Human Resource Planning for Health Care

The WHO defines human resource planning for health (HRH) as “the process of estimating the number of people and the types of knowledge, skills and attitudes they need to achieve predetermined health goals and, in Ultimately, health status goals. “

HR planning is a dynamic process, it involves 3 stages; inventory, forecast and design of temporary workforce. In the first stage of inventory, the recruitment and selection of key types of employees are aligned with the strategic business plan to achieve specific objectives. The second stage of forecasting is subdivided into two phases, forecasting the future needs of people (forecasting demand) and forecasting the availability of people (forecasting supply). The third and final phase involves a flexible strategy for hiring temporary employees based on a needs assessment and profitable benefits.

1. Inventory: – The principle is to identify how many people are needed at each level of the organization to achieve business objectives, in line with overall strategic plans, and what kind of knowledge, skills, abilities and other characteristics these people need. .

Optimal staffing of modern health services requires many different types of staff. These include; –

1. Clinical workers: doctors and nurses.

2. Technical personnel for diagnostic services, such as laboratory and radiology, pharmacy personnel.

3. Environmental health workers, such as health inspectors.

4. Prevention and promotion personnel, such as community health workers, administrative personnel, etc.

In a healthcare organization, the traditional quantitative approach is used to make enumerative judgments based on the subjective prediction of managers to allocate certain budgets for employee payroll expenses and to assess the potentialization needs of key employees who Respond to the organizational system and design. Resource allocations are best executed with the help of activity-based cost management, which controls the costs and labor required for a specific job / event and reduces waste.

For example: Comparative rates of healthcare activity: –

Hospitalization bed days per capita

Acute care bed days per capita

Intensive care staff ratio – staff per bed

Ratio of intensive care nurses – staff per bed

Inpatient admissions per 1,000 population

Acute care admissions per 1000 inhabitants

Medical consultation per capita.

The types of health personnel in a particular country are dictated by the types of health services provided and the level of technology available.

For example: –

Nature of the health organization: primary, secondary and tertiary.

Sector types: public, private, non-profit funded organization.

Infrastructure: size of the hospital (200 beds, 400 beds, 1000 beds).

Providers of general (multispecialty) or specific (cardiovascular, oncological) care.

2. Forecast: –

Demand forecasting: – Medical workforce planning is complex and determined by relatively mechanistic estimates of the demand for healthcare. Dr. Thomas L. Hall (1991) proposed 5 generic methods to estimate the demand for medical care, such as

1. Personnel-population ratio method: – This method calculates the ratio between the number of

Personnel vs. Population Count. However, with inadequate data available, it has serious limitations, such as that it is only applicable with acceptable health conditions, a stable health sector, and limited planning capacity.

2. The health needs method: -This method requires and translates the opinion of experts on the health needs of people to the requirements of the staff. Health needs are derived from determining disease-specific mortality and morbidity rates. Personnel requirements are evaluated from the norms for the number, type, frequency, and quality of services, and personnel standards that convert services into time requirements for a certain category of health workers to perform. services. This method initiates the need for a sophisticated data system and survey capabilities, and a high level of planning expertise that are not readily available.

3. The service demands method: this method accounts for the number and type of health services that people will use at an anticipated cost to obtain them, rather than their professionally determined need for those services. This specifically provides data on the economic regression related to the utilization of the private health sector compared to the government-funded health sector.

4. The managed care system approach: – The managed care system involves a known client population who would have reasonably good access to health services. Flexible target Sociopolitical trends and economic recession influence health reform policies.

Supply forecast: –

Forecasting the supply of human resources implies the use of information from the internal and external labor market. The calculation of the staff turnover and stability rates measures the internal HR Planning offer. The external labor market provides a detailed spectrum on supply shortages, demographic factors, and social / geographic aspects.

Internal supply: – The evaluation of the gross number of people needed for a specific job and the organization of other provisions of the human resources processes, such as training and development programs, transfer and promotion policies, retirement, career planning and others, they are of crucial importance in maintenance. constant supply of human resources in an organization.

1. Stock and Flow Model: This model tracks the employee’s path through the organization over time and attempts to predict how many employees are needed and where in the organization.

a) Waste analysis; – This analysis refers to the rate of departure of people from the organization, or represents the turnover rate.

The number of people leaving in a specific period

Waste analysis = x 100

The average number of employees in the same period

b) Stability analysis (Bowey, 1974): – This method is useful to analyze the degree of waste in terms of service time.

Total service time of the labor employed at the time of the analysis

Stability analysis = x 100

Possible total duration of service if there was no wasted labor

2. Replacement cadres: – The replacement cadre is a list of employees for promotion, selected according to the opinions and recommendations of higher-ranking people (Mello, 2005). Some replacement charts are more systematic and show an employee’s skills, abilities, competencies, and experience levels.

3. Succession planning: – An aging workforce and the emerging waves of baby boom retirement are driving the need for a new management process known as succession planning that involves analyzing and forecasting talent potentials for execute the trading strategy.

Will Powley, senior manager of consulting for the performance solutions group at GE Healthcare, says the first step in effective succession planning is a quarterly talent review that begins with an examination of the hospital or healthcare system organization chart.

In a 2008 white paper on succession planning, GE Healthcare identified some of the best healthcare practices for succession planning:

1. Identify and develop talent at all levels

2. Evaluate the talent of the best rigorously and repeatedly

3. Closely link talent management with outsourcing

4. Keep top management actively involved

5. Emphasize leadership at work and personalized employee development

6. Create systematic talent reviews and follow-up plans

7. Maintain a dialogue with potential future leaders.

External supply: – HR managers use external information, such as statistics on the organization’s labor market and external labor market, in other words, external and internal statistics.

External statistics: – Graduate profile

Unemployment rates

Skill levels

age profile

Graduate Profile: – There is substantial public sector regulation of all healthcare markets, and entry into the job market is severely restricted by professional licensing and regulations.

Unemployment rates: – There is a lack of economic principles, the role of incentives is largely ignored, and the elasticity of supply in the labor market is largely unknown and little investigated.

Skill Levels: – Higher education (specialization and superspecialization) is proportionally restricted to limited admission quotas governed by medical regulatory bodies.

Age Profile: – Hiring flowcharts provide details of employee hire, retention, return, and early retirement rates, helping to list future vacancy, shortage, and replacement need rates.

Internal statistics: – Demographic profile

Geographical distribution

Demographic profile: – Demographic changes (for example, the number of young people entering the labor force) affect the external supply of labor. The age composition of the workforce will require a review of hiring policies. The trend of increasing the proportion of women in employment has led to the progressive development of both the organization and the country.

Geographical distribution: – The attraction of labor to urban areas is influenced by the following reasons; employment opportunity, access to facilities – transportation and technology, and others.

3. Planning of temporary workforce: –

Herer and Harel (1998) classify temporary workers as: temporary employees, contract employees, consultants, leased and outsourced employees.

High social costs have initiated a work-sharing strategy that is flexible and provides more benefits, such as

1. The number and hours of temporary part-time workers can be easily adapted with low maintenance cost to meet the needs of the organization.

2. Employees possessing appropriate / specialized skills benefit functional areas within and outside the organization.

3. No responsibility for enrollment of exclusive benefits, such as job security, pension plan, insurance coverage, etc.

In today’s work environment, outsourcing can be added as a temporary worker technical planning. The outsourcing requirement is evaluated and evaluated in the cost benefit decision. Outpatient services, diagnostic or pathological testing services, laundry, catering, billing, medical transcription, and others are the most commonly promoted outsourcing services in the healthcare organization.

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