Description
The Health Service Executive (HSE) is responsible for the provision of healthcare providing health and personal social services for everyone living in Ireland, with public funds. The Executive was established by the Health Act, 2004 and came into official operation on 1 January 2005.
Implementing diversity in the Health Services Executive (Ireland) An Ambitious Strategy The Health Services Executive (HSE) in Ireland certainly has ambitious aims to be a first class employer. With almost 93,000 employees, they are one of the largest employers in the public service - delivering health services across Ireland in hundreds of locations. The services that are provided are essential to the well being of the nation, and while all organisations claim that their Human Resources are their most valuable asset, nowhere is this more accurately reflected than in the health service. Medical and technological developments continue to improve the provision of health care, but ultimately good health care is dependent upon people who are providing it. The demands on these people are very significant, with ever-increasing services, changing demographics, new treatments and a continual need to stay abreast of important developments. Furthermore, these services are delivered 24 hours a day, 365 days of the year. The HSE knows that all of this requires new approaches to the management of those in charge of service delivery. They have made a concerted effort to acknowledge many of the difficulties that have plagued the effective management of people in recent years such as high turnover rates, low morale and high stress levels, because these difficulties have impeded their common objective of improved patient outcomes. To remedy this, several strategies have been put into action, setting out straightforward and practical steps that make a positive impact, while also addressing issues that have a longer strategic effect. The HSE management knows that change can only be implemented by working together with their employees, in a manner that is as inclusive as possible. Irish context There are a number of forces, which have reinforced the dynamic for the strategic development, and implementation of equal opportunities/diversity building at work within the HSE. Firstly, Irish society and workplaces generally are becoming increasingly diverse, due to a number of factors such as higher participation of women; increasing numbers of non-national workers; changing age profile of the workforce to name but a few. Furthermore, the organisation was strongly influenced by the 2002 Health Strategy (Quality and Fairness: A Health System for you), which was launched by the Irish government and was developed following one of the largest consultation processes ever undertaken in the public service. It asked that all health employers establish a firm policy for managing diversity in the workplace, in line with the Employment
Equality Act 1998 and the Equal Status Act 2000. It also requested that health employers challenge prejudice at all levels. As a result of this several committees were established within the HSE that formulated an Equal Opportunities/Diversity Strategy, and this was put into action in 2004. It incorporated policies, procedures and audit programmes such as a mechanism for monitoring equality in relation to recruitment, selection and career development. In addition were several intensive training programmes that included awareness-raising programmes that deal with diversity, equality, bullying and harassment. The Equal Opportunities/Diversity Strategy The main thrust of their Equal Opportunities/Diversity strategy is to “ensure equal opportunities and to accommodate diversity in the workplace”. All persons regardless of gender, martial or family status, race, religion, age, disability, sexual orientation, gender and members of the Traveller community are provided with equality of access to employment in their service, and are also encouraged and assisted to achieve their full potential. Dignity at Work In addition to the Equal Opportunities/Diversity Strategy the HSE, in collaboration with Trade Unions have produced a Dignity at work policy, which states that all employees are entitled to be treated with dignity and respect in the workplace and have a duty of care to treat others with dignity and respect. It protects employees from bullying, sexual harassment and harassment regardless of whether it is carried out by a work colleague or a person with whom employees come into contact during the course of their work e.g. patient/client, contractor, visitor, supplier. The importance of the dignity and respect of all staff members at work is promoted throughout the workplace both by managers and trade union representatives. The Factors for Success The HSE say that the factors that are critical to their success in the successful implementation of the equal opportunities/diversity strategy within their organisation are:
• • •
Senior management commitment Demonstration and promotion of an equality culture Line management responsibility
• • •
Improved awareness through effective communications and active promotion of equal opportunities/diversity Equality/diversity training Staff and trade union commitment
Positive Benefits Some of the benefits they believe have been achieved so far with the implementation of the policy in the workplace include:
• • • • • • • •
Attracting candidates from the widest possible pool of potential applicants (every year they undertake recruitment drives in Africa) Retention of employees in whom the organisation has invested More effective and efficient use of the skills, talents and capabilities available to the organisation A work environment that is flexible and responsive to change Improved quality of working life A workplace that is respectful of the dignity of all A more positive reputation for the organisation as an employer A reduction in the number of claims made against the organisation
Commitment- Role of Managers Firstly senior management/management are trained and fully equipped to take responsibility for the diversity aspect of their people management role. They have responsibility for ensuring equal opportunities/diversity in the workplace, in addition to promoting a diversity culture. They stress that all staff have an important role to play in ensuring equality of opportunity throughout the organisation, though managers have particular responsibility to engender respect for difference and to accommodate diversity where appropriate. To do this managers and supervisors are provided with appropriate initial training followed by additional training at regular intervals. This training includes awareness of equality principles, legislation and case law, the mangers role in implementing the equality/diversity policy and attitudinal and behavioural issues. In addition, their Human Resources Department has the responsibility of ensuring that equal opportunities/diversity are integral to all HR policies and training within the organisation, and that all such initiatives are communicated to staff. Indeed the HSE places strong emphasis on communication, and believe it to be a key issue in effective people
management within the organisation and a significant factor affecting workplace culture. They have found that a lack of communication contributes to grievances, perceptions of isolation, inefficiency and resistance to change and continuous improvement, and a hindrance to their successful implementation of a diversity policy. They recognise that communication needs to be three- way: up, down and across, and within their organisation this ranges from briefings, the intranet, and newsletters. The results are that now staff can expect to be treated in an open and transparent way in relation to promotion, recruitment, selection, promotion, training and development, benefits, grievance and discipline.
doc_492650007.doc
The Health Service Executive (HSE) is responsible for the provision of healthcare providing health and personal social services for everyone living in Ireland, with public funds. The Executive was established by the Health Act, 2004 and came into official operation on 1 January 2005.
Implementing diversity in the Health Services Executive (Ireland) An Ambitious Strategy The Health Services Executive (HSE) in Ireland certainly has ambitious aims to be a first class employer. With almost 93,000 employees, they are one of the largest employers in the public service - delivering health services across Ireland in hundreds of locations. The services that are provided are essential to the well being of the nation, and while all organisations claim that their Human Resources are their most valuable asset, nowhere is this more accurately reflected than in the health service. Medical and technological developments continue to improve the provision of health care, but ultimately good health care is dependent upon people who are providing it. The demands on these people are very significant, with ever-increasing services, changing demographics, new treatments and a continual need to stay abreast of important developments. Furthermore, these services are delivered 24 hours a day, 365 days of the year. The HSE knows that all of this requires new approaches to the management of those in charge of service delivery. They have made a concerted effort to acknowledge many of the difficulties that have plagued the effective management of people in recent years such as high turnover rates, low morale and high stress levels, because these difficulties have impeded their common objective of improved patient outcomes. To remedy this, several strategies have been put into action, setting out straightforward and practical steps that make a positive impact, while also addressing issues that have a longer strategic effect. The HSE management knows that change can only be implemented by working together with their employees, in a manner that is as inclusive as possible. Irish context There are a number of forces, which have reinforced the dynamic for the strategic development, and implementation of equal opportunities/diversity building at work within the HSE. Firstly, Irish society and workplaces generally are becoming increasingly diverse, due to a number of factors such as higher participation of women; increasing numbers of non-national workers; changing age profile of the workforce to name but a few. Furthermore, the organisation was strongly influenced by the 2002 Health Strategy (Quality and Fairness: A Health System for you), which was launched by the Irish government and was developed following one of the largest consultation processes ever undertaken in the public service. It asked that all health employers establish a firm policy for managing diversity in the workplace, in line with the Employment
Equality Act 1998 and the Equal Status Act 2000. It also requested that health employers challenge prejudice at all levels. As a result of this several committees were established within the HSE that formulated an Equal Opportunities/Diversity Strategy, and this was put into action in 2004. It incorporated policies, procedures and audit programmes such as a mechanism for monitoring equality in relation to recruitment, selection and career development. In addition were several intensive training programmes that included awareness-raising programmes that deal with diversity, equality, bullying and harassment. The Equal Opportunities/Diversity Strategy The main thrust of their Equal Opportunities/Diversity strategy is to “ensure equal opportunities and to accommodate diversity in the workplace”. All persons regardless of gender, martial or family status, race, religion, age, disability, sexual orientation, gender and members of the Traveller community are provided with equality of access to employment in their service, and are also encouraged and assisted to achieve their full potential. Dignity at Work In addition to the Equal Opportunities/Diversity Strategy the HSE, in collaboration with Trade Unions have produced a Dignity at work policy, which states that all employees are entitled to be treated with dignity and respect in the workplace and have a duty of care to treat others with dignity and respect. It protects employees from bullying, sexual harassment and harassment regardless of whether it is carried out by a work colleague or a person with whom employees come into contact during the course of their work e.g. patient/client, contractor, visitor, supplier. The importance of the dignity and respect of all staff members at work is promoted throughout the workplace both by managers and trade union representatives. The Factors for Success The HSE say that the factors that are critical to their success in the successful implementation of the equal opportunities/diversity strategy within their organisation are:
• • •
Senior management commitment Demonstration and promotion of an equality culture Line management responsibility
• • •
Improved awareness through effective communications and active promotion of equal opportunities/diversity Equality/diversity training Staff and trade union commitment
Positive Benefits Some of the benefits they believe have been achieved so far with the implementation of the policy in the workplace include:
• • • • • • • •
Attracting candidates from the widest possible pool of potential applicants (every year they undertake recruitment drives in Africa) Retention of employees in whom the organisation has invested More effective and efficient use of the skills, talents and capabilities available to the organisation A work environment that is flexible and responsive to change Improved quality of working life A workplace that is respectful of the dignity of all A more positive reputation for the organisation as an employer A reduction in the number of claims made against the organisation
Commitment- Role of Managers Firstly senior management/management are trained and fully equipped to take responsibility for the diversity aspect of their people management role. They have responsibility for ensuring equal opportunities/diversity in the workplace, in addition to promoting a diversity culture. They stress that all staff have an important role to play in ensuring equality of opportunity throughout the organisation, though managers have particular responsibility to engender respect for difference and to accommodate diversity where appropriate. To do this managers and supervisors are provided with appropriate initial training followed by additional training at regular intervals. This training includes awareness of equality principles, legislation and case law, the mangers role in implementing the equality/diversity policy and attitudinal and behavioural issues. In addition, their Human Resources Department has the responsibility of ensuring that equal opportunities/diversity are integral to all HR policies and training within the organisation, and that all such initiatives are communicated to staff. Indeed the HSE places strong emphasis on communication, and believe it to be a key issue in effective people
management within the organisation and a significant factor affecting workplace culture. They have found that a lack of communication contributes to grievances, perceptions of isolation, inefficiency and resistance to change and continuous improvement, and a hindrance to their successful implementation of a diversity policy. They recognise that communication needs to be three- way: up, down and across, and within their organisation this ranges from briefings, the intranet, and newsletters. The results are that now staff can expect to be treated in an open and transparent way in relation to promotion, recruitment, selection, promotion, training and development, benefits, grievance and discipline.
doc_492650007.doc