DR AHMADU ADAMU MUAZU COLLEGE OF HEALTH SCIENCE AND TECHNOLOGY BOTO

CHE 255 “HUMAN RESOURCES FOR HEALTH”

CHEW 300LEVEL 2024

BY

COMRADE A A

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 INTRODUCTION

The human resources field began to take shape in 19th century Europe. It was built on a
simple idea by Robert Owen (1771–1858) and Charles Babbage (1791-1871) during
the industrial revolution. These men concluded that people were crucial to the success
of an organization. They expressed the thought that the well-being of employees led to
perfect work; without healthy workers, the organization would not survive.
HR emerged as a specific field in the early 20th century, influenced by Frederick
Winslow Taylor (1856–1915). Taylor explored what he termed "scientific management"
(sometimes referred to as "Taylorism"), striving to improve economic efficiency in
manufacturing jobs. He eventually focused on one of the principal inputs into the
manufacturing process—labor—sparking inquiry into workforce productivity
The 69th World Health Assembly presents a significant milestone for those of us who
work in human resources for health (HRH): HRH has finally been recognized as a
foundational principle in reaching world health goals. More so now than at any other
point in history, the public health community is devoting significant attention and effort
to making sure that the right health worker is in the right place, with the right skills and
motivation, to provide high-quality service in order to reach universal health coverage.
This year, the World Health Assembly will formally adopt the WHO Workforce 2030
strategy, and designate the National Health Workforce Accounts as the basic data set
for HRH informatics worldwide. The WHO Health Data Collaborative is creating an HRH
working group, and fit-for-purpose HRH was recently recognized as a necessary
condition to reach the Sustainable Development Goals (SDG 3).
CONCEPT OF HUMAN RESOURCES
Resources: Resources refer to the various assets, materials, and capabilities that
are utilized to achieve goals, solve problems, or support operations. Resources
can be categorized into several types:
a. Natural Resources: Water, Land, Minerals Forests
b. Human Resources: Labor, Skills, Expertise, Knowledge, Experience, Talent
c. Physical Resources: Infrastructure (roads, bridges, buildings), Technology
(hardware, software), Equipment (machinery, tools), Vehicles Furniture
d. Financial Resources: Money (cash, funds), Investments, Grants, Loans,
Budget allocations
e. Informational Resources: Data, Knowledge bases, Libraries, Research
institutions, Expert networks

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 f. Intangible Resources: Brand reputation, Intellectual property (patents,
copyrights), Trade secrets, Goodwill, Social capital
Human resources (HR): is the set of people who make up the workforce of
an organization, business sector, industry, or economy

Human resources for health (HRH) or health workforce – is defined as "all people
engaged in actions whose primary intent is to enhance positive health outcomes",
according to World Health Organization's World Health Report 2006.
Human resources for health are identified as one of the six core building blocks of
a health system. They include physicians, nursing
professionals, pharmacists, midwives, dentists, allied health professions, community
health workers, and other social service and health care providers. Others core building
blocks are Leadership and governance, Service delivery, Health system financing,
medical products, vaccines and technologies and Health information systems
Key Components of Human Resources for Health
1. Health Workforce Planning: Estimating future health workforce needs and
developing strategies to address shortages
2. Education and Training: Ensuring health workers have the necessary skills and
competencies to provide quality care
3. Recruitment and Retention: Attracting and retaining health workers in rural,
remote, and underserved areas
4. Performance Management: Monitoring and evaluating health workforce
performance to improve quality of care
What is human resource management (HRM)?
Human resource management (HRM) is the practice of recruiting, hiring, deploying and
managing an organization's employees.

Objectives of human resource management

The main objectives of human resource management are:
 accomplishing organisational goals
 enhancing positive work culture
 training and development
 employee motivation
 team coordination
1.Accomplishing organisational goals: One of the main aims is to fulfil the company’s goals.
For an effective and efficient HRM, it is important to utilize human resources to

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accomplish the company’s requirements and objectives. In order to be successful in
achieving organizational objectives, HR needs an efficient plan and implementation
2.Work culture: When it is about managing human resources efficiently and following
goals, employees and the environment in which they work are important factors. The
HR managers must be active in creating strategies to facilitate enhanced work culture.
3.Training and development: With effective training and offering future opportunities,
employees are more organized and they feel comfortable and safe. Effective
employment is greatly associated with training practices. Therefore, offering such
opportunities will be a good step for the management of the workforce.
4. Employee motivation: A major aim of HR is to keep things in the correct direction and
keep diversions and negativity away. In order for this to happen the employees must be
encouraged and motivated the whole time.
5. Team coordination: Another main objective of Human Resource Management is to
ensure efficient team integration. Human resources should provide a tool that facilitates
easier communication and makes coordination smoother.
Skills and responsibilities of a Human Resource manager
HRM is typically broken into pre-employment and employment phases, as well as more
specific subsections, with an HR manager assigned to each one. Areas of HRM oversight
include the following:
i. Employee recruitment.
ii. Onboarding and retention.
iii. Talent and workforce management.
iv. Job role assignment.
v. Career development.
vi. Compensation and benefits.
vii. Labor law compliance.
viii. Performance management.
ix. Training and development.
x. Succession planning.
xi. Employee engagement and recognition.
xii. Team building.

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DEFINE HUMAN RESOURCE TRAINING

 Definition of Training: Training refers to the teaching and learning activities

carried on for the primary purpose of helping members of an organization acquire
and apply the knowledge, skills, abilities, and attitudes needed by a particular job
and organization
 Training is a process that helps employees learn the necessary skills to perform
their jobs effectively. It can be delivered in various formats, including classroom-
based, online, and on-the-job

Objectives of the training:

 Provide optimal human resources utilization

 Develop skills and productivity
 Improve organizational culture
 Human resource training: These are specialized courses that teach Human
Resources professionals how to successfully onboard new employees, talent
management, and effectively collect, store, and analyze performance data
 Is a systematic procedure for acquiring the necessary skills in advancing
knowledge, causing behavioural and attitudinal change needed by current
workers to enable the worker performs effectively in order to achieve desired
results
 HR's primary activities include recruitment, administration, compensation and
benefits, training and development, and employee relations and performance
management

REASONS FOR CONDUCTING HUMAN RESOURCE TRAINING PROGRAMMES

1. Environmental changes: Mechanization, computerization, and automation
have resulted in many changes that require trained staff possessing enough skills.
The organization should train the employees to enrich them with the latest
technology and knowledge.
2. Organizational complexity: With modern inventions, technological up
gradation, and diversification most of the organizations have become very
complex. This has aggravated the problems of coordination. So, in order to cope
up with the complexities, training has become mandatory.
3. Human relations: Every management has to maintain very good human
relations, and this has made training as one of the basic conditions to deal with
human problems.

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 4. To match employee specifications with the job requirements and
organizational needs: An employee’s specification may not exactly suit to the
requirements of the job and the organization, irrespective of past experience and
skills. There is always a gap between an employee’s present specifications and the
organization’s requirements. For filling this gap training is required.
5. Change in the job assignment: Training is also necessary when the existing
employee is promoted to the higher level or transferred to another department.
Training is also required to equip the old employees with new techniques and
technologies
Types of Human Resources Training
The various types of training imparted to the employees of the organization are
explained as under
a. Induction Training: This is a training which is imparted to a new
employee at the time when he or she joins the organization. This
training is imparted to them to build up their confidence in the
organization and to give them information about the various
procedures, rules and regulations. They are introduced to their work
environment and the fellow employees in order to promote a feeling of
belongingness and loyalty amongst them.

b. Job Training: This is given in different ways to make the workers

proficient in handling various machines, equipment and materials so
that their operations are smooth and fault less and accidents on the job
can be avoided.

c. Promotional Training: The existing talented employees may be given

adequate training to make them eligible for promotion to higher jobs in
the organization. The purpose of such training is to make the employees
fit for undertaking higher job responsibilities.

d. Refresher Training: It is meant for the old employees of the enterprise.

Its purpose is to acquaint the existing workforce with the latest methods
of performing their jobs and improve their efficiency further.

Methods of Human Resources Training

1. Instructor-led training: Instructor-led training is the traditional type of employee

training that occurs in a classroom, with a teacher presenting the material.

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This can be a highly effective method of employee training, especially for complex
topics. Instructors can answer specific employee questions or direct them to further
resources. They also allow for highly-skilled instructors to match the training level and
style to the employees in the room

However, instructor-led training does have some drawbacks, including cost and time to
implement. It can also be unnecessary for concise topics. We discuss more about this in
our post, "Instructor-Led Training Vs. eLearning.".

2. eLearning: eLearning, on the other hand, relies on online videos, tests, and courses to
deliver employee training. Employees can do their training right in the palm of their
hand with a smartphone or on their company computers.

It's one of the easiest types of employee training to roll out to larger populations,
especially for employees who are remote or have high-turnover rates. With interactive
games, tests, videos, activities, or even gamified components, it can also go a long way
towards keeping your employees engaged with the training

Of course, eLearning also has its own challenges. Without a solid instructional design
strategy behind it, the graphics and visuals that make eLearning fun can also make it
gimmicky or quickly outdated. Keeping it up-to-date is also a necessary best practice.
We cover the major advantages, and disadvantages, of eLearning here.

3. Simulation employee training: Simulation training is most often provided through a

computer, augmented, or virtual reality device. Despite the initial costs for producing
that software or technology, however, simulation training can be a necessary option for
employees in riskier or high-stakes fields. You'll often see simulation training for pilots
or doctors, but it can be useful for other employees too.

This type of employee training is also highly-effective and reliable, allowing employees
to progress consistently and at their own pace.

4. Hands-on training: Hands-on training includes any experiential training that's focused
on the individual needs of the employee. It's conducted directly on the job. Hands-on
training can help employees fit perfectly into their upcoming or current role, while
enhancing their current skills.

Training Station notes:

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"One advantage of hands-on training is that they are applicable immediately to the
employees’ jobs. They are also effective for training when it comes to new business
equipment and procedures."

This is a time-intensive method of employee training, however, that's best used when
there are enough resources available to support employees during the program. Learn
more about experiential learning here.

5. Coaching or mentoring: Coaching or mentoring can share similar qualities to hands-

on training, but in this type of employee training, the focus is on the relationship
between an employee and a more experienced professional, such as their supervisor, a
coach, or a veteran employee.

The one-on-one mentoring style creates a relationship between employees that carries
far beyond training. It also allows the employee to ask questions they may not feel
comfortable asking in a classroom, instructor-led training. This training method can be
done in person or virtually, through online coaching sessions.

For all its benefits, mentoring is costly in terms of employee hours and should be used
appropriately to reduce those associated costs. Coaching—bringing in a trained
professional—can sometimes provide a more time-efficient alternative, but without the
relationship building that's so valuable in mentoring.

6. Lecture-style training: Important for getting big chunks of information to a large

employee population, lecture-style training can be an invaluable resource for
communicating required information quickly.

However, use this type of employee training sparingly. HR.com writes:

"It has been said to be the least effective of all training methods. In many cases, lectures
contain no form of interaction from the trainer to the trainee and can be quite boring.
Studies show that people only retain 20 percent of what they are taught in a lecture."

7. Group discussions and activities: For the right group of employees, group discussions
and activities can provide the perfect training option. It allows multiple employees to
train at once, in an environment that better fits their current departments or groups.
These discussions and activities can be instructor-led or facilitated by online prompts
that are later reviewed by a supervisor.

This type of employee training is best used for challenges that require a collaborative
approach to complex issues. Find ideas for training activities here.
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8. Role-playing: Similar to group discussions, role-playing specifically asks employees to
work through one aspect of their jobs in a controlled scenario. They'll be asked to
consider different points-of-view and think on their feet as they work through the role-
playing activity.

Like other group activities, role-playing is highly effective but may be unnecessary for
simple, straightforward topics. It also requires more employee time, potentially taking
time away from an entire department while they're going through the training.

9. Management-specific activities: Management-specific activities are just that—

employee training that's focused on the needs of managers. They may include
simulations, brainstorming activities, team-building exercises, role-playing, or focused
eLearning on management best practices.

While management training can include many different types of training, it's important
to consider the additional needs of your managers separately from the rest of your
employee population. This ensures they have the foundation they need to support the
rest of their staff.

10. Case studies or other required reading: Finally, some employee training topics are
readily accessible through required readings. Case studies, in particular, can provide a
quick way for employees to learn about real workplace issues. Employees can read
through these at their own pace, or while working in a team-building session with other
employees.

Case studies are a great option for focused topics, but more complex topics will likely
require more advanced types of employee training

IMPORTANCE OF HUMAN RESOURCES TRAINING

Human Resources (HR) training is crucial for organizations, employees, and the overall
success of a business. Here are the importance and benefits of HR training

1.Organizational Benefits

1. Improved Productivity: Enhances employee performance and efficiency.

2. Increased Employee Retention: Reduces turnover and recruitment costs.

3. Better Decision-Making: Develops leadership and problem-solving skills.

4. Enhanced Reputation: Demonstrates commitment to employee development.

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5. Compliance: Ensures adherence to laws, regulations, and industry standards

2.Employee Benefits:

1. Career Advancement: Develops skills and knowledge for promotions.

2. Job Satisfaction: Enhances engagement, motivation, and well-being.
3. Skill Development: Improves performance, confidence, and adaptability.
4. Networking Opportunities: Fosters relationships and collaborations.
5. Personal Growth: Develops soft skills, emotional intelligence, and self-awareness.
3. Business Outcomes:
1. Increased Revenue: Improved productivity and efficiency.
2. Competitive Advantage: Develops unique skills and expertise.
3. Innovation: Encourages creativity, innovation, and entrepreneurship.
4. Risk Management: Mitigates errors, accidents, and legal issues.
5. Adaptability: Prepares employees for change and uncertainty.
Human Resources Training Benefits:
1. Talent Development: Identifies and develops future leaders.
2. Succession Planning: Ensures continuity and minimizes knowledge loss.
3. Diversity and Inclusion: Fosters inclusive culture and promotes diversity.
4. Employee Engagement: Boosts morale, motivation, and job satisfaction.
5. Regulatory Compliance: Ensures adherence to labor laws and regulations .

Human Resources for Primary Health Care

Human resources for primary health care are crucial for delivering essential healthcare
services to communities. The World Health Organization (WHO) emphasizes that health
systems can only function with health workers, and improving health service coverage
relies on their availability, accessibility, acceptability, and quality

The failure of primary health care in Nigeria can be partly attributed to the inadequate
number and proportion of the various cadres of healthcare workers necessary to
provide services in the health facilities.

Primary Health Care (PHC) is defined as “essential health care based on practical,
scientifically sound and socially acceptable methods and technology, made universally
accessible to individuals and families in the community through their full participation,
and at a cost that the community and country can afford to maintain at every stage of
their development in the spirit of self- reliance and self-determination”.

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Key Components of Primary Health Care

- Immunization against major communicable diseases

- Prevention and control of locally endemic and epidemic diseases
- Maternal and child health, including family planning
- Environmental sanitation, adequate supply of water, and basic sanitation
- Health education on prevailing health problems and methods of controlling them
- Adequate nutrition, promotion of food supply, and proper nutrition
- Provision of essential drugs
- Appropriate treatment of common diseases and ailments
- Dental health care
- Mental health care
- Primary eye care
Challenges Facing Human Resources for Primary Health Care
WHO estimates a projected shortfall of 10 million health workers by 2030, mostly in
low- and lower-middle-income countries ¹. Challenges include:
- Chronic under-investment in education and training of health workers
- Mismatch between education and employment strategies
- Difficulties in deploying health workers to rural, remote, and underserved areas
- International migration of health workers, exacerbating health workforce shortfalls
Addressing Human Resource Challenges
To address these challenges, the WHO recommends:
- Strengthening health workforce data globally
- Promoting innovation and evidence-based practices
- Fostering international collaboration and solidarity
- Ensuring ethical recruitment practices
- Investing in health workforce education and training
Health workers: are defined as all persons eligible to participate in the national health
Labour market by virtue of their training, accreditation and skills.
According to the World Health Organization (WHO), a health worker is: "Any person
whose occupation or profession involves improving the health and well-being of
individuals, families, communities, or populations."

According to the World Health Organization (WHO), a health worker is classified into
five broad categories:

1. Health Professionals: This category includes medical doctors, nurses, midwives, and
other specialized healthcare professionals
-2. Health Associate Professionals: This group comprises supporting healthcare staff,
such as dental hygienists, physiotherapists, and laboratory technicians
3. Personal Care Workers in Health Services: This category includes healthcare
assistants, nursing aides, and other personnel providing direct patient care
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4. Health Management and Support Personnel: This group consists of healthcare
administrators, managers, and other support staff
-5. Other Health Service Providers: This category includes traditional medicine
practitioners, chiropractors, and other healthcare providers not classified elsewhere

The nature and type of PHC facility determines the number and type of human
resources that may be required. In Nigeria for instance, the PHC facilities are classified
into four main types by the National Primary health Care Development Agency
(NPHCDA)

a) The first class (or health post) is manned by the Junior Community Health
Extension Workers (JCHEW).
b) As for the second type of PHC facility (or Basic Health Clinic), the staff
complement include two CHEWs and four JCHEWs.

c) The third class of PHC facility (Ward Health Centre) has a staff complement of one
Community Health Officer (CHO), one Public Health Nurse (PHN), three CHEWs,
four Nurse/Midwives and one medical Assistant.

d) The fourth class of PHC facilities is the comprehensive health centers. It should
have a staff distribution of three doctors, one CHO, one PHN, three CHEWs, four
Nurse/Midwives and one medical Assistant, Lab, environmental Teachnician,
Nutrition etc

Role of Primary Health workers in Human Resources for Health

Primary health workers (PHWs) play a vital role in human resources for health,
particularly in low- and middle-income countries. Their responsibilities include:
Key Roles:
1. Health Promotion: Educate communities on healthy practices, disease prevention,
and nutrition.
2. Disease Prevention: Provide immunizations, conduct health screenings, and distribute
health information.
3. Curative Care: Offer basic medical treatment for common illnesses and injuries.
4. Referral Services: Identify and refer complex cases to higher-level healthcare facilities.
5. Community Engagement: Build relationships, mobilize communities, and facilitate
health initiatives.
Human Resources for Health Contributions:
1. Bridging Healthcare Gaps: PHWs reach underserved populations, improving access to
healthcare.
2. Task Shifting: PHWs take on tasks from higher-level health workers, optimizing
workforce efficiency.

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3. Health Workforce Capacity Building: PHWs can be trained and upskilled to address
specific health needs.

4. Community-Based Care: PHWs provide culturally sensitive care, addressing social

determinants of health.
5. Health System Strengthening: PHWs contribute to health information systems,
disease surveillance, and program evaluation.
Benefits of Primary Health Workers:
1. Improved health outcomes
2. Increased access to healthcare
3. Cost-effective care
4. Enhanced community engagement
5. Strengthened health systems
Challenges Facing Primary Health Workers:
1. Limited training and support
2. Inadequate resources and equipment
3. Low compensation and incentives
4. High workload and burnout
5. Limited career advancement opportunities
Strategies to Strengthen Primary Health Workers:
1. Training and capacity building
2. Supervision and mentoring
3. Incentives and motivation
4. Community engagement and participation
5. Integration into national health systems
Examples of Common Functions of Health Workers
Community health workers' roles vary, but core functions cluster into the following
areas:
• Clinical services. This role focuses on health assessment and remote care more than
other clusters. Examples include assessment of vital signs, lifestyle, health knowledge,
psychosocial factors, and care through routine exams aided by remote communication
with physicians. These services provide for patient dialogue, helping care teams
understand patients’ health, backgrounds, and preferences. One example would be a
community health aid who provides clinical services in remote villages using scripted
questions and directed exams for common health problems.
• Community resource connections. These connections link patients with community-
based services, such as referrals for transportation or food assistance. Ongoing social
support and follow-up phone calls are common, yet remote care, education, and literacy
support are less common. Example: “Promotoras” who screen patients for depression
by interviewing them about contextual factors (e.g., unemployment) and help resolve
those barriers with community referrals (e.g., vocational training).

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• Health education and coaching. Health coaching generally involves motivational
interviewing and action planning to help patients achieve health goals. Example: Peer
health coaches who counsel, teach, and support self-management.
Methods used in identifying staff training needs in primary health care (PHC)
Identifying staff training needs in primary health care involves various methods to
ensure effective skills development and improved healthcare services. Here are some
commonly used methods:
Organizational Method
1. Performance Appraisals: Evaluating employee performance to identify skill gaps.
2. Job Analysis: Breaking down job tasks to determine required skills.
3. Needs Assessment Surveys: Questionnaires to identify training needs.
4. Strategic Planning: Aligning training with organizational goals.
Individual Methods
1. Self-Assessment: Employees identify their own training needs.
2. 360-Degree Feedback: Multisource feedback for comprehensive evaluation.
3. Learning Journals: Reflecting on experiences and skill development.
4. Personal Development Plans: Employees set goals and training objectives.
Operational Methods
1. Quality Improvement Initiatives: Identifying training needs through quality
improvement projects.
2. Patient Feedback: Analyzing patient satisfaction surveys.
3. Incident Reporting: Reviewing incident reports to identify training needs.
4. Accreditation Standards: Meeting regulatory requirements.
Group Methods
1. Focus Groups: Discussing training needs with groups of employees.
2. Brainstorming Sessions: Collaborative idea generation.
3. Nominal Group Technique: Structured group discussions.
4. Delphi Technique: Expert panel feedback.
Quantitative Methods
1. Statistical Analysis: Analyzing data on patient outcomes, staff turnover, etc.
2. Surveys and Questionnaires: Quantitative data collection.
3. Quizzes and Tests: Assessing knowledge gaps.
4. Observational Studies: Observing staff performance.
Qualitative Methods
1. Interviews: In-depth discussions with employees.
2. Case Studies: Examining specific scenarios.
3. Observational Research: Ethnographic studies.
4. Content Analysis: Reviewing documents and policies.
Technology-Based Methods
1. Online Surveys: Digital questionnaires.
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2. Learning Management Systems (LMS): Tracking employee learning.
3. Electronic Performance Support Systems (EPSS): Real-time support.

4. Social media: Crowdsourcing training needs.

PLANNING FOR HUMAN RESOURCES TRAINING
Planning for human resources training involves several steps to ensure effective and
impactful training programs.
Step 1: Needs Assessment
1. Identify training objectives
2. Conduct organizational analysis (strengths, weaknesses, opportunities, threats)
3. Gather data on performance gaps and skill deficiencies
4. Determine training priorities
Step 2: Training Design
1. Define training goals and outcomes
2. Develop learning objectives
3. Choose training methods (classroom, online, on-the-job)
4. Create training content and materials
Step 3: Training Delivery
1. Schedule training sessions
2. Select trainers or facilitators
3. Prepare training environment and logistics
4. Deliver training programs
Step 4: Evaluation and Monitoring
1. Develop evaluation criteria and metrics
2. Conduct pre- and post-training assessments
3. Gather feedback from participants
4. Monitor training impact and effectiveness
Step 5: Follow-up and Reinforcement
1. Provide post-training support and coaching
2. Reinforce new skills and behaviors
3. Evaluate training transfer to the workplace
4. Continuously improve training programs
IDENTIFY STAFF TRAINING NEEDS USING SIMPLE TRAINING ASSESSMENT METHODS
Introduction
Today's work environment requires employees to be skilled in performing complex tasks
in an efficient, cost-effective, and safe manner. Training (a performance improvement
tool) is needed when employees are not performing up to a certain standard or at an
expected level of performance. The difference between actual the actual level of job
performance and the expected level of job performance indicates a need for training.
The identification of training needs is the first step in a uniform method of instructional
design

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Training assessment refers to the process of evaluating the effectiveness and impact of a
training program.

SIMPLE TRAINING ASSESSMENT METHODS

1. Training Needs Assessment Questionnaire: Distribute a questionnaire to staff, asking

about: Job responsibilities, Current skills and knowledge, Training needs and interests
and Challenges and obstacles
2. Performance Appraisal Feedback: Review performance appraisal data to identify: Skill
gaps, Areas for improvement and Development needs
3. Observations and Feedback: Observe staff performance and gather feedback from:
Supervisors, Peers and Clients/Customer feedback
4. Skill Matrix: Create a matrix to evaluate staff skills and knowledge: List essential skills
and knowledge and Rate staff proficiency (e.g., novice, intermediate, advanced)
5. Gap Analysis: Compare current skills and knowledge to: Job requirements, Industry
standards and Organizational goals
6. SWOT Analysis: Identify staff strengths, weaknesses, opportunities, and threats:
Strengths: existing skills and knowledge
Weaknesses: skill gaps
Opportunities: training and development
Threats: external factors affecting performance
7.Review of Performance Data
Analyze performance data, such as: Error rates, Productivity metrics and customer
satisfaction score
Simple Training Assessment Tools:

1. Google Forms or SurveyMonkey for online surveys

2. Excel or spreadsheets for skill matrix and gap analysis
3. Mind mapping or brainstorming software (e.g., MindMeister)
4. Online collaboration tools (e.g., Trello, Asana)

DISCUSS STAFF TRAINING NEEDS WITH SUPERIOR OFFICER

Pin point to the supervisors the training needs of managerial and non – managerial staff.
Employee could be assessed through surveys and interviews to determine training
needs. A survey can be in form of questionnaires or interview with supervisors and
employee on individuals or group basis.

COLLABORATE WITH OTHER MEMBERS OF STAFF IN PLANNING, IMPLEMENTATION

AND EVALUATION OF TRAINING NEEDS OF JCHEW, VHWs, VDC/WDC AND TBAs

1. Set behavioral learning objectives

2. Choose training methods to meet objectives
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3. Identify resource person to assist in teaching
4. Develop a training budget
5. Identify budget items correctly

6. Estimate realistic costing for each budget item according to local situations.
7. Prepare simple posters, charts, and models to help learning.
8. Decide methods to evaluate training activities.
9. Identify various assessment methods, including merits and demerits of each.
10. Select method appropriate to the trainee group and skills taught.
11. Conducting training using participatory adult learning techniques.
12. Conduct on the job training during supervisory visits.
ASSIST JCHEW TO DEVELOP TRAINING PROGRAMME FOR VHWs AND TBAs

1. Meet community leaders to explain the benefits and requirements of the programme.
2. Find out community needs.
3. Request community to develop criteria to select volunteers
4. Assist community to select their own volunteers.
5. Gather volunteers together to find out what they already know and what they want
to know.
6. Choose training site
7. Develop curriculum for training based on identified health needs.
8. Select training methods appropriate to local culture.
9. Supervise volunteers until they able to practice the newly acquired skills
10. Introduce volunteers to all areas where they will practice the new skills.
11. Involve the community in supervising its own volunteers.
ASSIST OTHER STATE AND FEDERAL LEVEL TRAINERS TO TRAIN JCHEW, VHWs AND
TBAs
A training plan is a systematic statement of training intentions and the means by which
they are to be achieved and measured. A plan may embrace the organisation as a
whole, or just a small part of it. Either way, it will typically contain information under the
following sub – headings:

1. TARGET GROUP: Identification of those for whom the training is intended for (i.e.
target group e.g. JCHEW, VVHWs and TBAs)
2. PROGRAMME AIMS: Identification of learning needs and lesson topics.
3. SETTING OF SPECIFIC EDUCATIONAL OBJECTIVES.
4. PROGRAMME CONTENT: Selection of lesson content, details of topics to be
covered, the specific learning objectives to be achieved, the learning activities to
be employed and learning methods proposed.

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 5. PROGRAMME EVALUATION: Proposals for estimating the relative success of the
training in terms of both objectives achieved and the impact on the organization’s
activities.

6. ADMINISTRATION AND COSTING OF THE TRAINING: Details of time table for the
programme, location of activities, release of staff from normal duties, expenses
and cost.
7. TARGET NUMBER OF AUDIENCE: Estimation of likely number of participants to be
involved in the training programme.
8. TRAINING STAFF: Identification of staff to be deployed, both specialist trainers
and line or departmental staff as required, also of any external speakers to be
employed.
CONCEPT OF BUDGETING
Budget is a financial document used to protect future income and expenses. It could
also be defined as a formal statement of the financial resources set aside for carrying
out specific activities in a given period of time

Budget is defined as a quantitative statement, usually in monetary terms, of the

expectations of a defined area of the organization over a period of time in order to
manage financial performance

Budgeting: is the process of creating a detailed financial plan that outlines projected
income and expenses over a specific period, typically monthly or annually. It helps
individuals, organizations, and governments manage their finances effectively, achieve
financial goals, and make informed decisions.

Key Components of Budgeting:

1. Income: Identifying all sources of revenue.

2. Expenses: Categorizing and estimating all expenditures.
3. Goals: Defining financial objectives (e.g., saving, investing).
4. Prioritization: Allocating resources to meet goals.
5. Monitoring: Tracking actual spending versus budgeted amounts.
6. Adjustment: Revising the budget as needed
Budget is a cycle of Review, Planning, Negotiations and Implementation

Types of Budgets

1. Balanced Budget
A budget is deemed a balanced one if the expected government expenses equal
the estimated government receipts during a given financial yea
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 2. Surplus Budget
The budget presented by the government is considered a surplus budget in case
the revenue expected by the government exceeds the expenditure the
government makes during a given financial year.

3. Deficit Budget
A budget is deemed a deficit one when the expected government expense
exceeds the revenue the government expects to accumulate in a given financial
year

What is Human Resources budgeting?

The human resources budget refers to the funds that Human Resources allocates to all
human resources processes enterprise-wide. The HR budget will include funds allocated
to hiring, salaries, benefits, talent management, training, succession planning,
workforce engagement, and employee wellness planning.
Human resources budgets use financial information, performance results and historical
data from every department. Since the HR budget considers HR activities company-
wide, it is an incredibly complex yet essential document to determining a company’s
future HR activities.
Information in the HR budget includes:

o Complex forecasting on number of employees

o Employee turnover rate

o Salary data

o Recruitment budget

o New benefits programs

o Training and development

o Payroll costs

o Overtime

o Incentive compensation

o Strategic planning (data/consultants)

o HR databases

o Intranet design and maintenance

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Importance of Human Resources Budgeting

i. it prevents over hiring.

ii. it helps organizations understand their staffing needs.
iii. it prevents understaffing.
iv. it aids in attracting top talent.
v. it helps create a plan for satisfying talent and, thus, reduces turnover.

How to make an HR budget/Budgeting Process

There’s no single way to prepare an HR budget. HR budgets are highly unique to a
company’s strategic direction. That said, most HR budgets will involve the following
steps:
i. Review historical financial performance: To budget for the future, you’ll have to
review past budgets and the strategic plan. You can then establish goals and
identify capital expenditures based on historical performance.
ii. Choose a budgeting strategy: You’ll have to choose the best budgeting strategy
for your organization. Typically, organizations choose to create incremental
budgets or zero-based budgets.
iii. Analyze real-time performance data: Before you can create your budget, you’ll
have to perform an analysis of HR performance data and budget actuals as they
are in real-time. This analysis should include revenue, both departmental and
organizational expenses, staffing (recruiting, hiring, turn-over), and employee
compensation.
iv. Get a comprehensive view of how finance impacts operations: A single source of
performance data will aid your analysis. When you can easily see a 360* view of
all financial and non-financial information, you can:
- Set more realistic budget caps.
- Understand where you can build flexibility into your budget.
- Monitor your budget’s performance in real-time.
What is Budget in healthcare?
A healthcare or hospital budget is an estimation of revenue and expenses over a
specified timeframe.
Through the healthcare budgeting process, health systems come to an understanding of
how much funding must be planned in certain areas, including operating costs and
capital equipment. A health system may include hospitals, physician groups, skilled
nursing facilities, home care services, foundations, and a variety of other business types

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Types of budgeting in healthcare organizations?
There are several types of budgets and planning processes in healthcare:
i. Operational budgeting in healthcare is the process of determining the funding
planned for facility operating costs and personnel costs, such as staffing and
training. Staffing is usually the largest cost in a healthcare operational budget, and
it must not only account for fixed costs, like salaries, but overtime hours, potential
overstaffing, and other variable costs. A healthcare operational budget allows
hospitals and health systems to monitor and balance revenues and expenses.

ii. Capital budgeting in healthcare is the process of allocating funding to the

purchase of durable goods, such as beds, equipment, or improvements to
buildings or infrastructure. A hospital capital budget is important because the
purchases made from this pool of resources (e.g., more surgical equipment or
updated technology) can have a direct impact on a health system’s ability to
provide better care to more patients. Capital budgeting in healthcare is generally
related to the hospital or health system’s overall strategic vision for the
organization.
When comparing an operating budget to a capital budget, it’s important to note
that while the two are separate, each influences the other. Capital investments,
such as new facilities or updated technology, can impact future staffing and
operating costs. Funding for those purchases, however, may need to come from
the operating budget. When planning hospital budgets, leaders must balance the
effects of the two budgets.
iii. Rolling forecasting in healthcare is a process for healthcare leaders to update
their financial projections on a monthly or quarterly basis. This process uses
historical
data to continuously update near- and long-term projections. With frequent
updates, leaders can adjust their strategy as conditions change. By utilizing rolling
forecasting, healthcare organizations can plan more efficiently and make agile,
data-driven decisions.
Important of Budgeting in healthcare
Healthcare is a rapidly changing industry that must continuously adapt as new patient
needs emerge, technologies and techniques are updated, and reimbursement models
evolve. A strong healthcare budgeting process allows leaders to plan for the future and
establish priorities around care and clinical departments. A healthcare budget is an
important tool to understand where funds are best spent and how to allocate capital
among various departments and projects. This enables healthcare organizations to be
more efficient in delivering effective and efficient patient care.
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Benefits of budgeting in healthcare
Healthcare budgeting is critical for decision-making across health systems and
organizations. An effective budget process allows healthcare leaders to:
i. Align operational plans with financial planning targets
ii. Prioritize capital investments to align with strategic initiatives
iii. Effectively manage capital spend and cash flow
iv. Better understand the allotment of funding to individual projects, initiatives, and
clinical departments

v. Minimize purchasing errors

Budget-related challenges in hospitals
Because of the rapidly changing nature of the healthcare industry, health systems and
hospitals face many budget-related challenges, including:
i. Unpredictable economic events, such as the 2020 COVID-19 pandemic, which can
render static budgets outdated and inaccurate
ii. Changes to reimbursement and payment models, including declines in Medicare
and Medicaid reimbursement
iii. Development and adoption of new technologies, such as telehealth and home-
based medicine
iv. Labor shortages and increasing costs
v. Mergers, acquisitions, and increasing market competition from new care delivery
models
vi. Supply chain issues and interruptions, such as personal protective equipment
(PPE) or prescription drug shortages
Factors affecting healthcare budget
Beyond factors within a health system’s control, a variety of external factors can affect a
healthcare budget, including:
i. Changes in patient volumes across various departments, which can affect service
line budgeting
ii. Rising interest rates
iii. Inflation
iv. Higher capital acquisition costs
IDENTIFY BUDGET NEEDED ITEMS
The below includes some of the items needed to be captured in a budget;
1. STAFF POSITION: records approximate salaries and hours for each position.
2. BENEFITS: budget comprises of pensions, health care, social security pay roll tax and
typically involves a percentage of salaries est9imated yearly.
3. TRAVEL: provide separate categories for auto – mileage, airline costs etc.
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4. FEES FOR TRAINING: consider tuition, training cost and other developmental
investments.
5. MEETING: covering refreshments, meeting allowance, means of producing minutes
and follow up of resolutions.
6. PERIODICALS: books, magazines, newspapers etc
7. OFFICE SUPPLIES: files, pens and others etc.
8. EQUIPMENTS: desks, chairs etc.
9. MEMBERSHIP DUES: for professional body membership and registrations etc.

10. RENT: payment for hired rents of houses, offices and warehouse etc.
DEMONSTRATE HOW TO MAKE PRESENTATION IN A SEMINAR

SEMINAR: can be defined as an instructional technique which involves generating a

situation for a group to have guided interaction among themselves different aspects or
components of a topic, which is generally presented by one or more members.
Seminar: is a meeting where papers are presented by the specialists and may be
discussed by participants for the purpose of acquiring specific in-depth knowledge on a
subject matter.
Workshop; a meeting where papers may be delivered on selected topics and
participants taking part in the discussion of the topic as well as likely to carryout
demonstrations in the same area or project for the purpose of acquiring specific
knowledge and skills in that area.
Conference: a meeting of delegates of members of an organization where lectures,
discussions and other method of interactions are used to pass information to
participants for the purpose of information and enlightenment in the particular area of
concern.
Symposium; is a meeting where papers are presented by speakers on a particular
subject matter for the purpose of enlightenment and information. It is a less formal
programme than a seminar.
ORGANIZING SEMINAR PROGRAMME
Assembling Materials for the Programme
The materials to be assembled for the programme include;
 Seminar bags
 Public address system.
 Hall appurtenances
 Teaching aids
 Recording system (if necessary)
 Secretariat desk
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  Item for tea break and lunch.
Pre-programme Briefing
Pre-programme briefing is a meeting usually held by the organizers with all staff of the
programme before the commencement of the programme. On the eve of the
commencement of the programme or few hours to the formal opening of the
programme organizers should brief their staff that is all person to officiate during the
meeting, they include

 Consultants
 Secretariat staff
 MC/moderator
 Rapportuer
 Ushers (host and hostess)
 Floor manager etc.
Arrival Formalities for Participants
As soon as participants begin to arrive, organizers should be able to do the following;
 Welcome participants as they arrive at the meeting venue
 Assist participants with hotel check-in or other accommodation arrangement.
 Register participants and hand over their programme bags.
 Do individual briefing of participants to enable them familiarize with the
environment
 Ensure that they are refreshed and comfortable.
Setting Learning Climate
As soon as participants settle down to start the business of the day, some actions should
be taken by the organizers to prepare them physically and emotional for the
programme. These preparations set the learning climate for participants. Some of the
preparatory actions include;
 Discussing the objectives of the entire programme with the audience explaining
to them their roles in the success of the programme.
 Warm them up by doing any of the following;
- play them good music
- Display a film show
- Stage a comedian to crack their ribs
- Display a dance performance or play to relax their nerves.
 Make the comfortable by providing fans, air conditioners, or heaters as the case
may be.
 Spelling out the ground rules.
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Types of seminar papers
1. Community seminar: These seminars involve adults with some common purpose
which may be figurative or literal. Such seminars are organized for people who are
facing difficulty in their work. Community seminars are held to improve collaboration
among two parties with different views. For example, a dialogue between retired
individuals with very low pension, and concerned government officials builds
collaborative understanding and promote thinking process.

2. Content Area seminar

This type of training seminar is integrated with typical classroom setup. The idea behind
introducing content concept into the classroom is to encourage students to think
objectively about their curriculum. You can introduce content area seminar at any stage
of the course, and can design a seminar specifically for your course.
For example, you can organize a faculty seminar for Medical students and motivate
them to enroll into professional Medical courses, Content-area seminars may also be
helpful in the middle of any course, when students can talk to professionals regarding
what they studied in class.
3. Faculty seminar
Faculty seminars involve individuals who are experienced and they can share their ideas
about the profession. It means, adult learners, like teachers or faculty members can sit
and share their ideas that they can put into practice.
Such seminars can change education culture and give new learning experience to
students.
4. School-Wide seminar
As the name suggests, these seminars are designed for schools, to create and promote
unified culture. These seminars are normally held in a large place, probably school’s
assembly area. Every student and teacher is required to participate in it. As the purpose
of seminar is to strengthen the school culture,
Steps involve in writing seminar papers
The steps involved in writing seminar papers are as follows;
Step 1: Get writing materials/references ready; as soon as a writer gets a topic and he
settles down to commence the writing, what he should do first is to get sufficient writing
materials ready. These should include writing pads or files riled or plain loose sheets of
paper and pen or pencil.
Step 2: State the aims and objectives of the programme; on the first sheet of paper the
writer should state the aim of the programme first. Then state all the formulated

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objectives of the programme. The aim and objectives of the programme are usually
stated in the programme flyer.
Step 3: State the topic, Aim and Objectives of your paper; After analyzing the theme and
sub-theme of the programme the next thing to do is to state the topic of the paper that
is to be written. The topic is handed over to the speaker by organizers of the
programme to develop. A writer should examine the topic and then state the aim of
developing the paper, and finally formulate the corresponding objectives of the paper.
Note that the aim of the programme will not be the aim of the paper but are related in a
dependent and independent manner. The objectives of the programme may closely tie

to the topic of the paper. The aim and objectives of the programmed are the targets
achievement of the organizers of the programme. The collective aims and objective of
all the papers to be presented in a programme are geared towards achieving the
singular aim and the objectives of the entire programme
Step 4: Develop Instructional Strategy for each Objective; instructional strategies are the
modes of specific instructions or facts which the writer wishes his audience to know and
these are usually stated clearly for each objective. Clearly stated objectives and
instructional strategies outline the points for statement of sub headings and sub sub-
headings for the paper.
Step 5 : Do a Preliminary Reading or Review Literature; This stage affords the writer
opportunity to read for his paper and search the internet. He is free to survey any
relevant literature for this purpose. As he is reading through, he puts together relevant
texts and materials that he would use to develop his paper.
Step 6: Determine the format and presentation procedure; a seminar paper is generally
made up of three main parts i.e. the introduction, main body and conclusion and of
course subsidiary parks like the reference appendix, and cover page.
a. Introduction;
an introduction of a seminar paper should express the following;
- background Information.
- Scope of the paper
- Limitation of the paper.
- Importance of the paper.
- Aims and Objectives
- Order of presentation.
- Definition of terms
b. The Body of the Paper; the body of the paper is usually the enlarge discussion part
of the paper. It is usually expressed under sub-topics, sub-sub- topics, headings,
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paragraphs etc. different types of paragraph that can be used to built up the main body
of a paper include transitional, Comparism and contrast, illustration, explanatory,
descriptive, narrative, argumentative whole part and enumeration.
c. Summary and Conclusion; summary restates salient points rose in the body of the
paper. The essence is to help the audience recap the main issues stated in the paper.
Conclusion is the analogy usually drawn from the facts that were presented and
discussed. Conclusion comes up as resolution and findings. A good paper should have
clearly stated summaries/conclusion.

d. Recommendations; this includes the solutions and advice usually given by the writer
as a way of closing a paper. Effective recommendations are dependent on the
conclusions and are the answers to the objectives set or formulated by the writer. Since
most seminar papers are geared at solving a particular problem or for meeting some
targets, the recommendation part is a must for the paper for it is through it the answers
to question, solutions to problems and strategies for information dissemination are
stated.
e. The Reference; this is a subsidiary part of the paper that states all the references
books, journals, seminar papers. A seminar papers should have references which are of
three types;
- Citation within the text.
- Reference list.
- Bibliography.
f. Appendix; this may be necessary if bulky details are part of the paper.
g. Cover Page; it is another subsidiary part. It is usually made up of the topic, speaker's
name, purpose of paper, date of presentation.
Step 7
a. Get the first draft; the first draft is the first filled up write up on the tagged papers.
Here heading are expected, topic sentences developed into paragraphs. This can be
done by simply jotting down facts from the reference materials into the paper page by
page.
b. Editing; is a way of polishing your work by checking that your ideas flow and that the
languages you have used expresses your ideas.
Step 8
Scrutinize First Draft to get Second and final Drafts; to scrutinize the first draft mean to
read it and delineate all irrelevant information. This can be done by the writer himself to
enable him personally do the initial bulky corrections.
Step 9
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Proof Read the Work; this is to do with the mechanics of writing. This is the part of the
process where you need to iron out any errors and omissions which will irritate your
audience. To proof read check the following;
 Spelling error
 Punctuation.
 References check if they are listed on it.
 If quotations have been used, is there page reference.
 Check page numbering, headers and footers,
 Check if font size is acceptable.

Step 10
Production of the final paper; the final paper is produced by typing and stapling or spiral
binding or filing. Efforts should be made to ensure that the paper is;
 Relevant to the topic
 Meets standard formatting.
 Almost zero percent error free.
 Font size eligible.
 Have relevant facts and figures and illustration to meet the target.
Some basic rules concerning seminar presentation

1. face the audience most of the time

2. each time a new illustration is presented on the screen, look at it
to see that it is properly displayed and that you don’t block the view for audience.
3. Don’t read from a manuscript, use your own words.

Principles of seminar includes,

1. know who your audience will be

2. Tell your audience who you are
3. Tell your audience why you are there.
4. Tell your audience why they are there.
5. Develop a story based on a transformation that you wish to happen in your
audience.
6. Understand that each member of your audience will react differently to your
material.
7. Mark the moment you transfer the most important concept as your high point.
8. Provide a summary of your topic
9. Provide some actionable points.
10.Make sure you feel comfortable with your material.
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DEMONSTRATE HOW TO PRESENT A SEMINAR
step-by-step guide on how to present a seminar:
Pre-Seminar Preparation
1. Define the seminar's objective, scope, and target audience.
2. Research and organize content.
3. Prepare visual aids (slides, handouts, videos).
4. Practice presentation delivery.
Seminar Structure
I. Introduction (5-10 minutes)

1. Welcome and introduce yourself.

2. Clarify seminar objectives and agenda.
3. Set expectations.
I. Main Content (40-60 minutes)
1. Present key concepts and ideas.
2. Use visual aids to illustrate points.
3. Encourage audience participation.
III. Conclusion (10-15 minutes)
1. Summarize key takeaways.
2. Address questions and concerns.
3. Provide next steps or follow-up.
Presentation Tips
1. Engage audience with eye contact and body language.
2. Vary tone, pitch, and pace.
3. Use storytelling techniques.
4. Encourage interaction (Q&A, discussions).
5. Use props or demonstrations (if relevant).
Delivery Techniques
1. Confidently introduce yourself and topic.
2. Use pauses for emphasis.
3. Vary vocal tone and inflection.
4. Make eye contact with audience.
5. Handle questions professionally.
Handling Questions
1. Listen attentively.
2. Clarify questions.
3. Provide concise answers.
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4. Acknowledge unknowns.
5. Redirect off-topic questions.

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