Tuberculosis (TB)

Human resources development (HRD)


Human resource development (HRD)

The human resources for health (HRH) action framework

The Human Resources for Health (HRH) Action Framework is designed to assist countries in developing and implementing strategies to achieve an effective and sustainable health workforce. Developed by representatives of partner countries, multilateral and bilateral agencies, donors, nongovernmental organizations (NGOs), and the academic community, the Framework provides a roadmap for developing national HRH plans for addressing the overall health workforce crisis.

Although the Framework is applicable in all countries, its use will be influenced by the elements specific to the country context (for example, the economy, the political situation), including the labour market (the capacity of the health workforce in general, international labour influences). The outcomes of applying the Framework will also be influenced by the strength of other components in the country’s health system (for example, the availability of drugs and equipment, the level of technology available, and the number and condition of health facilities).

HRH action framework

HRH action framework

The HRH Action Framework contains six action fields (policy, finance, education, partnership, leadership, and HR management systems) and four phases of the action cycle (situational analysis, planning, implementation, and monitoring and evaluation). It provides a simple but comprehensive technical framework to help countries develop a national HRD plan that can be supported by donors and implemented systematically.

Policy

Legislation, regulation, and guidelines for conditions of employment, work standards, and development of the health workforce

Areas of intervention

  • Professional standards, licensing, and accreditation
  • Authorized scopes of practice for health cadres
  • Political, social, and financial decisions and choices that impact HRH
  • Employment law and rules for civil service and other employers
Finance

Obtaining, allocating, and distributing adequate funding for human resources

Areas of intervention

  • Salaries and allowances
  • Budget for HRH
  • National health accounts with HRH
  • Mobilizing financial resources (e.g., government, Global Fund, PEPFAR, other donors)
Education

Development and maintenance of a skilled workforce

Areas of intervention

  • Development and standardization of training material
  • Pre-service education tied to health needs
  • In-service training including continuing education
  • Capacity of training institutions
  • Training of community health workers and non-formal care providers
Partnerships

Formal and informal linkages aligning key stakeholders (e.g., service providers, priority disease control programmes, consumer/patient organizations) to maximize use of human resources for health

Areas of intervention

  • Agreements in place between MOH and other health providers to supplement the delivery of health services
  • Mechanisms in place to mobilize community support for health services
  • Mechanisms in place for coordination of donors and other stakeholders
Leadership

Capacity to provide direction, align people, mobilize resources, and reach goals

Areas of intervention

  • Identification, selection, and support of HRH champions and advocates
  • Leadership development for HRH managers at all levels
  • Capacity for multi-sector and sector-wide collaboration
  • Modernizing and strengthening professional associations
Human resource management systems

Integrated use of data, policy, and practice to plan for necessary staff, recruit, hire, deploy, develop, and support health workers

Areas of intervention

  • Personnel systems: workforce planning (including staffing norms), recruitment, hiring, and deployment
  • Work environment and conditions: employee relations, workplace safety, job satisfaction, and career development
  • HR information system integration of data sources to ensure timely availability of accurate data required for planning, training, appraising, and supporting the workforce
  • Performance management: performance appraisal, supervision, and productivity
  • Staff retention: financial and non-financial incentives
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