1. Session 2.1: Human Resource Management Systems
Module 2: Managing Human Resources
Leadership and Management Course for ZHRC Coordinators and HTI Principals, and ZHRC/HTI Management Teams
INTRODUCE Session 1 to participants.
The aim of this session is to describe the value of a human resources management system that supports the mission and goals of the organization.
INFORM participants that this session is scheduled to take about 120 minutes.
ENCOURAGE participants to ask questions at any time.
All pictures and images in this session are from Microsoft Office Clip Art Gallery, unless otherwise noted.

2. Learning Objectives
By the end of the session, participants will be able to:
Identify areas for improvement in their human resource management system (HRMS).
List key benefits of an effective HRMS.
Describe the components of HRMS.
Describe the elements of a performance management system.
Identify opportunities to integrate professional development into the HRMS.
ASK a volunteer to read the learning objectives aloud to the group.
ASK participants if they have any questions before continuing.

3. Activity: HRMS True or False Exercise
Listen to the statements about Human Resource Management (HRM).
Stand up if you think the statement is true.
Sit down if you think the statement is false.
FACILITATE activity using the instructions below. The activity will take approximately 10 minutes.
EXPLAIN to participants that this activity will introduce the topic of Human Resource Management.
EXPLAIN the activity as follows:
I will read a series of statements out loud.
Each of these statements is a myth or fact about Human Resource Management.
For each statement, stand up if you think it is true. Sit down if you think it is false.
After everyone is standing or sitting, we will learn the correct answers.
READ the list of statements about Human Resource Management (HRM) below. After participants are all standing or sitting, read the correct response.
HRM is the same as training. (Correct response: False) 
HRM is an important leadership issue within an organization. (Correct response: True)
Between 70-80% of an organization’s budget is spent on personnel costs. (Correct response: True)
HRM is the sole responsibility of the Human Resources department. (Correct response: False)
HRM is very much misunderstood and poorly managed in most organizations. (Correct response: True)
The function of HRM is to control employees through strict rules and procedures. (Correct response: False)
Improving salaries and providing financial incentives are the only solutions to increasing employee performance. (Correct response: False)
To ensure a proper supply of health workers, there should be national-level involvement in Human Resources policy development. (Correct response: True)
AFTER reading these statements aloud, REFER participants to Handout 2.1.1: Myths and Facts about HRMS, on page XX of the Participant Handbook.
REVIEW correct answers with participants.
EXPLAIN to participants that we will discuss HRMS in greater detail throughout this session.
WRAP-UP with key points:
Human resource management is much broader than most managers realize at first—it goes beyond hiring and training new staff, and it is not a system for strict staff control.
Human Resources Management (HRM) is an organization-wide responsibility and should be integrated into each organization’s strategic planning.
As organizations grow, strengthen and mature, they evolve through several stages of development.
Most organizations are at different stages of development with different components of the HRM system, because some areas have received more attention than others.
Developing an effective HRM system is often a process over time.
THANK everyone for their participation.
Adapted from:
Management Sciences for Health. Human Resources: Managing and Developing Your Most Important Asset. The Manager. Spring 1999; VIII(1). Page 20. Available from: Accessed on October

4. What is “human resource management”?
ASK participants
What is human resource management?
ALLOW time for a few responses.
WRITE participant responses on flipchart with the heading “Human Resource Management.”

5. Human Resource Management
The integrated use of systems, policies, and management practices to recruit, maintain, and develop employees to support the organization in meeting its desired goals.
- Management Sciences for Health, 2009
The formal structure within an organization responsible for all the decisions, strategies, factors, principles, operations, practices, functions, activities, and methods related to the management of people.
International Society for Human Resource Management/
Capacity Project, 2006
ASK volunteers to read the definitions out loud.
ALLOW participants to reflect on these definitions for a moment.
COMPARE these definitions, noting the similarities to participant responses on the flipchart.
ASK if there are any questions or comments before continuing.
Source:
Management Sciences for Health “Strengthening Human Resource Management to Improve Health Outcomes. The eManager. November Page 2. Available from:
Accessed December 27, 2010.
Adano, U ‘Human Resource Management (HRM) in the Health Sector.’ Capacity Project Technical Brief No. 2. Available from:

6. Activity: HRMS Quick Assessment
Use Worksheet 2.1.2
Work on your own to complete Part 1: Assessment.
Work in small groups to complete Part 2: Identifying Areas for Improvement.
Compare and discuss the results of your assessment in your group.
Identify priority areas for improvement in your current HRMS.
Note: This can be adapted as an individual activity (personal assessment/reflection) if there are not multiple people from the same organization in the class.
FACILITATE activity using the instructions below. The activity will take approximately 20 minutes total.
REFER participants to Worksheet 2.1.2: HRMS Quick Assessment on page XX of their participant handbook.
DIVIDE participants into small groups based on workplace or ZHRC/HTI affiliation.
EXPLAIN activity and instructions as follows:
Each question in the assessment refers to an important component of a strong, effective HRMS.
The “no” responses suggest areas where you may be able to improve your human resources management system.
The “yes” and “sometimes” responses suggest areas where your human resources management system is already strong.
Complete Part 1 of the worksheet on your own. You will have 5 minutes to work individually.
Complete Part 2 of the worksheet in small groups. You will discuss strengths and areas for improvement in your HRMS.
Each group will briefly report back to the class.
ALLOW 5 minutes for participants to complete Part 1: Assessment.
ALLOW 10 minutes for small group discussion and completing Part 2: Identifying Areas for Improvement.
ASK the spokesperson for each group to briefly report back to the class:
What areas for improvement did your group identify?
ASK participants:
Did any groups have interesting discussion or disagreements?
ALLOW a few minutes for large group discussion.
THANK everyone for their participation.
Adapted from:
Management Sciences for Health “Strengthening Human Resource Management to Improve Health Outcomes. The eManager. November Page 17. Available from:
Accessed December 27, 2010.

7. HRM Activities Establish, maintain, implement, and promote:
Systems, policies, and practice to address employment terms and conditions
Fair compensation system
Performance planning and review system
Employee data systems and personnel files
Training strategy linked to organizational goals
Strategies for meeting future staffing needs
Stable and supportive work environment
Practices which foster trust and respect
PRESENT slide, using the following points:
The Human Resources Department works with the management and leadership of an organization to:
Develop and implement HRM systems, policies and practices which address the terms and conditions of employment for all staff
Establish and maintain a fair and equitable compensation system
Promote performance planning and review as a joint process between supervisors and employees
Maintain up-to-date employee data systems and personnel files
Develop a training strategy directly linked to the goals of the organization
Develop resources for meeting the future staffing needs of the organization
Assist in developing a professionally stimulating, stable and supportive working environment
Define and support practices which foster trust and respect between all levels of individuals in the organization.
Source:
Management Sciences for Health. HRM Resource Kit: Organizing and Staffing the HRM Office [Web resource]. Available from: Accessed December 28, 2010.

8. Benefits of Effective HRMS
Systematic Planning
Equity in
Compensation
Improved
Capacity
Role/Job
Clarity
Tap into Skills & Knowledge
Cost
Savings
Defined Support Levels
Manage
Change
Organizational
Alignment
Note: slide contains animation.
SHOW Part 1 of slide (picture and title).
ASK participants:
What are some of the benefits of an effective Human Resource Management System?
ALLOW a few minutes for participants to brainstorm.
SHOW Part 2 of slide (text boxes)
REFER participants to Handout 2.1.3: Benefits of Effective HRMS on page XX of the Participant Handbook.
PRESENT key points, building off of participant responses:
Improved Capacity: Increases capacity of the organization to achieve its goals.
Organizational Alignment: Aligns the organization's human resources (which represent 70-80% of the organization's budget) with its goals and strategies.
Systematic Planning: Encourages systematic planning to support organizational mission.
Role/Job Clarity: Provides a clear definition of each employee’s responsibilities and a link to the organization's mission.
Defined Support Levels: Defines levels of supervision and management support.
Tap Into Knowledge & Skills: Increases level of performance and the efficient utilization of employees’ skills and knowledge.
Equity in Compensation: Encourages greater equity between compensation and level of responsibility.
Cost Savings: Results in cost savings through improved efficiency and productivity.
Manage Change: Increases the organization's ability to manage change.
Adapted from:
Management Sciences for Health “Strengthening Human Resource Management to Improve Health Outcomes. The eManager. November Page 3.

9. Components of HRMS HRMS 1. Capacity 2. HR Planning 3. Personnel
Policy/Practices
6. Data
PRESENT slide, using the following points:
The major components of HRMS fall into six categories:
Capacity
Planning
Personnel Policy and Practices
Performance Management
Training
Data
We will look at each of these areas in greater depth.
Content adapted from:
Management Sciences for Health “Strengthening Human Resource Management to Improve Health Outcomes. The eManager. November Page 4.
Graphic designed by I-TECH Training Development Team.
4. Performance
Management
5. Training

10. HRM Component 1: Capacity
HRM capacity begins with staffing and budgeting.
HRM Budget
Allows for consistent planning
Relates costs to results
Includes personnel costs, overhead expenditures
HR Staff
Experienced staff dedicated to HRM
Essential to policy development, implementation, and long-range strategic planning
PRESENT the slide, using the following points:
Building HRM capacity in any health organization begins with staffing and budgeting.
These elements support the organization’s ability to address other areas of HR management.
HR managers should have the systems, capacity, and authority to develop adequate staffing, retention, teamwork, and performance among staff.
HRM Budget
Organizations should allocate funds to pay for HR staff and HRMS activities. This expenditure should be a permanent item in the organization’s budget and is reviewed and adjusted annually, if possible.
A HRM budget will vary depending on the size and complexity of an organization, the staffing requirements, and the financial resources available.
The budget includes personnel costs, and overhead expenditures related to HR information systems (maintaining employee data, computers, software, training, funds for creating HR policy manuals, etc.)
Human Resource Staffing
Ideally, there will be an adequate number of experienced human resource staff in the organization to maintain HRM functions, develop policy, and participate in long-range planning for the organization.
At minimum, an effective HRMS requires trained HR staff to maintain basic procedures and record-keeping.
ASK if participants have any questions or comments before continuing.
Sources:
Management Sciences for Health. HRM Resource Kit: Organizing and Staffing the HRM Office [Web resource]. Available at: Accessed December 28, 2010.
Management Sciences for Health “Strengthening Human Resource Management to Improve Health Outcomes.” The eManager. November Page 4.

11. HRM Component 2: HR Planning
Allows efficient use of HRM resources to support mission and goals
People are an organization’s most valuable asset!
Aims for optimal use of current workforce
Attempts to meet short- and long-term staffing needs
Ensures that HR policies support recruitment and retention of qualified staff
Training requirements for new and existing staff
Formal salary scale for each job category
System for salary upgrades and merit awards
PRESENT the slide, using the following points:
HR planning is a process of having enough staff, and having the right people in the right place at the right time.
HR Planning helps an organization to use its resources efficiently and effectively to support the organization’s goals and objectives.
The process of HR planning attempts to meet the organization's short and long-term personnel needs and ensures that HR policies support the organization’s ability to employ qualified personnel.
The HR plan includes a formal system for determining the salary scale for each job category within the organization. This system should be understood by all employees, and used consistently to establish salary upon entering the organization.
Ideally, this system will also be used consistently for staff salary upgrades and merit awards.
NOTE that we will discuss staff forecasting and anticipating workforce needs in greater detail later in this session.
ASK if there are any questions or comments before continuing.
Sources:
Management Sciences for Health Human Resource Management Rapid Assessment Tool for HIV/AIDS Environments: A Guide for Strengthening HRM Systems. Available at: Accessed December 27, 2010.
Armstrong, Michael A Handbook of Human Resource Management Practice. 10th Edition. London & Philadelphia: Kogan Page.
Management Sciences for Health. Human Resource Management Assessment Tool. Supplement to The Manager. Spring 1999; VIII(1). Page S15-16.

12. HRM Component 3: Personnel Policies and Practices
Framework to define terms and conditions of work
Foundation for supervision and performance management systems
Job Classification System
Orientation Program
Compensation System
HIV/AIDS Workplace Prevention Program
Benefits Program
Staff Retention
Employee Manual
Recruitment, Hiring, Transfer, & Promotion
Discipline, Grievance, & Termination Procedures
Non-Discrimination Policies
Relationship with Unions
Labor Law Compliance
PRESENT the slide, using the following points:
Personnel policies and practices provide general guidelines that express how the organization intends to manage people in the work place, and define the philosophy and values of the organization on how people should be managed.
All of these elements provide an essential framework for defining the terms and conditions of work.
They need to be in place before effective performance management and supervision systems can be implemented.
REFER participants to Handout 2.1.4: Personnel Policies and Practices, on page XX of the Participant Handbook.
REVIEW briefly the descriptions of each policy/practice on the handout with participants, using the Handout.
ASK if there are any comments or questions before continuing.
Source:
Management Sciences for Health Human Resource Management Rapid Assessment Tool for HIV/AIDS Environments: A Guide for Strengthening HRM Systems.
Management Sciences for Health. Human Resource Management Assessment Tool. Supplement to The Manager. Spring 1999; VIII(1). Page S15-16.

13. HRM Component 4: Performance Management
Includes job descriptions, and systems for supervision, work planning and performance review
Defines how people will interact with each other, how the work supports the organization’s goals
Job Descriptions
Describe what employees do, how they work with each other, and their positions in the organization
Should be reviewed and updated regularly, as organisation grows and changes.
PRESENT the slide, using the following points:
Performance management and supervision systems define how people will interact with each other, and how the work that they do will support the goals of the organization.
Performance management encompasses job descriptions, staff supervision, and work planning and performance review.
Job Descriptions:
Every employee in the organization should have a complete job description that specifies their title, a summary of the position, specific duties and responsibilities, standards of performance, lines of supervision, and working conditions.
CONTINUE on next slide.
Source:
Management Sciences for Health. Human Resource Management Assessment Tool. Supplement to The Manager. Spring 1999; VIII(1). Page S15-16.
Management Sciences for Health. Human Resources: Managing and Developing Your Most Important Asset. The Manager. Spring 1999; VIII(1). Page 8-9. Available from: Accessed on October

14. Performance Management, cont’d
Staff Supervision
System for supervisor and employee to jointly monitor performance
May involve professional development
HR can offer training in supervisory skills
Work Planning & Performance Review
Work plans and performance objectives should be jointly developed with employee & supervisor
Performance reviews utilize work plans & objectives
OPRAS is central to this process, and shows individual contributions toward organization’s goals
PRESENT the slide, using the following points:
Staff Supervision
Supervisors should understand their roles and lines of authority.
Supervisors should meet regularly with their employees to develop work plans, monitor/evaluate performance, and acknowledge staff achievements and successes.
Supervisors can also support staff with professional development plans and learning new skills.
Ideally, Human Resources will offer training and support to employees who are in supervisory roles to improve skills in general supervision, conflict resolution, etc.
Work Planning and Performance Review
Supervisors should work with employees to jointly develop regular work plans and performance objectives.
Performance reviews utilize these work plans and objectives, and personnel decisions are based on these reviews.
In Tanzania, the Open Performance Review and Appraisal System (OPRAS) is used to demonstrate an individual employee’s contributions toward an organization’s goals and objectives.
It allows an employee and supervisor to discuss and agree on annual performance objectives, and work collaboratively to review employee’s progress and performance
NOTE that:
We will learn more about managing employee performance in the Supervision session, later in the training.
ASK if there are any comments or questions before continuing.
Source:
Management Sciences for Health Human Resource Management Rapid Assessment Tool for HIV/AIDS Environments: A Guide for Strengthening HRM Systems.
Management Sciences for Health. Human Resource Management Assessment Tool. Supplement to The Manager. Spring 1999; VIII(1). Page S15-16.

15. HRM Component 5: Training
Identify Training Needs
Focus on individuals, groups/teams, or organization
Assess needs by soliciting information, observing staff, and studying data
Surveys, interviews, checklists, customer/client responses, employee records, policy reviews, future trends/opportunities analysis, etc.
Staff Training
Develops staff and organizational capacity
Addresses gaps in knowledge, skills, & performance
Improves motivation, morale, & commitment
PRESENT the slide, using the following points:
Training is an essential and valued component of an effective human resource system.
Training should be offered strategically, considering needs, cost-effectiveness, and time away from job.
It is most effective when it is managed and integrated into the other components of human resource planning, policy and performance management.
Identify Training Needs
You can identify strategic training needs to determine the knowledge, skills, and attitudes required for people to perform well in their jobs, and also to identify ways to improve overall work climate and organizational effectiveness
A formal or informal training needs assessment can help an organization provide targeted training opportunities. Methods to do this include soliciting information, observing staff, and studying data.
You can conduct surveys, interviews, and administer checklists to learn about employee perspectives on their own needs, or you can solicit information from customers and clients.
Reviewing records (such as employee records, absenteeism reports, performance review reports, etc.) can provide insight on training needs.
Additionally, reviewing policies and analyzing future trends and opportunities can identify areas were training may be useful to the organization.
Assessments need not be complex or time consuming, but they should be based on rational data about the current competencies of the staff as well as knowledge of the priority goals of the organization.
Staff Training
Training opportunities for staff should be developed based on organizational needs, as well as individual employee needs. This will increase the capacity and effectiveness of the organization as a whole.
Training can bridge gaps between job requirements and employee skills/performance, and can help build staff capacity to meet future needs.
Training can also help with staff motivation and morale, and increase commitment to the organization.
Any training initiatives should be evaluated for their effectiveness.
CONTINUE with next slide.
Source:
Management Sciences for Health Human Resource Management Rapid Assessment Tool for HIV/AIDS Environments: A Guide for Strengthening HRM Systems. Available at: Accessed December 27, 2010.
Management Sciences for Health “Conducting a Training Needs Assessment.” Human Resource Management Toolkit. Online Resources. Available at:
Management Sciences for Health. Human Resource Management Assessment Tool. Supplement to The Manager. Spring 1999; VIII(1). Page S15-16.
Mgawe, Resspeace. AMREF Tanzania. “Human Resources Management.” PowerPoint presentation shared with I-TECH, 9-November-2010.

16. Training, cont’d Management & Leadership Development
Key for sustainability
Help to address organizational challenges
Develop management & leadership skills at all levels
Prepare for leadership succession
Links to External Training
Pre-service or In-service training based on skills needed in the workplace
Allows up-grading of skills and knowledge
CONTINUE from previous slide.
Management & Leadership Development
The organization should create a management and leadership development program that is available to staff at all levels.
These programs should aim to increase skills at management and leadership throughout the organization, as well as focus on current organizational challenges.
Developing these skills at all levels is important for sustainability, and improves the ability of an organization to manage change and transition.
Preparing people to lead and manage well at all levels can also prepare people for leadership succession (due to retirement, transition, reassignment, etc.)
Links to External Training
Health organizations should have a relationship with pre-service training institutions and in-service training organizations.
Pre- and In-service training opportunities can be cost effective if they are based on skills needed in the workplace (clinical care, management, HIV/AIDS issues, change management, teaching and facilitation skills, etc.)
External training opportunities can allow staff to upgrade their skills and knowledge in key areas.
Source:
Management Sciences for Health Human Resource Management Rapid Assessment Tool for HIV/AIDS Environments: A Guide for Strengthening HRM Systems. Available at: Accessed December 27, 2010.
Management Sciences for Health. Human Resource Management Assessment Tool. Supplement to The Manager. Spring 1999; VIII(1). Page S15-16.

17. HRM Component 6: Data
Organizations need data to track staff, and to project employment needs.
Data supports all other components of HRMS
Employee Tracking System
Captures basic information about staff
Number of staff, position location, salary level, year of hire gender, age, rate of attrition & absenteeism
Data should be up-to-date and readily available
These data inform HR planning processes
PRESENT the slide, using the following points:
Organizations require a means for tracking the people who work for them.
They also need employee data to accurately project employment needs.
Employee Tracking System
Employee data can be used to track attrition, absenteeism, and staff turnover, and use these data to plan to cover needed services
CONTINUE to next slide.
ASK if participants have any questions or comments before continuing.
Source:
Management Sciences for Health. Human Resource Management Assessment Tool. Supplement to The Manager. Spring 1999; VIII(1). Page S15-16.

18. Data, cont’d Personnel Files Computerization of Data
Essential data on employee work history
Track individual employee performance, promotion, salary history
Require policies on confidentiality, employee access
Computerization of Data
Accessible, accurate, and timely data is essential for good planning
Many electronic systems simplify HRMS data collection
Managers should update databases regularly
PRESENT slide.
ASK participants:
What electronic systems do you use in your organizations to capture employee data?
REMIND participants to update any relevant database systems regularly.

19. Employee-Responsive HRMS
A well-planned and implemented HRMS improves staff performance and motivation.
An employee-responsive HRMS addresses key concerns:
Am I being treated fairly?
What am I supposed to do?
How well am I doing my job?
Does my work matter?
How can I develop within this organization?
PRESENT slide.
HRM Systems have a strong influence on employee motivation and performance.
HRMS can provide reassurance, and help answer key questions that almost every employee asks about their job and workplace.
Am I being treated fairly?
An employee’s perception of fairness is a major factor in employee motivation.
Fairness is demonstrated in salary and compensation, the hiring process, the day-to-day application of personnel policies, and support for and recognition of employees.
What am I supposed to do?
People want to know exactly what they are expected to do at work.
If the job description is not clear or duties change frequently, it is difficult for employees to maintain a consistent level of productivity and a sense of self worth at work.
How well am I doing my job?
Employees need ongoing feedback about how they are doing.
Anxiety about not performing as well as expected can impact motivation and productivity.
Does my work matter?
When employees feel that their work is meaningful to the organization and important to the people they serve, they work more productively.
How can I develop within this organization?
People feel more motivated and challenged when they have opportunities to learn, develop new competencies, assume new responsibilities and believe their efforts will strengthen their careers.

20. Workforce Planning
A workforce plan focuses on ensuring an adequate number of staff with appropriate skills, who are available, where and when they are needed.
Based on assumptions & predictions about future
Expectations of growth, increased demands, etc.
Short-term and long-term (1, 5, 10, 20 years, etc.)
Relies heavily on existing HRMS data.
Conducted annually and reviewed regularly
Should include stakeholders in planning processes
PRESENT slide, using the following points:
Often, part of HR management involves identifying the number of staff that will be employed during the next financial year.
It is important for organizations to be able to plan for the future by forecasting their staffing needs.
HR planning is based on assumptions about the future – the number of staff required, the number of new staff entering the workforce, and the number who will leave.
It also requires predictions for the future, taking into account any expectations of organizational growth, increased service demands, or other future opportunities and changes that will impact staffing.
Workforce planning relies heavily on existing HRMS data to estimate attrition/turnover rates.
Forecasting can be a long-range process, anticipating 5, 10, and 20 year needs as well as needs for the next fiscal year
Forecasting staffing needs is an art, not a science.
Source:
King, G. & Martineau, M Workforce Planning for the Health Sector. Capacity Project Technical Brief No. 6. Available at:
McQuide, P., Stevens, J., and Settle, D An Overview of Human Resources for Health (HRH) Projection Models. Capacity Project Technical Brief No Available at:

21. Steps in Forecasting Supply and Demand
Determine requirements/demand
Number, type, and location of staff needed
Analyze current supply
Estimate losses/attrition
Calculate future needs
Plan for Replacement and Recruitment
Developing existing staff (internal)
Recruitment of new staff (external)
REFER participants to Handout 2.1.5: Forecasting Staffing Needs on page XX of the Participant Handbook.
REVIEW steps in forecasting supply and demand in detail, using Handout
ASK if there are any questions or comments before continuing.
Source:
King, G. & Martineau, M Workforce Planning for the Health Sector. Capacity Project Technical Brief No. 6. Available at:
McQuide, P., Stevens, J., and Settle, D An Overview of Human Resources for Health (HRH) Projection Models. Capacity Project Technical Brief No Available at:

22. Performance Management System
Sets performance standards to reflect mission, strategic plans, operational plans
Answers three key questions:
What am I supposed to be doing?
How well am I doing it?
Does it matter to the organization?
PRESENT the slide:
Sets standards that connect individual staff and departments/units with organizational priorities.
It provides specific information to employees to answer basic questions.

23. Advantages of Performance Management System
Reinforces organizational goals & priorities
Communicates the organization’s work values
Defines the work that each person does, and how it relates to the organizational mission
Provides information on expected level of performance
Provides information about performance, and how it influences compensation decisions
Note: slide contains animation.
SHOW Part 1 of slide (Heading)
ASK participants:
What are the key advantages of a Performance Management System?
ALLOW participants to brainstorm for a few moments.
SHOW part 2 of slide (bullet points).
PRESENT slide, building off participant brainstorm.
Source:
Management Sciences for Health Performance Management Tool. Health and Family Planning Manager’s Toolkit. Page 2. Cambridge, Massachusetts: Management Sciences for Health. Available at:

24. Elements of Performance Management (PM) System
Current job descriptions
Effective supervisory system
System for periodic performance planning and review for each employee
Means for identifying and addressing staff training and development needs
Note: slide contains animation.
SHOW Part 1 of slide (title)
ASK participants:
Can you think of some elements that are part of an effective performance management system?
ALLOW a few moments for participants to brainstorm.
SHOW part 2 of slide (text).
PRESENT slide, building off participant brainstorm responses.
ASK if participants have any comments or questions before continuing.
Source:
Management Sciences for Health. Human Resources: Managing and Developing Your Most Important Asset. The Manager. Spring 1999; VIII(1). Page 9. Available from: Accessed on October

25. PM Element 1: Job Descriptions
Job Descriptions are used for
Hiring, Orientation, Supervision & Performance Review, Operations, Salary
Key Elements of a Job Description
Job title, post or location, supervisor
Date the job description was developed
Summary
Job Duties
Description of all employee responsibilities
Divided into major areas of responsibility
Skills & Qualifications Required
PRESENT the slide, using the following points:
Hiring
A job description is used in hiring to make sure that the person who is hired has the necessary qualifications and understands the scope of the position they were hired into.
A job description can serve as a guideline for developing hiring criteria, questions for the interview and reference checks.
Orientation
A job description also orients new employees by defining what is expected of them and how they relate to other people in the organisation.
Supervision & Performance Review
It serves as the basis for the supervisor and employee to develop a performance plan and helps the supervisor to systematically monitor and review the employee’s performance on all assigned tasks.
OPRAS – the Open Performance Review and Appraisal System - is part of the performance review system for supervisors and employees.
Operations
Job descriptions help the organisation to organize its work, assign all necessary tasks to the right employee and effectively address the goals of the organisation.
Salary
Job descriptions also help to develop a salary structure which is internally consistent with the defined level of knowledge, skills and experience required for the job as well as with the level of responsibility.
REVIEW the key elements of a job description.
ASK if participants have any questions or comments before continuing.
Source:
Management Sciences for Health Performance Management Tool. Health and Family Planning Manager’s Toolkit. Page 12. Cambridge, Massachusetts: Management Sciences for Health. Available at:

26. PM Element 2: Supervisory System
Effective supervisors are the key to a successful performance management system.
A supervisory system provides:
Foundation for performance management
Bridge between the organization and the employee
Communication of organizational goals and priorities
Guidance on how work supports goals
Capacity and skill development to do the work
Tools for accountability and performance assessment
PRESENT slide, using the following points:
Effective supervisors are key to a performance management system.
In order for the system to work well, supervisors need training in how to implement it and need to have adequate time and resources to meet and work with individual staff on performance planning and review.
Supervisors are the bridge between the leadership of the organization and the employees that report directly to them. They communicate the larger organizational goals and priorities to employees and guide employees’ to work activity to support the goals.
Supervisors work with individual staff to identify training and development needs to assure that each person has the skills needed to effectively and efficiently complete their work.
Supervisors also provide direct feedback to individual employees on their performance and provide accountability.
ASK if participants have any questions or comments.
NOTE that we will cover supervision skills in greater detail in Session 2.3.

27. PM Element 3: Planning and Review System
Organizational processes should be standardized
Standard Documentation
Employee’s name, title, duty station, supervisor, date and signature spaces
Performance Plan and Performance Review sections
Discussed and completed by supervisor and employee
Open Performance Review and Appraisal System (OPRAS) provides standard guidance
PRESENT slide, using the following points:
A Performance Planning and Review system requires that organizations have a standardized form and approach that all supervisors use.
The form should include standard information, including employee’s name, title, supervisor, date, and space for signatures.
The form should also include separate sections for the Performance Planning and Performance Review.
Within the MOHSW, the Open Performance Review and Appraisal System (OPRAS) provides standard guidance on this process.
Source:
Management Sciences for Health Performance Management Tool. Health and Family Planning Manager’s Toolkit. Pages 4-5. Cambridge, Massachusetts: Management Sciences for Health. Available at:

28. Planning and Review System, cont’d.
Performance Plans
Performance objectives
Supervisor action plan
Development plan
Performance Reviews
Achievement of objectives
Overall performance
Supervision & communication
PRESENT slide, using the following points:
A performance plan should include:
Specific performance objectives to be accomplished in the next time period
Any action that the supervisor will take in order to facilitate the staff member’s performance and ability to meet the performance objectives
Plans for the staff member’s personal development that the supervisor and employee agree the employee should pursue during the next period.
A performance review should include:
Documentation of the level of the employee’s achievement of the performance objectives for the period,
Summary of the employee’s performance over the last period based on achievement of the performance objectives and the performance standards,
Assessment from both the employee and the supervisor on the effectiveness of supervision and their communication.
ASK if participants have any questions or comments before continuing.

29. PM Element 4: Training & Development
Investing in training & development can:
Help new staff develop skills, master protocols, and understand expectations
Strengthen skills of current staff
Address gaps in performance
Improve staff motivation and retention
Training is appropriate only when performance problems result from lack of skill.
Alternatives include other professional development activities, improved supervision, changing incentives, etc.
PRESENT slide, using points below:
Staff need appropriate and adequate training to do their jobs well.
Organizations want training investments to result in improved performance, and increased ability to meet objectives.
Employees may hope that training and development will improve their credentials and career development.
It is important to note that training is not the only solution to addressing skill gaps and performance problems.
Training will only help to address performance issues when the problems are due to an employee’s lack of a skill that is required to carry out his/her job.
Alternatives to training may include improved supervision, removing obstacles to adequate performance, improving motivation, changing incentives, etc.
Source:
Management Sciences for Health. Training for Effective Performance. (No date.) [Web Resource] Available at:
Management Sciences for Health. Human Resources: Managing and Developing Your Most Important Asset. The Manager. Spring 1999; VIII(1). Page 10.
Management Sciences for Health Performance Management Tool. Health and Family Planning Manager’s Toolkit. Pages 4-5. Cambridge, Massachusetts: Management Sciences for Health. Available at:

30. Training & Development, cont’d
Managers help to determine when and what type of training is needed to address performance gaps.
Formal, Informal, or Refresher Training
Challenging assignments, structured on-the-job learning, mentoring, rotational assignments, etc.
Managers and supervisors play an important role in determining when staff members need to be trained, and what type of training they need.
Staff may benefit from formal training, informal training, or refresher training.
Formal training: A course of instruction that has specific learning objectives and is conducted outside the regular workplace.
Informal training: Training that occurs on the job and is often accomplished through personal instruction, guidance from a supervisor, or even by observing co-workers.
Refresher training: Periodic training given to staff for the purpose of reinforcing skills or introducing new concepts or techniques.
Other approaches to staff development may be easy to integrate into the day-to-day work of your staff and supervisors.
NOTE that we will be discussing additional avenues for professional development later in this session.
Source:
Management Sciences for Health. Training for Effective Performance. (No date.) [Web Resource] Available at:
Management Sciences for Health. Human Resources: Managing and Developing Your Most Important Asset. The Manager. Spring 1999; VIII(1). Page 10.
Management Sciences for Health Performance Management Tool. Health and Family Planning Manager’s Toolkit. Pages 4-5. Cambridge, Massachusetts: Management Sciences for Health. Available at:

31. How do we grow professionally?
The five most impactful ways that we grow professionally are:
Challenging assignments
Activities away from work
Supervision & Mentoring (i.e., one’s boss)
Learning through setbacks & hardship
Training
Note: slide contains animation.
SHOW Part 1 of slide.
ASK participants:
How do people we grow and develop professionally?
ALLOW a few moments for participants to brainstorm.
SHOW Part 2 of slide (text).
REVIEW slide, using the following points:
These are the five most impactful ways that we grow and develop professionally.
NOTE that training is not listed at the top for a reason! Training is not the most important way to develop professionally.

32. Helping Others Grow Supervisors play a role in staff development by:
Coaching employees
Giving constructive feedback
Offering insight, information, and advice
Offering challenging assignments
Guiding professional development
Allotting time and resources for development
Ensuring opportunities to apply skills and learning
Note: slide contains animation.
SHOW Part 1 of slide.
ASK participants:
What is the role of the supervisor in helping others grow professionally?
ALLOW a few moments for participants to respond.
SHOW Part 2 of slide.
PRESENT slide, building off of participant responses:
Supervisors play a role in staff development by:
Coaching employees to help them determine what they need for development
Providing constructive feedback – praise/positive and critical/corrective feedback.
Offering organizational or professional insight, information, and advice
Offering challenging assignments
Providing guidance for professional development planning and goal setting, and following-up over time
Allotting time and resources for professional development experiences
Ensuring opportunities for applications of new learning.
Source:
University of Minnesota’s Office of Human Resources. The Role of the Supervisor in Employee Development. Available at:

33. Guiding Questions for Professional Development
What does my team most need to learn, given the strategic direction of the organization?
How do we want to learn it?
What do I most need to learn?
How will I learn it?
REFER participants to Handout 2.1.6: Professional Development Plan on page XXX of the Participant Handbook.
PRESENT slide, using the following point:
These two questions offer a good starting point for guiding your thinking about professional development in a way that is strategic for yourself, your team, and your organization.
ASK a volunteer to read each question aloud from the slide.
ASK a volunteer to read the questions in the handout aloud:
What do you most want or need to learn? What do others most want you to learn?
What difference will this learning make for you? What difference will it make for our team and organization?
How will you learn this? What resources or support will you need?
How will you demonstrate or share your learning?
EXPLAIN to participants that this handout is a tool for discussing professional development. It can be used as preparation for a conversation about professional development between a supervisor and employee.
ASK if participants have any questions or comments before continuing.

34. Activity: Professional Development Ideas
Self-Development (Individuals)
Group
Development (Teams)
Organization
Development
FACILITATE activity, using the instructions below. This activity should take approximately 20 minutes.
PRESENT slide, using the following points:
Many professional development activities can be no- or low-cost, and do not necessarily involve financial investment or sending people away for external training.
However, these activities may take some creative thinking on the part of supervisors and management to implement!
Approaches to professional development may be different for individuals, teams, and organizations.
PREPARE 3 flipcharts with these headings: Self-Development, Group Development, Organizational Development.
DIVIDE participants into 3 groups, and give each group one chart/theme.
INSTRUCT small groups:
Brainstorm specific ideas for professional development activities for individuals, teams, and organizations.
Draw from what you know: What activities have benefited you professionally? What activities would you like to see in your organizations?
Think big, and think small. Simple activities can be very powerful.
Be creative, but also try to focus on activities that would be feasible within your workplace.
Write your ideas on the flipchart provided, and be prepared to report back to the large group.
OFFER example:
Computer skills training (such as how to type, how to use Microsoft Excel, etc.) is an example of a professional development activity that applies to individuals, teams, and organizations. If there is someone in your organization who has already mastered these skills, ask them to lead a brief workshop, or consider inviting someone from another organization or NGO to conduct this activity for your staff.
ALLOW 10 minutes for small groups to brainstorm.
ASK each group to share their ideas with the large group. (ALLOW 3-5 minutes per group.)
INVITE the large group to add additional ideas to each category, and WRITE them on the flipchart.
WRAP UP discussion.
THANK everyone for their creativity and participation.
REFER participants to Handout 2.1.7: Learning and Development Ideas on page XX of the Participant Handbook.
REVIEW the list with participants, noting that this list offers some ideas, but is not complete.
ASK if participants have any questions or comments before continuing.
Tip: If trainer has access to printer or photocopy machine, it may be a wise idea to copy all of the professional development ideas generated in the brainstorm into a handout, and make copies for participants to take home. Alternately, encourage participants to take a few minutes during a break to copy down the ideas in the flipcharts into their participant handbooks.

35. Discussion: Professional Development
What types of professional development activities have you participated in?
How did they impact your career?
What challenges do you face in implementing professional development in your workplace?
Do you have suggestions for overcoming these challenges?
FACILIATE a discussion with participants (10 minutes):
What types of professional development activities have you participated in? How did they impact your career?
What challenges do you/might you face in implementing professional development activities in your organizations?
Do you have any suggestions or strategies for overcoming the challenges that others have mentioned?
WRITE responses on flipchart.
ALLOW 10 minutes for discussion.
WRAP UP with a summary of key points from discussion.
ASK if participants have any last questions or comments.
THANK everyone for their participation.

36. Key Points
A well planned and implemented HRMS improves performance and motivation.
Forecasting staffing needs is an art, not a science.
An effective performance management system connects the work of individuals, teams, and departments with organizational goals and priorities.
Strategic professional development can improve staff motivation and performance, and can be done for low- or no-cost.
REVIEW key points from this session.
ASK if participants have any comments or questions.
THANK everyone for their attention and participation.