All Resources
Achieving the Right Balance: The Role of Policy-Making Processes in Managing Human Resources for Health Problems. Department of Organization of Health Services Delivery, World Health Organization, 2000. (Action Field: Policy; Resource)
http://www.who.int/hrh/documents/en/right_balance.pdf
Both the causes and the solutions to human resources problems in the health sector are complex. The problems are rooted in political, economic, cultural and health systems. The solutions depend on numerous inputs—funds, education and training programs, data and working conditions—over which HRH policy makers often lack direct control. The hypothesis of this study is that countries that successfully implement HRH policies and, as a result, ameliorate HRH problems are those that 1) adjust the specific HRH strategies to meet the demands of their country’s health sector reforms, the political/macroeconomic context and government administrative policies and 2) use policy-making processes that are consultative, “owned by the country,” based on sound data and supported by adequate human and financial resources.
Action against Sexual Harassment at Work in Asia and the Pacific. Technical Report. ILO/Japan Regional Tripartite Seminar, 2001. (Action Field: Policy; Tool/Guideline)
http://www.ilo.org/public/english/region/asro/bangkok/download/sextech.pdf
This book explores the different perceptions as well as attitudes on sexual harassment and provides a definition of sexual harassment, as well as what constitutes the workplace and working relations. The publication outlines the effects of sexual harassment on victims, enterprises and organizations and society as a whole and looks at the legal measures, workplace policies and practical actions that have been taken at the international, national and enterprise levels. It also provides practical tips on sexual harassment policies, training for prevention and grievance handling.
Addressing the Health Workforce Crisis: A Toolkit for Health Professional Advocates Health Workforce Advocacy Initiative of the Global Health Workforce Alliance. (Action Field: Leadership; Partnership; Tool/Guideline)
http://www.healthworkforce.info/advocacy/HWAI_advocacy_toolkit.pdf
This toolkit was created by the Health Workforce Advocacy Initiative, the civil society-led network of the Global Health Workforce Alliance. The purpose of this toolkit is to assist health professionals, health professional associations, and civil society organizations to develop advocacy strategies to address human resource and health financing issues in
their countries.
An Overview of Human Resources for Health (HRH) Projection Models. The Capacity Project, 2008. (Action Field: Human Resource Management Systems; Policy; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_12.pdf
An Overview of Human Resources for Health (HRH) Projection Models provides a rapid review of different health workforce projection approaches with a list of references for more information.
Assessing Your Organization’s Capacity to Manage Finances. Management Sciences for Health (MSH), 2003. (Action Field: Finance; Tool/Guideline)
http://erc.msh.org/TheManager/English/V12_N2/V12_N2_Issue.pdf
There are many reasons health organizations may consider strengthening their organizational capacity to manage finances. They may wish to improve their internal services, better manage decreasing funds, qualify for grants or strengthen the ability of their partners to account for funds. Political and economic reforms may be changing the way their country provides health services and affecting how they need to account for funds. Assessing financial management systems can help organizations make improvements in these systems, so they can better account for their revenue, more efficiently implement their operational plans and even attract new donors.
Assessment of the Additional Duty Hours Allowance (ADHA) Scheme: Final Report. The Capacity Project, 2007. (Action Field: Policy; Resource)
http://www.capacityproject.org/images/stories/files/assessment_adha_scheme.pdf
This retrospective study reviews the evolution of Ghana’s ADHA scheme and assesses its impact on health worker satisfaction, retention and performance, as well as its larger consequences for the Government of Ghana, Ministry of Health and Ghana Health Service.
Attracting and Retaining Nurse Tutors in Malawi. The Capacity Project, 2006 (Action Field: Human Resource Management Systems; Resource)
http://www.capacityproject.org/images/stories/files/promising_practices_malawi.pdf
This resource paper focuses on a collaboration scheme to retain nurse tutors and includes the scheme’s successful elements, suggestions for addressing challenges and effective retention incentives. A one page summary is also available
Basic Medical Education: WFME Global Standards for Quality Improvement. World Federation for Medical Education, 2003. (Action Field: Education; Tool/Guideline)
http://www.wfme.org/standards/bme
The World Federation for Medical Education (WFME) works to raise the global standards of medical education. Their trilogy of Global Standards (prepared with partner organizations, including the WHO) covers three phases of medical education: basic medical education, postgraduate medical education and continuing professional development.
Building Stronger Human Resources for Health through Licensure, Certification and Accreditation. The Capacity Project, 2006. (Action Field: Education; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_3.pdf
Credentialing of health care providers, facilities and educational institutions is an integral component in building and sustaining robust human resources for health (HRH) systems. The credentialing mechanisms—licensure/registration, certification and accreditation—are among the most frequently used quality assurance tools in health care and serve as valuable instruments in the broader function of health care regulation. This technical brief examines the characteristics and potential advantages of these mechanisms and common challenges faced in implementing them in low resource settings.
Building the Bridge from Human Resources Data to Effective Decisions: Ten Pillars of Successful Data-Driven Decision-Making. The Capacity Project, 2008. (Action Field: Human Resource Management Systems; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_11.pdf
Building the Bridge from Human Resources Data to Effective Decisions: Ten Pillars of Successful Data-Driven Decision-Making resents ten fundamental and practical pillars to aid HR managers, practitioners and policy analysts in building a bridge from HR data and reports to effective HR policy and management decisions.
Checklist for Review of the Human Resource Development Component of National Plans to Control Tuberculosis. World Health Organization (WHO), 2005. (Action Field: Human Resource Management Systems; Resource)
http://whqlibdoc.who.int/hq/2005/WHO_HTM_TB_2005.350.pdf
Competent health care providers and managers are critical to the successful implementation of the Directly Observed Treatment Short-Course (DOTS) strategy to reach and sustain the targets for global tuberculosis (TB) control. The development and maintenance of a competent workforce for TB control is therefore a key component of the activities of national TB control programs. Structured in the form of questions to be answered and issues to be considered during the review process, the checklist has been developed as a tool to assist in a systematic review of the human resource development component of national TB programs.
Collection and Analysis of Human Resources for Health (HRH) Strategic Plans. The Capacity Project, 2006. (Action Field: Policy; Resource)
http://www.capacityproject.org/images/stories/files/resourcepaper_strategicplans.pdf
This resource paper uses a simple framework to provide an analytical review of HRH strategic plans that have been generated over the last few years by countries in sub-Saharan Africa that are faced with an HRH crisis.
Conférence Internationale des Doyens et des Facultés de Médecine d’Expression Française. (Action Field: Education; Resource)
http://www.cidmef.u-bordeaux2.fr/
Réseau Institutionnel de l’Agence Universitaire de la Francophonie, la Conférence Internationale des Doyens et des Facultés de Médecine d’Expression Française (CIDMEF), fondée en 1981, comprend aujourd’hui 40 pays. La CIDMEF conduit, depuis 1981, une coopération médicale universitaire faite d’actions concrètes, de terrain, dans un esprit de service, de multilatéralité et de liberté.
Contemporary Specificities of Labour in the Health Care Sector: Introductory Notes for Discussion. Human Resources for Health, 2005. (Action Field: Finance; Resource)
http://www.human-resources-health.com/content/3/1/8
This resource combines the literature on public health, economics of health and economics of technological innovation to discuss the peculiarities of labor in the health care sector.
Continuing Professional Development (CPD) of Medical Doctors: WFME Global Standards for Quality Improvement. World Federation for Medical Education, 2003. (Action Field: Education; Tool/Guideline)
The World Federation for Medical Education (WFME) works to raise the global standards of medical education. Their trilogy of Global Standards (prepared with partner organizations, including the WHO) covers three phases of medical education: basic medical education, postgraduate medical education and continuing professional development.
Contracting and Performance Management in the Health Sector: Some Pointers on How to Do It. Department for International Development (DFID), Health Systems Resource Centre, 2000. (Action Field: Human Resource Management Systems; Tool/Guideline)
This toolkit aims to assist in the preparation and use of health services “contracts.” The term “contract” is used here to cover any form of document that provides a quantified specification of the health services outputs in exchange for specific financial inputs within a time period and to defined quality standards that will govern the behavior of both parties.
Creating a Work Climate that Motivates Staff and Improves Performance. The Manager, Management Sciences for Health (MSH), 2002. (Action Field: Leadership; Tool/Guideline)
http://erc.msh.org/TheManager/English/V11_N3_En_Issue.pdf
This issue of the The Manager outlines the connections between work climate, employee motivation and performance. It describes how managers can assess the climate in their work group and shows how they can use the results to make changes in leadership and management practices that will motivate their group to do the best work possible and improve results.
Data Quality Considerations in Human Resources Information Systems (HRIS) Strengthening. The Capacity Project, 2008. (Action Field: Human Resource Management Systems; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_10.pdf
Data Quality Considerations in Human Resources Information Systems (HRIS) Strengthening discusses concepts of data quality and provides examples of the importance of data management specific to the field of human resources for health
Developing a Salary Policy. Management Sciences for Health (MSH), 1999. (Action Field: Human Resource Management Systems; Policy; Tool/Guideline)
http://erc.msh.org/toolkit/Tool.cfm?lang=1&CID=5&TID=198
This tool is a how-to methodology for developing a salary policy for an organization. The document includes 1) the objectives of a salary policy and 2) the key components for developing a sound salary policy. This manual can be used by both public- and private-sector health care institutions. It should be used by staff internal to the organization, as well as board members.
Empowering Primary Care Workers to Improve Health Services: Results from Mozambique’s Leadership and Management Development Program. Human Resources for Health, 2008. (Action Field: Leadership; Resource)
http://www.human-resources-health.com/content/6/1/14
This article presents a successful application in Mozambique of a leadership development program created by Management Sciences for Health (MSH). Through this program, managers from 40 countries have learned to work in teams to identify their priority challenges and act to implement effective responses.From 2003 to 2004, 11 health units in Nampula Province, participated in a leadership and management development program called the Challenges Program. This was following an assessment which found that the quality of health services was poor, and senior officials determined that the underlying cause was the lack of human resource capacity in leadership and management in a rapidly decentralizing health care system. An evaluation of the program in 2005 showed that 10 of 11 health centers improved health services over the year of the program.
Engaging Local Non-Governmental Organizations (NGOs) in the Response to HIV/AIDS. Pact, Inc., 2005. (Action Field: Partnership; Resource)
http://www.pactworld.org/galleries/resource-center/engaging_web.pdf
This resource outlines some successful strategies of local NGO engagement; examines local NGO strengths and weaknesses; provides advice to donors on effective and sustainable partnerships; and describes four funding models that harness the strengths of local NGOs to effectively respond to HIV/AIDS. While not intended to offer a comprehensive view of all successful local partner engagement methodologies and models, the insights into effective funding will assist other organizations in successfully engaging local partners and providing guidance to donors and national decision-making bodies.
Everybody’s Business: Strengthening Health Systems to Improve Health Outcomes: WHO’s Framework for Action. World Health Organization, 2007. (Action Field: Human Resource Management Systems; Tool/Guideline)
A key purpose of the Framework is to promote common understanding of what a health system is and what constitutes health systems strengthening. The approach of this Framework is to define a discrete number of “building blocks” that make up the system. These are based on the functions defined in World health report 2000. The building blocks are: service delivery; health workforce; information; medical products, vaccines and technologies; financing; and leadership and governance (stewardship).
Financing and Economic Aspects of Health Workforce Scale-up and Improvement: Framework Paper Global Health Workforce Alliance and World Health Organization, 2009. (Action Field: Finance; Resource)
http://www.who.int/workforcealliance/knowledge/publications/taskforces/frameworkpaper.pdf
This paper, developed by the Alliance Task Force on Human Resources for Health Financing, identifies key considerations for countries and policymakers in planning the financing of their health workforce, and is based on an extensive review and synthesis of the literature, research findings, and experience on the financing and economic aspects of health workforce scale-up and improvement.
Framework for Purchasing Health Care Labor. World Bank, 2004. (Action Field: Finance; Tool/Guideline)
This paper is intended to provide a brief introduction to health care labor purchasing and the mechanisms through which it can have an impact on the delivery of health services and on health system performance. A framework is developed to foster understanding of health labor purchasing mechanisms. This framework examines the different types and characteristics of the purchasers and providers. It also examines the “terms of labor purchasing”—that is, working conditions (career development, contract duration, working time and shift work, work autonomy and separation), remuneration and benefits
Gender-Based Violence Training Modules: A Collection and Review of Existing Materials for Training Health Workers. The Capacity Project, 2006. (Action Field: Education; Resource)
http://www.capacityproject.org/images/stories/files/gbv_trgmods_resourcepaper_060808.pdf
Addressing gender-based violence (GBV) successfully is an important step toward achieving Millennium Development Goals in the areas of gender equality, infant and maternal health and mortality and HIV/AIDS. Training health workers to identify, treat and respond effectively to GBV is essential for the health sector and the communities that health workers serve. In 2005 and 2006, the Capacity Project conducted a search of existing training modules and training support materials on GBV, particularly those intended for health care personnel in order to identify and review existing GBV training modules that could be adapted and/or integrated into pre-service education or in-service training curricula in developing countries. In the resource’s pages, the review team summarizes the modules considered to represent best practices in GBV training.
Gender: Missing Dimension in Human Resource Policy and Planning for Health Reforms. Hilary Standing, 2000. (Action Field: Policy; Tool/Guideline)
http://www.moph.go.th/ops/hrdj/hrdj9/pdf9/Gender41.pdf
This article takes up the relatively neglected issue of gender in human resources policy and planning (HRPP), with particular reference to the health sector in developing countries. Current approaches to human resources lack any reference to gender issues. Meeting the health needs of women as major users and potential beneficiaries of health services is a key international concern. This article argues that in order to do this, attention must also be paid to both equal opportunities and efficiency issues in the health sector workforce, given the highly gender segregated nature of occupations in the health sector and the potential for both gender inequity and inefficiency in the use of human resources which this poses. Taking gender seriously in HRPP entails developing appropriate methodologies for data collection, monitoring and evaluation. The paper suggests some basic ways of doing this and provides a framework for incorporating gender concerns in health reform processes.
Global Religious Health Assets Mapping. Christian Connections for International Health. (Action Field: Partnership; Resource)
This product’s stated purpose is to increase the awareness of Faith-Based Organizations (FBOs) in providing essential health services around the world and eventually to include an extensive and comprehensive online database of FBO health facilities, organizations and programs that can be easily searched and browsed.
Guidelines for Assessing Distance Learning Programmes. International Council of Nurses, 2004. (Action Field: Education; Tool/Guideline)
http://www.icn.ch/images/stories/documents/pillars/regulation/guideline_assessing.pdf
These guidelines are intended to contribute to making informed decisions about undertaking distance learning. The guidelines highlight the need to look critically at the feasibility of undertaking this mode of learning, the quality of the programs available and the credibility of the provider institution and the award given. These guidelines are intended to support persons considering undertaking learning at a distance, decision makers charged with selecting and funding distance learning programs and educators and decision makers currently providing learning at a distance or considering launching distance learning programs.
Guidelines for Human Resources for Health Policy and Plan Development at Country Level (Draft). World Health Organization, Regional Office for Africa, 2004. (Action Field: Policy; Tool/Guideline)
http://pcwww.liv.ac.uk/hrpages/tools/afroguidelines.doc
These guidelines support review and development of human resources situation analyses, policies and plans and can be adapted as necessary for country use. The primary target group includes HRH managers in the Ministries of Health, health facilities and other government ministries such as Education, Planning and Civil or Public Service agencies dealing with HRH development.
Guidelines for Implementing Supportive Supervision: A Step-by-Step Guide with Tools to Support Immunization. Children’s Vaccine Program, Program for Appropriate Technology in Health (PATH), 2003. (Action Field: Human Resource Management Systems; Tool/Guideline)
http://www.path.org/vaccineresources/files/Guidelines_for_Supportive_Supervision.pdf
These guidelines are intended to 1) define supportive supervision and show how it can improve immunization programs; 2) outline major steps that should be considered when introducing and implementing supportive supervision; 3) provide country examples of supportive supervision, highlighting different approaches and lessons learned; and 4) identify and disseminate available tools that can be used for supportive supervision. They are designed to be adapted for local context. Checklists and tools are included as possible models for immunization programs.
Guidelines: Incentives for Health Professionals. Global Health Workforce Alliance; International Council of Nurses; International Hospital Federation; International Pharmaceutical Federation; World Confederation for Physical Therapy; World Dental Federation; World Medical Association, 2008. (Action Field: Finance; Tool/Guideline)
http://www.who.int/workforcealliance/documents/Incentives_Guidelines%20EN.pdf
This paper was commissioned by the health professions with the support of the Global Health Workforce Alliance to provide an overview of the use of incentives for health care professionals. It describes some of the different approaches taken and presents characteristics shared by effective incentive schemes. The paper also suggests some approaches to their development and implementation. [from introduction]
Guiding Principles for National Health Workforce Strategies Health Workforce Advisory Initiative of the Global Health Workforce Alliance. (Action Field: Leadership; Tool/Guideline)
http://www.healthworkforce.info/advocacy/HWAI_Principles.pdf
These guidelines are intended primarily for the policymakers and other people involved in developing and evaluating national health workforce plans, including ministry of health officials, health workers, civil society advocates, development partners, and technical advisors. What should these plans – which should be country-developed and country-led – contain? How should they be developed to give them the best chance of significantly improving health outcomes and moving countries as rapidly as possible towards universal access to essential health interventions? The guidelines should serve as overarching principles that will promote the success of health workforce plans, while ensuring that they are consistent with human rights.
Handbook for Measurement and Monitoring: Indicators of the Regional Goals for Human Resources for Health Pan American Health Organization / World Health Organization, 2010 (Action Field: Human Resource Management Systems; Policy; Tool/Guideline)
http://www.capacityproject.org/framework/es/docs/Regional_Goals_Handbook-ENG-June2010.pdf
The purpose of the handbook is to provide a standardized reference document for countries of the Region that clarifies the terms and parameters of each of the twenty goals of PAHO’s Resolution #CSP27/10, “Regional Goals for Human Resources for Health (HRH) 2007-2015,” in order that they may be consistently understood, applied, measured and monitored.
As a self-contained technical instruction manual, the handbook is intended to provide a practical tool to guide the identification and definition of initial baseline data to be collected in order to provide a descriptive profile of countries’ human resources for health to facilitate monitoring their progress towards achieving their HRH goals over time.
Health Worker Education and Training: Selected Resources. The Capacity Project, 2005. (Action Field: Education; Tool/Guideline)
http://www.capacityproject.org/edresources/
Stronger pre-service education and in-service training systems for health workers are essential to meet the increasing need for quality services. To support efforts to improve health worker education and training systems, the Capacity Project has assembled a collection of resources that can be used for reference and adaptation. The Capacity Project does not endorse any particular document or approach represented in these products, but the resources were selected by Project staff with expertise in the content areas.
Health Workforce Innovations: A Synthesis of Four Promising Practices. Health Workforce Innovations: A Synthesis of Four Promising Practices. The Capacity Project, 2007. (Action Field: Policy; Resource)
http://www.capacityproject.org/images/stories/files/synthesis.pdf
While publications like the World Health Report have described general approaches that can be taken to improve the human resources for health (HRH) situation at the country level, there is a relative paucity of more detailed documentation that describes promising practices that would be useful to HRH leaders and practitioners. As a result, USAID’s Africa Bureau commissioned a study to identify and document promising practices in a way that takes into account the context of the practice, describes lessons learned and puts forth potential implications for replication in other countries. The intent of the promising practices study is to “serve as a practical and much needed resource for governments, partners and donors in promulgating policies and approaches that have successfully mitigated the negative effects of the health workforce crisis.” After consultation within USAID, it was decided that the study would focus on promising practices in four African countries: task shifting in Ghana and Uganda, improving retention in Malawi, and increasing recruitment and rapid deployment in Namibia.
Health Workforce Planning Workbook. Centre for Public Health, University of New South Wales, 2001. (Action Field: Policy; Tool/Guideline)
http://pcwww.liv.ac.uk/~martinea/hrtools/Dewdney%20mstr_planania_workbook.doc
This learning tool can be used as a basis for undertaking a planning exercise in a country. It is probably best used by a small group that wishes to learn about planning approaches and some tools.
How to Pay: Understanding and Using Incentives. World Bank, 2004. (Action Field: Finance; Tool/Guideline)
Many countries have experimented with alternative ways of paying providers of health care services. This paper illustrates different methods, suggests some of the theoretic advantages and limitations of each and provides a general theoretical framework for evaluating alternatives.
Human Resource Leadership: The Key to Improved Results in Health. Human Resources for Health, 2008. (Action Field: Leadership; Resource)
http://www.human-resources-health.com/content/6/1/10
This article describes the human resource challenges that managers around the world report and analyses why solutions often fail to be implemented. Despite rising attention to the acute shortage of health care workers, solutions to the human resource (HR) crisis are difficult to achieve, especially in the poorest countries. Although we are aware of the issues and have developed HR strategies, the problem is that some old systems of leading and managing human resources for health do not work in today’s context. The Leadership Development Program (LDP) is grounded on the belief that good leadership and management can be learned and practiced at all levels. The case studies in this issue were chosen to illustrate results from using the LDP at different levels of the health sector. The LDP makes a profound difference in health managers’ attitudes towards their work. Rather than feeling defeated by a workplace climate that lacks motivation, hope, and commitment to change, people report that they are mobilized to take action to change the status quo. The lesson is that without this capacity at all levels, global policy and national HR strategies will fail to make a difference.
Human Resource Management (HRM) Assessment Instrument for NGOs and Public Sector Health Organizations. Management Sciences for Health, 2006. (Action Field: Human Resource Management Systems; Tool/Guideline)
http://erc.msh.org/mainpage.cfm?file=7.40.htm&module=Toolkit&language=english
The purpose of this tool is to provide users with a rapid assessment tool to identify an organization’s capacity in the area of Human Resource Management (HRM) and to use these results to develop improvement strategies.
Human Resource Management (HRM) Assessment Tool for HIV/AIDS Environments. Management Sciences for Health (MSH), 2006. (Action Field: Human Resource Management Systems; Tool/Guideline)
http://erc.msh.org/toolkit/Tool.cfm?lang=1&TID=150&CID=5
The purpose of this tool is to provide users with a rapid assessment tool to identify the strengths and weaknesses of the HRM system, including the effectiveness to mitigate the impact of HIV/AIDS on the health workforce and to help users develop an action plan to improve the system.
Human Resources for Health (HRH) Strategic Planning. The Capacity Project, 2008. (Action Field: Human Resource Management Systems; Policy; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_9.pdf
Human Resources for Health (HRH) Strategic Planning provides guidance on HRH strategic planning, illustrated with examples.
Human Resources for Health Planning and Management in the Eastern Mediterranean Region: Facts, Gaps and Forward Thinking for Research and Policy. Human Resources for Health, 2007. (Action Field: Policy; Resource)
http://www.human-resources-health.com/content/5/1/9
The early decades of the 21st century are considered to be the era of human resources for health (HRH). The World Health Report (WHR) 2006 launched the Health Workforce Decade (2006–2015), with high priority given for countries to develop effective workforce policies and strategies. In many countries in the Eastern Mediterranean Region (EMR), particularly those classified as Low and Low-Middle Income Countries (LMICs), the limited knowledge about the nature, scope, composition and needs of HRH is hindering health sector reform. This highlights an urgent need to understand the current reality of HRH in several EMR countries. The objectives of this paper are to: (1) lay out the facts on what we know about the HRH for EMR countries; (2) generate and interpret evidence on the relationship between HRH and health status indicators for LMICs and middle and high income countries (MHICs) in the context of EMR; (3) identify and analyze the information gaps (i.e. what we do not know) and (4) provide forward thinking by identifying priorities for research and policy.
Human Resources for Health Programs for Countries in Conflict and Post-Conflict Situations. The Capacity Project, 2006. (Action Field: Policy; Resource)
http://www.capacityproject.org/images/stories/files/post_conflict_resource_paper.pdf
This resource paper explores operational challenges, opportunities and goals common to initiating HRH programs in context and post-conflict situations.
Human Resources for Health: A Gender Analysis. Asha George, 2007. (Action Field: Human Resource Management Systems; Tool/Guideline)
http://www.hrhresourcecenter.org/node/1546
In this paper I discuss gender issues manifested within health occupations and across them. In particular, I examine gender dynamics in medicine, nursing, community health workers and home careers. I also explore from a gender perspective issues concerning delegation, migration and violence, which cut across these categories of health workers. These occupational categories and themes reflect priorities identified by the terms of reference for this review paper and also the themes that emerged from the accessed literature.
Human Resources in the Health Sector: Guidelines for Appraisal and Strategic Development. European Commission, 1997. (Action Field: Policy; Tool/Guideline)
http://www.liv.ac.uk/lstm/hsr/hrdcover.html
These guidelines aim to assist consultants, donor agencies and governments to better identify HR issues of strategic importance and, through improved analysis and options appraisal, to better target assistance to the health sector in the human resources domain.
Human Resources Management (HRM) in the Health Sector. The Capacity Project, 2006. (Action Field: Human Resource Management Systems; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_2.pdf
Improving how health care providers are managed is a key to strengthening the services they deliver. This short technical brief synthesizes findings from recent publications on the subject of HRM to help promote general understanding among the various HRM actors, especially HR managers and practitioners in developing countries. While not the result of a thorough academic study, the brief presents the broad current issues and provides some suggestions for improving HRM in order to strengthen the performance of national health systems in developing countries.
Incorporating Lay Human Resources to Increase Accessibility to Antiretroviral Therapy: A Home-Based Approach in Uganda. The Capacity Project, 2006. (Action Field: Human Resource Management Systems; Resource)
http://www.capacityproject.org/images/stories/files/promising_practices_uganda.pdf
This resource paper discusses the practices developed for attracting, selecting, recruiting, training, deploying, supporting and retaining a workforce of 89 field officers (lay workers). A one page summary of the report is also available.
Increasing the Motivation of Health Care Workers. The Capacity Project, 2006. (Action Field: Leadership; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_7.pdf
While the volume of research concerning workplace motivation is vast, there have been very few controlled or rigorously researched studies on motivating health care workers in developing countries. This technical brief synthesizes the available evidence and presents a simplified approach to understanding workplace motivation and the kinds of interventions that are likely to succeed.
Integrating Gender into the Curricula for Health Professionals: Meeting Report. World Health Organization, 2006. (Action Field: Education; Tool/Guideline)
http://www.who.int/gender/documents/GWH_curricula_web2.pdf
This report summarizes the discussion and final recommendations from the meeting. Section one presents an overview of experiences with integrating gender considerations into the curricula for health professionals, based on the background review carried out in preparation for the meeting. Section two presents case examples describing a range of initiatives presented during the meeting, on integrating gender considerations into the medical (nursing and midwifery) curriculum. Section 3 presents the results of deliberations during the consultation. It consists of a synthesis of lessons learned about enabling conditions and strategies for integrating gender issues into the curricula of health professionals; recommendations for core minimum gender competencies for physicians and public health professionals; and a consensus statement for moving the agenda forward.
Investment in Human Resources for Health: Problems, Approaches and Donor Experiences. Joint Learning Initiative (JLI), 2003. (Action Field: Finance; Resource)
This resource provides a broad description of problems and approaches related to investments in human resources for health and describes how donors perceive and tackle these problems when giving support. The first three sections are based on published literature. The fourth section is based on interviews with representatives of donor organizations and large multilateral organizations and focuses on previous and current donor strategies when investing in human resources for health. Findings and conclusions end the paper.
Leadership Development for Global Health. Joint Learning Initiative (JLI): Human Resources for Health and Development, 2004. (Action Field: Leadership; Resource)
It takes leadership at different levels (individual, country, regional and global) to plan, coordinate and implement health programs and initiatives. This article provides a summary of the types and levels of broad leadership challenges that face health systems and outlines resources and approaches required to take forward leadership for health systems and health in general.
Learning for Performance: A Guide and Toolkit for Health Worker Training and Education Programs. The Capacity Project, 2006. (Action Field: Education; Tool/Guideline)
http://www.capacityproject.org/index.php?option=com_content&task=view&id=168&Itemid=159
This manual presents a systematic instructional design process and accompanying tools that help connect learning to specific job responsibilities and competencies.
Making It Happen: Using Distance Learning to Improve Reproductive Health Provider Performance. Intrah, 2002. (Action Field: Education; Resource)
This publication is for training managers, trainers of health providers, decision makers and those who fund and support training activities and examines distance learning as an effective training approach for reproductive health (RH) providers in developing countries. In addition to describing the components of distance learning, the product provides illustrative examples for training health workers, outlines steps for starting a distance learning program and suggests additional resources. It supports planning and implementing effective distance learning.
Managers Who Lead Toolkit: Resources to Support Managers Who Lead. Management Sciences for Health (MSH), 2005. (Action Field: Leadership; Tool/Guideline)
http://erc.msh.org/toolkit/Tool.cfm?lang=1&TID=158&CID=8
This toolkit, part of Managers Who Lead: A Handbook for Improving Health Services, provides managers and facilitators with exercises, tools and guidelines to improve managers’ skills in leading and managing teams and strengthening individual and team performance to produce results. It includes step-by-step guidelines and handouts for facilitating small or large group work.
Managing Partnerships. World Health Organization, 2008. (Action Field: Partnership; Resource)
http://www.who.int/management/partnerships/en/
Managing partnerships is important for effective health services delivery. Partners or stakeholders might include the community, civil society organisations, other sectors, district, regional and national authorities, donors, private providers, and others. This resource describes approaches for working with partners, involving communities, working with private sector, working with donors, and accountability to stakeholders.
Managing Your Organization’s Finances. Management Sciences for Health (MSH), 2006. (Action Field: Finance; Tool/Guideline)
http://erc.msh.org/mainpage.cfm?file=1.0.htm&module=finance&language=English
In addition to their primary role—delivering services—health managers are responsible for ensuring that their organization’s resources are used responsibly and appropriately and are adequate to meet future needs. This resource examines two topic areas—financial sustainability and financial management—that support the development of sustainable health services and the mastery of a number of financial management concepts and skills to help managers prepare financial plans and monitor closely and use their program’s resources in the most responsible, appropriate and cost-effective manner possible.
Mobilizing Local Resources to Support Health Programs. The Manager, Management Sciences for Health (MSH), 2002. (Action Field: Partnership; Resource)
http://erc.msh.org/TheManager/English/V11_N2_En_Issue.pdf
This issue of The Manager discusses the role of local resources in strengthening health services. It will help health managers at the local level to identify types of local resources that may be available to them, decide on strategies for mobilizing these resources and assess the value of such resources to their organization or program.
Monitoring the Building Blocks of Health Systems: A Handbook of Indicators and Their Measurement Strategies. World Health Organization, 2010. (Action Field: Human Resource Management Systems; Tool/Guideline)
http://www.who.int/healthinfo/systems/WHO_MBHSS_2010_full_web.pdf
Increased attention to the strengthening of health systems would not be sustainable in the absence of a sound monitoring strategy that enables decision-makers to accurately track health progress and performance, evaluate impact, and ensure accountability at country and global levels. This handbook describes a set of indicators and related measurement strategies, structured around the WHO framework that describes health systems in terms of six “building blocks”: service delivery, health workforce, information, medicines, financing and governance.
Monitoring the Health Workforce: Measurement Issues and Tools. World Health Organization, 2008. (Action Field: Human Resource Management Systems; Tool/Guideline)
http://www.who.int/hrh/statistics/spotlight_1.pdf
This brief provides a list of facility-based data collection tools that have been developed by the World Health Organization and other partners. The resources can be used to meet a wide range of specific information needs on human resources in health systems. [adapted from summary]
National AIDS Commission (NAC) HIV/AIDS Workplace Program for Staff. Management Sciences for Health (MSH), 2003. (Action Field: Human Resource Management Systems; Policy; Resource)
http://erc.msh.org/documents/hr/HCD7a.doc
In countries with high HIV/AIDS burden, many private- and public-sector organizations are beginning to develop and implement workplace (WP) policy and program for staff. The public education sectors in these countries have also begun to make concerted and systematic efforts to formulate WP policy and implement WP programs for teachers and educators. This document provides an example of a workplace policy for staff that was developed by the National AIDS Commission of a developing country in East Africa.
Nursing Workforce Planning: Mapping the Policy Trail. International Council of Nurses, 2005. (Action Field: Policy; Resource)
http://issuu.com/enriquecastrosanchez/docs/issue2workforce
This paper provides an overview of current evidence and policy initiatives pertinent to the nursing workforce, including human resources planning, service planning and modeling, nursing workforce imbalances and internal migration and approaches to nursing deployment and utilization. The resource discusses policy implications and offers recommendations.
Partnership Building: Practical Tools to Help You Create, Strengthen, Assess and Manage Your Partnership or Alliance More Productively. Capacity Project, 2007. (Action Field: Partnership; Tool/Guideline)
The complex and wide ranging challenges related to human resources for health in developing countries necessitates that stakeholders work together through inclusive alliances and networks. This toolkit aims to offer those wanting to create a partnership, as well as those already working in one, some easily accessible tools to support that process. Using the wisdom and experience of those in the field as well as what the current literature offers, the kit offers some helpful, succinct guidance on identifying potential alliance partners; facilitating a dynamic and helpful kick-off meeting; creating an appropriate memorandum of understanding; and more.
Paying for Performance in Health: Guide to Developing the Blueprint. USAID Health Systems 20/20 Project, 2008. (Action Field: Finance; Tool/Guideline)
http://www.healthsystems2020.org/content/resource/detail/2088/
Pay for performance (P4P) is an innovative approach that explicitly links financial investment in health to health results. Intended for country health program managers, including those representing government, non-government, and donor agencies, this Guide offers the reader a systematic framework to document and structure his/her thought process, rationale, and ultimate decisions made when designing a P4P initiative. In following each recommended step of the Guide (facilitated by technical support from experienced P4P implementers), the user is alerted to factors and issues that can influence the success of a P4P scheme. Upon completion of the Guide, the user will have produced a “blueprint” design or “gameplan” for introducing P4P to his/her program area/country.
Performance Improvement: Stages, Steps and Tools: A Practical Guide to Facilitate Improved Performance of Health Care Providers Worldwide. Intrah, nd. (Action Field: Human Resource Management Systems; Tool/Guideline)
http://www.intrahealth.org/sst/
This document provides an outline of the stages, steps and tools for implementing performance improvement (PI) that organizations or work groups can use as a method for analyzing performance problems and setting up systems to ensure good performance. While PI principles are relevant to workers in any field, this document focuses on primary providers of family planning and reproductive health care (FP/RH) services.
Performance Management Tool. Management Sciences for Health (MSH), 1998. (Action Field: Human Resource Management Systems; Tool/Guideline)
http://erc.msh.org/toolkit/Tool.cfm?lang=1&TID=180&CID=5
The Performance Management Tool consists of three complementary parts: a work planning and performance review system, a guide for developing performance objectives and a guide for developing job descriptions. The tool is designed to provide the organization with a means of managing the performance of their staff through identifying critical performance objectives for all employees that are linked to the priority goals of the organization and reviewed on a specific time frame.
Performance-Based Reimbursement Scheme: A Final Report of a Pilot Study. RTI International, NGO Service Delivery Program, 2006. (Action Field: Finance; Resource)
http://pdf.usaid.gov/pdf_docs/PNADG708.pdf
This resource paper presents the results of a pilot study to gauge the impact of a performance-based reimbursement scheme in improving health clinic and NGO cost recovery rates and service levels to the poorest of the poor (POP).
Politique et Méthodologie d’Évaluation des Programmes d’Études Médicales et des Facultés de Médecine. (Action Field: Education; Tool/Guideline)
http://www.cidmef.u-bordeaux2.fr/pdf/st_ev03.pdf
Au début des années ’90, quelques facultés de médecine membres de la Conférence Internationale des Doyens des Facultés de Médecine d’Expression Française (CIDMEF) se sont volontairement prêtées à un exercice d’évaluation. L’évaluation porte donc essentiellement sur l’adéquation entre les besoins de la société, les objectifs institutionnels, les objectifs du programme des études médicales et les moyens mis en oeuvre pour les atteindre. Le contenu du programme, les méthodes d’apprentissage, l’évaluation des étudiants et des enseignements, la disponibilité des ressources, doivent être évalués en fonction de ces objectifs. Ici, on peut trouver la démarche d’évaluation avec ses quatre étapes: 1) Le recueil des données; 2) L’évaluation interne (auto-analyse institutionnelle); 3) L’évaluation externe; et 4) Le rapport d’évaluation.
Postgraduate Medical Education: WFME Global Standards for Quality Improvement. World Federation for Medical Education, 2003. (Action Field: Education; Tool/Guideline)
The World Federation for Medical Education (WFME) works to raise the global standards of medical education. Their trilogy of Global Standards (prepared with partner organizations, including the WHO) covers three phases of medical education: basic medical education, postgraduate medical education and continuing professional development.
Preservice Implementation Guide: A Process for Strengthening Preservice Education, 2002. Jhpiego, 2002. (Action Field: Education; Resource)
http://www.jhpiego.org/resources/pubs/psguide/psimpgden.pdf
Adapted from the World Health Organization (WHO) document Integrated Management of Childhood Illness (IMCI): Planning, Implementing and Evaluating Pre-service Training (working draft, 2001), this resource describes a process for strengthening preservice education that is aligned with that of WHO but also presents a broader approach than WHO’s focus on IMCI. The guide reflects JHPIEGO’s experience in strengthening preservice education in more than 20 countries since 1995. It describes the step-by-step process used to create a positive environment on the national level for strengthening preservice education and the steps taken on the institutional level to improve the existing curriculum and its implementation.
Progressive Policymakers Online Toolkit: Evidence-Based Policy: Importance and Issues. Overseas Development Institute (ODI), 2006. (Action Field: Policy; Tool/Guideline)
http://www.odi.org.uk/Rapid/Tools/Toolkits/EBP/Index.html
The aim of this toolkit, designed for policy makers and policy advisers in the public sector rather than those working within the private sector or civil society, is to identify lessons and approaches from evidence-based policy (EBP) in the United Kingdom that may be valuable for developing countries.
Providing Doorstep Services to Underserved Rural Populations: Community Health Workers in Ghana. The Capacity Project, 2006. (Action Field: Education; Resource)
http://www.capacityproject.org/images/stories/files/community_health_workers_ghana.pdf
This resource paper discusses a program that shifts staff from low-impact static health centers with limited outreach to high-impact mobile community-supported services. A one page summary paper is also available.
Reaching Out, Scaling Up: Eight Case Studies of Home and Community Care for and by People with HIV/AIDS. Joint United Nations Programme on HIV/AIDS, 2001. (Action Field: Partnership; Resource)
http://data.unaids.org/publications/irc-pub02/jc915-reachout_en.pdf
Too often, good local-level responses to HIV/AIDS—best practices, in other words—have remained local and small scale, and the many lessons learned have not been translated into bigger projects or wider coverage. This resource focuses on projects and programs that have been able to scale up or reach out, and in doing so have brought an improved quality of life to people living with or affected by HIV/AIDS. The section titled Creating Bridges and Breaking down Barriers in Chapter 10 discusses the role of partnerships and collaborative initiatives in achieving this outcome.
Recruitment and Hiring. Management Sciences for Health (MSH), n.d. (Action Field: Human Resource Management Systems; Tool/Guideline)
http://erc.msh.org/documents/hr/HCD5.doc
Recruitment and hiring are two of the more critical management functions of the organization. It is important to have a clear commitment to recruitment and hiring practices that are equitable to all people and free of bias against individuals because of their gender, race, color, religious creed, sexual orientation, age, disability or HIV/AIDS status. This tool discusses recruitment and illustrates steps in the staff recruitment/hiring process.
Resource Requirements Tool (RRT). Global Health Workforce Alliance, 2009. (Action Field: Finance; Tool/Guideline)
http://www.who.int/workforcealliance/knowledge/publications/taskforces/ftfproducts/en/index.html
The Alliance Task Force on Human Resources for Health Financing of the Global Health Workforce Alliance (The Alliance) has developed the Resource Requirements Tool (RRT). The purpose of this practical, Excel-based tool is to support countries to:
- estimate and project the resources required for meeting their HRH plans;
- analyze the plans’ affordability;
- simulate “what if” scenarios;
- facilitate the monitoring of scale-up plans;
- contribute to the development of the cost and financing component of Human Resource Management Information Systems.
This tool can be ordered from the Global Health Workforce Alliance.
Retention of Health Care Workers in Low-Resource Settings: Challenges and Responses. The Capacity Project, 2006. (Action Field: Human Resource Management Systems; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_1.pdf
In order for health managers and organizations to feel empowered to reduce uncontrolled turnover, it is important for them to understand the characteristics of workers who are at risk of moving, the patterns of movement—in-country versus out-migration—and the reasons why health workers make a decision to leave. Based on an intensive literature review, this technical brief considers challenges and responses related to retention of health workers, including the causes of turnover, actions to address attrition and emerging evidence on retention approaches.
Scaling Up, Saving Lives. Global Health Workforce Alliance, 2008. (Action Field: Education; Resource)
http://www.who.int/workforcealliance/documents/Global_Health%20FINAL%20REPORT.pdf
This report calls for a rapid and significant scaling up of the education and training of health workers as part of a broader effort to strengthen health systems. It highlights the importance of training to meet a country’s own health needs and the great opportunity represented by the increased use of community- and mid-level workers.
Strategy for the Rapid Start-up of the HIV/AIDS Program in Namibia: Outsourcing the Recruitment and Management of Human Resources for Health. The Capacity Project, 2006. (Action Field: Human Resource Management Systems; Resource)
http://www.capacityproject.org/images/stories/files/promising_practices_namibia.pdf
This resource paper focuses on the process of setting up a management contract with a private sector human resources provider, resulting in the rapid hiring and deployment of more than 500 health and non-health workers over a two-year period.
Strengthening Health Professional Associations. The Capacity Project, 2007. (Action Field: Partnership; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_8.pdf
Strengthening Health Professional Associations discusses various approaches for strengthening professional associations and outlines the benefits and challenges of such efforts.
Strengthening Management Capacity. World Health Organization, 2008. (Action Field: Leadership; Resource)
http://www.who.int/management/strengthen/en/index.html
Managers are an essential component of the health workforce. Good management is essential for quality service delivery and achieving desired health outcomes. This resource details a balanced, strategic approach to strengthening management capacity. [from introduction]
Supervisor Competency Self-Assessment Inventory. Management Sciences for Health (MSH), 1998. (Action Field: Human Resource Management Systems; Resource)
http://erc.msh.org/mainpage.cfm?file=96.70.htm&module=toolkit&language=English
The supervisor competency self-assessment inventory is a self-evaluation tool designed to be used by supervisors to assess their competency and experience in a number of supervisory functions and to develop plans for improvement. The tool is organized according to the major functions that supervisors perform (gaining acceptance, work planning, motivation, performance review, counseling, conflict resolution, time management). These functions are described in a matrix with a one to four scale indicative of levels of competence, performance and experience. There is no scoring involved.
Supporting Existing Health Cadres in Learning New Skills: Tools and Approaches. The Capacity Project, 2006. (Action Field: Education; Tool/Guideline)
http://www.capacityproject.org/images/stories/files/newskills_resourcepaper_060808.pdf
The Capacity Project has identified and categorized existing tools and approaches that support health cadres in learning new skills, especially in the area of HIV/AIDS. This paper includes examples of potential resources, providing web links in the appendices.
Task Shifting for a Strategic Skill Mix. The Capacity Project, 2006. (Action Field: Education; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_5.pdf
Task shifting is increasingly considered a promising intervention for strengthening national health coverage by improving the strategic skill mix in the country’s health care system. In this technical brief, task shifting refers to two processes: 1) shifting tasks from one cadre of health care worker to an existing, lower-level cadre and 2) shifting tasks to a new cadre developed to meet specific health care goals. Based on a review of the literature and country examples, the brief describes why task shifting is important and highlights some key steps in planning for, developing and supporting cadres involved in task shifting.
Task Shifting: Rational Redistribution of Tasks Among Health Workforce Teams, Global Recommendations and Guidelines. World Health Organization, 2008. (Action Field: Human Resource Management Systems; Tool/Guideline)
http://data.unaids.org/pub/Manual/2007/ttr_taskshifting_en.pdf
This set of 22 recommendations provide overall guidance to those countries that are considering adopting or extending a task shifting approach. The recommendations and guidelines identify and define the key elements that must be in place if the approach is to prove safe, efficient, effective, equitable and sustainable. They cover the need for consultation, situation analysis and national endorsement, and for an enabling regulatory framework. They specify the quality assurance mechanisms, including standardized training, supportive supervision, and certification and assessment, that will be important to ensure quality of care. They cover the elements that will need to be considered for the purpose of ensuring adequate resources for implementation and offer advice on the organization of clinical care services under a task shifting approach.
The Right to Health and Health Workforce Planning: A Guide for Government Officials, NGOs, Health Workers and Development Partners Physicians for Human Rights, 2008. (Action Field: Leadership; Tool/Guideline)
The purpose of this guide is to explain why it is necessary to ground health workforce planning in human rights, and how to develop a plan that does just that.
Tools for Development: A Handbook for Those Engaged in Development Activity. Department for International Development (DFID), 2002. (Action Field: Partnership; Tool/Guideline)
http://www.dfid.gov.uk/Documents/publications/toolsfordevelopment.pdf
Tools for Development draws together a range of techniques designed to help DFID officers and others undertake development activities and interventions of any size and kind.
Tools for Planning and Developing Human Resources for HIV/AIDS and Other Health Services. Management Sciences for Health (MSH), 2006. (Action Field: Policy; Tool/Guideline)
http://www.who.int/hrh/tools/tools_planning_hr_hiv-aids.pdf
These collected tools and guidelines will assist health program managers, policy makers and leaders to assess the impact of HIV/AIDS on the health workforce and its capacity to deliver and scale up HIV/AIDS services.
Traditional Medicines and Traditional Healers in South Africa. AIDS Law Project, 2003. (Action Field: Policy; Resource)
http://www.tac.org.za/Documents/ResearchPapers/Traditional_Medicine_briefing.pdf
Traditional healers have a crucial role to play in building the health system in South Africa and strengthening and supporting the national response to HIV/AIDS. This paper sketches a background to traditional healing in South Africa and discusses international policies and guidelines and the South African legal framework on traditional health practitioners. It argues for the regulation of traditional healers and traditional medicine, as well as for the application of human rights principles within the traditional healing profession. The paper concludes with advocacy strategies and ways of aligning traditional healing with a human rights framework.
Trainer Competency Self-Assessment Tool. Management Sciences for Health (MSH), 1998. (Action Field: Education; Tool/Guideline)
http://erc.msh.org/documents/hr/HCD12.doc
This self-assessment tool outlines the major areas of competence required to manage effective training programs. The areas of competency are sub-divided into the major functions a trainer can provide. This inventory can be used as a needs assessment tool in the design of a training of trainers (TOT) program or for individuals to use in developing their own trainer development plan.
Training Works! What You Need to Know about Managing, Designing, Delivering and Evaluating Group-Based Training. JHPIEGO, 2003. (Action Field: Education; Tool/Guideline)
Effective training can help providers of family planning/reproductive health (FP/RH) services to improve their performance. This handbook, which is designed for anyone who has a role in the management, design, delivery or evaluation of group-based training for health care professionals currently providing services such as in-service training, summarizes the tasks that should be completed at each stage of training to ensure an effective training course.
Transfer of Learning: A Guide for Strengthening the Performance of Health Care Workers. PRIME II and JHPIEGO Corporation, 2002. (Action Field: Education; Tool/Guideline)
http://www.prime2.org/prime2/pdf/TOL_high_res.pdf
When health care workers participating in training are able to transfer their newly acquired knowledge and skills to their jobs, higher levels of performance and sustained improvements in service delivery are likely to result. An integrated website created by IntraHealth International/PRIME II uses a matrix to outline specific steps for supervisors, trainers, learners and co-workers to follow before, during and after a learning intervention to promote this transfer of learning.
Using Collaborative Approaches to Reach Human Resources for Health (HRH) Goals. Capacity Project, 2006. (Action Field: Finance; Partnership; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_4.pdf
This technical brief offers best practices and lessons learned from a combination of key themes in current literature and practice regarding the benefits of collaborative ventures. The brief suggests some plausible answers to the following: 1) what are the benefits of participating in a collaborative venture; 2) what are the challenges and common pitfalls that can occur; and 3) what does it take to collaborate productively and to sustain the collaboration?
Validating a Work Group Climate Assessment Tool for Improving the Performance of Public Health Organizations. Human Resources for Health, 2005. (Action Field: Human Resource Management Systems; Resource)
http://www.human-resources-health.com/content/3/1/10
This article describes the validation of an instrument to measure work group climate in public health organizations in developing countries. The Work Climate Assessment Tool (WCA) was applied in Brazil, Mozambique and Guinea to assess the intermediate outcomes of a program to develop leadership for performance improvement. Data were collected from 305 individuals in 42 work groups, who completed a self-administered questionnaire.
What Countries Can Do Now: Twenty-Nine Actions to Scale-Up and Improve the Health Workforce Global Health Workforce Alliance and World Health Organization, 2009. (Action Field: Finance; Resource)
http://www.who.int/workforcealliance/knowledge/publications/taskforces/actionpaper.pdf
This paper provides country policy makers with a quick summary of the evidence-based actionable steps that they can take immediately to improve the effectiveness of their HRH financing policies.
WHO/WFME Guidelines for Accreditation of Basic Medical Education World Federation for Medical Education, 2003. (Action Field: Education; Tool/Guideline)
This product was developed by the World Health Organization and World Federation for Medical Education (WHO/WFME) Strategic Partnership to improve medical education guidelines for accreditation of basic institutions and programs. The guidelines serve as a tool to assist national authorities and agencies, which have responsibility for the quality of medical education—either to ensure adequate activity and transparency of existing accreditation systems or to assist in the establishment of new systems in countries and regions that to date have not used accreditation. The guidelines are a consensus product resulting from deliberations of the taskforce, which included broad international expertise.
Workforce Planning for the Health Sector. The Capacity Project, 2006. (Action Field: Human Resource Management Systems; Resource)
http://www.capacityproject.org/images/stories/files/techbrief_6.pdf
A key component of the wider HRH strategic plan that most countries are beginning to develop is a workforce plan. Such a plan enables senior managers to scan and analyze human resources data routinely, determine relevant policy questions and institute policies to ensure that adequate staff with appropriate skills is available when and where it is needed. This technical brief outlines the rationale, essential steps in workforce planning and practical tips for implementing a workforce planning exercise on a regular basis.
Workgroup Climate Assessment Tool and Guide for Facilitators. Management Sciences for Health (MSH), 2003. (Action Field: Leadership; Tool/Guideline)
http://erc.msh.org/mainpage.cfm?file=96.9htm&module=toolkit&language=English
The Workgroup Climate Assessment Tool (WCA) is designed to measure climate in intact work groups at all levels of an organization. It also engages work group members in conversation so that they can find ways to improve their particular climate. The WCA Guide for Facilitators consists of the WCA tool; tabulation sheets and feedback reports; tabulation instructions; facilitators plan for conducting the WCA; a detailed review of work group climate; leading and managing practices for improving work group climate; handouts for discussion groups; and instructions for applying the WCA.
Workplace Violence Policy. Penn Behavioral Health Corporate Services. Penn Behavioral Health Corporate Services, 2008. (Action Field: Policy; Resource)
http://www.pennbehavioralhealth.org/documents/workplace_violence_policy.pdf
Workplace violence is a serious issue that has been increasing over the past decade. This product makes suggestions for creating a workforce violence policy, outlines guidelines and procedures for addressing workplace violence and provides a sample corporate policy for violence in the workplace, a sample workplace violence policy statement and a sample corporate policy for an employee assistance program (EAP).