Action Plan for People Management in the Health Service

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Action Plan for People Management in the Health Service 42 Action 6.7 Explore the Further use of Mediation in Resolving Disputes Mediation is a voluntary process where a mediator, who is neutral or independent of those involved in a disagreement, attempts to help the parties find a mutually agreed resolution. The mediator does not give a judgement or take sides, but rather facilitates the parties to find common ground and to generate their own solution to the problem. 6.7.1 6.7.2 Explore the Further Use of Mediation in Resolving Disputes Activity Establish an HSNPF group to examine and report on the possible further use of mediation in resolving disputes Communicate the outcome to all relevant parties and potential users together with details of agreed mediators Responsibility HSNPF HSNPF Involvement Mediation Institute of Ireland, line managers, staff HSEA, TU’s all agencies Measure Publication of Report Publication of agreed arrangements Start Date Early 2003 October 2003 Completion Date October 2003 End 2003
Theme 7: Developing Performance Management Introduction Objective: To help Units and Teams to Improve Performance through the Introduction of a System of Performance Measurement and Feedback. Quality and Fairness proposes the development of performance management aimed at “providing clear feedback to individuals in order to make best use of available skills and help advance the strategic objectives of the organisation.” It says performance management can also help set personal developmental goals and provide opportunities for staff to contribute ideas for service improvements. It notes that performance systems are already being introduced across the public sector and says they will be extended in the health system in consultation with staff and unions. Finally, the strategy notes that “performance programmes must be fair and transparent”. Feedback on performance is generally desired and appreciated by staff and can help improve morale, future performance and service delivery. It also has the potential to match skills with roles and assist with personal career development. There is a fairly widespread sense that explicit recognition for achievement is relatively rare in the health services and that under-performance can often go untracked because managers are unsure of how to handle it and of the supports that are in place. Performance management is about setting goals and objectives, which link, to the service plan thereby ensuring effective service delivery. However, there is much work needed to clarify how performance might be best assessed and managed, and to assure people that it is not about identifying ‘the guilty party’ or apportioning blame, but rather focusing on improving performance. Theme 7: Developing Performance Management 43
Page 1 and 2: Quality & Fairness - A Health Syste
Page 3 and 4: The health service is about “Peop
Page 5 and 6: The development of the action plan
Page 7 and 8: � Mr Matt Merrigan, National Secr
Page 9 and 10: Resources In developing the APPM it
Page 11 and 12: Action 1.1 Develop a Culture of Ope
Page 13 and 14: Action 1.3 Train Managers in People
Page 15 and 16: Action 2.1 Promote Employee Well-be
Page 17 and 18: Action 2.3 Review the Basis of Temp
Page 19 and 20: Action 2.5 Enhance Communication in
Page 21 and 22: Action 3.1 Establish a Databank of
Page 23 and 24: Action 3.3 Ensure Policies and Proc
Page 25 and 26: Action 4.1 Mainstream Partnership A
Page 27 and 28: Action 4.3 Use a Partnership Approa
Page 29 and 30: Action 4.5 Adopt a Partnership Appr
Page 31 and 32: Theme 5: Investing in Training, Dev
Page 33 and 34: 5.1.1 5.1.2 5.1.3 5.1.4 5.1.5 Activ
Page 35 and 36: Action 5.3 Further Develop On-the-J
Page 37 and 38: Theme 6: Promote Improved Employee
Page 39 and 40: Action 6.2 Create a National Databa
Page 41 and 42: Action 6.4 Initiate Screening Proce
Page 43: Action 6.6 Develop a Template for t
Page 47 and 48: Action 7.2 Communicate Understandin
Page 49 and 50: Action 7.4 Commission Independent E
Page 51 and 52: Implementation The action plan sets
Page 53 and 54: Implications for all Stakeholders I
Page 55 and 56: � As a result of an increased emp
Page 57 and 58: time (starting in 2003) by the deve
Page 59 and 60: � The increased emphasis on partn
Page 61 and 62: Glossary APPM Action Plan for Peopl

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