WHO | Improving HRM capacity

1 HR AND NEW APPROACHESTO PUBLIC SECTOR management : Improving HRM CAPACITYDr Stephen BachWorkshop on Global Health Workforce StrategyAnnecy, France, 9-12 December 2000 World Health OrganizationDepartment of Organization of Health Services DeliveryGenevaSwitzerland2001 2 2r 2y D2 PHHI 2 2 2 2 2 2 2 2 2 2r 2y @ ryAD2 2 2 2 2 2 !2 2y "2 2 2 !D # D2 2 !2 # D2 D2 2 2 D2 2 2 2# D2 2 2 2 2 2 2 2 2 $ 2# 2 2 "HR and new approaches to publicsector management : Improving HRM capacityDr Stephen BachSenior Lecturer, The management Centre,King s College, University of LondonDr Stephen Bach is Senior Lecturer, The management Centre King s College, Uni-versity of London (Franklin-Wilkins Building, 150 Stamford Street, London SE1 9 NNTel: +44 (0)20 7848 4090; e-mail: His research interestsinclude human resource management and the reform of employment practices inthe public sector. His most recent books include Personnel management : a com-prehensive guide to theory and practice, 3rd edition, Oxford: Blackwell, 2000 (jointlyedited with K.))

2 Sisson) and Public service employment relations in Europe: transfor-mation, modernisation or inertia, London: Routledge, 1999 (jointly edited with , G. Della Rocca and ). He has acted as a consultant to theInternational Labour Office, the World Health Organisation and the British govern-ment s Department for International .. 1 Health Care Reform, human Resources and the New Public management .. 2 human Resources: From Neglect to Valued Asset? .. 3 The contribution of human resources .. 3 Models of HR practice .. 4 Developing a Strategic Approach for the Health Sector .. 5 Ownership .. 5 External fit .. 8 Internal fit .. 9 The Specialist HR Function .. 12 The contribution of the HR function .. 12 Role of line managers .. 12 Delivering specialist services .. 13 Conclusion .. 14 References ..15 Appendix 1:The content of health care reform: implications for HR .. 22 Appendix 2:The process of health care reform: implications for HR.

3 23 Appendix 3:Linking HR and business strategy: the HRM model .. 24 Appendix 4:A typology of nursing-home work and care organisation for nurse aides .. 25 Appendix 5:Hospital mission in France: A charter for hospital patients .. 26 Appendix 6:Approaches to merging strategic and HR planning .. 27 Appendix 7:The UK NHS plan core principles .. 28 Appendix 8:Approaches to developing competencies: advantages ..and disadvantages .. 29 Appendix 9:Disenchantment with health sector rewards and employmentconditions in the Caribbean .. 30 Appendix 10: Myths that keep HR from being a profession .. 31 Appendix 11: Definition of HR roles and key competences to fulfil these roles .. 32 Appendix 12: Pros and cons of devolving HR to line managers .. 33 Appendix 13: Hard and soft measures of HR effectiveness .. 34 Appendix 14 Strategic HR Audit: Questionnaire .. 35 Summary and Key Findings 2 D2 2 2 2 2r 2y D2 2 2 2r 2 2 2 2 2 2 2 D2 2 2 2 2 2r 2 2 2 2 D2 2 2 2 2 2 2 Building HR capacity for health reform s 2 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 !

4 R 2 2 2 2 " 2 2 E 2 2 2 2 2 2 2 2 D2 2 2 D2 2 $ 2 2 2 2 2 2 2 $ 2 2 2r 2 2 2 2 2 2 2 2 $ 2 2 2 2 2 2 2%2 2 2 D2 2 " 2 2 D2 2 2 2 2 2 2 " 2 2 2 2 2 2 2 r 2 2 2 2 $2 2 " 2 2 2 2 $ 2 2 D2 2r 2 2 2 2 2 2 2 h 2 2 2r 2 2 " 2 2 2 D2 2 2 2 E 2 2 2 2 2 2 2 2 2 D2 2 2 2 2 D2 2 2 E 2 2 2 2 2 2 E 2 D2 $2 2 2" 2 2 The HR function h 2r 2 2 " 2 2 2 2 2 2 2 2 2r 2 2 2 G 2 2 2 2 s 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2r 2 2i 2 2 2 2 ) 2 2 E 2r 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 2r 2 E 2 2r 2 2 2 2 2 2 2 2 2 2 $2%2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 Gaps in the knowledge base s 2 2 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 G 2 2 D2 2 2 2 E 2 2 2r 2 2 2 2 2 2 " 2 2 2 2 2 2 2 2 2 2 2s 2 2 2 2$ 2 2r 2 22E G D2 D2 2 2 2 2 2 2 2 2 E 2 2 2 2w 2 2 2 2 2 2 2 2 2 2 2 2 2 2 ! 2e 2 2 2 2 2 2 D2 2 D2 2 c 2 2 2 2 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 D2 2 2 2 $ 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2r w2 2 2 2 2 2 2 2 2 2 2 2 - 2 c2 2 2 2 2 2 $ 2 D2 2 D2 2 2 2 c2r 2 2 2 2 E $ 2 2 2 2 2 2 2 2 2 c 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 $ 2 2 2 2r 2 2 2 2 2 2%2 2 2 2$ 2 E 2 " c2r 2 2 2 2 c2 2 2 2 2 2 2 2 2 2 2 2r 2 cLinks to other papers 2 2 2 2 2 2 2 $ 2 2 2 2 2 2 2 2 X 2 2 2f 2r 2 2 2 2 E 2 2 E G 2 D2 2 2 2 2 2 2h 2 2 2 2 2 2 2 2r 2 2 2 2 2 2i 2r 2 2 2 2 2 2 " 2 2 2e2" 2 2 2 2 2 2" 2 2$ " 2 %2 2 2" 2 & 2 2 2 2 2 2 2 2 2 i 2 2i" 2 2 2 2 2 2r 2 2 2 E 2 2 2 "2 2 2 & 2 2 2 " 2 2 " 2 " 2 2 2 2 2 2 2" 2 2r 2 2 2 E 2 & " HR and new approaches to public sector management1 Workshop on Global Health Workforce StrategyIntroduction 1e 2 2 2 2 $ 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 IWWH 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2s 2 2yigh2 2 2 2 $ 2 2 2f 2 2 2 2 2 2 2 2 2 2 2 2 2 2

5 2s 2i 2i 2 2g E 2e 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2@IEPA 22s 2 2 2 2 2 2 2 2 2 $ 2 2 2 2 2 2 2 ) 2 D2 2 2 2 2rs Gesh 2 2 2 2 2 2 2 2 2 2 2e 2 2h 2q 2 2 ry2 D2 2 2 2 2 2 2 2 2 2 2 2 8 2 2 2 2 2 2 2 2 2 2 !2@QA 2s 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2@RA 2 2 2 2 2 2 2r 2 2 2 2 Y2 2 ) 2 2 E 2 2 2 2 D2 2 2 2 2 2 2 2 E 2 2 2 2 E 2@SETA 2i 2 2 2 2 2 2 2 2 2 2 2 2 2 2 $2 2 $ 2@ 2 2 2 A2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2@UA 2 2r 2 2 2 2 2 2 2 2 2 $ 2 2 2 2 2 D2 2 2 2 2f $2 2 2 2 2 2 2 D2 2 2 2@VA 2 2 2 2 2 2 2 2 2 2 2 2 IWWH 2 2 2 2 r 2 2s 2 2 2 2 2 2 2 2" 2 2 2 2 2 $ 2 2 $ D2 2 2 2 2 2 2 2 2 2e 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2@WEIIA 2 2 2 2 2 2 $ 2 2 2 2 2 2 2 2 E" 2 2 2 2 2e 2 2 2 D2 D2 2 2 2 2 $ " 2 2 2 2 2 2 2 2 2r 2 2w D2 2 2 2 $ 2 2 2 2 2 2 2 2 2 2 !2 E 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2@IPA 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2r 2 2 $ 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 D 2 2 2 2 2 D2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2r 2 D2 2 2 2 2 2 2r 2 2 2 2 2 D2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2s 2 2 2@ 2 D2 D2 A2 2 2 2 2 2 2 2 2 1 s2 2 2 2 2t 2f 2@ ryA2 2h 2 2@ 2 2 A2 2 2 2 2 2 2 2 2 Workshop on Global Health Workforce Strategy2 Health Care Reform, human Resources and the New Public Managements 2 2 2 2 2 2 2 $ 2 2 2 2 $ 2 2 2 2 2 2e2 ry2 2 2 2IV2 !

6 2r 2 2 2 2 2 ! 2 2 2 2 2 2 2 2 2 2r 2 2@IQA 2p 2 E D2 2 2 2 2e 2 2g 2 2 2 2 2 2 2 2 2 2 2 2r 2 " 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 D2 2 2 2 2 2@IRA 2e 2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 2 2 2 !2 2 2 2 2x 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 E 2 2 2 2 2 2@ISA 2s 2 2 2 2 2 2 2 2 2 2f 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 2 2x D2 2 2 2 2 " 2 E 2 2 2 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2@ITA2 2 2 2 2 2 2 2 2 2 2 2@IUA 2s 2i D2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2@IVA h 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2@IWEPIA2e 2 2 2 2 D2 2 2 E 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2s 2 2 2 2 2 2 2 2 2 2 2 2 2 2 X2 2 2 2 2 D2 D2 2 2 2 2 2 2 2 D2 2 2 2 D2 2 2 2@ 2 2IA s 2 2 2 2 2 2 2 2 2 2$ D2 2 " 2 2 2 2 E 2 2 2 2 2 2 2 2e 2P2 2 2 2 2 2 2 2 E !D2 E !2@PPA2 2 2 2 2e 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 ) 2 2 2 2 2 2 2 2 2 2 2 2P2 2 2 2 2 2 2 2 e 2 2 2 2 2 2 2 2 " 2 2 2 2 2 2 E 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 E 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 E 2 2 !

7 2 2 2 2 2w 2 2r 2 2 2 2 2 2 2 2 $ 2 2 2s 2 2 2 2 2 2 2 2 2 2 E 2 2 2 2 2 2 2e 2 2 2 2 2 2 2 2 2 2 2 2 2 2@ 2 2 2 A2 2 2 2 2 E 2 2 2 2s 2 D2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 Y2 2 2 2 2 2 2 2 2 2 2 HR and new approaches to public sector management3 human Resources: From Neglect to Valued Asset? 2 $2 2 2 2 2 2 2 2 2 2 2 2 2 2p 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 - 2@PQA 2s 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 p D2 2 2 2 2 2 2 2 2 ) 2 2 2 2 2 2 2 2 2 E 2 D2 2 2 - 2 2 2 2 2 $ D 2 2 2 E 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 $ 2s 2 2yigh2 2 2 2 2 2 2 E 2 2 2 2 2 2 2 2 2 2 2 ) 2 2 2 2 2 2 2 ) 2f 2 2 2 2e 2 2 2 2 2 2i D2 2 2 2 2 2 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 2@VA 2g " D2 2 2 2 ) 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 D2 2 2 2 2s 2 2 2 D2 2 2 2 2 2 2 2 2 2 g D2 2 2w 2 2p 2 $ 2 2$ 2 2 2 2 2 2 2 2 w 2 2r 2 2 2 2 2 2 2 2r 2 D2 2 2 2 2 2 q 2@PRA 22s 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 E 2 D2 2 2 2 2 2 2 2 2 2 2 2 2@PSA s 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2s 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 D2 2 2 2 2 D2 2 D2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 D 2 D2 2 2 2 2 2 2 E 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 D2 2 2 " 2w D2 2r 2 2 2 2 2 E 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2r 2 The contribution of human resources 2 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2@r wA2 2 - 2 2@PTA 22 D2 E 2 2 2 2 2 2 E 2 2 D2 2 2 2 $ 2 2 2 - 2 2 2 2 2 D2 D2 2 2 $ 2 2 2 2 $ D2 2 2 2 2 2 2 2 E 2 D2 2 2 2 2 2 2 2 2 2 2 2 2 2 E Workshop on Global Health Workforce Strategy4f 2 2 2 2 2 2 2 2 2 2

8 - 2 2 2 2 2 E 2 2 2 2 2 2 2 2 2 2 2@r wA2 2 2 2 2 2 2 2 2 2 2 2 - 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 $ 2 2 2 2 2 2 2 2 2 2 2 2 !2 2r w2 2 2 2 2 !2 2 2 2 2 2 2 - E 2 E 2 2 2 2 2 2 2 2 2 2 2 2 X2 2 2 2 2 $ Y2 2 2 2 2 2 $ 2 Y2 2 E 2 2 2" 2 2 $2 2 2 2 $ 2 $ 2@PUEVA 2w 2 2 2 2 2 $2 2 2 2 2 2 2r 2 2 2 2 ! 2 E 2 2@PWA 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2$ 2 2 2 2 2 2 2 2 2 $ D2 2 2 2 2 2 2 2 2 2 2 2@QHA 2 2 2 2 2 2 2 2 E 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 D2 D2 2 2 2 2 2 E 2@QIA Models of HR practice 2 E 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 @QPA 2p D2 + 2 2 2 2 2 2 2 2 2 !2 2 2 2 2 2 2 2 2 2 2 2 2 2 D2 2 2 $2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 E 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 " 2 2 2 2 2@ 2 2QA 2 2 2 2 2 2r w2 2 2 2 2 2 2I f 2 2 2 2 2 $2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 ! 2 2 2@ E D2 D2 A 2 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2p D2 2 2 2 2 2 2 2 2 2 D" 2 2 2 2 2 2 2 2 2r 2 2IX2 2 " 2 2r 2 2 2 2 2 I 2i 2 P 2 2 2 2 2 Q 2 E 2 2 2 - 2 2 2 $ 2 2 2 2 2 - 2 R 2g 2 2 2 2 2 2 S 2i 2 T 2 2 2 2 2 D2 2 D2 D2 2 D 2 2 2 2 U 2i 2 2 2 2 2 2 2 2 2 X2 D2t 2 IWWVX2 TRETS2@QHAHR and new approaches to public sector management5 2 2 2 2 2 2 2 2 2 2 2 2i 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 2 $2 2 2 2 2 2 E 2 2 2 2 e2@QQA 22 2 2 2 2 2 2 2 2 E 2 D2 2 2 2 2 !

9 2@ 2 2 A2 2 $ 2 2 2r 2 E D2 2 2 2 2 2 2 2 2 2 !2 2 2 2 h 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2" E 2 2 2 2@ 2RA Developing a Strategic Approach for the Health Sector 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 D2 D2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2s 2 2 2 2r 2 2 2 2 $ 2 2 2 2 2 2 $ 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 D2 2 2 2r 2 2 2 2 2p 2 D2 2 2 2 2 g 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 D 2 2 2 2 2 2 2 2 2@QRA x 2 E $ 2 2 2 2 2 2 2 2 2 2 2 2 2 E 2s 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2s 2 2 2 2 2 2 2 2 2 2 2 2 2 2+ 2 2 2 2r 2 2 2 2 2 2 2 2 r 2 2 2 2 2 X y X2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 E 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 i 2 X2 2 2 2 2 2 2r 2 2 2 2 2 2 D 2 2r 2 " 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 s 2 X2 2 2 2 2 2 2r 2 2 2 2 2 E 2 2 2 2@ A2 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 E 2 2 2 2 2 2 cOwnership 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 E 2 2 )

10 2 2s 2 2 2 2 2 2w 2 2r 2 2 2 2 2 D2 2r 2 2s 2 2 2 2r 2 2 2 2 2 2 2r 2 2 2w 2@QSA 2 2 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 Workshop on Global Health Workforce Strategy6 2 2 2 2 D2 2 2 2 2 2g D2 2 2w 2 2 2 2 2 2 2 2 2 2 2 2 2 $ 2 2 2 2 2 2 2 2 2 $ 2@ 2 2 2 A2@QTA 22p 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2@QUA w D2 2 2w 2 2 2 2 2 2 2 2 2r 2 D2 2 2 2 2 r 2 2 2 2s 2 2 2u 2 2 2 2 2r 2 2 2 2 2 IWWH D2 2 2 2 2 2 2 2 $ D2 2 2 2w 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2@QVA 2 2 2 2 2 2 2 2 2r 2 2 2 2 D2 E 2 2 2 2 2 2r 2 D2 2 2 2 2 2 2r 2 2 2 2 2 $2 2r 2 2 2 2 2@PVA 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2e 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2@QWA 2 2 D2 2 2 2 2 D2 2 ) 2 2 2 2 2 2 2 2 " 2 2 2 2 2 2 2 2@RHA2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 D2 2 2 2 D2 2 2 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2w 2 2r 2 D2 D2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2f 2r 2 2 2 2 2 2 2w 2 2p 2 $ 2 2 2 2r 2 D2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 2 E 2 2 2 2s 2 2 2 2 2 2 2 E 2 2 D2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2r 2 2 2 2 2 2 2 2 2 D2 2 D2 2 2 2 2 2 2s 2 D2 2 2 2 2 2 2 2 2 E 2 2 Y2 2 2 2 2 2 " 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2@RIA y 2$ 2 $ 2 2 2 2 2 2e 2 2 2 2 2 2 2 2 D2 2 2 2 2 2 2 2 2p 2 D2 2g 2 2 2 2 2 $ 2 D2 2 2 2 2 2 2f $2 2s Ee 2h 2f $D - 2 2 2 2 2 2 2r 2 2 2 2 2 2 E 2 2p )