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

National HR Report

May 2019

HSE National HR Directorate Leaders in People Services

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

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


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.


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.


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


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

[email protected]

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


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


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.


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.


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.


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


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.


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


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


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.


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


• 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).


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%


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%


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%



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%


Post-registration Nurse/ Midwife Student 172 -0 -0.1% -0 -0.1% -12 -6.6%



Nursing/ Midwifery other 202 -0 -0.1% +1 +0.7% +4 +2.1%



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 (VIII & above) 501 +6 +1.2% +2 +0.4% +39 +8.5%


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%


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.


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%



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%


Post-registration Nurse/ Midwife Student 89 +0 +0.0% -4 -4.3% -42 -32.0%



Nursing/ Midwifery other 56 -0 -0.8% -4 -6.2% -2 -3.8%



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 (VIII & above) 604 +1 +0.1% +16 +2.7% +39 +6.8%


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%


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%).


• 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.


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.


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

[email protected]

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


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


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.

→ →


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.


→ → 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:


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.


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.


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


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.


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


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.


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


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.


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


• 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.


• 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:


• 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’


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.


• 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.


• 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”.


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%