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January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 1
National HR Report
January 2018
HSE National HR Directorate Leaders in People Services
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 2
Health Service Leadership Academy Leading Care Programmes Update (Action 1.3)
In January 2018 the second residential of the Leading Care I programme took place. This
brought the cohort back together for two and a half days for a range of activities and inputs.
Aside from the residentials, participants are also working together in small learning sets. In the
learning sets participants assess and are assessed by their peers with the Learning Set Adviser
upholding the standard. This is one of the ways that the programme mirrors requirements on
senior leaders and managers to hold themselves and others to account. Participants on Leading
Care II are also engaged in action learning set meetings and individual and group tutorials. They
have completed their first assignments and are working through their second module on the
virtual campus. Establishing the Leadership Academy is a key priority within the People Strategy
and the strategic intent is to develop the leadership our patients, carers, service users and
communities deserve by supporting leaders at every level in health and across every sector in
healthcare.
Future Leaders Programmes
Future Leaders Alumni events will take place over the course of the next eighteen months.
These events will provide the 455 staff that have completed the Future Leaders programme to
showcase the development of their projects, discuss the impact of their leadership development
and to network with their future leader colleagues.
Gradlink Programme
Sixteen new Graduates attended a Gradlink Induction day in St Mary’s in the Phoenix Park in
January. The induction day was a wonderful opportunity for the graduates, who are placed in
different areas of the service, to network with each other and with previous graduates who
shared their experience with the group.
The number of graduates recruited on the 2017/2018 programme now totals 34. Plans are well
underway for the recruitment of Graduates for the 2018/2019 programme.
Effective Representation Programme (Action 1.5)
The second module of Effective Representation Programme 2 took place on 30th and 31
st
January, 2018. Applications are currently being considered for Programme 3 which will
commence in March, 2018.
Mentoring Programme to support Women in Leadership (Actions 1.7.2, 3.14, 6.8.1)
The requirement for mentorship and support for women in leadership was one of the key issues
identified from our event celebrating International Womens Day in 2017. If you are interested in
training as a mentor or would like mentoring please email [email protected] for further
information.
PRIORITY 1 LEADERSHIP & CULTURE
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 3
Staff Engagement – HSCP (Actions 2.4, 2.13)
The National HSCP Office is busy liaising and supporting 20 locations across the services that
are making plans to celebrate the inaugural National HSCPs Day on 1st February, 2018.
#wehscps
Workplace Health & Wellbeing Unit (Action. 2.6)
Workplace Health and Wellbeing is about supporting staff in managing their own health and
wellbeing, to enable staff to maximise their work contributions and work life balance (People
Strategy Priority 2). This includes how we collaborate and coordinate amongst ourselves to best
fulfill the People Strategy objectives and deliver on agreed priorities.
To do this, we need to look at our structures, our processes and how we work together - both
with Staff Support colleagues and with others.
Ultimately, the goal is staff who have a strong sense of connection to the service, take personal
responsibility for achieving better outcomes and support team colleagues to deliver results.
Programme of Reform Projects
Strategy for Doctors’ Health & Wellbeing – Feedback from the consultation process is
currently being reviewed in preparation for finalising the Strategy for end of Q1, 2018.
Quality Assessment + Improvement Tool to support the implementation of Occupational
Health Standards was launched by Prof John Gallagher in Cork on 26th January. Rollout /
information sessions will continue across all regions over the course of February with the final
rollout session scheduled for 2nd March.
Workwell.ie Work on the development of a website for Workplace Health & Wellbeing is well
underway with first stage navigation complete. Work is ongoing with respect to content and it is
anticipated that the site will be complete for end of Q1 2018.
Workwell Hubs – Workplace Health & Wellbeing Unit is a central governance unit with
responsibility for staff support services across the country. In this context, and in line with wider
organisation transformation, improvement and integration, a hub and spoke model has been
identified as the most effective model of care through which to deliver the services of the Unit.
In this regard, the Unit has begun the process of developing 6 Hubs, in the first instance, with a
further 6 Hubs to be established during the course of 2018. The structure of each hub includes
local delivery of occupational health services, critical incident stress management, employee
assistance programmes, rehabilitation services, health improvement, and health & safety.
Business Activity
During the month of January, there were 4.6 whole time equivalent (WTE) staff in the Unit.
PRIORITY 2 STAFF ENGAGEMENT
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 4
Communications
On-going flu vaccine campaign continued throughout the month of January.
Occupational Health Services
Flu Season 2017-2018
Flu Clinics continue to be available across the service for staff to access the Flu Vaccine and
these are being promoted using WHWHU internal and external social media, and email
platforms.
Health & Safety
During the month of December the following activity was recorded:
Activity No.
Health and Safety Helpdesk
Total Number of calls logged, representing the following: 91
Training 34
Audit & Inspection 2
Information & Advice 51
Policy 4
Total Requests Resolved 54
Training Attendees
Webinar on Ergonomics on 14/12/17 17
NHSF Audit Programme
In the following locations:
Delivery of Two Risk Assessment Training – Clonmel 2 x 25
Delivery of One Risk Assessment Training – Kilkenny 1 x 20
Key Projects Currently In Place
• Management of work Related Aggression and Violence Training Project Group
• National PPPG Education and Learning Sub-Group
• National Guidelines on the Transport of RIMDS – in response to HSA Competent Authority Exemption 03/2016 working with Key Stakeholders (QI Division, Procurement and DGSAs) on the development of Packaging Specification for RIMDs
• National Medicine Protocols Steering Group
Service Improvements
• 1st Build of the Display Screen Assessment Programme for HSELaND completed
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 5
• 1st Build of the pilot of the Manual Handling and People Handling Programme for HSELaND
• Improvements to the website with development of A-Z functionality
• Safety Alert Management System for Hospital Groups tested and launched
• Management of new National Ergonomics Contract
New Documentation Launched (available on website)
• HSE Policy on the Prevention and Management of Latex Allergy
• HSE Policy on the Management of Biological Agents in the Healthcare Sector
• HSE Policy on Lone Working
• OSH Newsletter Issue 9
The following documentation was reviewed, updated and published on the website:
• Site/Service Safety Statement
Documentation in Development
• Guideline document re: Display Screen Equipment and supporting DSE risk assessment form
• Publication of the tender documentation Manual Handling and People Handling Training
Framework
Policies Currently with NJC
• HSE Manual and People Handling Policy
• HSE Policy for the Prevention and Management of Stress in the Workplace and
supplementary guidance
• HSE Policy on the Management of Health and Safety in Contract Work
• HSE Policy and Procedure for the Management of Intoxicant Misuse
Organisational Health
Organisations provide the context for work. Healthy organisations facilitate the highest
performance supporting and sustaining commitment and trust between the organisation,
managers and staff as a central feature of a psychologically well and resilient workforce and
organisation. In this context, an Organisational Health workstream has been established within
the Unit.
The Organisation Health Lead will work with the National Clinical Lead – WHWU, WHWU
Functions and the wider HR Divisions to ensure that the organisations vision, mission, values
and behaviours are embedded within its system, culture, policies, processes and practices,
through the development of an Organisational Health Strategy and Standards. The Standards
will identify, develop, implement and review end to end Organisational Health to support the
Organisational Health Strategy.
These Standards will also provide the steps towards a specific aim, in this case, the achievement
of high performance through the strengthening of corporate resilience, embedding wellbeing and
high performance into the workplace culture and practices thus preventing stress at work and ill-
health due to psychological toxicity in the workplace.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 6
EAP - Activity for December 2017
Open Disclosure Meeting 1
CISM Project Meetings 4
Community of Practice meeting 2
WHWU Executive meeting 1
Staff Health & Wellbeing meeting 1
Managing Workplace Challenge Day course 1
Supervision 4
Meeting re Quality Improvement (introduction of Schwartz Rounds) 1
Work PositiveCI
Work PositiveCI
is a process developed by the State Claims Agency (SCA), the Health and Safety
Authority (HSA), Critical Incident Stress Management (CISM) Network Ireland and is supported
by Employee Wellbeing Ltd.
The Work PositiveCI
Tool is currently being adapted to suit the needs of the HSE following which
it is expected to be rolled out to a number of pilot sites in Q2, 2018.
Rehabilitation
A Case Manager has been appointed to Rehabilitation.
With respect to the review of the current HSE policy and procedure on “Rehabilitation of
Employees Back to Work after Illness or Injury 2011”, meetings are on-going and it is anticipated
that the Working Group will have completed their work by Q2 of 2018.
Health Service Excellence Awards 2017 – Share the Learning (Action 2.13.1)
The first Share the Learning Event took place on the 1st February 2018. This Engagement Event
will allow our Project Leads and their colleagues to discuss their applications and projects from the following areas: RCSI Hospital Group, CHO Areas 8 & 9, PCRS, Corporate, HBS, Health & Wellbeing, National Ambulance Service and relevant voluntary providers. A number of Special Recognition Certificates will be presented on the day to the following Project Leads:
• Gemma Crinion for her project Ambulatory Care at Beaumont Hospital
• Mark Smyth for his project Service User led CAMHS Clinic Improvement project at Swords CAMHS
• Vicky Lunt for her project Transitioning to Survivorship at St Luke’s Radiation Oncology Network
• Danny Connellan and Paula McNulty for their project Doras and Slan Abhaile projects at CHO 9 and
• Dr Damian Smith for his project Beyond The Walls at CHO 6 Congratulations to these projects and thanks to Michele Guerin and Yvette Keating, Regional Co-ordinators for organising this share the learning event.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 7
Leadership Education & Talent Development – Programmes
In January, a Leaders in Management Programme commenced in Clonskeagh with 18 managers
from CHO6 participating. This is an eight day programme which will conclude in July 2018. The
programme provides an opportunity for managers to consider and further develop their
leadership skills and knowledge. It includes the following modules: Understanding Management
and Leadership; Strategic Planning; Managing Change & Leading Quality Improvements;
Leading Teams; Communication & People Management; Managing Performance; Conflict
Management & Resolution; Project Presentation.
As part of this programme managers will enhance and further develop their skills in:
Managing the service - Developing their management and leadership abilities to lead
individuals and teams, manage a high quality service and influence health care outcomes,
strengthen their ability to navigate and lead in a changing healthcare environment.
Being strategic - Enhance their ability to improve the quality and efficiency of their service–
including strategic planning, project and change management skills.
Being a leader - Support people to become the best leader they can be. Developing resilience,
building capacity and confidence in leading their team and managing team performance.
LETD Activity CHO4 - January
• Preparation for Excellence through People Assessment.
• Team support session to Primary Care team moving to Dungarvan PC centre
• Systemic Practice : one new initiative commenced
• PMLF and FTM delivered and FTM/ Retirement / Induction review participation
LETD Activity CHO9 & RCSI Hospital Group - January
• A one day event on Communication and Documentation for Midwives was hosted in Our Lady
of Lourdes Hospital Drogheda. The programme was jointly facilitated by Thelma Pentony,
LETD DNE and Mary Reilly, Midwifery Tutor, Centre for Nursing and Midwifery Education
(CNME). The programme provided the occasion for midwives to explore knowledge, skills
and attitudes within the area of communication.
• Plans in development with Occupational Health in relation to LETD supporting an
improvement project around Attendance Management in the RCSI Louth Hospital Group.
• A
team working workshop was facilitated by Thelma Pentony in Portrane, Co. Dublin. The
experiential nature of the training, combined with adult learning methods, ensured an exciting
and memorable event.
LETD Activity CHO2 & Saolta - January
• Delivery of Modules 3 and 4 of the Leaders in Management programme for CHO2 / Saolta
PRIORITY 3 LEARNING & DEVELOPMENT
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 8
• 'Managing Change and Leading Quality Improvements' - this module is delivered jointly by
LETD and the PHSI
• 'Leading Teams' - Part of this module included a section on MBTI and their preferences with
focus on the value of this knowledge and how it assists in working with teams and leading
services.
Professional Supervision for HSCPs (Action 3.1)
The National HSCP Office invited eligible HSE HSCP to partake in the’ Train the Trainer’
Professional Supervision Training Programme for HSCP (Supervisor). It is envisaged a panel of
HSCP Trainers will be created; building capacity internally within the HSE, to deliver nationally
the newly developed classroom Professional Supervision Training Programme for HSCP
(Supervisors). The selection of potential trainers will take place in February 2018.
This builds further on the Professional Supervision for HSCP eLearning module currently
available on www.hseland.ie
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 9
Develop an Integrated Multi-Disciplinary Workforce Planning Framework (Action 4.1)
The ‘People Strategy’ sets out to develop an integrated multi-disciplinary workforce planning
framework based on best practice to add value, attract and retain talent and deliver on
organisational goals. The recently published ‘‘National Strategic Framework for Health and
Social Care Workforce Planning’ sets out an 18 month action plan with a focus on initial
implementation, for which work is now underway in collaboration with the Integrated Health
Workforce Planning Unit. Under the Framework Implementation Key Action Area 1; Establish
Governance and Framework Oversight Arrangements, the establishment of a Cross
Departmental Group is underway with the convening of the first meeting of the Cross
Departmental Group scheduled to take place on February 27th. As part of the implementation
work, the unit is engaged with the Department of Health to develop a programmatic and project
management approach to oversee implementation along with key stakeholders.
Work with Health Business Services (HBS) to restructure recruitment to achieve optimum
delivery of workforce plans (Action 4.11)
Attracting new talent to the Health Services is a key component to achieving a stable and
sustainable workforce. In support of, and complementary to the current recruitment processes
across our services, the Integrated Health Workforce Planning Unit in collaboration with a team
of key stakeholders, representing; HBS Recruit, NDTP, Group Directors of Nursing, Heads of HR
for CHOs and Hospital Groups, Office of the Nursing and Midwifery Services Director, Health and
Social Care Professionals Office and HSE Communications, led a recruitment awareness
campaign; ‘New Year New Career’ over the Christmas period. The campaign specifically
targeted returning professionals to Ireland over the Christmas period to create awareness of
employment opportunities in the Irish Health Service. The campaign utilised two modes of
advertising, airport advertising and social media. The airport advertising comprised of electronic
billboards, “air pods”, which were located in Dublin Airport Terminals 1 and 2. The social media
advertising comprised of a series of media “pushes” across three of the most popular social
media platforms, Facebook, LinkedIn, and Twitter. These directed interested individuals to the
New Year New Career webpage to complete an on-line questionnaire on their career
preferences, from which the individual could be routed to preferred current national and local
recruitment campaigns, in addition to Talentpool for potential future opportunities. Launched on
December 18th 2017, the campaign ran for a total of six weeks.
The campaign response to date (with further data being analysed) has been substantial with a
total of 2,834 responses. Of these the largest professionals responding are as follows:
Health Professional/ Worker Group Number of
Responses
Health and Social Care Professionals 648
PRIORITY 4 WORKFORCE PLANNING
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 10
Health Care Assistants 675
Nurses and Midwives 577
Paramedics 107
Doctors 91
Management/Administration/ other 736*
*More detailed analysis is being undertaken to further categorise these respondents
Furthermore, in terms of current country of residence, the campaign revealed a total of 2,141
responses from Irish residents, with 397 UK residents, and 296 responses reporting residence in
the rest of the world (RoTW) as shown in the below Figure 1.0. Based on those respondents who
indicated just one ‘first choice’ preferred employment county the most preferable counties were
those in the South, East/North East and North West as shown in the below Figure 2.0.
Figure 1.0 Country of Residence Figure 2.0 First Choice Counties
The success of the campaign demonstrates the impact of social and digital media approaches.
The team is currently in the process of planning a review of this campaign’s process and
outcomes, to determine the success of the initiative subsequent to further follow up to inform
future initiatives and recruitment approaches.
Medical Workforce Planning Seminar 2018
HSE NDTP organised a Medical Workforce Planning Seminar which took place on 18th January
in RCSI on the theme of “Doctor Recruitment and Retention in Ireland: Rising to the Challenges
to Implement Change”. Of international interest, the findings of an EU project on recruitment and
retention of doctors and other healthcare workers across Europe and Australia was discussed.
The event included a practical workshop session looking at the question: How should the HSE
continue to innovate and develop policies to recruit and retain the Irish medical workforce?
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 11
Health Sector Workforce – December 2017 - Key Messages (Action 5.1 – 5.13)
At the end of December 2017, health services’ employment stood at 110,795 WTEs. When compared with the November 2017 figure (110,470 WTEs), the change is an increase of +325 WTEs and is 3,710 WTEs of an increase in the last 12 months. The increase this month compares with an increase of +276 WTEs in December 2016. In December growth was seen across all Service Areas, with biggest increases in by Social Care at +121 WTEs (+0.4%) followed Acute Services at +87 WTEs (+0.1%).
Other key findings:
• Year-to-date increase is 3,710 WTEs (+3.5%), compared to an increase of 3,201 WTEs (+3.1%) for same period in 2016.
• Recorded employment levels have increased by +13,941 WTEs (+14.4%) since they bottomed out in October 2013 (96,854 WTEs, adjusted to exclude Children & Family Services).
• Two of the three sectors recorded increases from last month; HSE +272 WTEs, (+0.4%), the
Voluntary Agencies (Non-Acute) +73 WTEs (+0.5%) while the Voluntary Hospitals Sector
decreased employment levels from last month by -20 WTEs (-0.1%).
• 5 HGs and 8 of the CHOs recorded increases this month. The exceptions were Ireland East,
Saolta Healthcare and CHO 3.
• It is assessed that the WTEs represented in these employment reports, based on an overview
of pay expenditure data, equates to 89.5% of total pay expenditure excluding superannuation.
Staff Category & Staff Group Changes – growth/change factors:
• The staff category to record the greatest increase this month was Nursing at +161 WTEs (+0.4%), with significant growth seen in both Staff Nurses and Nurse Managers. In headcount terms, nursing has increased by an additional 979 nurses from the start of the year, against an increase of 942 WTEs.
• Some of the more significant monthly increases in grade groups and individual grades were
seen in; Staff Nurses +193 WTEs, Nurse Managers +37 WTEs, Main Therapy Grades +18
WTEs, Social Care/Social Workers +15 WTEs and Healthcare Assistants +62 WTEs.
New Service Developments
• 238 WTEs of the 2017 new service development posts have been approved and have been issued to National Recruitment Services for processing. A total of 7 WTEs are filled as at the end of 2017.
• 1,059 WTEs of service plan posts from 2014 to 2016 have yet to be filled. 49 WTEs were filled this month. A total of 1,297 WTEs of new service developments in process are still to be filled as at the end of December 2017.
Pay and Staffing Strategy 2017
• HSPC figure of 110,795 WTEs at end of December is 104 WTEs above direct WTE level as set out in the 2017 Health Sector funded workforce plan (December 2017 110,691 WTEs) that was submitted in August. However this figure is to be adjusted upwards to
PRIORITY 5 EVIDENCE & KNOWLEDGE
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 12
take account of increased budget allocations in the latter part of 2017 and thus direct employment levels will be within this revised figure.
• All service divisions, with the exception of the Acute Hospitals Services (+1,142 WTEs)) are within their projected direct employment profile at this time. It should be noted progress or otherwise in agency and overtime conversion impacts on the overall directly reported WTEs.
• Assessment of the overall position as at the end of 2017 is that the outturn of €7,625 billion is below overall pay budget by €23 million for 2017.
The following tables and charts provide more detail on employment levels and trends, in respect of employment data, by Staff Category, Grade Group, Sector, Divison and Service Delivery Organisation.
Acute v Community Services - March 2009 to December 2017
Monthly changes since employment levels bottomed out in December
2013
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 13
By Staff Group: December 2017
Staff Category /Group WTE Dec
2017
change
since Dec
2016
% change
since Dec
2016
change
since Nov
2017
% change
since Nov
2017
Total Health Service 110,795 +3,710 +3.5% +325 +0.3%
Medical/ Dental 10,121 +399 +4.1% -1 -0.0%Consultants 2,971 +109 +3.8% +2 +0.1%
NCHDs 6,331 +271 +4.5% -1 -0.0%
Medical (other) & Dental 820 +19 +2.3% -2 -0.2%
Nursing 36,777 +942 +2.6% +161 +0.4%Nurse Manager 7,434 +155 +2.1% +37 +0.5%
Nurse Specialist 1,706 +127 +8.0% +3 +0.2%
Staff Nurse 25,315 +547 +2.2% +193 +0.8%
Public Health Nurse 1,514 +15 +1.0% +1 +0.1%
Nursing Student 500 +95 +23.4% -71 -12.5%
Nursing (other) 308 +2 +0.8% -2 -0.7%
Health & Social Care 15,950 +586 +3.8% +58 +0.4%Therapists (OT, Physio, SLT) 4,441 +207 +4.9% +18 +0.4%
Health Professionals (other) 11,509 +380 +3.4% +39 +0.3%
Management/ Admin 17,714 +948 +5.7% +60 +0.3%Management (VIII+) 1,610 +165 +11.4% +7 +0.4%
Clerical & Supervisory (III to VII) 16,105 +783 +5.1% +54 +0.3%
General Support 9,454 +6 +0.1% -6 -0.1%
Patient & Client Care 20,779 +830 +4.2% +53 +0.3%Ambulance 1,745 +105 +6.4% -6 -0.3%
Care 19,034 +725 +4.0% +59 +0.3%
By Division: December 2017
Division WTE Dec
2017
change
since Dec
2016
% change
since Dec
2016
change
since Nov
2017
% change
since Nov
2017
Total Health Service 110,795 +3,710 +3.5% +325 +0.3%Acute Services 58,102 +2,224 +4.0% +87 +0.1%
Acute Hospital Services 56,259 +2,115 +3.9% +94 +0.2%
Ambulance Services 1,843 +109 +6.3% -7 -0.4%
Mental Health 9,798 +170 +1.8% +21 +0.2%
Primary Care 10,886 +351 +3.3% +48 +0.4%
Social Care 27,495 +691 +2.6% +121 +0.4%Disabilities 17,688 +627 +3.7% +92 +0.5%
Older People 9,807 +64 +0.7% +30 +0.3%
Health & Wellbeing 1,450 +67 +4.8% -4 -0.2%Corporate 1,567 +76 +5.1% +6 +0.4%
Health Business Services 1,497 +132 +9.6% +45 +3.1%
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 14
By Service Delivery area: December 2017
Service Area WTE Dec
2017
change
since Dec
2016
% change
since Dec
2016
change
since Nov
2017
% change
since Nov
2017
Total Health Service 110,795 +3,710 +3.5% +325 +0.3%Ambulance 1,843 +109 +6.3% -7 -0.4%
Children's 3,104 +131 +4.4% +7 +0.2%
Dublin Midlands 10,301 +229 +2.3% +22 +0.2%
Ireland East 11,382 +411 +3.7% -1 +0.0%
RCSI 8,777 +330 +3.9% +1 +0.0%
Saolta Healthcare 8,674 +216 +2.6% -6 -0.1%
South/ South West 9,979 +394 +4.1% +32 +0.3%
University of Limerick 3,974 +378 +10.5% +38 +1.0%
other Acute Services 68 +26 +62.6% +0 +0.6%
Acute Services 58,102 +2,224 +4.0% +87 +0.1%
CHO 1 4,875 +77 +1.6% +13 +0.3%
CHO 2 4,943 +141 +2.9% +12 +0.2%
CHO 3 3,997 +90 +2.3% -1 +0.0%
CHO 4 6,850 +294 +4.5% +31 +0.4%
CHO 5 4,453 +81 +1.8% +20 +0.5%
CHO 6 3,762 -573 -13.2% +18 +0.5%
CHO 7 6,363 +834 +15.1% +33 +0.5%
CHO 8 5,705 +69 +1.2% +42 +0.7%
CHO 9 6,412 +152 +2.4% +22 +0.3%
Other Non-Acute 428 +21 +5.2% +4 +0.9%
PCRS 392 +26 +7.1% -3 -0.8%
Community Services 48,180 +1,212 +2.6% +191 +0.4%
Health & Wellbeing 1,450 +67 +4.8% -4 -0.2%
Corporate 1,567 +76 +5.1% +6 +0.4%
Health Business Services 1,497 +132 +9.6% +45 +3.1%
Source: Health Service Personnel Census
All figures are expressed as whole-time equivalents (WTE)
EWTD Compliance to 30th
November (Actions 5.1, 5.8)
• The data deals with 5,411 NCHDs – approximately 87% 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 October 2015 was 5,286, in October 2016 it was 5,594;
• Compliance with a maximum 48 hour week is at 84% as of end November – up 1% from October;
• Compliance with 30 minute breaks is at 96% - down 3% from October;
• Compliance with weekly / fortnightly rest is at 97% - down 2% from October;
• Compliance with a maximum 24 hour shift (not an EWTD target) is at 98% - up 1% from October;
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 15
• Compliance with a daily 11 hour rest period is at 97% - down 1% from October. This is closely linked to the 24 hour shift compliance above.
Attendance Management – November 2017 (Action 5.6)
Benchmark
/ Target November
2017
% medically Certified
(November 2017) Attendance
Management Rates
3.5% 4.5% 88%
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 16
Performance Achievement
LETD facilitated one to one meeting skills workshops in Limerick and Dublin with the National
Screening Service in preparation for their involvement in the trial sites of the Performance
Achievement roll out.
Leadership Education and Talent Development – Review of 2017
The LETD team provided services to CHO1, CHO2, CHO3, Saolta Hospital group and University
Hospitals Limerick Group.
The key highlights during the year were:
• Development and launch of the inaugural Leaders in Management Programme – initially in CHO1 with the second programme a joint initiative for CHO2 and Saolta.
• Launching the Coaching Skills for Managers and delivering programmes in Donegal, Galway and Limerick
• Initiating the Training Programme Specification process for all programmes – this is now complete for Dignity at Work, Retirement Planning, Effective Team Meetings with plans to complete an additional four programmes in Q1 2018
• Providing a Coaching Service for many managers and staff and receiving feedback which realises the value of this intervention
Some feedback from participants on programmes were:
• ‘As someone entering into a ‘lead’ managerial role it was a fantastic start to get to grips with
roles and responsibilities’
• ‘Well done to the organisers. The attention to detail, communication and presentation were
second to none. I feel privileged to be chosen and be part of this ‘
• ‘Really excellent day – very valuable; good content and delivery variation made for a good
learning experience’
LETD activities provided to CHO1, CHO2, CHO3, Saolta Hospital Group and University Hospitals Limerick Group
Title of Intervention No of Events
Action Learning Sets 16
Breakaway Techniques 8
Care & Responsibility - Team Working 3
Clerical Officer Development Programme 7
Coaching Skills for Managers 3
Conflict Resolution and Personal Safety 6
PRIORITY 6 PERFORMANCE
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 17
Connect Coach Network 1
Corporate Induction 10
Customer Service Excellence 7
Dignity at Work 9
Effective Team Meetings 2
Facilitation Skills 1
First Time Managers Programme 9
HR Policies and Procedures 1
Leaders in Management - Communication & People Management 1
Leaders in Management -Conflict Management & Resolution 1
Leaders in Management- Leading Change & Quality Improvement 1
Leaders in Management -Leading Teams 1
Leaders in Management- Managing Performance 1
Leaders in Management -Project Presentation 1
Leaders in Management -Strategic Planning 2
Leaders in Management- Understanding Mgmt. & Leadership 2
Attendance Management & Promoting Attendance 11
MBTI Workshop 1
People Management Legal Framework 11
Retirement Planning 2
Stress Management Seminars 3
Support Contact Person's Workshop 1
Team Building 2
Team Communications and Meeting Skills 1
Trust in Care 7
SKILL programme - 13 Critical Mass Sites 49
The LETD team based in Tullamore provided services to CHO6, CHO 7, CHO 8, Ireland East
and Dublin Midlands Hospital Groups.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 18
The key highlights during the year were:
• Three coaching skills for manager’s programmes were facilitated in 2017. A new programme was added to the list of offerings in 2017 with the support of other LETD colleagues from the South who facilitated a train the trainer programme.
• Change Management support was given to various areas to meet their changed needs.
• Dedicated programmes such as Clerical Admin Development, First Time Managers and
People Management the Legal Framework was delivered for Health Business Services
(HBS).
• Team Development and Facilitation.
• Hope Exchange Programme.
• LETD Specialists attended training on the roll out of Leaders in Management during 2017 and
have put plans in place to deliver the first Leaders in Management Programme in this area for
CHO6 in early 2018.
Activities in 2017
Title of Intervention No. of Events
Clerical Administration Development Programme 3
Coach Supervision 15 sessions
Coaching 180 sessions
Coaching Skills for Managers 3
Change Management 80
Customer Care 4
Dignity at Work Briefing Sessions 40
Effective Meetings 3
Employee Induction Programme 5
Facilitation 5
First Time Managers Programme 5
Home Help Development Programme (FETAC) 1
Leaders in Management Programme 0
Managing Attendance Sessions 5
Minute Taking Workshop 2
People Management the Legal Framework (PMLF) 12
Performance Management (preparation for PA) 4
Personal Development Planning (PDP) 1
Retirement Planning 6
Service Planning 1
Team Development 40
Time Management Workshop 2
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 19
Trust in Care Briefing Sessions 9
Workshop – one-to-one meeting skills 8
Change Management
LETD specialists provided support to CHO 6, 7 & 8 Chief Officers and Heads of Service in the development of structures and processes to meet their changed needs. This included working directly with the Heads of Service (Primary Care, Social Care, Mental Health, Health & Wellbeing, HR & Finance) on each of their teams in the cascading of the methodology of organisation development in the establishment of their structures and processes. Expertise was also provided in the identification of staff training needs in line with the establishment of the CHO. LETD were involved in the continued support of the reconfiguration of the South Dublin Region in CHO 6 and 7. Support with the alignment to the National Children’s Hospital was provided to the Crumlin
Pathology Department and LETD staff were involved in the identification of a Skills Audit, CPD
policy and change management plan for Crumlin and Temple Street.
Change Management Support was provided to the National Mental Health Services and the National Progressing Disability Service (PDS) Conference in Limerick in December and continued support was provided to the National Project Manager in the rollout of PDS Nationally. LETD staff were also involved in the provision of change management support and consultation on the changing structures in Health Promotion & Improvement (HP&I). Team Development and Facilitation
The team carried out team development and facilitation for the following departments:
• Planning & Business Information Unit
• Quality Improvement Division, Measurement for Improvement Team
• Health & Social Care Professionals, Naas General Hospital
• Speech & Language Therapists CHO7
• Environmental Health Team, National
• Intellectual Disability Residential Services
• Social Work CHO8
• Naas General Hospital, Cardiology Dept
• MRH Mullingar Nutrition & Dietetics Team
• Quality Assurance and Verification (QAV) Division
• National Library Services
• Audiology Services CHO 6, 7, 8 & 9
• MRH Tullamore Senior Management Team
• MRH Mullingar Support Services Staff
• St. Bridget’s Hospice Kildare
• Facilitation of staff engagement workshops for CHO6 & CHO7 Coaching
• Expansion of the Coaching Network to 31 coaches.
• Provision of over 750 hours of Coaching sessions to staff at all levels across the HSE.
• Provision of two local CPD days with external speakers
• Participation in the development of the National Coaching Service
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 20
The LETD team based in the South provided services to CHO 1, CHO 2, CHO 3, Saolta and
UL Hospital groups.
The key highlights during the year were:
• Core programmes delivered were People Management the Legal Framework, First Time Managers, Coaching Skills, Induction, Retirement across Cork and Kerry Healthcare Organisation, CHO 5 and SSWHG.
• Links with HR leads were further developed to promote business alignment.
• Systemic Practice initiatives commenced with a range of teams. Phase 2 of one Mental Health initiative was completed
• Coaching Conversations workshops was commissioned by the CHO and delivered to enable 1:1 engagement with direct reports
• Mindful Manager programme were piloted locally as a follow on from Coaching Skills for Managers
• One member of the team was seconded to the DGs office to enable national Values in Action process
• There was a strong focus on Excellence Through People preparation : assessment due in April 2018
• HSE excellence awards local event was a huge success.
• Successful hosting of Cork Equal and Sustainable Communities Alliance and UNESCOs Cork Learning City.
LETD Activities in the South 2017
Title of Intervention No of Events
First Time Managers 101
People Management Legal Framework 174
Improving Service User 119
Retirement Planning 240
Presentation Skills 21
Stress Management 80
Coaching Skills for Managers 211
Coaching Conversations 23
Corporate Induction 157
Personal Resilience for Mangers 40
Mid-Career Life Planning 230
Coaching Conversations 23
SKILL 213
Systemic Practice (Team Development) 171
1:1s 396
Professional Management of Violence and Aggression 192
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 21
The LETD team based in Ardee providing the following services to NMPD / RCNME,
Louth/Meath Mental Services, Dental Services/Primary Care, Allied Health Professional Groups,
North East Drugs Task Force/Addiction Services and Health & Wellbeing in 2017.
The key highlights during the year were
• Leaders in Management Programme
• People Management – The Legal Framework
• Clerical Administration Officer Development Programme
• Coaching Skills for Managers
• Supporting Quality Improvement via Swartz Rounds
• Staff Engagement – Survey Feedback in CHO 9 DNCC
• Service Planning with RCSI Louth Hospital Group
• Hospice Friendly Hospital Programme
Some feedback from participants on programmes in Dublin North East were
• “Today’s Leaders in Management Session was excellent about Conflict Management”.
• “Sessions where we talk to each other are very beneficial”
• “This People Management Legal Framework course was relevant to all disciplines and would
be useful for all managers.”
• “I found the First Time Managers course very interesting and it will help me improve my
Management skills”
LETD activities provided by team in Ardee in 2017
Title of Intervention No of Events
Action Learning Sets 9
Attendance Management Briefings 1
Clerical Officer Development Programme 4
Coaching Skills for Managers 2
Connect Coach Network 3
Dignity at Work 5
Effective Team Meetings 4
Facilitation Skills 2
Final Journeys 3
First Time Managers Programme 4
Group Facilitation 6
Group Facilitation 6
HCA QQI Level 5 Communication Module 1
Induction 1
Journey of Change 2
Leaders in Management - Communication & People Management
1
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 22
Leaders in Management -Conflict Management & Resolution 1
Leaders in Management- Leading Change & Quality Improvement
1
Leaders in Management -Leading Teams 1
Leaders in Management- Managing Performance 1
Leaders in Management -Project Presentation 1
Leaders in Management -Strategic Planning 1
Leaders in Management- Understanding Mgmt. & Leadership 1
MBTI Workshop 4
Microsoft Excel Level 1 18
Microsoft Excel Level 2 5
Microsoft Outlook 1
Microsoft PowerPoint 1
Microsoft Word Level 1 4
Microsoft Word Level 2 2
People Management Legal Framework 10
Presentation Skills 2
Professional Supervision 4
Retirement Planning 4
Team Building 8
Time Management 1
What Matters To Me 4
Team Diagnostics
The Survey Monkey Team Diagnostics developed by Veronica Hanlon and Irene Harris was
shortlisted for a Health Service Excellence Award in March 2017. This Team Diagnostic which is
based on the HSE Team working model helps teams create a baseline in terms of their
effectiveness and enables team facilitators focus on areas for improvement. This diagnostic has
been used by Endoscopy, Laboratory and Cardiac Services in the RCSI Hospital Group, as well
as Primary Care Teams, Audiology Services, Adoption Services and Dieticians in CHO 1 and
CHO8. The diagnostic has been shared with other LETD colleagues.
Leaders in Management Programme (LiM)
The first programme commenced in October 2017 with participants from CHO9, CHO 8, CHO1
and the RCSI Hospital Group. The LiM programme was launched by Mary Walsh Head of Social
Care CHO 9 and is co-ordinated by Thelma Pentony. The programme is scheduled to complete
in February 2018 with project presentations by all participants.
Psychometrics
A number of MBTI workshops were delivered to teams as well as being part of the Management
development suite of programmes. Emotional Intelligence (EQi) Feedback Sessions were
facilitated on foot of Professional Supervision training.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 23
Coaching Skills for Managers
A two day Coaching Skills for Mangers programme was developed in conjunction with other
LETD colleagues and two programmes were delivered in Ardee & Phoenix Hall.
First Time Manager Development Programme
Four programmes were delivered in 2017 in Ardee and the Phoenix Hall, Dublin including a
customized version for the HBS Compliance team.
People Management – The Legal Framework
Ten programmes were delivered in Ardee & Phoenix Hall including a dedicated programme for
the RCSI Hospital Group.
Clerical Administration Officer Development Programme
Four programmes delivered in Ardee & Phoenix Hall with participants at Grade III and Grade IV
level from both Hospital and Community areas as well as a dedicated programme for HBS.
Staff Engagement – Survey Feedback in CHO9 DNCC
The CHO 9 Staff Survey Feedback session was facilitated by LETD in the Phoenix Lecture Hall
and excellent ideas for action emerged on the day.
Service Planning with RCSI Louth Hospital Group
A service planning workshop was delivered to the Senior Management Team and Heads of
Service in the RCSI Louth Hospital Groups in January 2017. Participants included the General
Manager, Clinical Director, Heads of Departments and Senior Managers within the group.
Supporting Quality Improvement via Swartz Rounds
Schwartz Rounds are a multidisciplinary forum designed for staff to come together once a month
to discuss and reflect on the non-clinical aspects of caring for patients.
Action Learning Support
The National Mental Health Division were supported in facilitating action learning sets for the
National Mental Health Engagement Leads as well as Action Learning sets in CHO9 DNCC on
foot of their Future Leaders programme.
Hospice Friendly Hospital Programme
Thelma Pentony delivered six programmes in support of this initiative including ‘A Journey of
Change’ and ‘What Matters to me’. Both programmes focus on developing staff to deliver
appropriate and dignified care to patients and clients at end of life.
Pre-Retirement Programmes
A total of four Pre Retirement Programmes took place in 2017 two of these took place in Ardee
and two in Connolly Hospital.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 24
1111
Total e-Learning
completions over
179K179K179K179K
New Hub Users
over
10K10K10K10K
Change Hub now boasts over 10K
users
Collaborative Hub
Users
over
50K50K50K50K
In 2017In 2017In 2017In 2017
77,807 Active Users *77,807 Active Users *77,807 Active Users *77,807 Active Users *
Introduction to
Children First
over
45K45K45K45K
over
27K27K27K27K
Medicines Management
over
14K14K14K14K
New Users 2017
over
30K30K30K30K
Manual Handling
over
13K13K13K13K
Hand Hygiene
HR Leadership and Management Awards 2017
Winner of ‘Most Innovative Use of Technology’
Award
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 25
Seven New Bespoke e-Learning Programmes launched during 2017: Chemical Safety, Perinatal Mental Health, Flu Vaccine – It’s a lifesaver, Integral Valve
oxygen cylinder guide, Sepsis Management, Good Information Practices, Parental Nutrition in Paediatrics and Neonatology. Significant range of other learning
resources including videos, guides, etc. developed and hosted during 2017.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 26
National Workplace Unit (Investigations) (Action 6.6)
Anti-Bullying Initiative
Work has commenced on this project in January 2018 in relation to the anti-bullying initiative being
developed in conjunction with the Anti-Bullying Centre in Dublin City University which will have an
emphasis on promoting dignity in the workplace and on promoting self-awareness and reducing bullying
behaviour. More detailed information will follow in relation to this initiative.
Dignity Support Contact Review
In January 2018 research work has commenced on this project with a view to commencing an “as is”
report of the Dignity Support Contact Service across the four former areas of the HSE. During the co-
design process all Dignity at Work Support Contact staff will be contacted for their input together with
the respective Dignity at Work Support Contact leads in the four former areas.
National Ambulance Service Managers Forum
Staff from the National Human Resources Workplace Relations Unit participated in the National
Ambulance Service Managers Forum on 11th January 2018. This Forum provided opportunity for the
sharing of information, service developments and examination of a range of initiatives to support the
delivery of quality service.
Niall Gogarty presented on the National Human Resources Coaching Service providing:
• Detailed background in relation to the service
• The NAS Coaching Conversations
• Coaching Experiences from 2017
Opportunities were provided for questions and discussion. Feedback received was extremely positive
and requests made for more information.
Staff also engaged in discussions with a range of National Ambulance Service Personnel in relation to
the role and function of the Investigation Support Section, National Human Resources Workplace
Relations Unit.
Opportunity for networking facilitated the sharing of information and identification of further avenues of
support.
Further requests have been received in relation to providing Coaching information and more National
Ambulance Service Events have been planned.
Chief Officers Group - Community Health Organisations
Gerry O'Neill, Niall Gogarty and Dr. Malachy Feely attended the Chief Officers Group on 19th January
2018 to provide:
• An outline of the role and function of the National Human Resources Workplace Relations Unit
• Information / questions and answers session on the process for dealing with a Human Resources
complaints under HSE Policies Dignity at Work, Trust in Care and Disciplinary Procedure
• The suite of National Human Resources Complaint / Pre Screening Outcome and Complaint Forms
in place
The presentation also outlined the background to the establishment of the National Investigation Unit,
fair procedures and constitutional and natural justice as it relates to the delivery of the investigative
process.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 27
Opportunity was provided for discussion, which was meaningful, comprehensive and productive.
The Chief Officers Group were supportive of this initiative to promote and support standardisation of
Human Resources complaint, pre-screening and investigation processes. Plans were agreed for
delivery of further training to the Chief Officer Group in April 2018.
Office of Government Procurement - External Workplace investigations Service - Sourcing
Group Meeting 26 January 2018
Two members of the Workplace Relations Unit were co-opted onto the External Workplace
Investigations Services Sourcing Group. This Group comprised representatives from:
• Department of Public Expenditure and Reform
• Education and Training Boards Ireland
• Local Government Management Agency
• Department of Employment Affairs and Social Protection
• Dublin City Council
• Office of Government Procurement
• Health Service Executive
Fruitful discussion occurred in relation to the need for access to External Human Resources
Investigation services, where required, whist ensuring adherence to organisational policies and
procedures. The importance of ensuring the application of due process and fair procedures was
highlighted. Further work is to occur in this area.
Investigation Referrals
All requests for investigators to undertake all Human Resources investigations should now be submitted
to the National Human Resources Division Workplace Relations Unit, Investigation Support Section. All
Human Resources investigation team members must now be nominated by the National Human
Resources Division, Workplace Relations Unit, Investigation Support Section only, details below:
National Human Resources Division, Workplace Relations Unit, Investigation Support Section -
Investigation Forms
All notifications regarding HR Complaints, Preliminary Screening outcomes and Investigation Requests
must now be documented on the suite of HR forms relating to Trust in Case, Dignity at Work and
Grievance Procedure. The latest versions of the forms are available for use on our HSE Intranet page -
http://hsenet.hse.ie/Human_Resources/Workplace_Relations_Unit/
Awards
The National Human Resources Coaching Service has been shortlisted in the Best Public Sector HR
Initiative for the HR Leadership & Management Awards 2018. The Staff Development Section continue
the work in reviewing the current situations with mentoring and facilitation in the HSE and to develop
further the national structures to support Coaching, Mentoring and Facilitation.
3rd
Annual National Continuous Professional Development (CPD) Event for HSE Internal
Coaches
The Hibernia Conference Centre, Dublin Castle has been identified as the venue for our next Coaching
events in 2018 and 2019. The date organised for 2018 will be the 25th October. As the venue comes
under the Office for Public Works, there is no cost for the venue.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 28
Gradlink Programme
Coaching has been identified as a support for the Gradlink programme. There will be 30 graduates
involved in the programme in 2018. Graduates would be assigned coaches while they are in training this
year.
The first day of the programme was an induction day and the second day is scheduled for Tuesday 20th
February 2018.
Pre Investigation Function
Segregation of function throughout the Investigation process will be preserved through the
establishment of a dedicated Pre Investigation Unit which will be operational in Q2 2018. As an interim
arrangement, the Operations Section is managing the role and function of the Pre Investigation Unit. All
01 Complaint Notification and 02 Preliminary Screening Outcome forms should be submitted to
ICT Complaints Management System
Detailed process mapping continues in relation to the specification requirements of each Section within
the Workplace Relations Unit. Lean principles are being applied through analysis of Lead Time and
Value Added Time in relation to core processes.
Intranet Information Resource
http://hsenet.hse.ie/Intranet/Human_Resources/Workplace_Relations_Unit/
In collaboration with our partners in HSE Communications Digital, work is progressing on developing
content for our section of the HSE Website.
Enquiries from all stakeholders are now being directed to our intranet information resource to access
policies and latest forms. Overviews of recent events are available on our ‘News and Events’ section.
HSE Coaching – External Coaching Services
Background information and application forms for external coaching are available from
[email protected] / 046 9251329. Lisa can also provide guidance on the agreed process. In order to
comply with the nationally agreed procurement framework, it is imperative that all interested applicants
contact Lisa in the first instance as there is an agreed list of HSE Coaching Providers in place.
Interested persons should not contact Coaches directly until appropriate approval is in place.
The National Human Resources Workplace Relations Unit can be contacted at:
National Human Resources Division, Workplace Relations Unit, Health Service Executive,
Bective Street, Kells, Co. Meath Tel: 046 9251790 Email: [email protected]
@HSE_HR_WR
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 29
Circular 001/2018 re Temporary assignments to a higher grade arising from HSE HR Circular
017/2013
A review of the implementation of HSE HR Circular 017/2013 Regularisation of Acting Posts together
with the Guidance Document on the Management of Temporary Appointments has recently taken place.
As a result of this review a number of key provisions require reinforcement as outlined in the following
Circulars and the guidance documents:
• HSE HR Circular 017/2013 Regularisation of Acting Posts
• Guidance Document on the Management of Temporary Appointments
• HSE HR Circular 008/ 2016 Labour Court Recommendation 21104 Temporary Arrangements
for Temporarily Assigned Staff
• HSE HR Circular 018/2016 Temporary Contracts for Posts at a Higher Grade.
A strict approval process feeding into each Agency / Hospital Group / Community Health Organisation
pay and numbers control processes must be applied to every temporary assignment. For compliance
reasons all relevant documentation in relation to temporary assignments must be completed in full and
kept on file.
Approval
1. Prior approval must be obtained before the filling of a vacancy by way of temporary assignment.
Each Agency/HG/CHO through its pay and numbers control processes should have in place a
methodology to sanction all temporary assignments. This process should also ensure that only
vacant posts can be filled through temporary assignment. A temporary assignment can only be
sanctioned for posts of 0.5 WTE or above and cannot extend beyond 12 months unless there are
exceptional circumstances. Where exceptional circumstances do arise the additional approval
provisions required for temporary assignments which exceed 12 months as set out in HSE HR
Circular 018/2016 must be adhered to.
2. Where a temporary assignment arises due to the requirement to fill a permanent vacancy
management must seek to have the post filled permanently with due expedition through the normal
recruitment and selection processes. http://www.hse.ie/eng/staff/resources/hr-forms/
3. All appointments must be made in accordance with the Commission for Public Service Appointments
Code of Practice.
4. Attached is an Approval Form (Appendix 1 of the Guidance Document on the Management of
Temporary Appointments) which must be completed and signed off in advance of filling a vacancy by
way of a temporary assignment. Also attached to this Circular is a checklist (Appendix 1 of this
Circular) which must be completed in respect of all temporary assignments.
Remuneration
1. HSE and Section 38 agencies must adhere to HSE HR Circulars [017/2013, 08/2016 & 018/2016].
2. No payment is made for a temporary assignment of less than three months.
PRIORITY 7 PARTNERING
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 30
3. Temporary assignments of greater than three months will attract the salary scale and the terms of
conditions of the higher post for the duration of the period of the temporary assignment. The pay and
assimilation arrangements on temporary assignment should be the same as would apply to the
employee on permanent appointment (Please refer to HSE HR Circular 008/2016).
4. HSE and Section 38 agencies must ensure strict adherence to the rates of remuneration as set out
in Department of Health Consolidated Pay Scales and cannot in any circumstances exceed the
maximum point of the relevant salary scale of the higher post.
Documentation
1. All information in relation to temporary assignments must be held on the employee’s file.
2. All temporary assignments should be reviewed on a monthly basis and this review should be
recorded on an on-going basis for the duration of the temporary assignment.
3. All remuneration decisions relating to temporary assignments should be contained on an employee’s
file.
All HR Circulars and associated documents are available on http://www.hse.ie/eng/staff/resources/hr-
circulars/
Colleagues in CERS have organised a webinair to reinforce important aspects of this Circular
whilst all queries can be addressed to [email protected]
Activity Update – CERS
Contract Review
A comprehensive review of HSE contracts of employment has been initiated.
A group comprising HR representatives of CHO’s and Hospital Groups have begun an examination of
the contents of the various contracts that exist within the organisation. This is the first such exercise in
many years and arises from the necessity of the HSE ensuring that contracts are fit for purpose, taking
cognisance of ongoing legislative change domestically, the impact of EU directives and ongoing third
party processes.
The outcome of the initial process, which is intended to conclude by end Q1, will be presented to the
Leadership Team.
Following on from this, a relevant engagement process with other stake holders will be commenced.
Community Healthcare Organisations
Significant engagement has been recommenced with Forsa Trade Union in respect of the development
of 9 implementation sites for the roll out of CHO networks. Arising from same the following stands to be
addressed in the short term;
• Identification and confirmation of CHO learning sites,
• Finalisation of the job description for the proposed Network Manager,
• Development of the CHO learning site consultative framework, to include CHO local based task
groups to refer the process to the national forum.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 31
Progressing Disability Services
The process of negotiations with Forsa, in respect of providing the roll out of the implementation of the
above service is well advanced.
Progress has been made in respect of grading of the post of Childrens Disability Manager, the
methodology of filling of the first cohort of such posts and the relationship with regard to circumstances
where the lead service provider in a region is a section 39 agency.
NJC Review
The advisory service of the Workplace Relations Commission have been working with both the staff
panel and the employer side of the National Joint Council with regard to working out methodologies that
would provide for a smoother running NJC process, combining both how the plenary sessions of same
are conducting, together with introducing smoother processes for dealing with sub-groups and interim
arrangements that stem from the main process.
The WRC will be meeting with the parties again on February 20th, following which a detailed proposal
for advancing matters are expected to be concluded.
Section 39 Pay Restoration
The result of the SIPTU ballot in respect of the ongoing claim for pay restoration in this sector is
expected on this Friday, January 26th. It is understood that SIPTU are proposing to initiate Industrial
Action on February 14th. That nature and location of Industrial Action has not yet been notified.
Emergency Department Concessions (Grades other than nurses)
As suggested by the Labour Court following a hearing last August, the parties to this long running issue
have returned to the WRC. A hearing took place on January 25th, following which the WRC agreed to
adjourn the matter with a view to talking separately to both sides over the next week or so, to see if the
impasse could be resolved without further reference to the Court.
Home Helps
The Home Care Package Scheme was introduced in 2006 and had a requirement from Government
that the Scheme would be established, operated and accounted for separately from the home help
service as it was providing enhanced levels of care above the levels available in mainstream community
services including in particular the home help service. More recently it has been agreed that, as the
majority of the service delivered through the HCP Scheme being personal care services and essential
household /domestic duties, and as the home help service has evolved, delivering similar services,
there are no obvious benefit in operating the two services separately.
The HSE in discussions with the Department of Health agreed to examine the possibility of bringing the
home help service and home care package scheme together into a single funded streamlined home
care service for older people.
The HSE and SIPTU, under the auspices of the WRC have agreed a review of the Home Help contract
which will bring about a number of changes, to reflect the needs of the service and maximize the hours
for HSE directly employed Home Helps.
The following are the key points:
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 32
• The current Home Help contract will be revised at national level to reflect the agreed changes
• An additional 670,000 above 2016 paid hours, will be provided by directly employed staff.
• The amendments to the contract reflect the detailed analysis undertaken by the National Office,
Services for Older People of the data submitted by CHO and at sector level. They will see the
introduction of rostered arrangements on a 5/7 assigned basis, minimum contracts of 10-hours per
week. assignment of bases and the ceasing of the practice and need for the banking of hours from
the date of commencement of the new arrangement.
• It was also agreed that it will be a requirement, with immediate effect, that all new staff should
possess, on recruitment, the minimum qualification equivalent to a relevant QQI approved major
award at Level 5 or higher.
The title of Home Help will now be replaced on the revised contracts, and in future consolidated salary
scale, with the new title of Health Care Support Assistant.
Task Transfer - Social Care Services
The second verification process in the sector commenced prior to Christmas with the distribution of
Templates to capture the level of task transfer at individual unit level. Units were asked to record the
number of tasks (from agreed lists) that nurses carried out from the 11th to 17
th of December 2017.
These completed templates were returned to CHOs for collation into an overall report that recorded the
level of activity, training and cost saving/cost avoidance
The verification process will also include site visits in each CHO area and it is intended that this will be
concluded by mid February 2018.
Radiography Services
Works is continuing in respect of the review of Radiography Services as provided for in LCR 20232.
This review is considering the effects of LCR 20232 on inter alia the retention and recruitment of staff,
challenges to filling on-call rosters, service delivery and professional development of radiographers.
The project has completed a literature review and a survey of existing challenges. Site visits have now
commenced to get a better qualitative understanding of these challenges. The parties have set a
deadline for March 31st 2018 for conclusion of this work.
Webinars
We are delighted to advise that our CERs Advisory Webinar Series will launch on the 31st January
2018. Our first webinar will discuss “Garda Vetting”. Further webinars will take place in February,
March, April, May and June of 2018. All webinars will be saved to HSELand after live presentation,
copies of our PowerPoint presentation will be made available to everybody on request. Webinar space
is limited, for further details regarding our webinar series, please contact [email protected]
Circular on HSE Sick pay and Illness/Occupational Injury Benefit Payments from DEASP
A change in notification practices to employers on the amount of illness and injury-related benefits
employees are eligible to receive from the Department of Employment Affairs and Social Protection
(DEASP) has important implications for the payment of sick pay in the Health Services. This issue is
addressed in a recent HR Circular: HR Circular 005/2018 ‐‐‐‐ HSE Sick Pay and Illness / Occupational
Injury Benefit Payments by DEASP
http://www.hse.ie/eng/staff/resources/hr_circulars/hr-circular-005-2018-re-changes-to-payment-of-hse-
sick-pay-and-occ-injury-benefit-by-deasp.pdf
From 1 January 2018, the DEASP has ceased issuing Illness and Occupational Injury Benefit
notifications to employers which were issued to assist employers in calculating their employees' tax.
From that date Revenue will incorporate the taxable element of Illness or Occupational Injury Benefit
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 33
into employees’ tax credit certificates which will have the effect of reducing employees’ available tax
credits and/or rate bands. Employees’ USC rate bands will not be affected.
Under the Public Service Sick Pay Scheme, the Illness Benefit payment which HSE employees (Class A
PRSI) are eligible to receive is factored into the calculation of sick pay. In accordance with HSE policy,
payroll deducts the amount of Illness Benefit at source and this amount is verified by the DEASP
notification. The amount of Illness Benefit to which employees are entitled will vary from a standard
amount to an increased amount due to adult and/or child dependents and in some instances may be
less than the standard amount. Some employees may be in receipt of an Occupational Injury Benefit
(Class A and D PRSI) which is also deducted at source by the HSE in the granting of sick pay to the
employee.
This change in practice by DEASP has significant implications for the HSE as the non provision of
information on the actual amount of DEASP benefit payable to individual employees may result in
overpayments or underpayments of sick pay. The absence of information from DEASP on illness benefit
payments also has implications for the calculation of payroll taxes. It is vital that the HSE is provided
with this information to ensure these pay deductions are accurately calculated.
To address these changes, all HSE employees are required, from the 1 January 2018, to provide
notification to the HSE of the amount of Illness Benefit/Occupational Injury Benefit that they are eligible
to receive from DEASP during periods of medically certified absences. DEASP have advised that this
information is available online to recipients or directly from their offices.
The new HR Circular highlights the related responsibilities of line managers and other personnel who
are responsible for attendance management and / or receive medical certificates from employees.
These include:
• Informing employees of this requirement. The Circular includes as an appendix a template letter
which managers should issue to employees informing them of this DEASP change and the
obligations of employees to provide this information to their managers.
• When employees are on sick leave, managers are required to remind employees at the outset of the
requirement to submit a copy of the statement containing the amount of illness/occupational injury
benefit payable from DEASP (including NIL payments).
• Managers are also reminded in this context of their ongoing responsibility of ensuring that
employees’ sick leave is appropriately communicated for the purpose of sick leave record keeping
and payroll processing.
All employees should be aware that failure to provide the DEASP information on their illness benefit
payments may result in delays in their sick pay.
While the HSE makes deductions for DEASP payments at source, Section 38 agencies may apply a
different practice with regard to reimbursement of DEASP benefits. Irrespective of the practice which
applies, it is important that Section 38 agencies make any administrative arrangements which may be
required to take account of this change by DEASP.
HR Briefing Session
A briefing session for HR staff on implementation matters related to this Circular will take place in HSE
CERS on Wednesday 7 February 2018 at 11am. To book a place, please contact Grainne Brennan
Government Decision on Retirement Age and Interim Arrangements to allow certain public
servants to be retained until they reach the age of eligibility for the Contributory State Pension
(CSP)
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 34
A Circular has been devised to allow certain public servants in the health sector to be retained beyond
their compulsory retirement age of 65 years until they reach the age of eligibility for the Contributory
State Pension (CSP). This Circular is currently under discussion with the unions and will issue shortly.
The following is an overview of the main provisions outlined in the Circular to give effect to the Interim
Arrangements in the health sector.
The Circular applies only to public servants who have a compulsory retirement age of 65 and who reach
the age of 65 in the period between the Government Decision of 5 December on Compulsory
Retirement Age in the public service and the commencement of the necessary primary legislation to
give effect to that decision.
The recent Government decision relates to an increase the compulsory retirement age for public service
employees to age 70 and to the drafting of legislation to give effect to that decision. The Government
also agreed that, in advance of the legislation coming into effect, interim arrangements could be
introduced, for serving public servants who reach the age of 65 between the date of the Government
decision 5 December 2017 and the coming into effect of the necessary legislation, to enable them to
remain in place until they reach the age of eligibility for the CSP. At present, the CSP is payable at age
66 but the age limit will increase over time.
The Circular sets out the eligibility criteria for those who wish to avail of these interim arrangements and
the provisions which will apply to those whose applications for retention are approved by their
employing authority. This Circular applies equally to pre 1 April 2004 public health service employees
appointed before and after 6 April 1995, regardless of the fact that most public servants appointed
before 6 April 1995 will not be eligible for the CSP. For the avoidance of doubt, where a public health
service employee has already retired before the date of the Government decision on 5th December
2017, retention under the terms of this Circular will not be possible.
The Circular contains the Application Form for Retention for a period of up to 1 year under the terms
of Department of Health Circular 15/2017 and the Undertaking to be signed by the employee as part of
the application process. The Circular also contains the Employer Declaration Form to be signed by
the relevant senior manager where retention is approved under the terms of Department of Health
Circular 15/2017.
Under the terms of the Circular, each organisation will be required to put in place appropriate internal
arrangements to ensure that the management decision to approve or refuse the employee’s application
for retention is made at a senior level and the relevant managers are notified of their responsibilities in
this regard.
The Circular also provides that employees whose applications for retention under the terms of
Department of Health Circular 15/2017 have been approved should be issued with a Fixed-Term
Contract of employment which reflects the provisions outlined in the Circular.
While the Circular requires public health service employees to apply to their employer for retention at
least 8 weeks before reaching the age of 65 (using the Application Form), it also permits applications to
be received from those employees who reach the age of 65 within a short timeframe of the
Government’s decision on 5th December 2017 and would therefore be unable to comply with the 8 week
timeframe. Managers should advise employees in this category that this advance notice requirement
will not apply in this period. However, those individuals who wish to apply for retention must submit
their completed Application Form immediately and these applications should be dealt with as a matter of
priority. In all other cases, the 8-week time limit will be strictly applied.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 35
National Vetting Bureau (Children and Vulnerable Persons) Acts 2012 to 2016
Retrospective Vetting of Existing Employees (Section 21)
HSE HR Circular 22/2017 sets out the provisions of Section 21 of the National Vetting Bureau (Children
and Vulnerable Persons) Acts 2012 to 2016 which provides for the retrospective vetting of employees
who are carrying out “relevant work or activities” and who were not previously vetted. This Circular also
included the arrangements for the assessment of employees following receipt of vetting disclosures.
This Circular referred to the original deadline for submission of retrospective vetting applications to the
Bureau (31 December 2017). This deadline has now been extended and a letter was issued in
December to notify HSE and Section 38 agencies on foot of this decision being confirmed by the
Department of Health.
Following representations by the HSE through the Department of Health, a decision was made by the
Department of Justice and Equality to amend the date of the deadline for submission of retrospective
vetting applications to the 30 April 2018. On foot of this decision, Regulations were signed by the
Minister for Justice and Equality to give effect to the new deadline of 30 April 2018.
The request by the Department of Health and the decision by the Department of Justice and Equality in
relation to the extension to the deadline to 30 April 2018 is an exceptional measure which reflected the
serious consequences of non-compliance. It is imperative that HSE and Section 38 organisations
submit all outstanding retrospective vetting applications to the Bureau well in advance of the new
deadline of 30 April 2018 to ensure that each organisation complies with its statutory obligations under
Section 21 of the Act in respect of employees and other persons engaged to carry out relevant work or
activities with children and/or vulnerable persons.
Section 38 agencies are responsible for submitting retrospective vetting applications directly to the
Bureau in respect of employees and other persons in their organisation who come within the scope of
Section 21. HSE retrospective vetting applications must be submitted to the Garda Vetting Liaison
Office (GVLO) in Manorhamilton. HSE management are required to ensure that all outstanding
retrospective vetting applications are submitted to GVLO before 28th February 2018 to enable
applications to be processed in a timely manner. To avoid any unnecessary delays, HSE management
are responsible for ensuring that applications in respect of employees in their area of responsibility are
accurately completed prior to submission to GVLO for processing. As outlined in Circular 22/2017,
retrospective vetting applications should only be submitted in respect of employees who are engaged in
“relevant work” and for whom a vetting disclosure is required.
For the purpose of achieving compliance with the statutory deadline, it is important to note that a vetting
request is not deemed to be properly submitted to the National Bureau until the person for whom a
vetting disclosure is required has successfully completed and returned the eVetting invitation received
directly from the Bureau. Applicants receive reminder notifications from An Garda Siochana (and the
GVLO in the case of HSE employees) within the 30-day timeframe for replying to the eVetting invitation
from the Bureau. Managers are required to outline to employees the importance of returning the
eVetting invitations as soon as possible before the expiry of the 30-day time limit and follow up with
employees and other persons in this regard to ensure legal compliance is achieved.
The Department of Health are closely monitoring the legal compliance of public bodies in the health
sector with Section 21 of the Act. To this end, the Department have requested data on a monthly basis
to ensure that each organisation is legally compliant well in advance of the deadline of 30th April 2018.
In order to provide the Department with a comprehensive report each month up to the end of April, a
letter and information template is being issued to HSE and Section 38 agencies and the data will be co-
ordinated centrally.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 36
HSE CERS will be delivering a webinar on the topic of Garda Vetting on 31st January 2018. The
webinar will outline the salient provisions of the National Vetting Bureau (Children and Vulnerable
Persons) Acts 2012 to 2016 in relation to garda vetting (as set out in Section 12 and Section 21). This
will be the subject of a new Circular which has been sent to the unions for consultation.
Compassionate / Bereavement Leave – National Claim
The unions’ claim for revised bereavement leave arrangements to be extended to health service
employees has been the subject of two conciliation conferences under the auspices of the Workplace
Relations Commission (WRC). At the second conciliation conference, held on 9 January 2018, it was
agreed that the management side would submit an overview of the estimated costs.
The unions are seeking to have the revised arrangements which were introduced in the Civil Service in
January 2017 and set out in Circular 01/2017 (DPE202-020-2016) to be applied to the health service.
This claim was raised by the unions at the National Joint Council in March 2017 and the HSE
subsequently carried out a costing exercise, at the request of the Department of Health, to get an
estimate of the potential cost implications. The WRC process has been adjourned so that the unions
have an opportunity to consider the information provided by the HSE and revert with their response.
Department of Public Expenditure & Reform Review of the Public Service Sick Leave Scheme
(Priority Action 7.9)
Agreement has been reached between DPER and the unions on revisions to the Critical Illness Protocol
(CIP) and a new guidance document for managers entitled “Critical Illness Protocol Managerial
Discretion Guidelines”. Each sector is now required to engage with its internal stakeholders (HR and
Occupational Health) so that the revisions to the CIP and the new guidelines for managers can be
implemented. DPER plan to have an effective date of 31 March for both the amended CIP and the
management guidelines.
As requested by DPER, the management guidelines must be customised for each sector and CERS are
currently adapting this document for the health sector. CERS will be engaging with HR managers in the
HSE and Section 38 agencies and have been liaising with the Workplace Health and Wellbeing Unit in
relation to the Occupational Health provisions. DPER is overseeing the implementation process across
the public service and will be meeting with the sectoral representatives in February to review progress.
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 overall sick pay limits and
the dual look back, are beyond the scope of this Review. Following an extensive consultation process
with the unions, DPER developed a number of recommendations to improve the operation of the
Scheme in terms of cost-effectiveness, standardisation and equity.
A number of issues were referred by DPER for facilitation discussions under the auspices of the
Workplace Relations Commission (WRC). This facilitation process commenced in April 2017 and was
attended by representatives from the public service unions and sectoral management. DPER’s
recommendations address the operation of three key components: Temporary Rehabilitation
Remuneration (TRR), the Critical Illness Protocol (which is now agreed) and the ‘Look Back’ period for
calculating payment. The WRC process will now seek to address the outstanding issues which relate to
TRR and the ‘Look Back’ methodology and a final conciliation conference may be convened shortly.
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 37
National Joint Council – Policies and Procedures Sub-Group
The National Joint Council (NJC) Policies and Procedures Sub-Group is the national forum for
engagement with the health service trade unions on draft HSE/health service policies and procedures.
This forum is convened under the auspices of HSE Corporate Employee Relations Services (CERS)
which facilitates this consultation process between management and health service unions. The
meetings generally take place on a monthly basis.
There are currently three draft policies in process, all under the auspices of the HSE Health and Safety
function. These are:
• Policy and Procedure for the Management of Intoxicant Misuse
• Manual Handling and People Handling Policy
• Policy for Prevention and Management of Stress in the Workplace
Health service management Policy Leads with draft national policies and procedures which require
consultation with the unions should email Susan Keegan ([email protected] ) in CERS enclosing a
copy of the draft documentation and a brief summary of the topic. The topic will be scheduled on the
agenda for the next available meeting date having regard to the agreement with the unions that a
maximum of four draft policy documents would be circulated between meetings to facilitate the review
process. Following confirmation of the meeting date, a copy of the draft documentation and details of
the relevant Policy Lead are circulated to the unions which may submit comments and feedback in
advance. The Policy Lead is responsible for presenting the draft document to the trade unions at the
meeting, addressing issues raised and undertaking any follow up action agreed. Any queries on this
process may be e-mailed to Susan Keegan ([email protected]).
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 38
Update on Change Hub
The Change Hub is the HSE’s on line change management resource, accessible to all staff working in
the Irish Health and Social Care Service. The Hub exists to support all staff to gain the understanding,
skills and confidence to participate in, and bring about, service improvement in a way designed to
ensure a good outcome for all and currently supports a community of practice of 11,000 members.
It includes a multi media Case Study repository of over 460 services improvement stories, drawn from
all health and social care settings, which share the experience and learning of our staff who have
brought about improvement in their own service.
We actively partner with 3rd
Level Colleges, including the Royal College of Surgeons, the Royal College
of Physicians, Trinity College Dublin, etc, to harvest and share the learning from health service staff
undertaking a service improvement initiative as part of their post graduate programmes in Health
Services Leadership, Leadership in Quality and Safety, Health Services Management, etc.
In 2017, the Case Study Repository received over 2500 page visits, the fourth most popular page on the
Change Hub.
If you would like to visit the Change Hub online, please log onto www.hseland.ie, click on Create an
Account to generate a Username and Password, then find the Change Hub in the Learning Together
Hubs Section. Further information is available by email [email protected]
National Integrated Staff Records & Pay Programme
In 2018 we will continue to focus on the integration of business systems and structures to achieve our
goal to have a single integrated public sector workforce information platform. This will give us clear
oversight of our service delivery structures and enable greater effectiveness in the management of our
workforce from ‘Hire to Retire’. The National Integrated Staff Records & Pay Programme [NiSRP]
will provide the foundation on which we will build a strong ‘Hire to Retire’ support structure for
our staff.
An engaged, well developed and valued workforce are at the core of our objective to deliver the best
possible care to our patients and service users’ and we need to ensure that we harness changes in
technology to make it more convenient for staff to access and use our business services. The NiSRP
will put in place effective business processes for staff records and payroll services, supported by
modern IT systems to make our services more accessible and effective for staff. Included in the
programme is the introduction of Employee Self Service which will give staff greater control over their
personal information and allow them electronically update their file, request leave, check payslips etc
providing a more efficient experience for those using these services. Automating processes where
possible and exploiting developments in digital technology will allow many of our staff transition from
manual transactional work to more knowledge based roles. The availability of comprehensive
workforce information on completion of the NiSRP Programme will ensure we have the information
we need to manage the resources in the health service in a way that delivers best health
outcomes, improves people’s experience of using the service and demonstrates value for
money.
PRIORITY 8 HUMAN RESOURCE PROFESSIONAL SERVICES
January, 2018 Monthly HR Report Follow us on twitter: @HSE_HR Page 39
We will work to make it possible for all staff to do the best job they can and to drive innovation and
better care. We aim to utilise the advances in technology to provide improved services, improved
patient care and better outcomes. Investments in technology will be used to improve operational
effectiveness, cost efficiency, transparency and patient safety. For that reason the NiSRP Programme
should be seen as a key enabler and strong foundation for ‘Building a Better Health Service’.
To fully deliver on our People Strategy we need to ensure our staff have the right technology, data,
processes and organisational structures in place to support them in making the right workforce
decisions, at the right time. It is a vital component of gaining greater visibility & control over the HSE’s
spend on staffing which equates to 70% of the entire budget. It is for this reason the National
Integrated Staff Records & Pay Programme (NiSRP) should be viewed as a critical priority within
the overall transformation of our Health System.
To support this we need to ensure that our key HR services are aligned to and can properly support
staff and managers across the newly formed Hospital Groups and Community Health Organisations.
The NiSRP Programme will play a critical role in helping to address this via the delivery of the following
components:
• Align workforce data to HG, CHO and NAS structures - to provide greater clarity around staff
numbers, reporting lines that will support greater accountability, accuracy and timely workforce
related decisions;
• Provide staff and managers with better access to our core HR services - delivered via SAP self-
service access to key personnel information and HR policies via mobile devices;
• Integrate our end to end HR service - ensuring key elements of our end to end ‘Hire to Retire’
process are integrated with a single, stable SAP Staff Records and Payroll platform; and
• Improve reporting capability relating to our Health System workforce - ensuring real time / near
real time data is available to enable quicker and more accurate workforce decisions at all levels of
accountability.
The delivery of these critical components will greatly assist HR and the ongoing re-organisation of its
delivery system and its repositioning to becoming a provider of strategic support to the
business on all people related issues.
The NiSRP Programme should not be viewed, however, as a stand-alone initiative. Rather it is one of a
series of HR related initiatives that will gradually upgrade and modernise the services we provide. Work
is already underway in other key areas of the ‘Hire to Retire’ process that both HR and HBS
deliver to our people. Staff in the HR Division look forward to working with colleagues across the
Health System to deliver the intended benefits associated with the NiSRP Programme.
Story boards, videos and further details in relation to all actions outlined in this Report are available on
our @HSE_HR twitter account. Our next HR monthly report will issue on the 8th
March, 2018.
Rosarii Mannion
National Director Human Resources