This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program. هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2005 للبرنامج السوداني لإعداد القيادات الشبابية

1. Key Issues In
Human Resources For Health
Dr.Elsheikh Badr
July 2006

2. Why are HRH important?
• Health workforce absorbs 60-80% of
recurrent budget
• Health workers are vehicle and
object for change
• Health sector is a labour-intensive
industry
• Management of HRH is difficult

3. Yet! There is under-investment in
HRH:
• Underestimation of HR dep.
• Dichotomy between health planning
and HRH planning
• Health sector reform (HSR) focus on
financing/organizational structure

4. HRH domains:
• HR policy
• HR planning
• HR training
• HR management
HRD

5. HRH framework for analysis:

6. Key issues:
• HRH database
• Strategic functions
• Coordination
• Management capacity

7. HR Planning
To ensure that there is the right number of
personnel with the appropriate skills
available in the right place at the right
time.

8. HR Planning
Common problems:
• Too few trained and available personnel
• Too many trained and unemployable
personnel
• Distributional difficulties
• Inappropriate use of personnel
• Unproductive or demoralized staff

9. HR Planning
Approaches:
• Health care demands approach
• Health needs approach
• Personnel to population ratios approach
• Service targets approach

10. HR Training
• Matching between planning and training
- numbers
- curriculum
- skill mix
- new types of personnel
• Quality and accreditation
• International or local standards??

11. HR Management
• Recruitment
• Deployment
• Retention
• Performance appraisal
• Personnel administration

12. HR Management: schools of
thought
Scientific management
• F.W.Taylor in 1880s
• Plan ahead
• Count things and movements
• Allocate tasks and responsibilities
• Limit your span of control
• Review results

13. Human relations
• Chester Barnard, 1930s
• Organizations are not machines
• Cooperative communities
• People to be persuaded
• Authority comes from people not from
above
• Importance of informal groups

14. bureaucracy
• Max Weber, 1940s
• Hierarchy
• Span of control
• Rules and regulations
• Lengthy processes

15. Technology
• John Woodward, 1960s
• Technology of work decides type of
organization
• A stable environment needs a
bureaucratic organization while a fast
changing one requires a more flexible
enterprise.

16. systems
• Organizations as open systems
• Inputs, processes, outputs and outcomes
• In systems thinking everything affect
everything else, everything is part of
something bigger…. Nothing can stand
on its own…

17. Institutional
• Based on sociology and anthropology
• Each organization is a unique bit of
history….its own goals, environment, and
ways of doing things
• Culture is the fashionable word here

18. Hierarchies and job descriptions
• Hierarchical organization
• Line management
• Flatter organizations
• Cells
• Informal organization
• Job description
• Job specification