Possible Priority Areas for HSB
Area
Digitalisation of HR systems and process across
the health services
Develop priority driven leadership and
supervisory skills
Workforce Planning
Culture transformation
Employee experience/Employee
Engagement/Employee Satisfaction
Review and align all HR systems and policies in
Possible strategic responses
 Implement HRIS
 Capacitate all users and create super users at each health
institution
 Source funding for hardware and connectivity for each health
institution
 Capacitate all health workers with digital skills to support the
work they do
 Roll out E- HR service across all employee touch points e.g. self-
service portal, e – recruitment with an automatic shortlisting
platform
 Reconfigure all health institution to allow for biometric attendance
registers
 Embark on a scientific based training needs analysis targeted at
priority roles e.g. leadership and supervisor levels
 Develop custom based training for the above groups
 Evaluate the impact of the training on actual institutional
performance
 Develop an integrated workforce planning plan covering all health
worker roles
 Embark on a culture transformation of the whole health services
focused on service delivery, work ethic and performance culture
 Carry out an employee engagement/satisfaction survey for the
whole health workforce and target an Engagement/Satisfaction
index above 65% (national benchmark
 Develop action plans to address issues raised in the engagement
surveys
 Review HR policies and systems for alignment with HSB vision
Area Possible strategic responses
support of NDSq1 and NDS1
 Align current policies to all relevant statutes
Performance Culture  Roll out performance management and appraisals system
throughout the whole health services
 Simply the RMB model for all non-executive roles
Staff Retention and Motivation  Embark on a health service wide job evaluation and pay
structuring program
 Source for funding to address salary compression within and
across grades
 Seek for seed funding for a housing and motor vehicle loan scheme
 Benchmark salaries locally and aim to pay 70% of private sector
salaries
Discipline  Train all Managers on how to handle disciplinary process using SI
15 of 2006
 Develop a new standalone grievance handling procedure based on
current procedure plus best practice from private sector
 Equip all employees on how the disciplinary process works
according to SI 15 of 2006- Record 5 short videos on this and post
on the HSB website for employees to access
 Develop an e- learning module to equip all managers and
supervisors on how to handle disciplinary issues via SI 15 of 2006
Collective Bargaining  Source for funding to train all Bipartite members on effective
collective bargaining and negotiation
M & E Framework  Review the M & E framework to focus on risk based M & E and
report on closure rate of cases
HR Structures  Review all HR structures and ensure all HR structures across all
health institutions are manned by competent staff
 Based on performance records of each HR staff member reassign
all HR staff categorised poor performers
Area
HSB Staff Appreciation of Labour Statutes
Possible strategic responses
 Ensure all central and provincial hospitals are manned by new HR
professionals
 Take through all HSB staff in all HR functions through a labour
statutes appreciation workshop to cover the constitution, SI 15 of
2006 and an overall appreciation of the Labour Act provisions and
their implications for managing human resources within the health
services