people management ribera salud. nhs employers. nov.2013
DESCRIPTION
The NHS faces a massive challenge to increase productivity without jeopardising quality. This session gives you the chance to debate lessons from two case studies: an English trust which has tackled this issue using new and innovative approaches, and a leading Spanish hospital which has developed a new model of healthcare deliveryTRANSCRIPT
People ManagementRibera Salud Grupo
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Salvador Sanchís Plaus
Human Resources Director
Index
Spain’s National Health Service (SNS)
Alzira Model Basis
People Management
Remunerative System
Results and conclusions
Strengths:
Values and principles: the
Welfare State (cost-free,
universal, equal).
Good healthcare indicators.
Public Cost-free Universal
SNS: Values and principles:
Weaknesses:
A growing budget deficit in an economic
structure with 17 autonomous
communities (AC).
A bureaucratic system with high
structural costs.
Lack of flexibility to face new challenges
(i.e.: demography, society and
technology).
Spain’s National Health Service (SNS)
Weaknesses:
A growing budget deficit in an economic
structure with 17 autonomous
communities (AC).
A bureaucratic system with high
structural costs.
Lack of flexibility to face new challenges
(i.e.: demography, society and
technology).
ALZIRA
MODEL
PPP
Public Cost-free Universal
SNS: Values and principles:
Spain’s National Health Service (SNS)
Model Basis
CAPITATIVE PAYMENT
Health is financed
Free choice
“Money follows the patient”
The citizen at the system’s
core
Correcting Factors
Correcting Factors
The Company charges 80%
of its in-house treatment
costs for patients belonging
to other health departments
The Company pays 100% of
the treatment costs in other
hospitals for patients
belonging to its health
department
Public and Private Institutions
Alignment of Mission and Values
The company is answerable to its
shareholders
The Administration
achieves objectives
Promoting Health
Improving healthcare quality
Improving accessibility
Improving efficiency
People ManagementPeople Management
People Management
Basic principles
Function: managing an organisation’s team of people in order to reach the established goals.
In alignment with corporate strategic objectives.
Its reach goes beyond the HR department.
People Management is a distinguishing feature that sets the Alzira model apart from other healthcare management models.
1
2
3
4
HR Information Systems
People Management
Integrated HR Management Model
Internal Communication
Posts &
profiles
Competency
model
Training
Remuneration
&
compensation
Selection,
hiring &
welcome
Professional
career Performance
evaluation
Ribera Salud’s HR model
People Management
Our Competences
Patient and professional-focused
Teamwork
Technical excellence
Communication
Personnel management
Leadership
CORPORATE
JOB-SPECIFICPlanning and organising
Adaptation to change
Results-focused
TECHNICAL
Service culture
Professionalism
EthicsTransparency
Commitment and loyalty
Hope
Respect
The design of the Variable Remuneration Model responds
to the remuneration principle of “doing and achieving”. It
aims to reach the commitment of professionals with Ribera
Salud’s Organisation Model and to develop a long-term
relationship.
People Management
Remunerative System
Objectives
o To boost returns as well as remunerating the contribution made by
each professional to the organization’s sustained growth.
o To support attracting and retaining talent ensuring external market
competitiveness.
o To establish a differentiated and coherent salary structure that
fosters internal equity and company coherence across the Model.
Evaluación del
Desempeño
Definición de
Puestos y
Perfiles
Modelo de
Competencias
Formación
Retribución y
Compensación
Selección y
Acogida
Carrera
Profesional
Sistemas de Información de RRHH
Modelo de RRHH de Vinalopó Salud
Salary composition
Civil servants
Variable salary
Fixed salary
Variable salary
Fixed salary
Flexible incentive plan
Corp. employees
TrainingExperience Roles and contributionResponsibilityAvailabilityVersatility
ActivityCare provision quality aimsPersonal aimsTeam aimsSustainability
People Management
Remunerative System
Concept and weighting system
80%
20% yearly
100%
Objectives
. Common strategic lines
. Criteria for each professional category
STANDARDIZE
. Organization’s aims
. Healthcare administrationALIGNMENT
SIMPLIFY. Valuation criteria
. To economic and social situation
. Teamwork
. Motivation
. Commitment
Public Healthcare Authority Objective Plan (annual ranking between 24 health depts. that features 35 indicators related to health provision, published by the Regional Health Ministry).]
Annual results (5%)
Objective Plan (15%)
According to occupational categories
ADJUSTMENT
FOSTER
People Management
Incentive System
Results and ConclusionsResults and conclusions
Remunerative System
Results and conclusions
Results
Personnel costs represents 45-50% of the company’s total
expenditure
Bonus remuneration amounts to 20% of personnel total
expenditure. For the doctors category it can reach up to 35-40%
Last year, meeting of objectives averaged 94%
Remunerative System
Results and conclusions
Conclusions
Adjustment: the variable system allows personnel costs to be adapted
to the organization’s outcomes and the quality of service we deliver.
Equitative: it recompenses the best and hardest workers in the
organization.
Commitment: it fosters the development and long-term commitment of
people within the organization.
Balance: it aids tailoring the staff to real activity. The bigger the team,
the lower individual variable remunerations are.
Our incentives system is a key factor in talent attraction.
Thank you!
www.riberasalud.com
www.modeloalzira.com
@modeloalzira.com