafted – this will form the basis for further
discussion and consultation. It will assist the design of interventions at four key levels (all staff,
team leader and intact teams, change and improvement practitioners/champions, and system
leaders); it will also assist in mapping current interventions and aligning development offerings
with qualifications framework as appropriate.
• Work is ongoing with regard to the First Time Managers Programme – feedback received on
input to date and additional materials provided
• Development session took place with colleagues from LETD and the PMOs to design the module
on ‘Leading Service Improvement – Change and Project Management’ as part of the Leaders
in Management Programme.
• Early consideration underway with regard to a Change and Improvement Practice Programme.
• Continuing to scope out the best ways to integrate the Change Guide into academic
programmes with key partners nationally – at present a number of presentations and
development sessions are taking place – consideration of a more sustainable model is required.
• Administration of the Change Hub – Please contact: Elaine Birkett and she would be very
pleased to assist people – she can be contacted at: [email protected]
• Case Study template available by contacting [email protected]
4. Cohesion and Practice Improvement at Delivery Level
• Collaborative working with development colleagues in Midlands Louth Meath CHO8 is ongoing.
Terms of Reference for a Community of Practice Change and Improvement are pending sign
off. Early work also commenced on scoping out a referral pathway for more joined up
interventions that require the involvement of a range of development services locally.
• Working with colleagues in the CHOs to embed the Change Guide into locally based best
practice and recognition processes.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 43
• Continuing to respond to requests for support to managers leading out on change/service
improvement initiatives across a range of services. This is evolving as a ‘change clinic’
consultancy concept and has the potential to be developed with development colleagues in
project management, quality/service improvement, etc.
Excellence Through People Accreditation
National Standards Authority Ireland - Excellence Through People Assessment (ETP) 2019
The ETP assessment to the ETP1000:2017 has recently taken place across HSE HR with the Division
being awarded Gold standard. The audit took place over 3 days with staff interviewed from the
following locations, were randomly selected by the assessor.
Locations
National HR - Cork St Marys, National HR - Millennium Park, Naas, Co Kildare, National HR - Kells, Co
Meath – Dublin/North East Region
The National HR Division was assessed on a number of areas including:
1. Business Planning & Continuous Improvement
2. Effective Communication & People Engagement
3. Leadership & People Management
4. Learning & Development
5. Human Resource Systems & Employee Wellbeing
Following the assessment, it is the assessors opinion that the National HR, HSE complies with all 5
clauses of the specification and based on staff feedback it is clear that the HSE is an excellent
employer. Staff interviewed were very positive about the supportive and caring culture in the
organisation offering real opportunities for personal development, career progression and good work-life
balance. The HR systems, processes and development programmes reviewed by the assessor were
‘best in class’.
The Performance Development Planning (PDP) process was applied throughout National HR sites
visited and was viewed as motivational by the employees interviewed. Individual training needs
analysis is an integral part of the performance review process and linked to continuous improvement
across National HR. Good career opportunities, a wide range of learning and development
programmes, excellent staff well-being programmes and a good work-life balance, were the
predominant comments received from staff interviewed.
The following are examples of quotations from staff when asked the open question “what is life like
working in National HR, HSE and how would you describe the HSE as an employer”?
These quotes are not in any order or based on any scientifically based sample of staff.
“I feel valued”, “Flexible organisation on parental leave “, “Excellent learning and development
opportunities”, “Study leave excellent”, “HSE should publish more positive stories about staff working in
the HSE”, “Enjoyable place to work”, “Friendly place to work”, “Work is challenging and rewarding” ,
“Always the opportunity to learn something new”, “Great to get involved in projects supporting
implementation of the People Strategy”.
May 2019 Monthly HR Report Follow us on twitter: @HSE_HR Page 44
Based on the evidence supplied and the feedback from staff interviews, it is the assessors opinion that
National HR, HSE fully embraces and is committed to the concepts in the ETP Scheme and to work
consistently at developing its HR systems, structures, values and culture towards a people focused
environment for its staff.
The assessor concluded that National HR, HSE human resource management systems and practices
demonstrated during the assessment and supported by the material presented and staff interviewed,
meet the requirements of all 5 sections of the ETP1000:2017 specification and merit the GOLD
standard.
Result
Story boards, videos and further details in relation to all actions outlined in this Report are available on
our @HSE_HR twitter account. Our next HR monthly report will issue on the 10th July, 2019.
Rosarii Mannion
National Director Human Resources
Section Points Available
2019
Points
Awarded
% This Assessment
1 Business Planning & Continuous Improvement
200 164 82%
2 Effective Communication & People Engagement
200 161 80.5%
3 Leadership and People Management
200 167 83.5%
4 Learning and Development 200 160 80%
5 HR Systems & Employee Wellbeing 200 175 87.5%
Total 1000 827 82.7%