Page 188 - HA Convention 2015

Service Priorities and Programmes Free Papers

SPP7.4 Committed and Happy Staff 13:15 Room 221

Developing Sustainable Workforce in Supporting Services through People Management Team Building
Ng SM 1, Leung HK1, Tung MK 2
1Supporting Services Department, 2Health Information and Record Management and Supplies, Kwong Wah Hospital/TWGHs

Wong Tai Sin Hospital, Hong Kong

Introduction

Staff, is the most valuable asset in the corporation and the key to success. Human Resources (HR) Department of the Cluster
supports all-rounded HR functions in hospitals with a macro focus on major areas such as recruitment and personnel
administration, but may rely mainly on the department head for micro HR management such as individual staff development,
staff competency bank building, team building and so on. Supporting Services Department (SSD) of Kwong Wah Hospital
(KWH) and TWHGs Wong Tai Sin Hospital (WTSH) has a large team of over 500 staff, whilst service scopes of SSD are
complex but yet interlinked with all administrative and clinical departments. Owing to the low professional skill required
and low salary band, staff turnover and vacancies of the department are high. In order to improve the situation, a People
Management Team was set up in SSD to investigate and establish staff company bank, personal development strategies,
training and team building plans through the identification of staff needs and develop potential staff to face the succession
targets.

Tuesday, 19 May Objectives

(1) To provide career prospects for staff and boost motivation, team building and loyalty; and (2) to enhance workforce
sustainability and improve service quality.

Methodology

Stage 1: Personnel and training database development
• Specialists from Human Resources Management field were invited to study training needs in connection with different

service scopes in the department during the Annual Summer Student Internship programme to develop competency
bank.
• Individual communication with potential staff to enrich staff profile.
• Development of training database corresponding to supervisory level and specialties.

Stage 2: Analysis of training needs
• Training needs analysis and gap analysis were carried out to identify performance gap for individual staff.
• Performance appraisals were considered to identify staff competencies.

Stage 3: Adoption and promotion
• Reviewing organisational structures and job descriptions (JD) to increase supervisory opportunities.
• Job matching which best fits the potential staff according to their competency.
• Staff Development Review (SDR) was reviewed with specific, measureable, achievable and time-bound outcomes

according to their new JD.
• Short term job attachment to other major acute hospitals as career exposure.

HOSPITAL AUTHORITY CONVENTION 2015 Results

According to the analysis results, potential supervisors and senior supervisors were nominated to attend professional training
courses such as strategic crisis management, leadership and supervisory skills while specialised-streamed supervisors
were nominated to attend specific training programme such as tree risk assessment, workplace violence handling and etc.
Moreover, programme of “train the trainer” was organised in 2013 to train up potential supervisors for effective delivery
of information from management to frontline staff. Besides, potential staff were invited to take up supervisory duties or
deputising appointments to have on-the-job experience. Recognition presentation was given to appreciate staff to share
additional duties for continuous sustainable development. In 2014, 28.6% of the selected potential supervisors were
promoted; among of them, 22.9% promoted within hospital and 5.7% promoted to other hospitals. The start up of a people-
oriented approach and strategy was introduced within the department. In light of this, a positive and competitive working
environment was set up to assist our staff to build their career and future prospects and to achieve work accomplishments.

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