National HR Report

February, 2017

HSE National HR Directorate Leaders in People Services

Health Service Leadership Academy (Action 1.3)

Colleagues continue to participate in the Delivery Design and Content Review Groups as part of

the development of the Health Service Leadership Academy. The work to put the Leadership

Academy in place is part of building a better health service and we appreciate the involvement

of colleagues and stakeholders who have participated to date in this exciting initiative. Briefings

are scheduled with a number of Divisions and a workshop for cross sector of staff is scheduled

for the 4th

April, 2017. Details from our second Steering Group meeting are attached (Appendix

1).

PRIORITY 1 LEADERSHIP & CULTURE

Staff Engagement Survey (Action 2.2)

The Health Sector Staff Survey “Your Opinion Counts” closed at the end of October 2016 with a

response rate of 15% (19,288 respondents) an increase of 8% on the 2014 survey.

The overall findings for the Health Sector Staff Survey as well as customised reports for each

individual organisation have issued to the Chief Executive of each Hospital Group and the Chief

Officer of each CHO Area. A schedule of Survey feedback events are now taking place as

follows:

Region Location Date Time

Mullingar Mullingar Park

Hotel, Mullingar

Tuesday 4th April 10.00-13.00

Galway Education Centre,

Merlin Park

Hospital, Galway

Thursday 6th April 10.00-13.00

Cork Marymount

Hospice, Cork City

15th March 2017 10.00-13.00

Dublin F2 Centre, Rialto,

Dublin 2

20th March 2017 10.30-13.00

Local Events

One of the key pieces of feedback from the 2014 survey was the importance of follow up: many

staff reported that they did not get information on the findings of actions in relation to the

survey and this is something we want to be proactive on. Therefore, following the national

events each Hospital Group and Community Healthcare Organisation will be asked through their

local HR Directors to plan, organise and host a local event recommended to take place from mid

March to the end of April which will allow for analysis of the survey results for your area.

The purpose of these events are to examine closely customised reports from the Survey within

your area, to focus on a maximum of three areas for improvement over the next year/18

months and to develop plans to address areas for improvement. We have asked the HR

Directors to ensure that all staff grades are represented at their local event to ensure we are

modelling engagement and capturing a cross section of staff views. National HR will be involved

to ensure we are up to date on how each organisation is progressing and to enable us to share

the learning. It is intended that there will be a prize in the next Excellence Awards which

PRIORITY 2 STAFF ENGAGEMENT

recognises the Organisation/Division with the biggest improvement in their identified area for

improvement.

HR Twitter (Action 2.3)

For most up todate HR News and People Strategy developments, please feel free to follow us on

(@HSE_HR) – twitter.

Diversity, Equality and Inclusion (Action 2.9)

Diversity, Equality and Inclusion win CIPD (Chartered Institute of Personnel and Development)

Special Recognition Award

The Diversity, Equality and Inclusion team, with colleagues in the NDTP were given a special

recognition award for their work in progressing this important agenda at an event in Dublin in

February. The award acknowledges the work being done under the ten diversity goals, from

Women in Leadership to working to support employees with disability to Traveller engagement

with the workforce.

Career coaching for Traveller Engagement (Action 2.9)

Two career coaching events were held for Traveller women and men in relation to the current

administration recruitment campaign. The events were organised with Pavee Point Centre in

Dublin and the Galway Traveller Movement.

Engagement with public sector bodies through AHEAD (Action 2.9)

The National HR Lead for Diversity, Equality and Inclusion, Siobhan Patten, presented on the

HSE’s DEI plan to a cross-departmental group, organised by AHEAD (Accessing Higher Education

for People with Disabilities).

Irish Sign Language training up and running (Action 2.9)

There are now four groups of Irish Sign Language groups in training across the HSE with a total

of 48 trainees. Competence and confidence is growing every day.

Equality Monitoring of Administrative Campaign (Action 2.9)

There has been ongoing collaboration with the HBS National Recruitment Service with regard to

re-launching the Equality Monitoring Framework for the current Grade III competition. All

candidates have been sent a link to the voluntary Equality Monitoring questionnaire, which

should garner some valuable information for the future development of supports.

Cultural diversity training (Action 2.9)

Cultural diversity training by the three Equality Officers has been ongoing.

Workplace Health and Wellbeing Unit Update (Actions 2.10, 2.11)

Occupational Health

Safer Better Care Standards for Occupational Health is well underway with the advisory group

meeting held on the 27th

January 2017 discussing the Version 5 of the draft. It is aimed for

launching in May 2017.

NER-DIME project is approaching its go-live date in May 2017. A training session for OH

departments is planned for the 31st

March 2017.

Staff Health and Wellbeing

WHWU have set up a working group to develop a Healthy Doctors Strategy by end of Q2

2017. The first meeting was held on 24th January 2017 with attendance from a wide

representation of important relevant bodies such as the RCPI, ICGP, Practitioners Health

Matters Programme, Medical Council, IMO as well as the medical student representatives

among others. This important strategy is looking at differing needs of physicians at various

career points. An implementation plan will also be part of this process. The next working group

meeting to discuss its progress is now scheduled for the 10th March 2017.

Conference 2017

The WHWU is hosting a conference on May 19th

2017 titled- Workplace Health and Wellbeing

Unit Strategy - Engaging and Supporting Our Workers

Leadership

26 team members are taking part in the Future Leaders Programme with 6 organisational

development projects are being conducted.

• The Development and authorisation of Accreditation Standards for Occupational Health

Services.

• Physical Activity -Review of current evidence on physical activity information

• Introduction of Resource Management Planning/business plans in Occupational Health

Nursing Services

• The adaptation of the CDC Health Score Card to the Irish Health Care Setting

• Testing of a Fatigue Risk Management Score in an Irish Healthcare Setting

• The improvement of Communications in WHWU – development of a strategy

Employee Assistance Counselling Services

Standards

WHWU has commenced developing standards for the HSE Employee Assistance Counselling

Service (EACS). Standards will be based on HIQA’s National Standards for Safer Better Care

published in 2012. The inaugural meeting of the EACS Standards Development Project Group

was held on the 27th

January 2017. The Project Group, chaired by Derval Howley, is a

multidisciplinary group whose members have been drawn from EACS, Occupational Health and

Health & Safety divisions of WHWU. The Project Group will meet monthly and is tasked to

report by end of Q2 2017.

Launch of CISM Work Positive

The EACS has been involved in preparations for the launch of Critical Incident Stress

Management (CISM) Work Positive will take place on March 8th

2017. The CISM Work Positive

tool was developed as a result of the collaborative efforts of the State Claims Agency, the Health

and Safety Authority, Queens University Belfast and CISM Network Ireland.

The HSE is represented at the CISM Network Ireland by the WHWU Employee Assistance and

Counselling Service (EACS) and the National Ambulance Service. CISM Work Positive is a risk

assessment and response tool aimed at protecting the psychological health, safety and

wellbeing of organisational groups exposed to critical incidents in the workplace. CISM has been

delivered by the EACS throughout the HSE (former Health Boards & Regions) since 1997. Work

Positive has also been applied in areas of the HSE by Organisational Psychology services.

The CISM Work Positive tool is an integration and development of the two models. The model

has been successfully piloted in the National Ambulance Service, the Defence Forces and the

Irish Prison Services and within some private sector organisations.

The WHWU is currently collaborating with the States Claims Agency in planning the rollout of

CISM Work Positive following the official launch. WHWU is confident that the implementation

of CISM Work Positive throughout the HSE will make a valuable contribution towards improving

and maintaining the wellbeing of employees.

National Health and Safety Function

The Health and Safety Division of WHWU is undertaking a workforce planning project.

The following data has been collected:

• Measurement and interpretation of demand for health and safety functions

• Assessment and review of organisational characteristics of services care to understand

their influence on staffing

• Examination of the current capacity of the health and safety functions to meet service

demand

• Profiling the capability of the health and safety functions to interpret service demand and

link it to appropriate staffing utilisation

• Development of key performance indicators for each function

A full report with recommendations will be available mid-March 2017.

Information and Advice

• 140 requests were logged to the helpdesk for support, advise, assistance and training in the

area of Health & Safety. Of those 140 requests:

• 99 are resolved

• 16 awaiting customer feedback and

• 25 in Progress

Other

Facilitated further Stress Management Seminars in Waterford and Carlow with a total of 72

attendees. See website for full list of seminar dates or click here.

Website

Upgraded our helpdesk application to support and improve user interaction with same.

National Policy Development

The following were further reviewed following additional feedback:

• HSE Policy on the Prevention and Management of Latex Allergy 2011

• Finalised the HSE’s Draft Policy on the Classification Packaging Marking and Labelling of

Pharmacy Wastes Generated in the Pharmacy.

HSE Consultation Process

The following draft National Policies have been submitted to the NJC:

• HSE Manual and People Handling Policy, 2016

• HSE Policy on the Prevention and Management of Stress in the Workplace, 2016

• HSE Policy for the Management of Biological Agents in the Healthcare Sector,2016

• HSE Lone Working Policy, 2016

• HSE Safe Driving for Work Policy, 2015

• HSE Policy on the Management of Health and Safety in Contract Work: Co-operation and

Coordination with Contractors and Others, 2016

Risk Assessment Process

Commenced with the revision of the Risk Assessment Process.

FETAC Healthcare Assistants Programme

As Module Leader, developed, co-ordinated and delivered the Health & Safety module of the

programme.

National Level 1 Audit Programme

• Programme continues nationally

• Work advanced on schedules in Acute Services in North East, Midlands and South East for

Q1/Q2 2017.

• Meeting held with CHO Area 8 to begin developing process for Level 1 Audit programme.

CHO Area 8 to be used as pilot site.

• Following meeting with National Risk Manager, Mental Health, work has begun to identify

process to begin Level 1 Audit Programme in acute mental health services nationally.

National Level 3 Audit Tool & National Level 4 Audit Tool

Work has commenced on development of National Level 3 audit tool and National Level 4 audit

tool.

National Manual Handling Audit

Work advanced on development of National Manual Handling Audit – completion mid-March

2017.

Supplementary Level 1 Audit Tool on management of violence and aggression in workplaces

Work advanced on this document – completion mid – March 2017.

HSE Procurement Management of Violence and Aggression

Meeting with HBS procurement 20/01/17 to further develop procurement strategy on violence

and aggression.

Manual Handling Training Project Group -Sub Group – Guidance Note for Managers

• 12.01.17 Group Meeting via Teleconference

• Guidance note for Managers and training brochure developed to ‘final draft’ stage.

Manual Handling Applicant Support Document for Instruction training

Development of draft Manual Handling Applicant Support Document.

Training Statistics

• 16 training programmes delivered through the NHSF January 2016

• No. trained 141

• No. who did not attend (DNA)12- Cost incurred €1004.

Training Requests/Queries Processed by Training Team

• 99 Training requests logged

• 52 Training Queries Resolved 1st – 31st

January

• 424 Training Queries resolved to-date.

HSELanD MH Training Programme Review and update for the HSE

Work is ongoing regarding a proposal for the design and development of an HSE Manual

Handling e-learning programme.

Helpdesk Training requests

• Group training request (GTRF), Training request forms (TRF), Training Cancellation Form (CF)

are currently being reviewed based on an assessment of queries and continuous

improvement.

• The FAQ on Statutory OSH Training is currently being reviewed to incorporate additional

information / feedback / queries received through helpdesk FAQ.

Future Leaders programme

Participants from NHSF involved in projects.

The following are the main interventions provided to support implementation of Priority 3

People Strategy.

First Time Managers Programme

What is it? This programme is for people moving into their first people management role in the

HSE, irrespective of grade or discipline. It will provide new managers with essential tools and

techniques needed to be the most effective managers they can be. The programme covers the

organisation’s expectations; moving from a practitioner role to that of a manager; self-

awareness and resilience; leadership in practice and managing performance. It also contains

Quality, Patient Safety and Risk elements.

Target Audience: All newly appointed/promoted managers

Duration: 6 days which include the 2 day People Management – the Legal Framework

Programme

Desired Impact: That first time managers will be equipped to effectively carry out their new

management role, with a better understanding of the organisation and of themselves as

individuals. They identify how they can transfer the learning from the programme back into the

workplace.

People Management – the Legal Framework (PMLF)

What is it? 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. The programme is

divided into seven modules as follows: Employee Performance; Managing Employee

Grievances; Managing Attendance; Equal Opportunities; Dignity at Work; Trust in Care;

Management of Fixed-Term Employees

Target Audience: All line managers

Duration: 2 days

Desired Impact: That line managers, having completed the programme, will understand the

salient provisions of the employment legislation as it impacts on their role and know how to

operate the HR policies and procedures which contribute to good People Management.

Management Development

What is it? This is a practical, developmental, educational, supportive and reflective

programme. It is designed to meet the real needs of front-line managers from a range of

disciplines and areas within the HSE.

PRIORITY 3 LEARNING & DEVELOPMENT

Target Audience: Managers with more than 3 years experience

Duration: Ten days. The programme will be run over 5 two-day modules.

Desired Impact: That managers have a clear understanding of their role and how the task of the

manager is to enable the organisations/teams purposes to be defined and fulfilled by adapting

to change and maintaining a workable balance between the various, and frequently conflicting,

pressures at work in the organisation.

Coaching

What is it? Coaching refers to the activity of a coach in developing the abilities of a coachee.

Coaching tends to focus on an existing problem (from which to move away) or a specific

outcome that the individual wishes to achieve (move towards). In both cases, the coach aims to

stimulate the coachee to uncover innate knowledge so they can achieve a sustainable result.

Coaches will normally check that the specific learning can be successfully re-applied by the

coachee, to deal with other problems in the future. The structure and methodologies of

coaching are very numerous with one unifying feature, coaching approaches are predominantly

facilitating in style, that is to say that the coach is mainly asking questions and challenging the

coachee to learn from their own resources.

Target Audience: Any staff member

Duration: As required

Desired Impact: Coaching focuses on unlocking a person's potential in order to maximise

performance, promote development, or solve problems. Some examples of typical areas

covered are Career Management, Personal Development, Role Consultation and Problem

Solving.

Performance Achievement

What is it? Performance Achievement is a process which contributes to the effective

management of individuals in order to achieve improved levels of individual and organisational

performance and development. This is a practical and interactive intervention designed to give

participants a comprehensive overview of the core management skills, using a practical and

learning centred approach, focusing on developing the capacity and capability of staff.

Target Audience: The intervention is aimed at managers who are responsible for managing

people and their performance at work.

Duration: 1 day

Desired Impact: That managers are comfortable in engaging with the performance achievement

system.

Team Diagnostics, Team Building and ongoing Team Development

What is it? Leadership, Education and Development offer bespoke team Interventions tailored

to the specific needs of the team. A team effectiveness questionnaire can be administered in

order to ascertain the team’s functionality in terms of elements which need to be present in

order for teams to function effectively. This in turn can lead to the identification of areas where

teams may benefit from some development. In conjunction with this, Line Managers can also

propose any specific issues they would like to address.

Target Audience: Any team

Duration: Development is usually given to teams in a number of half day slots, dependent on

identified needs and findings from Team Effectiveness Questionnaire.

Desired Impact: That teams are cohesive, functional, and as such increase their productivity,

morale and potential. Where there are teams with pre-existing issues, the intended impact is

that these would be resolved so that the team can become more functional and productive.

Continuous Improvement Programme (LEAN)

What is it? Implementing the methodology of Lean Healthcare and applying its principles to

services with the focus being on continuous improvement of systems and processes to enhance

the flow of the patient journey. This approach has a defined structure for assessment, data

gathering and interpretation of data. This is compiled in a comprehensive and detailed report

with an implementation plan for recommendations. This report and its findings are presented

back to all key stakeholders and hospital management.

Target Audience: All HSE services

Duration: The duration of the project is dependant on the scope of the project objectives.

Desired Impact: To enhance systems and processes within services with a key focus of

eliminating waste and adding value to the service being provided.

Organisation Design / Restructuring

What is it? Leadership, Education & Development offers tailored support to those who are

attempting to restructure / reconfigure services and supporting service integration across the

HSE in terms of design, planning implementation and mainstreaming. Facilitation of workshops

also offered. Systems and Process Improvement is also offered including LEAN process reviews.

Target Audience: Any service

Duration: As required

Desired Impact: OD is a long range effort to improve organisation's problem solving and

renewal processes, particularly through more effective and collaborative management of

organisational culture. The aim of this offering is to assist the organisation in its efforts to

provide seamless, integrated services to clients, and to ensure that our organisational processes

are as efficient and effective as possible, in terms of our limited resources.

Change Management Support

What is it? Managing Change in a complex organisation like the HSE can be challenging.

Change Management Support is provided by the Leadership, Education and Development Unit

to assist managers in line with the official HSE Change Management Methodology outlined in

the ‘Improving our Services’ Change Management Guide. Change Management guidance and

support is offered to those planning large or small change projects within the HSE, in terms of

structuring the project from the initial concept and scoping stages, Stakeholder Analysis,

through the planning, implementation and mainstreaming of the change initiatives. P&D staff

will provide support throughout each of the stages while also endeavouring to embed new

change management skills with those commissioning the support.

Target Audience: All staff

Duration: Tailored support for the duration of the project – please note however that P&D do

not supply Change Managers for projects, this is a support offering only.

Desired Impact: Provision of support to HSE Managers at all levels in order to implement

change, adhering to the HSE Change Management Methodology to a high quality and with the

backing of all stakeholders. Up-skilling of managers and staff in the HSE Change Management

Methodology and implement project changes.

Service Planning

What is it? Service Planning is provided to teams and services, who wish to reflect on their

current practice, identify gaps and develop a strategic plan to help implement the changes

envisaged. It involves using organisational diagnostic tools to scope out the services,

conducting a current situation analysis and based on the findings develop a plan of action in line

with organisational objectives.

Target Audience: Teams and Services

Duration: As required

Desired Impact: Provision of support to Managers and staff in order to apply project planning

tools and models to their service requirements so that in future they will have sufficient

knowledge to apply the tools within their own services therefore making them more efficient

and effective.

Employee Induction

What is it? Employee Induction is a three stage approach.

Pre employment – to assist the line manager in preparing for the arrival of a new employee

prior to commencement of employment.

Departmental Induction – an introduction to the culture and work practices of the department.

To have a clear understanding of their role, responsibilities and objectives.

Employee Induction Programme (Corporate & Site) - a structured approach to introducing newly

appointed or transferred employees to the organisation, its vision, mission, values and services

through a selection of subject matter experts.

Target Audience: All new and recently transferred employees

Duration: Employee Induction programme – 1 day

Desired Impact: All new or recently transferred employees are made to feel welcome and a

valued member of the HSE.

Customer Service

What is it? This programme aims to improve service delivery to all customers and clients of HSE

by developing active listening skills, creating awareness of non-verbal communication and

recognition of customer needs and expectations.

Target Audience: All staff

Duration: ½ day or 1 day

Desired Impact: To improve the quality of service delivered to our customers / clients.

Grade III / IV Development Programme

What is it? This programme aims to support clerical administrative grades in their

development.

The programme includes the following modules: Communication, Customer Service,

Personal Development Planning (PDP), Team Working, Time Management and Minute Taking.

Target Audience: Grade III & IV Clerical / Admin staff

Duration: 2 days

Desired Impact: That at the end of this programme each participant will:

• Understand the need for excellent communication skills when dealing with their customer

base

• Identify the elements of team work and their role within their team

• Have started the PDP process

• Have templates which may allow improvement in managing their time and participation at

meetings

Retirement Planning

What is it? This is a one day programme which aims to increase awareness among employees

regarding the need to prepare for retirement. Topics covered on the programme include: Taking

Care of your Health; Taxation; Savings and Investments; Budgeting and Money Saving Ideas;

Superannuation; Other options - AVC's.

Target Audience: Staff nearing retirement

Duration: One day

Desired Impact: To equip employees with the necessary information, both financial and

otherwise to assist them in preparing for retirement.

The Regional Education Centre in Ardee, Co. Louth had a very busy year again in 2016 with a

total of 10,000 staff using the centre in 2016. There were a total of 361 training and

development events, with 6,700 staff attending these events. These development events

included classroom type training, conferences and IT training. There were 323 meetings and

team building events in 2016, with circa 3,300 people involved.

RCSI Hospital Group, Service Planning (Action 3.5)

A very successful Introduction to Service Planning Workshop was held with the RCSI Hospital

Group Leadership Team. The workshop was facilitated by Leadership, Education & Talent

Development and involved Clinical Directors, Directors of Nursing and Department Heads. The

workshop involved speciality groups identifying key priority areas for 2017 and 2018. Next steps

will involve translating those key priorities into Goals and Objectives for the Hospital Group.

Leaders in Management Programme (Action 3.5)

Development of the new Leaders in Management Programme continues. The selection of

participants for the pilot programme in CHO 1 is complete. Over 57 senior managers applied,

with 22 selected to attend the first course in March 2017. A local launch of the programme took

place in Ballyshannon on the 28th

February 2017. John Hayes, the Chief Officer, CHO 1,

welcomed this exciting new programme and outlined his vision for development in CHO 1 to

participants.

Doctors Recruitment News – New Occupational Health System on its Way

National Doctors Training and Planning are currently working with our colleagues in Workplace

Health and Wellbeing to develop an Occupational Health Module in the Doctors Integrated

Management System (DIME). The DIME is an award winning system that reduces the

administrative burden on NCHDs rotating through posts in the public healthcare system. This

new module will enhance the existing NER portal allowing NCHDs to complete occupational

health paperwork online. A flagging system will be used by Occupational Health Departments

to notify Employers / Medical HR if NCHDs are passed fit for employment as they rotate through

employers. The medical information posted by NCHDs will remain confidential to the individual

NCHD and the relevant Occupational Health Department and will not be visible by Medical HR.

NCHDs will have the ability to view and download immunisation certificates and EPP certificates

from their portal account. A number of workshops have taken place with the system

developers, OpenSky and it is expected that training will be rolled out to Occupational Health

Departments in April 2017. This new module will be available for the July 2017 changeover and

should make the transition from one post to another in the health service a lot more

straightforward.

PRIORITY 4 WORKFORCE PLANNING

Service Employment Levels – February, 2017 (Action 5.1 – 5.13)

At the end of February, 2017, health services’ employment stood at 107,746 WTEs.

by Service Delivery area: Feb 2017 (January figure: 107,251)

Service Area WTE Dec

16

WTE Jan

17 WTE Feb 17

WTE

change

since

Jan 17

% change

since Jan

17

Total Health Service 107,085 107,251 107,746 +495 +0.5%

Children's 2,974 2,976 2,986 +10 +0.3%

Dublin Midlands 10,069 10,049 10,109 +60 +0.6%

Ireland East 10,971 11,042 11,096 +54 +0.5%

RCSI 8,447 8,515 8,567 +51 +0.6%

Saolta Healthcare 8,457 8,415 8,500 +85 +1.0%

South/ South West 9,585 9,632 9,660 +29 +0.3%

University of Limerick 3,596 3,600 3,620 +20 +0.6%

other Acute Services 22 23 25 +2 +6.9%

Acute Services 54,121 54,252 54,562 +310 +0.6%

CHO 1 4,798 4,813 4,833 +20 +0.4%

CHO 2 4,802 4,794 4,816 +22 +0.5%

CHO 3 3,907 3,925 3,912 -13 -0.3%

CHO 4 6,556 6,575 6,611 +36 +0.5%

CHO 5 4,372 4,363 4,385 +22 +0.5%

CHO 6 4,335 4,331 4,324 -7 -0.2%

CHO 7 5,529 5,506 5,546 +40 +0.7%

CHO 8 5,636 5,623 5,650 +27 +0.5%

CHO 9 6,260 6,274 6,273 -2 +0.0%

Other Non-Acute 377 380 390 +10 +2.6%

PCRS 366 370 356 -15 -4.0%

Community Services 46,938 46,953 47,093 +141 +0.3%

Health & Wellbeing 1,383 1,376 1,389 +14 +1.0%

Ambulance 1,744 1,746 1,754 +8 +0.5%

Corporate & HBS 2,899 2,924 2,947 +23 +0.8%

EWTD compliance – January 2017 (Actions 5.1, 5.8)

Some key points:

The data deals with 5,557 NCHDs – approximately 99% of the total eligible for inclusion. Note

that this is calculated on the basis that the number of NCHDs is increasing on a month by month

basis. The number of NCHDs included in January 2015 from the same group of hospitals and

agencies was 5,023, in January 2016 it was 5,375;

Compliance with a maximum 48 hour week is at 83% as of end January – up 1% from December;

Compliance with 30 minute breaks is at 99% - unchanged from December;

Compliance with weekly / fortnightly rest is at 99% - unchanged from December;

Compliance with a maximum 24 hour shift (not an EWTD target) is at 97% - unchanged from

December;

PRIORITY 5 EVIDENCE & KNOWLEDGE

Compliance with a daily 11 hour rest period is at 99% - up 1% from December. This is closely

linked to the 24 hour shift compliance above.

Attendance Management – January 2017 (Action 5.6)

Benchmark

/ Target

January

2016

Full Year

2016

Previous

Month

January

2017

% medically Certified

(January 2017)

Absence

Rates 3.5% 5.0% 4.5% 4.9% 5.0% 86%

The January rate at 5.0% is up on the December rate of 4.9%.

HR & Payroll Business Services Programme

Work is ongoing to advance the HR and Payroll Business Services Programme with a business

case currently being drafted to scope out requirements of the organisation.

Performance Achievement (Action 6.4)

The Performance Achievement System has been reviewed and redesigned and is ready for

implementation on the sites participating in the pilot scheme. Line managers continue to

familiarise themselves with the revised documentation and the associated e-learning modules

on HSELand.ie. An implementation date will be communicated once it becomes available.

Conflict Resolution (Action 6.5)

Two Conflict Resolution and Personal Safety courses were delivered in the West. The course in

Castlebar was attended by HSE staff and Western Care staff who work on the early intervention

disability services and early autism services. Feedback from participants was positive. The

modules on how to handle conflict and reviewing policies and procedures that affect

staff working with more than one organisation were highlighted as being particularly relevant.

This course offers staff an opportunity to look at their own conflict styles and how to use de-

escalation skills appropriately.

Human Resources National Workplace Relations Unit (Action 6.6)

Operations Section

Draft National Human Resources Workplace Relations Unit Statement of Strategy (2017 –

2019)

A Draft Statement of Strategy setting out the ambition and focus of the Unit over the next 3

years have been developed. The strategy frames the ambition of creating a modern, user

friendly, efficient National Human Resources Workplace Relations Unit that will provide

significant benefits for all users. The focus will be on investigating complaints as quickly,

efficiently and as inexpensively as possible together with a significant focus on early dispute

resolution and dissemination of learning outcomes across the entire system. Our ambition is to

create a culture of excellence from the outset, share learning and introduce a common

Governance model.

ICT Business Case – Complaints Management System

A comprehensive Business Case to develop a dedicated ICT System to manage all aspects of the

National Human Resources Workplace Relations Unit workload has been approved at the recent

Digital Government Oversight Unit (DGOU) meeting of 16th

February 2017. This project, in

partnership with HSE Office of the Chief Information Officer, will shortly progress to

procurement stage.

PRIORITY 6 PERFORMANCE

Staff Induction Day

An induction and training programme took place on 13th

February for new staff who

commenced in the Unit recently. The event was attended by the full team and covered all

functions of the Unit as well as a detailed examination of the HSE Human Resources policies and

guidelines which govern the investigation process.

Phone Management System

A dedicated phone line for all functions managed by the National Human Resources Workplace

Relations Unit has been set-up. All calls are now directed to a central phone line (046) 925

1790.

Staff Development Section

New staff have been appointed to the Staff Development section. The manager of the section

will commence on the 6th

March 2017.

Training

Training was organised for all members of the team in SAP Financials, Excel, FOI “Awareness on

Complaints” and principles of Lean Working.

Coaching

A National Database for coaches and coachees is currently being examined.

A comprehensive “as is” process has been arranged with all former HSE Areas with regard to

Coaching. This process will take place during the month of March 2017. Following those visits

an “as is” report will be complied with national recommendations made for consideration.

The development of an accredited training programme for HSE coaches is commencing. In 2017

the HSE National Coaching Service has commenced the process of preparing for Accreditation

status which is hoped to be completed by Q4 2017. This will enable us train new coaches and

have them accredited.

Investigation Support Section

A further review of the Reference Manual on Establishing & Conducting Human Resources

Investigations has been undertaken by our external legal partners to agree a penultimate draft.

An Investigator and Commissioner Toolkit has been agreed and completed. This was one of the

outcomes requested at the Listening Sessions.

There were a significant number of applications received for the 2017 Human Resources

Investigator Training Programme. 4 Groups of Investigator training to be completed in April and

May 2017.

In addition to this agreement has been reached to complete Group of Investigation

Commissioner training in May 2017.

The Investigation Process flow agreed and completed together with a “who gets what” process

flow.

Further Information/Ideas

If you wish to contribute any ideas/suggestions, or are interested in this area and have any

feedback, we would like to hear from you. Please email: HR.WorkplaceRelationsUnit@hse.ie or

phone 046-9251790.

Activity Update – CERS –February 2017

INMO Threatened Industrial Action

INMO threatened industrial action which had been scheduled to commence on March 7th

, it was

deferred following the unions agreement to ballot its members on proposals which emerged

following engagement at WRC on March 4th

. The matters which are now being considered,

consisting of the March 4th

addendum to earlier proposals of February 8th

which had been

worked out in direct discussions.

The totality of these proposals are attached as Appendices 2 and 3.

SIPTU Action

SIPTU support grades had threatened industrial action from March 7th in respect of their

dissatisfaction with progress on a number of issues. Following progress on the resolution of the

issues involved as set out below, the SIPTU action was stood down.

With regard to the matters at the centre of the dispute, the following has now been agreed:

Job evaluation for support grades is to be reopened on a phased basis from 1st March 2017. No

costs will arise from this process until December 2017 at the earliest.

SIPTU claim for incremental credit for interns employed under HRA initiative will be considered

as part of pay talks.

Issues relating to claim for parity on ED related matters will be referred to the Labour Court.

Review of the Public Service Sick Leave Scheme (Action 7.9)

The Department of Public Expenditure and Reform is currently engaging with the public service

unions on its Review of the Public Service Sick Leave Scheme. As a next step in the consultation

process the unions have been invited to attend a facilitation process under the auspices of the

Workplace Relations Commission (WRC).

The purpose of the Review is to look at the overall effectiveness and operation of the Public

Service Sick Leave Scheme to date and to assess any operational difficulties which have arisen

since its introduction. However, the fundamental terms of the Scheme, such as the limits to

access to paid sick leave and the dual look back, are beyond the scope of this Review. Based on

feedback from management in each of the sectors, DPER have developed a number of

PRIORITY 7 PARTNERING

recommendations to improve the operation of the Scheme in terms of cost-effectiveness,

standardisation and equity. DPER’s recommendations address the operation of three key

components: Temporary Rehabilitation Remuneration (TRR), the Critical Illness Protocol and the

‘Look Back’ period for calculating payment. The recommendations also deal with a number of

other issues arising from the application of the sick pay scheme which have been raised by the

sectors. During the course of the review, a number of consultation meetings have been held

with representatives from the Public Services Committee of the Irish Congress of Trade Unions,

with parallel consultations taking place with staff representatives who are not affiliated to the

ICTU (including the PNA, IDA and IHCA).

The Paternity Leave and Benefit Act 2016

The Circular governing the granting of Paternity Leave in the health sector has now issued and is

available on the HSE website (see Action 8.8).

The Paternity Leave and Benefit Act 2016 came into effect on 1st September 2016. All health

service employees who meet the criteria set out in the Act are entitled to 2 weeks’ leave from

work following the birth or adoption of a child to enable him / her to provide, or assist in the

provision of, care to the child or to provide support to the relevant adopting parent or mother

of the child, as the case may be, or both. The leave can be taken at any time during the first 6

months following the birth or adoption of the child and generally comprises of a single period of

2 weeks.

While the legislation does not provide for an entitlement to remuneration during paternity

leave (apart from the provisions relating to State Paternity Benefit) health service employees

are entitled to receive their normal pay and any appropriate fixed allowances less any paternity

benefit which he/she may be entitled to from the Department of Social Protection.

HSE Guidelines on Terms and Conditions of Employment

The draft updated guide to terms and conditions of employment in the HSE is at an advanced

stage and undergoing consultation with the health service trade unions. The guideline

document will issue as an electronic document to all health service employers and will be

accessible online. It is intended to update the document on a quarterly basis to reflect any new

circulars or agreements which issue.

HR Circulars (Action 8.8)

HR Circular 001/2017 re Revised payscales for Hospital Group Directors of Nursing & Midwifery.

HSE HR Circular 002/2017 re Extension of (1) Insurance Based Scheme & (2) Insurance based

mechanism to Nurses employed in ED and related areas.

HR Circular 003/2017 re Implementation of Department of Health Circular 1/2017 re

Paternity Leave effective from 1st

September, 2016.

HR Circular 004/2017 re HSE Policy on the HSE Certification of Registration of Nurses and

Midwives with the Nursing & Midwifery Board of Ireland.

The above Circulars are available on the following link:

http://www.hse.ie/eng/staff/Resources/HR_Circulars/hrcircs_2017.html

Rosarii Mannion

National Director Human Resources

PRIORITY 8 HUMAN RESOURCE PROFESSIONAL SERVICES