Session 2.1Human Resource Management Systems

/ Total Session Time:2 hours (1 hour for lecture/discussion, 1 hour for learning activities)

Learning Objectives:

By the end of this 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.

Session Overview

Step / Time / Activity/
Method / Content / Resources
Needed
1 / 02 minutes / Presentation / Introduction to Session, Presentation of Learning Objectives (Slides 1-2) / LCD or Overhead Projector
2 / 10 minutes / Large Group Activity / Activity: HRMS True or False Exercise (Slide 3) / LCD or Overhead Projector, Handout2.1.1,
Trainer Tool 2.1.1
3 / 50 minutes / Presentation,
Brainstorm, Small Group Activity, Discussion / Effective Human Resource Management Systems (Slides 4-19) / LCD or Overhead Projector, Worksheet 2.1.2, Handout 2.1.3, Handout 2.1.4
4 / 10 minutes / Presentation / Workforce Planning(Slides 20-21) / LCD or Overhead Projector, Handout 2.1.5
5 / 20 minutes / Presentation,
Brainstorm / Performance Management System(Slides 22-30) / LCD or Overhead Projector
6 / 30 minutes / Presentation,
Brainstorm, Discussion, Small Group Activity / Professional Development (Slides 31-35) / LCD or Overhead Projector, Handouts2.1.6-2.1.7
7 / 03 minutes / Presentation / Key Points (Slide 36) / LCD or Overhead Projector
/ Resources Needed
  • Flip Chart, paper, and markers
  • LCD or Overhead Projector
  • Slides
  • Handout2.1.1: Myths and Facts about HRMS
  • Worksheet 2.1.2: HRMS Quick Assessment
  • Handout 2.1.3: Benefits of Effective HRMS
  • Handout 2.1.4: Personnel Policies and Practices
  • Handout 2.1.5: Forecasting Staffing Needs
  • Handout 2.1.6: Professional Development Plan
  • Handout 2.1.7: Learning and Development Ideas

/ Advance Preparation
  • Review the entire session prior to facilitating, to familiarize yourself with the slides, speaker’s notes, learning activities, and supporting materials.
  • Prepare 3 flipcharts with the following headings, for use in Small Group Activity on Professional Development (Step 7, Slide 41): Self-Development, Group Development, Organizational Development

Sources/Bibliography:

Refer to these materials for additional background reading, as needed.

  • Adano, U. 2006. “Human Resource Management (HRM) in the Health Sector.” Capacity Project Technical Brief No. 2. Capacity Project. Available at:
  • King, G. Martineau, M. 2006. Workforce Planning for the Health Sector. Capacity Project Technical Brief No. 6. Available at:
  • Kenya Family AIDS Care and Education Services (FACES). Nyanza Leadership and Management Training Initiative. Kenya. 2009. Unpublished material. Developed in collaboration with I-TECH.
  • Management Sciences for Health. 2009. “Strengthening Human Resource Management to Improve Health Outcomes.” The eManager. Available at:
  • Management Sciences for Health. 2005. Managers Who Lead: A Handbook for Improving Health Services. Cambridge, Massachusetts: MSH.
  • Management Sciences for Health. 2001. “Developing Managers Who Lead.” The Manager, Vol. 10, No. 3. Cambridge, Massachusetts: MSH.
    Available at:
  • Management Sciences for Health. 1998. Performance Management Tool. Health and Family Planning Manager’s Toolkit. Page 2. Cambridge, Massachusetts: Management Sciences for Health.
    Available at:
  • Management Sciences for Health. Training for Effective Performance. (No date.) [Web Resource]
    Available at:
  • McQuide, P., Stevens, J., and Settle, D. 2008. An Overview of Human Resources for Health (HRH) Projection Models. Capacity Project Technical Brief No. 12. Available at:
  • University of Minnesota. “The Role of the Supervisor in Employee Development.” Office of Human Resources.
    Available at:

Beginning the Session

/ Trainer Instructions: Step 1 (2 minutes)

Present Slides 1-2 using trainer notes to guide the presentation.

Slide 1 / / 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 2 hours.
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.
Slide 2 / / ASK a volunteer to read the learning objectives aloud to the group.
ASK participants if they have any questions before continuing.
/ Trainer Instructions: Step 2 (10minutes)

Present Slide3 using the trainer notes and Handout 2.1.1: Myths and Facts about HRMSto guide the activity and discussion.

Slide 3 /
Speaker notes continued here:
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 22 2010. / 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.
  1. HRM is the same as training. (Correct response: False)
  2. HRM is an important leadership issue within an organization. (Correct response: True)
  3. Between 70-80% of an organization’s budget is spent on personnel costs. (Correct response: True)
  4. HRM is the sole responsibility of the Human Resources department. (Correct response: False)
  5. HRM is very much misunderstood and poorly managed in most organizations. (Correct response: True)
  6. 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 213of the Participant Handbook.
CONTINUE with speaker notes in left-hand column.
/
Handout 2.1.1: Myths and Facts about HRMS
  • 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.

Statement / True or False?
  1. HRM is the same as training.
/ False
  1. HRM is an important leadership issue within an organization.
/ True
  1. Between 70-80% of an organization’s budget is spent on personnel costs.
/ True
  1. HRM is the sole responsibility of the Human Resources Department.
/ False
  1. HRM is very much misunderstood and poorly managed in most organizations.
/ True
  1. The function of HRM is to control employees through strict rules and procedures.
/ False
  1. Improving salaries and providing financial incentives are the only solutions to increasing employee performance.
/ False
  1. To ensure a proper supply of health workers, there should be national-level involvement in Human Resources policy development.
/ True

Adapted from: Management Sciences for Health. Human Resources: Managing and Developing Your Most Important Asset. The Manager. Spring 1999; VIII (1). Page 20.

/ Trainer Instructions: Step 3 (50minutes)

Present Slides 4-19, using the trainer notes and the materials below to guide the presentation, brainstorm, small group activity, and discussion.

  • Worksheet 2.1.2: HRMS Quick Assessment
  • Handout 2.1.3: Benefits of Effective HRMS
  • Handout 2.1.4: Personnel Policies and Practices

Slide 4 / / ASK participants
•What is human resource management?
ALLOW time for a few responses.
WRITE participant responses on flipchart with the heading “Human Resource Management.”
Slide 5 / / 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. 2009 “Strengthening Human Resource Management to Improve Health Outcomes. The eManager. November 2009. Page 2. Available from: Accessed December 27, 2010.
•Adano, U. 2006. ‘Human Resource Management (HRM) in the Health Sector.’ Capacity Project Technical Brief No. 2. Available from:
Slide 6 /
Speaker notes continued here:
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. 2009. “Strengthening Human Resource Management to Improve Health Outcomes. The eManager. November 2009. Page 17. Available from:
Accessed December 27, 2010. / 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 page215of 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.
CONTINUE with speaker notes in left-hand column.
Slide 7 / / 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. 2006. [Web resource]. Available from: Accessed December 28, 2010.
Slide 8
Animation Clicks: 1 /
Speaker notes continued here:
•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. 2009. “Strengthening Human Resource Management to Improve Health Outcomes. The eManager. November 2009. Page 3. / 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 217of 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.
CONTINUE with speaker notes in left-hand column.
Slide 9 /
Graphic designed by I-TECH Training Development Team. / PRESENT slide, using the following points:
•The major components of HRMS fall into six categories:
  1. Capacity
  2. Planning
  3. Personnel Policy and Practices
  4. Performance Management
  5. Training
  6. Data
•We will look at each of these areas in greater depth.
Content adapted from:
Management Sciences for Health. 2009. “Strengthening Human Resource Management to Improve Health Outcomes. The eManager. November 2009. Page 4.
Slide 10 /
Speaker notes continued here:
•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. 2006. [Web resource]. Available at: Accessed December 28, 2010.
•Management Sciences for Health. 2009. “Strengthening Human Resource Management to Improve Health Outcomes.” The eManager. November 2009. Page 4. / 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.)
CONTINUE with speaker notes in left-hand column.
Slide 11 /
Speaker notes continued here:
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. 2003. Human Resource Management Rapid Assessment Tool for HIV/AIDS Environments: A Guide for Strengthening HRM Systems. Available at: Accessed December 27, 2010.
•Armstrong, Michael. 2003. 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. / 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.
CONTINUE with speaker notes in the left-hand column.
Slide 12 /
Source:
•Management Sciences for Health. 2003. 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. / 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 219of 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.
Slide 13 / / 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.