Senior Lecturer in Human Resource Management

Tim Martineau

HR training at the Liverpool School of Tropical Medicine

Human Resources for Health Knowledge HubPre HRH Forum Informal Meeting: HR Training Needs in the Asia & Pacific Regions

Sydney, 7th April 2010

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HR training and development activities

•Human resource planning and management short course/masters module (annually in February)

•HR leadership development (with Capacity/CapacityPlus Project)

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Human resource planning and management short course

Purpose

• To provide health service managers with the skills to develop and sustain a high performance workforce

Participants

• MPH participants• Short course applicants

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Structure

HR strategy

Managing the HR functions

Workforce planning

Labour market & workforce dynamics

Managing staff performance

Employment relationship & job

design

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Methods

Philosophy•Breadth rather than depth

•Broad principles rather than detailed practice

Delivery•Presentations

•Exercises

•Graduated case studies (3)

•Assignment based on case study

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Workforce planning case study

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Case study 3: the “difficult one”

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Future plans

• From 3 to 2 weeks with minimal reduction in content (24 Jan – 4 Feb, 2011)

• Accommodate humanitarian assistance students

• Increasing number of resources and self-learning exercises

• Offer with other management courses

• Offer as free-standing course that be run outside Liverpool

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HR leadership development (with Capacity/ CapacityPlus Project)

Purpose

• To develop and support a critical mass of HRH champions and knowledge brokers with the right skills and “clout” to articulate the issues and advocate for appropriate strategies and HRM systems to address HRH challenges that their organizations face

Participants

• The target audience was/will be a carefully chosen mixed group of 25-30 leaders and practitioners with responsibility for HRH planning and management, including public sector, FBO, NGO’s and selected private sector players.

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Structure

• 3 four-day workshops in Kenya (January, March and July 2009)

• Content based on HRH Action Framework ‘bubbles’

• Activities and support between workshops 1 & 2, and 2 & 3

• Review of activities at beginning of each subsequent workshop

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Methods

Philosophy• Minimal theory• Emphasis on doing and reflection on relevance from

implementation• Developing a common language to help sustain a critical mass

of HRH champions• Built-in M&E process – especially for pilot phase

Delivery• Short presentations• Group activities based on real situation in Kenya• Agreeing activities to be tried between workshops• Some support and meetings between workshops• Sharing achievements at next workshop• Social time

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Future plans for CapacityPlus

• Reflect on Kenya experience

• Improve the design of the programme

• Link with local institutions to make the programme sustainable

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Resources

• Human resource planning and management course at LSTM (TROP915): www.lstmliverpool.ac.uk/learning_teaching/masters/BioCPDV/documents/LSTMModulecatalogue.pdf

• Strengthening Human Resources Management: Knowledge, Skills and Leadership Legacy Series No. 11, September 2009: http://www.capacityproject.org/images/stories/files/legacyseries_11.pdf

• T.Martineau@liv.ac.uk