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January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR

National HR Report

January 2019

HSE National HR Directorate Leaders in People Services

January 2019 Monthly HR Report Follow us on twitter: @HSE_HR

People Strategy 2019 – 2024 (Action 1.1)

The refreshed People Strategy sets out a very challenging and ambitious agenda of change. Based on

input to date and the extensive level of consultation the HR National Leadership Team has signed off

the high level actions in the People Strategy and a detailed Action Plan is under development. The

latter includes details on dependencies, key deliverables, levels of responsibility and time frames.

Implementing the People Strategy will require collaboration across the system and it is positioned to

deliver on Slaintecare and Public Sector Reform. It will also be significant in the context of the emerging

Regional Integrated Care Organisations.

Health Service Leadership Academy Leading Care Programmes Update (Action 1.3)

2019 has started with a busy month for the Health Service Leadership Academy. We welcomed back

Leading Care II Cohort 1 for their third residential. The cohort really enjoyed meeting up again and

sharing learning and participating in the different sessions that took place during the residential. This

cohort are in the second year of their masters programme and have now completed their fifth module

and will soon be starting work on their Health Care Leadership dissertation. We held a planning day for

the Faculty on Leading Care II Cohort 2 in preparation for their second residential due to take place next

month. For Leading Care I we were joined by Cohort 3 for their second residential, which was very

positively received. Also in January we were delighted to commence the inaugural cohort of our newest

flagship Leading Care III. This programme is aimed at those who are new to management or aspiring

towards a management role within the next two years. We wish all participants every success.

Leaders in Management Programme (LIM) - (Actions 1.7, 1.11, 1.13)

The Leaders in Management Module 6 – Quality Conversations promoting Performance was facilitated

in Donegal for eighteen managers from the CHO1 area.

The Saolta and Community Health Care Organisation West Reference Group selected twenty

participants to commence the Leaders in Management programme starting in February. The application

process yielded over ninety applications for twenty places.

Module seven of the Leaders in Management Programme scheduled for the Regional Education Centre,

Ardee took place on 22nd

January. Programme participants are from CHO DNCC, CHO8 and the RCSI

Hospitals. Module seven afforded participants with the opportunity to practice listening empathetically,

asking pertinent questions, evaluating the personalities involved in conflict, and determining the

appropriate level of intervention.

Day three and four of the Leaders in Management Programme scheduled for Tayleur House, St. Ita’s

Campus, Portrane took place on 30th and 31

st January. Programme participants are from CHO DNCC,

CHO8 and the RCSI Hospitals. There are twenty five Participants attending the programme.

People Management the Legal Framework (PMLF) – (Action 1.7)

Accreditation

PRIORITY 1 LEADERSHIP & CULTURE


The Nursing and Midwifery Board of Ireland (NMBI) awarded 7 Continuing Education Units (CEUs) to

People Management Legal Frameworks Programme. This Category 1 approval is valid for two years

from 4th January 2019.

People Management the Legal Framework (2-day) Programmes took place during January in Naas and

Tullamore. 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.

Thirty six managers attended two People Management the Legal Framework programmes which were

delivered in Castlebar and Sligo.

Managers from across CHO4 and SSWHG attended the first day of the two day People Management

the Legal Framework Programme in Cork.

First Time Managers Programme (Action 1.7)

Work is ongoing in relation to up the standardisation of the First Time Managers programme. The new

standardised programme which will launch in Quarter two will be four days in duration and will

incorporate a new Quality & Patient Safety Module developed by the Quality Improvement Division. A

Diversity, Equality and Inclusion (DEI) module is also in development by the DEI unit. Participants of

the programme will engage in Action Learning Sets and will have the opportunity to shadow a manager

from a different part of the service before completing the programme.

The First Time Managers programme for Galway services commenced for nineteen managers.

Team Working

Team Development support in the form of bespoke team interventions tailored to the specific needs of

the team was provided to teams from Community Healthcare East, Tusla, Community Healthcare Dublin

South, Kildare & West Wicklow, Naas General Hospital and Midlands Louth Meath Community Health

Organisation during January.

A team development day was held in January with a team from the Saolta group. Another team

development day is due to take place in February for a service group from CHO 1.

Change Management Support continues to be provided to individuals and teams undergoing large or

small scale change. Support was provided to a number of teams from National Service; Community

Healthcare Dublin South, Kildare & West Wicklow and Midlands Louth Meath Community Health

Organisation during January.


Anti-Bullying Awareness Day 28th February – 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 either 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

and we are pleased to present our first Anti-Bullying Awareness Day on 28th February 2019. The

issue is complex and will require multi-factorial approaches, a range of measures and dedicated focus

during 2019. On the 28th February there are many events scheduled across the country including:

• Local initiatives at hospitals and community areas including :

� on-going initiatives driven by service staff/champions in promoting anti-bullying practices,

conversations at team meetings and the opportunity to complete the Dignity at Work e learning

module.

� a focal point that will facilitate the staff voice which will include feedback through a white board

to national level with solutions to #cutitout

• Local distribution of Anti-Bullying packs containing banners, flyers, posters and stickers. These

packs will offer information about the important facts and services to assist anyone experiencing or

witnessing bullying at work.

• Peoples needs Defining Change – system wide to support the implementation of change initiatives

https://www.hse.ie/eng/staff/resources/changeguide/

• Coaching and Mentoring framework

• A message from the Director General

• The reaffirmation of the 24 hour helpline to support staff – 1800 409 388

• An Anti-Bullying symposium

• Dedicated support through our HR Helpdesk email [email protected] or 1850 444 925

• Dedicated support through our HR Workplace Health & Wellbeing Unit

• Support from the National Staff Engagement Forum, which is a representative sample of all grades

employed in the organisation.

• A social media campaign supporting the theme #cutitout

• A text message communication campaign.

• Continued support from Local HR Departments

• Dedicated support available through our HR Helpdesk on 1850 444 925 or [email protected]

PRIORITY 2 STAFF ENGAGEMENT


It would also be appreciated if you would take 10 minutes to discuss the results of the survey in relation

to bullying at work with your team on the 28th, February. Staff champions from HR are available to

assist such conversations if required.

If you are interested in attending the Anti-Bullying Symposium on the 28th February, please email your

expression of interest to [email protected] before close on the 15th February, 2019 and

places will be allocated accordingly. While it will not be possible to allocate a place to everyone, our HR

colleagues from HSELand will record the event and share via social media.

HSE/Dublin City University Anti-Bullying Project

Work continues with our academic partners from the Anti-Bullying Centre, Dublin City University, to

progress the HSE/DCU Anti Bullying Project whilst a Civility in the Workplace study has commenced to

ensure findings from our organisational wide staff survey are translated to implementation outcomes

and KPI’s in the system. This is part of an on-going service improvement initiative to increase

awareness in relation to bullying and its impact on employees. It supports the maintenance of a positive

work environment and is underpinned by the Health Services People Strategy Leaders in People

Services.

User testing continues on the Empathy Survey. This survey is being developed by the Dublin City

University Anti Bullying Centre in conjunction with the National Human Resources Workplace Relations

Unit Anti Bullying Section.

Staff Engagement (Action 2.1)

Customised staff survey reports are currently being issued to Hospital Groups, CHO’s, Divisions,

individual hospitals and Section 38 agencies whose response rates were over 15% in order to allow for

accurate reporting. In follow up to the Survey findings, each Hospital Group and Community Healthcare

Organisation has been asked to organise their own Post Survey Feedback and Planning Event with a

proportional representation of staff over the next couple months. These events will allow staff to input

on what are the most pressing areas for improvement and to develop plans to address these areas.

The outcome from each workshop will inform the local improvement plans and national initiatives to be

implemented during the year. Using staff survey information to improve the working lives of all staff will

ultimately lead to better care for our patients.

In addition IPSOS will also furnish a report with analysis and recommendations for priorities for action.

This report is due in early February and will facilitate action planning at a local level.

A summary of the results is currently available at www.hse.ie/staffsurvey

Staff Survey ‘Your Opinion Counts 2018’ (Action 2.2)

The HR Staff Engagement Forum held their meeting on the 29th of January last. There was a

presentation from Andrew Magee on the organisational wide Anti Bullying Awareness Day on the 28th of

February, a presentation on the Staff Survey HR Report and the Change Guide. Discussion around

improving communications across the organisation

If you are interested in joining the HR Forum please contact Breda O’Dowd [email protected]

Copies of the National HR Division report from Staff Survey 2018 are also available from

[email protected]


The next National Staff Engagement forum meeting will take place on Tuesday 5th of March 2019.

Workplace Health and Wellbeing Unit

The Workplace Health and Wellbeing is focused on supporting staff in managing their own health and

wellbeing, to enable staff to maximise their work contributions and work life balance. This includes how

we collaborate and coordinate amongst ourselves to best fulfill the People Strategy objectives and

deliver on agreed priorities.

Occupational Health Services

Flu Vaccination

Flu vaccination clinics continue to run in January 2019 across our services. Thanks to all our staff who

have taken the flu vaccine so far. It is still available to staff who wish to avail of it. Keep an eye on your

notice boards for same.

Flu Season

The goal for vaccinations uptake for the 2018-2019 flu season has been set at 60%. A provisional

summary produced by the HSE and HSPC is showing that the overall staff take up rate is already quite

high. 21 of the 53 hospitals listed in the report record staff vaccination rates of between 40 – 59% up

until December 2018. Three hospitals have exceeded the target, with a take up rate of between 60 –

68%. The report also documents that the medical and dental category have the highest rate of

vaccination.

Preparation for Ebola Virus

Ongoing attendance of HSE ‘Repatriation Working Group’ for workers returning from areas affected by

the Ebola Virus. Updated Occupational Health Guidance for management of Viral Haemorrhagic Fever

(including Ebola) drafted. Work continues on repatriation specific guidance.

DIME project

The DIME system allows doctors to upload confidential medical information relevant to their work on

one system that can be accessed by all relevant Occupational Health Department. Over 65% all

NCHDS participate in this programme and the number is increasing

Documents in development

• Repatriation documentation for Overseas Workers exposed to the Ebola Virus - second draft due

circulation to OH services

• Medication Policy for delivery of vaccines for Healthcare Workers by Occupational Health Nurses

• A review of pre – employment health screening for health and social care staff

Software

Occupational Health Software procurement project continues in conjunction with the Office of the Chief

Information Officer (OCIO) and tender documents are near final version.

Health and Safety

New Documentation Launched


• OSH Newsletter Version 13

• Clinical Risk Waste Prompt Sheet

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

• Guideline on Safe Use of Chemicals

• HSE Health Surveillance Policy

Policies Currently with NJC

• HSE Policy and Procedure for the Management of Intoxicant Misuse

During the month the following activity was recorded:

Activity No.

Attendee

Health and Safety Helpdesk

Total Number of calls logged, representing the following: 94

Training 46

Audit & Inspection 2

Information & Advice 44

Policy 2

Total Requests Resolved 61

NHSF Training, Workshops, Seminars, Meetings etc

Course Title Number of Courses Number of

Attendees

Risk Assessment

Workshops

3 43

Occupational First Aid (incl

Refresher Programme)

3 19

Manual Handling (South

East)

13 108

Safety Rep Training 1 16

Total Number of Courses

Coordinated

7

Total Attendees 186

HSELaND E-Learning Training


Q 3 2018 (01/07/2018-30/09/2018) and Q4 2018 (01/10/2018-31/12/2018)

Total Number of National Level 1 Audits

Training Course Q3 2018 Q4 2018

Management of H&S

in Healthcare Setting

288 378

Display Screen

Equipment Assessor

Module

54 225

Display Screen

Equipment User

Module

359 1,637

Manual Handling n/a 2,906

Health, Safety &

Security

1,298 1,217

Chemical Safety 734 1,001

BOC CD Cylinder

Gases

420 642

NHSF Audit Programme

In the following locations:

Planning Pre Level 2 Workshops for Acute Services and Pre Level 1 Workshops for

CHO areas.

HSE Safety Committees Audit Programme Outline – Hospital Groups completed.

Auditors working on Level 3 Audit.

Draft updated Level 1 Audit Tool completed.

Key Projects

• Management of Work Related Aggression and Violence Training Project Group

• Management of Aggression and Violence within the HSE – Steering Group

• Consultation with HSE NHSO, HSA and Waste Contractor re: Ebola Waste

Consignments – Category A Infections Substances Affecting Humans’-

(Repatriation of Irish Citizen)

• Midlands Louth Meath CHO Mental Health Service Project Steering Group

• Occupational Health and Safety Standards for the HSE

• General Risk Working Group

• HeLm Rollout Presentation

• Chief Officer Group meeting re: Level One Audit programme

• Medical Gases Training Procurement Project


• Manual Handling Training Procurement Project with OGP – rollout phase

including pilot works

• Establishing a National Manual Handling Training Strategic Group

• Risk Assessment Workshop Review Group

• Risk Register Working Group

• Chemical Safety Training Procurement Project

• Procurement of Medical Gas E Learning Licenses

• Dashboard Project

• Providing ongoing support to the Health & Safety Officers assigned to the CHO

areas.

• Workwell Website Meeting. Three website amalgamation project continues to

progress. Agreement with digital/communications to undertake this project with

the Steering Group

The 10th January 2019 saw the launch of the Healthy Ireland Implementation Plan 2019-2022 for South

East Community Healthcare Organisation (SECH). As part of the launch, Dr. Lynda Sisson introduced

the Work Positive CI

Framework which is a completely confidential psychosocial risk management

process that helps managers identify ways to improve employee health, safety and wellbeing.

The Work Positive CI

was adapted for the HSE by the Workplace Health and Wellbeing collaborative

working group to meet the working environment and organisational needs of the HSE. Elements of

employee Health, Safety and Wellbeing have been integrated into one survey to provide Managers with

a comprehensive and actionable plan to improve employee health, safety and wellbeing.

We are encouraged that SECH has agreed and endorsed the implementation of the pilot of HSE Work

Positive CI

Framework. The SECH will be supported by the working group with regards to the pilot

implementation and a number of information sessions will be rolled out to staff and managers

commencing the 18th of February.

Employee Assistance Programmes

1. EAP feedback submitted feedback to Trauma Steering Group on the planned Trauma Network

2. Operational and strategic workforce planning is continuing within the EAP division

3. EAP and CISM information provided to services on request

4. Documentation in development

5. Digital Wellness Guidelines are currently being developed

6. Training

7. Training and guidance for managers to support staff with mental health issues is being reviewed. A

working group to develop training resources has been set up to agree on training content, methods

and materials.

Rehabilitation

• Draft Rehabilitation Policy – is being finalised

• 2 Animation pieces for training purposes have been completed


• Draft project plan for development of structured information resource and defined pathways for

medical/dental personnel underway

• Pilot Rapid Access Programme commenced Feb 2019 –Orthopaedic services in Connolly Hospital

participate in this programme for HSE staff and the programme will be reviewed in Q.3 (after 6

months), with a view to extending it across service types and areas.

Organisational Health

A referral process for this support service is in place. 15 units have been supported to date.

Workforce Planning

Workforce planning projects are based on demand, capacity, skills, standards and staffing

establishments.

• Workforce planning projects are continuing with The Children’s Hospital Planning Project in

conjunction with our Workforce Planning Unit

• At a divisional level workforce planning projects with Health and Safety, EAP, Rehabilitation, and

Occupational Health Services, organisational health are ongoing


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

Corporate Inductions were held in Galway for staff from the Saolta Hospital Group.

Clerical Administration Development Programme Review

A teleconference meeting of the Clerical Administration Development Programme working group was

held on 21st January to review the feedback from the first programmes delivered by Leadership,

Education & Talent Development Specialists in regions around the country. The new programme,

targeted at clerical administration grades three and four, have been very well received and feedback is

currently being incorporated to the new curriculum. It is anticipated that sixteen programmes will take

place around the country in 2019. The programme involves the completion and presentation of positive

service improvement initiatives by each participant, encouraging leadership and innovation across the

HSE.

Clerical Administration Development Programme (CADP)

Two Clerical Administration Development Programmes concluded in January in Donegal and Galway.

Projects and initiatives galore were in display.

Oral Presentation Skills for Conferences

Research is complete only when the results are shared with the scientific community and a conference

presentation is the traditional method for disseminating research and reporting on quality improvement

initiatives.

A joint venture between the Nursing and Midwifery Planning and Development (NMPDU) and

Leadership, Education &Talent Development delivered a one day programme on Oral Presentation

Skills for Conferences workshop for nurses and midwives to help develop oral presentation skills.

Coaching Skills for Managers

Two Coaching Skills for Managers Programmes concluded in January with day 2 of the programme

taking place in Tullamore and St. Mary’s, Phoenix Park. 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.

PRIORITY 3 LEARNING & DEVELOPMENT


In Donegal and Sligo thirty two managers attended the Coaching Skills for Managers programme.

Comments from one participant included:

Coaching

Coaching continues to be provided by five of the Leadership, Education & Talent Development team in

the West. Supervision of coaches and mentoring of coaches renewing their ACC was a focus in

January. Leadership, Education & Talent Development continue to support and enable the provision

and development of coaching services in the CHOs and Hospital Groups in the areas it serves.

A number of CHO4, CHO5 and SSWHG staff availed of 1:1 Coaching with Leadership, Education &

Talent Development coaches. Feedback has been extremely positive relating to this service, with

several coachees commenting on how the 1:1 Coaching process has facilitated the further embedding

of the skills and knowledge they have acquired on Leadership, Education & Talent Development

programmes such as People Management the Legal Framework, First Time Managers and Coaching

Skills for Managers.

A Systemic Practice session was held in Kilkenny on 21st January.

Retirement Planning

A one day Retirement Planning Seminar took place in Galway with thirty five people attending.

Dignity at Work

Five Dignity at Work sessions took place during January for various services in Community Healthcare

East and Community Healthcare Dublin South, Kildare & West Wicklow.

Customer Care Programmes were delivered for staff in Midland Regional Hospital Mullingar during

January.

Trust in Care Information Sessions were delivered during January for various services in Community

Healthcare East and Community Healthcare Dublin South, Kildare & West Wicklow.

Formal Academic Study Policy

There was a meeting held by Leadership, Education & Talent Development on 4th January with the

working group on the development of a Formal Academic Study Policy. The policy aims to provide

guidance to staff undertaking formal academic study and their managers, regarding the process of

funding application and approval, as well as the repayment and the recoupment of fees should this be

required.


HSELanD Goes from Strength to Strength in 2018

2018 has been another hugely successful year for

HSELanD.

We now have over 110,000 active users. Twelve new e-

learning programmes went live during 2018.

Twenty new programmes across a range of topics and

services are already commissioned and under development

for 2019

Three new programmes are at an exploratory stage during

January 2019.

Another substantial batch of internally developed e-learning

programmes and resources are due for review during 2019.

A broad range of Learning Resources including Video,

PowerPoint, and PDF etc. have been developed and now hosted on a range of Practice Development

Hubs.

A range of new practice development Hubs were launched and others significantly upgraded during

2018.

Two New Hubs are under development and another at the exploration stage in January 2019.

E-Learning completions have increased at a phenomenal rate over the last three years

2016 – 89,000 2017 – 215,000, 2018 – 439,000

Particular successes for HR during 2018 have been the implementation of the i-START Hub, HR live

Webinars recorded for HSELanD and the launch of the new Dignity at Work e-Learning programme.


Since going live on October 12th 2018 there have been over 6,000 completions of the Dignity at Work

programme to date

Health e Learning Management System

Following the successful launch at the first adopter site at Tallaght University Hospital, the Health

Electronic Learning Management Project (HeLM) is set for further roll-out during 2019.

In addition some of the associated Classroom Management functionality of the LMS (Learning

Management System) is due to be implemented in four Continuing Nursing and Midwifery Education

early adopter sites part of a National ONMSD / CNME implementation plan.


Develop an Integrated Multi-Disciplinary Workforce Planning Framework (Action 4.1)

The ‘People Strategy’ sets out to develop an integrated multi-disciplinary workforce planning framework

based on best practice to add value, attract and retain talent and deliver on organisational goals. The

‘‘National Strategic Framework for Health and Social Care Workforce Planning’ sets out an 18 month

action plan with a focus on initial implementation, for which work is continuing, in collaboration with the

Strategic Workforce Planning and Intelligence Unit. To support the work under the Framework

Implementation Key Action Area 3; Operationalise workforce planning in the health sector, a Workforce

Planning Survey was conducted across the services during the month of December and the report on

the findings will be published in the coming months.

The unit is currently working with colleagues in Learning, Education and Development to develop an e-

learning module on the Fundamentals of Workforce Planning, as a first step to support the development

of strategic workforce planning into the future. In addition, a further key step is the confirmation of the

inclusion of strategic workforce planning as a topic on the Strategic Human Resources module on

Leading Care III, commencing this year.

• The widespread support and interest for the Inaugural Strategic Workforce Planning Conference

taking place on 20th February 2019 has been exceptional.

The conference will provide an opportunity to discuss how both the research and planning

communities, working together, can develop and support approaches to workforce planning to

deliver a sustainable, appropriately trained future health and social care workforce to meet the health

and social care needs of the population.

Furthermore, collaborative work is ongoing with CHO’s and Hospital Groups for example, to develop the

use workforce planning data intelligence to inform workforce planning at service delivery level. This

includes the development of workforce infographics with the CHO’s as a first, to be published to CHO’s

from January on a monthly basis with ongoing review and development. We would like to thank our

Heads of HR colleagues for engaging this joint collaboration.

Current areas of focus

Aligning workforce planning governance structures appropriately with organisational structures

• In line with the People Strategy, Priority 4, and the launch of the Framework, the Integrated

Workforce Planning Unit was established in late 2017, led by an Assistant National Director.

Currently there are two WTEs in the strategic team who joined in Q1 2018.In March 2018, the

establishing unit formally merged with workforce Planning, Analytics & Informatics Unit to become

Strategic Workforce Planning & Intelligence unit.

• The HSE Cross-Divisional Workforce Planning Steering Group has been established with regular

update on the implementation of the Framework and key areas of focus.

• Meetings with colleagues in ONMSD, HSCP and NDTP have taken place with agreement on a

process for ongoing engagement to support integrated workforce planning.

• Meetings progressed at an early stage with DDG Strategy and Planning and DDG Operations to

align work of the unit with that of the new structures nationally.

PRIORITY 4 WORKFORCE PLANNING


• A New Service Development plan has been submitted as part of the Estimates process for 2019 to

commence resourcing the unit.

• The new unit has also been engaged in supporting workforce planning projects, reviewing key

workforce elements that are critical e.g. Bed Capacity Review, Mental Health Workforce Planning

Project and the National Supply and Demand Workforce Planning project for nursing (Children’s).

• In consultation proposals and plans are underway to merge workforce planning functions across

services, for example, NDTP.

Building the evidence base and data to develop workforce planning methods

• A tender is currently live with OGP (funded and managed by the DoH) to secure the services of a

third party provider for the provision of services to support operationalising workforce planning.

• Three constructive meetings with the ESRI and the DoH have taken place to explore the potential to

build upon the Hippocrates model with a workforce model to provide for a robust evidence based

workforce planning model for the health services. The ESRI is currently drafting a proposal for DoH/

HSE regarding same.

• To establish an international workforce planning network, two meetings have been held with

colleagues from DH Scotland, with an invite for a visit to Dublin, for the next engagement, along with

presentation at our forthcoming national workforce planning conference.

Building capability for workforce planning

• A survey is currently finalised and ready for issue across all local/service delivery areas, to develop a

repository of workforce planning activity across services and to assist in targeting future development

/ training programmes and a suite of guidance tools to support workforce planning in Services, HGs,

CHOs and NAS with the knowledge and skills to undertake high-quality workforce planning.

• The results of the survey will contribute to the future development of training, support and education

materials for workforce planning including via HSEland – eLearning, webinars, and Leadership

Academy; and via our own webpage, which is currently being refreshed and redesigned.

• A one-day conference on workforce planning is scheduled for 20th February 2019, at Farmleigh, with

international and national speakers expected to participate.

Enhancing communication and engagement

• A series of engagements have been ongoing on will continue in relation to communication of the

Framework with various stakeholders including: DDGs, NDTP, ONMSD, HSCP, Office of the CCO

and other key stakeholders, HG’s (Heads of HR) and CHO’s (Heads of HR), Group Directors of

Nursing, HSCP Office.

• Workforce planning networks have also been established with regular engagements with Heads of

HR in CHO’s and HG’s to support workforce planning activity.

• The unit, together with colleagues from the Department of Health, Department of Children and Youth

Affairs, and Tusla held a series of meetings and further workshops with the Department of Education

and Skills, the Higher Education Authority and Solas and other key stakeholders with the output

focused on the identification and development of a protocol for engagement between the education

and health sectors to support greater integration and workforce planning. This forum is currently

being established.

• Operationalising the Strategic Framework: Developing a robust evidence based workforce

planning model for supply and demand modeling, identifying priority pilot projects, gathering

evidence to evaluate capacity and capability for workforce planning across the service, establishing


and strengthening governance arrangements for operationalising the framework, strengthening,

building and formalizing engagement processes inter and cross sectorally;

• Supporting Workforce Transformation and Service Re-Design: Early engagement/involvement

to support collaboration on developing projects, developing and expanding workforce strategies,

partnering with services to support workforce planning and leadership;

• Strengthening Informed Decisions through Data Intelligence: Enabling through the development

of guidance, education, tools, etc for example through webinars on HSELand, planned for 2019 as

an economically efficient method of education delivery, development of workforce metrics and

reporting at national level, integrating robust evidence from multiple sources through an evidence

based model.

Gradlink Programme (Action 4.4)

Forty nine graduates from both waves of the 2018 / 2019 Gradlink programme attended their second

training day held in the F2 centre on 8th January. The graduates are placed across Corporate Services,

Community Health Organisations, Hospital groups and the National Ambulance service. The training

day, which received very positive feedback, provided graduates an opportunity to develop their

knowledge of presentation skills, teamwork, emotional intelligence and leadership. Graduates were

also provided with an overview of Coaching in the HSE and details on how they can avail of this service

through the National Coaching panel.


At the end of December 2018 Health Services employment levels (including Home Helps), stands at

117,857 WTEs. When compared with the November 2018 figure (117,380 WTEs), the change is an

increase of +477 WTEs (+0.4%).

Key findings this month

• The Year-to-Date figure is +3,560 WTEs (+3.1%) which is substantially less (478WTEs) when

compared to that of 2017 which recorded year to date growth of 4,038 WTEs.

• The overall growth this month across Acute and Community Services is reasonably comparable

+240 WTEs and +219 WTEs. All of the Seven Hospital Groups (HGs) this month are showing an

increase, with the largest increase seen in South/South West Hospital Group (+68 WTEs). Seven out

of nine Community Healthcare Organisations (CHO’s) have increased this month, with the largest

increase in CHO 8 (+47 WTEs).

• The HSE, Voluntary Hospitals and Voluntary Agencies (Non-Acute) sectors all recorded increases

from last month at +330 WTEs (+0.4%), +62 WTEs (+0.2%) and +86 WTEs (+0.5%).

Staff Category & Staff Group Changes – growth/change factors

• All staff categories recorded growth this month. Nursing staff category recorded the greatest

increase at +119 WTEs (+0.3%). In headcount terms Nursing has increased by an additional 1,042

from the start of the year, against an increase of 867 WTEs.

• Pre-registration Student Nurses decreased further as expected by -63 WTEs. The most significant

growth in the Nursing Staff Category is that of the Staff Nurse Grade group +156 WTEs, which is

largely attributable to the retention of graduating nurses and midwives. Nurse Managers/Specialist

increased by 61 WTEs. In addition to directly employed nurses, expenditure on nursing agency

continues to be a significant resource and based on November 2018 expenditure data, the derived

figure in WTEs was assessed at 1,390 WTEs. Using this figure as a proxy, a more correct WTE

figure for Nursing at end of December is 39,034 WTEs.

• Some of the other notable monthly changes in staff groups and individual grades were seen in;

Nurse Managers and Specialist +61 WTEs, Health/Care Assistants +76 WTEs, Medical Student

Scientist +14 WTEs, Physiotherapist +21 WTEs and Grade V-VII +60 WTEs.

Pay and Numbers Strategy

• Further to ongoing engagement with the Department of Health on the Pay and Numbers

Strategy, an affordability assessment of employment levels to year end, yielded an end of year

WTE limit of 116,712WTE’s for which there is ongoing separate reporting and monitoring.

The following tables and charts provide more detail on employment levels and trends, in respect of

employment data, by Staff Category, Grade Group, Sector, Division and Service Delivery Unit.

PRIORITY 5 EVIDENCE & KNOWLEDGE


Overview of monthly employment levels from January to December 2018

Date WTE Change (from

previous

month)

Acute Community Other Medical

Dental Nursing

Health &

Social Care

Management

/ Admin

General

Support

Patient &

Client Care

Dec-18 117,857 +477 +240 +219 +18 +7 +119 +100 +72 +74 +106

Nov-18 117,380 +469 +272 +183 +15 +18 +177 +59 +108 -35 +142

Oct-18 116,910 +415 +177 +187 +51 +42 +128 +144 +128 -61 +32

Sep-18 116,496 +117 -42 +149 +10 +93 -125 +64 +65 -15 +35

Aug-18 116,379 +279 +308 -8 -22 +177 -63 +21 +60 +12 +71

Jul-18 116,100 +9 +25 -27 +11 -17 -36 -32 +67 -35 +62

Jun-18 116,091 +150 +132 +30 -11 -26 -66 +14 +28 +56 +145

May-18 115,941 +196 +100 +96 -0 -8 +31 +0 -5 +7 +170

Apr-18 115,745 +380 +148 +221 +11 -5 +72 +56 +89 -3 +171

Mar-18 115,365 +490 +313 +137 +39 +65 +143 +80 +89 +25 +89

Feb-18 114,875 +492 +346 +143 +3 +55 +316 +16 +34 -5 +75

Jan-18 114,383 +87 +240 -148 -5 -57 +171 +24 +55 -19 -87

2018 YTD +3,560 +2,259 +1,183 +119 +346 +867 +546 +789 +1 +1,011

Acute v Community Services - December 2009 to December 2018

By Staff Group: December 2018

Staff Category /Group WTE Dec

2018

change

since Dec

2017

% change

since Dec

2017

change

since Nov

2018

% change

since Nov

2018

Total Health Service 117,857 +3,560 +3.1% +477 +0.4%

Medical/ Dental 10,467 +346 +3.4% +7 +0.1%

Consultants 3,096 +125 +4.2% -2 -0.1%

NCHDs 6,552 +221 +3.5% +3 +0.0%

Medical (other) & Dental 820 -0 -0.0% +6 +0.7%

Nursing 37,644 +867 +2.4% +119 +0.3%

Nurse Manager 7,799 +366 +4.9% +42 +0.5%

Nurse Specialist 1,860 +154 +9.0% +19 +1.0%

Staff Nurse 25,595 +279 +1.1% +156 +0.6%

Public Health Nurse 1,541 +26 +1.7% -13 -0.8%

Nursing Student 533 +33 +6.5% -86 -13.9%

Nursing (other) 317 +9 +3.0% +0 +0.1%

Health & Social Care 16,496 +546 +3.4% +100 +0.6%Therapists (OT, Physio, SLT) 4,546 +105 +2.4% +31 +0.7%

Health Professionals (other) 11,950 +441 +3.8% +69 +0.6%

Management/ Admin 18,504 +789 +4.5% +72 +0.4%Management (VIII+) 1,747 +137 +8.5% +11 +0.7%

Clerical & Supervisory (III to VII) 16,757 +653 +4.1% +60 +0.4%

General Support 9,454 +1 +0.0% +74 +0.8%

Patient & Client Care 25,292 +1,011 +4.2% +106 +0.4%

Ambulance 1,782 +37 +2.1% +1 +0.1%

Care 19,958 +924 +4.9% +104 +0.5%

Home Help 3,552 +50 +1.4% +0 +0.0%


By Administration: December 2018

HSE /Section 38 WTE Dec

2018

change

since Dec

2017

% change

since Dec

2017

change

since Nov

2018

% change

since Nov

2018

Total Health Service 117,857 +3,560 +3.1% +477 +0.4%Health Service Executive 76,372 +2,262 +3.1% +330 +0.4%

Voluntary Hospitals 25,228 +799 +3.3% +62 +0.2%

Voluntary Agencies (Non-Acute) 16,258 +499 +3.2% +86 +0.5%

By Division: December 2018

Cae Group WTE Dec

2018

change

since Dec

2017

% change

since Dec

2017

change

since Nov

2018

% change

since Nov

2018

Total Health Service 117,857 +3,560 +3.1% +477 +0.4%Ambulance Services 1,887 +44 +2.4% +1 +0.0%

Acute Hospital Services 58,474 +2,214 +3.9% +240 +0.4%

Acute Services 60,361 +2,259 +3.9% +240 +0.4%

Primary Care 11,353 +427 +3.9% +37 +0.3%

Mental Health 9,898 +107 +1.1% +41 +0.4%

Disabilities 18,260 +447 +2.5% +79 +0.4%

Older People 13,393 +201 +1.5% +62 +0.5%

Community Services 52,903 +1,183 +2.3% +219 +0.4%

Health & Wellbeing 576 -5 -0.9% +2 +0.4%

Corporate* 2,453 +50 +2.1% +3 +0.1%

Health Business Services 1,563 +74 +5.0% +13 +0.9%

By Service Delivery area: December 2018

Service Area WTE Dec

2018

change

since Dec

2017

% change

since Dec

2017

change

since Nov

2018

% change

since Nov

2018

Total Health Service 117,857 +3,560 +3.1% +477 +0.4%Ambulance 1,887 +44 +2.4% +1 +0.0%

Children's Hospital Group 3,382 +277 +8.9% +50 +1.5%

Dublin Midlands Hospital Group 10,424 +123 +1.2% +12 +0.1%

Ireland East Hospital Group 11,773 +391 +3.4% +13 +0.1%

RCSI Hospitals Group 9,205 +428 +4.9% +35 +0.4%

Saolta University Hospital Care 9,062 +389 +4.5% +28 +0.3%

South/South West Hospital Group 10,386 +407 +4.1% +68 +0.7%

University of Limerick Hospital Group 4,155 +180 +4.5% +31 +0.8%

other Acute Services 88 +19 +28.1% +1 +1.0%

Acute Services 60,361 +2,259 +3.9% +240 +0.4%

CHO 1 5,524 +68 +1.2% +25 +0.5%

CHO 2 5,575 +184 +3.4% +37 +0.7%

CHO 3 4,310 +141 +3.4% -1 +0.0%

CHO 4 8,138 +155 +1.9% +30 +0.4%

CHO 5 5,231 +151 +3.0% +2 +0.0%

CHO 6 3,808 +36 +1.0% -8 -0.2%

CHO 7 6,557 +151 +2.4% +36 +0.6%

CHO 8 6,128 +36 +0.6% +47 +0.8%

CHO 9 6,634 +196 +3.0% +46 +0.7%

PCRS 406 +14 +3.4% +7 +1.8%

other Community Services 593 +52 +9.6% -1 -0.2%

Community Services 52,903 +1,183 +2.3% +219 +0.4%

Health & Wellbeing 576 -5 -0.9% +2 +0.4%

Corporate* 2,453 +50 +2.1% +3 +0.1%

Health Business Services 1,563 +74 +5.0% +13 +0.9% *Following their move from Health and Wellbeing, Environmental Health Services & National Screening Services are reported under

Corporate.


Absence Data – November 2018

Latest monthly figures (November 2018)

• The November rate at 4.5% is lower than the October rate (5.0%). Previous November rates were 5.4%

(2008), 5.5% (2009), 4.6% (2010), 5.0% (2011), 4.7% (2012), 4.6% (2013), 4.1% (2014), 4.3% (2015)

and 4.7% (2016), 4.5% (2017).

• November 2018 absence rate stands at 4.5%, exhibiting the same trend to 2017 but slightly higher in

2016.

Service Medical /Dental

Nursing Health &

Social Care Management

Admin General Support

Patient & Client Care

Overall Certified

Acute Services 1.0% 4.8% 3.2% 4.4% 6.1% 6.2% 4.3% 86.2%

Mental Health 1.8% 5.2% 3.0% 4.1% 6.6% 5.2% 4.6% 88.6%

Primary Care 2.8% 5.6% 4.1% 5.1% 4.6% 6.0% 4.7% 91.0%

Social Care 0.9% 5.3% 4.0% 3.1% 5.6% 5.5% 5.0% 89.9%

Community Services

2.2% 5.3% 3.9% 4.5% 5.7% 5.5% 4.9% 90.0%

Health & Wellbeing

3.7% 3.0% 3.2% 5.4% 2.0% 3.6% 4.5% 91.5%

Corporate & HBS 0.2% 3.6% 4.5% 4.4% 0.9% 1.3% 4.2% 89.9%

Overall 1.2% 5.0% 3.6% 4.4% 5.8% 5.7% 4.5%

Certified 85.9% 86.4% 88.7% 89.1% 90.7% 88.6% 88.1% 88.1%


Annual Rate for 2017 and Trend Analysis from 2008

• The 2017 full year rate is 4.4% which is down from 4.5% in 2016. 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.

• Absence rates have been collected centrally since 2008 and in overall terms, there has been a

general downward trend seen over that time. The 2017 absence rate across the Health Services

was 4.4%, an improvement on the 2016 full year rate of 4.5%. Care should be taken in the

comparison of these figures 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 April 2018 was 3.83%, while the 2017 annual rate was 4.13%, up from

4.05% the previous year. 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.

• Annual rates are as follows:

Key Developments Planned for 2019

There are a number of key developments planned for 2019 that will further assist in the development

of strategic workforce planning through the arm of workforce intelligence and employment reporting.

The first of these changes, planned for the January reporting cycle is the redesign of the Health

Service Employment Reports. The first is a change to the overarching list of Staff Categories, with

no change to the grade level and grade group level data visibility. In collaboration with colleagues in

Finance, these changes are designed to give greater visibility and detail in addition to better

alignment between Pay and Staffing, which in turn will more easily and readily integrate with the

approach to pay and staffing (i.e WTE Limits) for 2019. Consultation on the changes has included

that with NDTP, ONMSD, HSCPO, and also submission through NPOG. In summary the key

changes proposed are reflected as follows:


• NCHD’s becomes two groups (Registrars, SHO and Interns);

• The configuration of Nursing is unchanged, however the titles have been updated to reflect Midwifery

as a separate profession;

• Therapists (previously three groups OT, Physio, SLT) becomes Therapy Professions (in line with the

Bacon Report) to now include Dietician, OT, Orthoptists, Physiotherapist, Podiatrist and

Chiropodist, and SLT;

• Health Professions (Other) is reconfigured into 5 groups as follows:

� Health Science & Diagnostics (Audiology, Biochemists, Clinical Engineering, Clinical Measurement,

Dosimetrists, Medical Laboratory, Physicists, Radiation Therapists & Radiographers)

� Psychologists

� Social Care

� Social Workers

� H&SC, Other (Environmental Health Officers, Counsellor Therapists, Phlebotomists, HSCP

Trainees/Students, Dental Hygienists, Play Therapists/ Specialists, Perfusionists, Other Health &

Social Care).

• Management and Administrative moves from 2 to 3 staff groups – Management (VIII and above),

Administrative and Supervisory (V-VII), Clerical (III&IV)

• General Support includes two groups – Support, and Maintenance & Technical;

• Finally Patient and Client Care will also include an additional group: HealthCare Assistants and Care

Other.

A second change relates to the naming convention for the Children’s Hospital Group, as discussed and

agreed by AHD and the CHG. This will change to Children’s Health Ireland, reflecting the legislative

change, along with naming changes as follows: CHI at Crumlin, CHI at Tallaght, CHI at Temple Street,

CHI Corporate and CHI Programme. CHI at Connolly will also be established going forward.

Finally the webpage that currently hosts the employment reports, will be refreshed and updated in mid-

February, whereby the information on the webpage will be expanded to include not only the links to the

employment reports, but with much wider links to workforce planning resources and supports including

for example national and international reports, policies and research alongside links to useful websites.


Performance Management / Achievement

During January four teams attended sessions to support the implementation of Team Based

Performance Management.

Excellence Through People Certification 2019

The Excellence Through People (ETP) Steering Group are currently preparing for an Audit in March

2019. National HR will be assessed under the following areas:

1. Business planning and continuous improvement

2. Communication and Collaboration

3. Leadership and People Management

4. Learning and Development

5. Human resource systems and employee wellbeing

The ETP Working Group were successfully assessed throughout 2015 to 2018. A number of divisions

will participate in this Audit including Work Well, Health & Safety, Leadership, Education and

Development.

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 National Human

Resources Division, Workplace Relations Unit, Investigation Support Section to each Investigation

Commissioner only, details below:

These should be submitted by completing the relevant forms available on the attached link:-

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]

HSE Gradlink Programme

The National Human Resources Coaching Service presented to approx 50 graduates on the above

programme. Attendees on the day received information in relation to coaching in HSE, how to avail of

same and the benefits of coaching to employees within the HSE. Feedback from the day was very

positive from all attendees.

PRIORITY 6 PERFORMANCE


National Human Resources Coach Training Accreditation

As previously reported, the HSE National Human Resources Coach Training Programme has been

formally accredited by the International Coach Federation (ICF) as an accredited coach training body.

This is the first, in the public sector, for such a programme to be accredited and is an achievement for

the National Human Resources team.

The launch of the HSE National Human Resources Accredited Coach Training Programme is a

significant development for our Health Service and further supports the Health Services People Strategy

and our National Human Resources Coaching Service.

Shortlisting of applications has now been completed and grouping of cohorts are currently being

arranged. Applicants will be advised during February 2019.

We would like to acknowledge the level of interest and support received in relation to this development

that will promote and support the delivery of coaching across the services.

If you require any further information please contact National Human Resources, Workplace Relations

Unit, Training and Accreditation Section via email to [email protected] or Phone 046-9251790

(Option 5)

Intranet Information Resource

http://hsenet.hse.ie/Intranet/Human_Resources/Workplace_Relations_Unit/


Performance Management / Achievement

Partnering - LETD

Service Level Agreements were agreed with HR directors in CHO 1, 2 and 3. The Saolta group SLA

was shared too. Leadership, Education & Talent Development continue to work with HBS services

locally offering places on courses within the catchment area of their location. Work is ongoing with the

National Programme for Health Service Improvement office to offer support in delivering a Train the

Trainer for CHO PMO offices. A Training Specification document has been agreed and workshops are

planned in Quarter 1 and 2 in Tullamore, Naas and Limerick.

The Leadership, Education& Talent Development team in the South are working with DEI to support the

LGBTI+ network. They are supporting Social Care Implementation nationally working with HR Heads,

Cork Kerry Community Healthcare, South East Community Healthcare and South/ South West Hospital

Group and partnering on CPD initiative with Cork Kerry Community Health Care, Primary Care and

UCC Glucksman.

Employee Relations Update

INMO Dispute

Following industrial action undertaken by the INMO the Labour Court issued a recommendation which if

accepted will address many of the recruitment & retention issues.

Separately discussions are ongoing with the Psychiatric Nurses Association with a Labour Court

hearing scheduled for Friday 15th February.

PNA/NASRA

NASRA members in the Ambulance Services engaged in a full work stoppage on January 22nd

in

pursuance of their continued claim to be recognised by the HSE for negotiating purposes. Emergency

Services were provided by NASRA on the day, there were no reports of adverse incidents.

PNA/NASRA has now indicated their intention to engage in a further day of industrial action as follows,

Friday February 15th, Thursday February 28

th and Friday March 1

st.

Engagement with the legal representatives for NASRA is being conducted by the HSE legal team,

centering on the provision of emergency services. It is anticipated that if this particular action proceeds

to 2 consecutive days at the end of the month, this will pose a particular challenge as one of the

features of the initial action was that a number of members of SIPTU ambulance service rang in sick on

the day, rather than being seen to pass the picket line.

National Radiography Review

A Joint HSE, Department of Health and SIPTU group continue to review the impact of LCR 20232 on

radiography services. After completing a survey of Radiography Services Managers and site visits to

radiography departments across the country, the group is now in the phase of finalising its report.

PRIORITY 7 PARTNERING


Not surprisingly pay has arisen as a major concern to the staff side, in particular its effects on

recruitment and retention. As the Public Sector Pay Commission is the Body tasked with reviewing

recruitment & retention matters all pay issues will need to be referred to them.

The Group has also been looking at maximising rosters to match capacity needs. This involves

preparing workforce plans for extended day 7 days a week and 24/7 cover for discussion. Plans have

been developed to submit a business case to the Department of Health on the introduction of advanced

practice on a Pilot basis.

This pilot is proposing that radiographers would report on ultrasound scans a task currently requiring

Consultant input. In addition the proposal is looking at radiographers performing PICT Line insertions.

It is believed that both of these proposals will reduce patient waiting times and create capacity for

Consultants and NCHDs to focus on more complex cases.

Primary Eye Care Service

A phased implementation of the Primary Care Eye Services Review Group Report is progressing in

CHO 6, 7 and 9 with the appointment of Medical Ophthalmological Physicians. These appointments will

create the clinical governance structure required to enable primary eye care teams to operate in the

community setting.

These teams will consist of Community Ophthalmic Physicians, Orthoptists, Optometrists, Nurses and

Technicians. When these teams are fully functioning it is believed that only major medical and surgical

cases will need to be seen in a hospital setting. This will greatly alleviate the numbers attending out

patients in hospitals and will bring eye care closer to patients in their own communities.

As part of the Report’s recommendations an independent led review is being conducted of the grade

and structure associated with Community Ophthalmic Physicians. This examination may lead to a

recalibration of the COP grade to make it commensurate with the new role that COPs will be playing in

the emerging community based eye care teams.

Public Service Superannuation (Age of Retirement) Act 2018 - Increase in compulsory retirement

age for pre 2004 public servants

HSE HR Circular 29/2018 sets out the current position in relation to the Public Service Superannuation

(Age of Retirement) Act 2018. The Act provides for an increase in the compulsory retirement age of

most pre-2004 public servants from age 65 to 70. It was signed into law by the President on 26

December and relevant public servants who reach age 65 on or after the 26 December 2018 will benefit

from the provisions of this legislation. The new compulsory retirement age means that any relevant

public servant who has not already reached his / her compulsory retirement age before that date will

have a new compulsory retirement age of 70 and will have the choice to work beyond the age of 65 to

age 70 if they so choose.

Section 4 of the Public Service Superannuation (Age of Retirement) Act 2018 provides that service

between the age of 65 and the new compulsory retirement age of 70, for relevant public servants, will

continue to accrue retirement benefits, subject to a maximum 40 years' service.

A copy of the Circular and related documents are available from this link:

https://www.hse.ie/eng/staff/resources/hr-circulars/hr-circular-029-2018-re-public-service-

superannuation-age-of-retirement-bill-2018-increase-in-compulsory-retirement-age.html


Public servants who reached age 65 before 26 December 2018 are not covered by the provisions under

this new Act but may be eligible for retention under the interim arrangements. HSE HR Circular 6/2018

provides for the implementation of the Interim Arrangements in the health sector and the relevant

documents are available from the HSE website at this link:

https://www.hse.ie/eng/staff/resources/hr-circulars/hr-circular-006-2018-re-retirement-age-and-csp.html

Under the terms of the Public Service Superannuation (Age of Retirement) Act 2018, the Minister for

Public Expenditure and Reform is required to prepare a report on the cohort of public servants who

retired at 65 between 5 December 2017 - 25 December 2018. This is the period in between the

Government Decision to increase the compulsory retirement age to 70 (5 December 17) and the

enactment of the legislation which effected the change (26 Dec 18). Section 3A(6) of Act provides as

follows:

“The Minister shall, within three months of the passing of this Act, prepare and lay before the Oireachtas

a report on the public servants who were forced to retire between 6 December 2017 and the

commencement of this Act due to reaching the age of 65 years and on potential remedies to assist this

cohort of worker.”

The report is due to be laid before the Oireachtas by 26 March 2019. Work is currently underway to

provide information on behalf of the health sector.


Future Recruitment Model for the 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 & Slainte Care implementation and also take cognisance of the change in

candidate’s expectation in an improving global economy.

Issues Arising

Since the lifting of the Recruitment moratorium 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.

• 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.

HUMAN RESOURCE PROFESSIONAL SERVICES


• 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 HR the 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:

• 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.


Update on National Geoaligned Recruitment Model is as follows:

• A working group was established and Terms of Reference agreed,

• The group speak/meet forthrightly and are undertaking several pieces of work to offer rationale for

the model of choice,

• The model will offer an efficient process with end to end recruitment at each RICO site,

• Initial recruitment for nurses, midwives and AHPs,

• An interim report is expected in April for presentation to the SLT, and

• Decision to proceed to implementation based upon decision of SLT and allocation of resources.

People’s Needs Defining Change - Health Services Change Guide

www.hse.ie/changeguide

Organisational Policy Framework on Change: People’s Needs Defining Change - Health Services

Change Guide is the policy framework and agreed approach to change signed off by HSE Leadership

and the Joint Information and Consultation Forum (JICF) representing the Trade Unions. It presents the

overarching Change Framework that connects and enables a whole system approach to delivering

change across the system and is a key foundation for delivering the people and culture change required

to implement Sláintecare, Public Sector Reform, HSE Service Plan 2019 and the People Strategy 2019

– 2024.

Work is on-going in line with the following key areas:

1. Increasing awareness through a networked approach that targets teams across the system

• Change Guide Booklet is currently being distributed throughout the country – this booklet

provides a summary of the Guide. It is also provides assistance with navigating the various

sections and templates in the more detailed document.

• Heads of HR throughout the system kindly agreed to assist with distribution – please contact

your local HR office for copies of the booklet.

• LETD colleagues in the Education Centres throughout the country also kindly agreed to

support distribution and communication of Change Guide materials and are also a key point of

contact for staff at local level.

2. Working at strategic level to develop increased connectivity to link existing initiatives

• Positioning the Change Guide in the context of organisational policy with a particular focus on

people and culture change reflected in the 2019 Service Plan.

• Proposal outlined to lever 'improving change capacity' through collaborative work with the

Strategic Transformation Office in the context of implementation of Slaintecare.

• Explored opportunities to align the Change Guide in the context of ongoing work with the

National Quality Improvement Team re ‘Sustainability’.


• Improving Change Capacity through prioritising the focus on people and culture change outlined

in the Change Guide complementing Programmatic and Project Management Approaches –

work to be progressed further with the HSE Strategic Transformation Office (Programme for

Health Service Improvement).

• Opportunity to integrate Change Framework as part of awards processes – support provided to

Midlands Louth Meath (CHO8) in this regard.

3. Targeted capacity building through learning and skills development

• Preliminary discussions with colleagues on need to develop change practitioner skills based on

the Change Guide – request made to colleagues to share data on programmes delivered to

date or other contacts in the system. Please contact us with any thought on this: email

[email protected]

• Continued engagement with LETD colleagues to integrate the Change Guide into the

Leadership Academy offering and other relevant programmes as the agreed organisation policy

on change.

4. Developing change resources through use of digital and online platforms

• Follow up with National Communication’s Team to progress digital offering – initial work scoped

out – to progress work plan for 2019.

• Opportunities to align with focus on Digital HR as part of refreshed People Strategy i.e. enabling

improved digital skills.

• Administration of the Change Hub – Elaine Birkett is taking up this role working with colleagues

in HSELanD and Elaine would be very pleased to assist people – she can be contacted at:

[email protected]

• Case Study template available by contacting [email protected]

5. Targeted practice support through local development networks / hubs

• Discussions underway with Service Improvement Colleagues / Service Reform Project Team

members on the need for enhanced support on change management with a particular focus on

the people and cultural aspects of change. Colleagues noted their current focus is on project /

programme management approaches and they outlined a need for a more holistic approach

that addresses people aspects of change management in their work.

• Collaborative working with development colleagues in Midlands Louth Meath CHO8 being

progressed following early exploratory work. Initial data gathered and scoping of actions to

progress a more integrated approach.

External recognition for National HR - CIPD Awards Shortlisting

We are delighted to announce that 5 Projects from our People Strategy have been shortlisted in the

CIPD Awards: HSELanD, NDTP, Workplace Health & Wellbeing, Organisational Development - Peoples

Needs Defining Change. Also heartiest congratulations to Colette Mc Elgunn, who has been shortlisted

in the category of Rising Star. Wishing you all the best of luck and thank you for your interest,

professionalism and enthusiasm implementing our People Strategy.

Acknowledgement

It was with great sadness that in December 2018 the National Health and Safety Function lost Ms. Mary

Kelly, National Health and Safety Manager (Audit and Inspection Team), after a short illness. Mary was

on the Management Team of the National Health and Safety Function, leading the Audit and Inspection

Team, since its inception in 2015 and prior to that was the well respected and popular manager of the


Health and Safety Team for the former HSE South East area. Mary will be greatly missed both

professionally and personally and our thoughts and prayers are with her family, friends and colleagues.

She was a most valued and respected HR colleague. May Mary Rest In Peace.

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 7th March, 2019.

Rosarii Mannion

National Director Human Resources