Human Resource Officer

Overview

INTRODUCTION
St. Jude Hospital is a Statutory Body of the Government of Saint Lucia and is governed by a Board of Directors appointed by the Minister of Health. Its roots trace back to 1966 when it was established as a charity hospital by Mother Irma and the Sisters of the Sorrowful Mother, a religious order based in Oshkosh, Wisconsin, USA. In 1992, the management of the hospital was contracted to Mercy Medical Center in Des Moines, Iowa, USA by the government of Saint Lucia.

In 2003, the St. Jude Hospital Act No. 7 established an independent Board of Directors to oversee the governance of the hospital. The Ministry of Finance provides the hospital with an annual grant to aid in employee salary coverage. Additionally, the Act permits the hospital to charge patients for services
rendered to cover operational expenses not covered by government subsidies.

In 2009 a fire destroyed the operating theatre, surgical ward, and the pediatric wing of the hospital. As a result, medical services of St. Jude Hospital were temporarily relocated to the George Odlum Stadium following the fire. To date, hospital operations continue to operate from the temporary location. The
hospital is comprised of twenty-nine (29) departments and staffs a team of 424 dedicated employees.

In August 2023, the Government of Saint Lucia signed a loan agreement with the Saudi Fund for Development (SFD) for US$75 million for the completion of the reconstruction of the St. Jude Hospital and the rehabilitation of the George Odlum Stadium. The funding is expected to provide a fully equipped,
integrated medical facility offering secondary medical care to Saint Lucia’s population, with a capacity of around 77 inpatient beds.

BACKGROUND
In recent years, the Government of Saint Lucia has dedicated significant resources to the reconstruction of the St. Jude Hospital, with invaluable assistance from the international donor community. The Ministry of Economic Development is the implementing agency, working closely with the Ministry of Health to ensure that the new hospital meets its shared goal of establishing an accessible, affordable, sustainable, and high-quality healthcare system.

The new St. Jude Hospital, situated in the Augier region, spans over 23
buildings and covers an area of approximately 28,250.06 square meters. It boasts 29 departments, including Accident and Emergency (A&E), Outpatients, Acute General Wards, Operating Theatres, Radiography, Intensive Care, Dialysis Unit, and other support facilities.

Commissioning a hospital is a complex and technical task that requires the expertise and dedication of a competent and committed team. As the construction of St. Jude Hospital does not have a definite completion date, management anticipates that it could be finished by May 2025 or earlier.
Without a proper commissioning team, the hospital runs the risk of inheriting a building not fit for purpose and the transition period could be challenging for both staff and clients. The commissioning process is crucial to ensure that St. Jude Hospital becomes a fully functioning organization that offers a well- planned and improved level of services to the community it serves.

A commissioning team is being set up to prepare St. Jude Hospital for transition into a modern and efficient health facility and to ensure the successful commissioning of the hospital at the Augier Site. A Human Resource Officer is required to join the team for the critical transition phase from our old George Odlum Stadium Site to the new Augier facility. This role is vital in ensuring a skilled and well-prepared workforce during this transformation.

OBJECTIVE
The main objective of this consultancy is to oversee and manage all human resources aspects of the hospital’s commissioning of its services to the Augier site. The consultancy will focus on conducting assessments and skills gap analysis, training, HR planning, forecasting and recruitment for the new site.

DURATION AND SCOPE OF WORK:
The scope of work to be undertaken for this consultancy will be for a period of two years from the commencement of the contract.

Duties and Responsibilities
Under the supervision of the Commissioning Director, the Human Resource Officer for the Commissioning of St. Jude Hospital’s new site will play a crucial role in aligning the hospital’s human resources with evolving healthcare standards and the increased bed count requirements and scope of services.
Key responsibilities include conducting thorough skills gap analyses, developing and implementing strategic staffing plans, and ensuring compliance with standards set by Accreditation Canada, WHO, PAHO and OSHA. This role also involves managing training and development initiatives, engaging with stakeholders, and ensuring effective recruitment and onboarding processes. Additionally, the Officer will be responsible for developing and/or revising HR policies and managing employee relations
related to commissioning. The overarching goal is to guarantee an adequate competent workforce aligned with the hospital’s strategic objectives, ensuring the provision of high-quality patient care in the new facility.

Specific Responsibilities
The Human Resource Officer, in consultation with St. Jude Hospital’s Management Team, will ensure:

1. Skills Gap Analysis: Conduct a thorough analysis to identify gaps in skills and competencies among  existing staff, particularly focusing on the new work requirements and ensuring the alignment of staff numbers to bed count as per internal and international standards.
2. Strategic Staffing Plan Development: Develop a strategic plan to address identified gaps, including recruitment, training, and reallocation of staff for the commissioning of the new hospital.
3. Alignment with Accreditation Standards: Ensure that the staffing model and skills mix are in strict compliance with international standards including Accreditation Canada, WHO, and PAHO.
4. Stakeholder Engagement: Collaborate with department heads and external accreditation bodies to ensure that HR initiatives are aligned with clinical and operational needs.
5. Reporting and Documentation: Maintain comprehensive records and reports detailing the skills gap analysis, interventions undertaken, and progress made towards aligning with required standards.
6. Training Program Development and Implementation: Design and implement comprehensive training and upskilling programs to bridge skills gaps and enhance staff competencies. Coordinate with department heads to ensure training relevance and effectiveness.
7. Transition Management: Oversee staff transition, including reassignments, role changes, and introductions to new workflows. Ensure smooth integration of staff into new roles and environments.
8. Policy Development and Compliance: Review, Update and develop HR policies to reflect the changing needs of the healthcare landscape. Ensure compliance with all relevant labor laws and ethical standards.

4.3 Main Deliverables:

1. Comprehensive Skills Gap Analysis Report: A detailed report identifying current skill and competency levels of existing staff, highlighting gaps particularly in relation to the alignment of staff numbers to bed count, and assessing these against internal and international standards set by, inter alia, Accreditation Canada, WHO, and PAHO.
2. Strategic Staffing Plan: A robust and actionable staffing plan that addresses the identified gaps. This plan should include strategies for recruitment, training, and reallocation of staff, and it should detail timelines, budgets, and expected outcomes.
3. Compliance Report with Accreditation Standards: A document demonstrating compliance of the staffing model and skills mix with the standards set as per international best practice such as those
   Accreditation Canada, WHO, and PAHO. This should include an analysis of current staff alignment with these standards and a plan to maintain or achieve compliance.
4. Workforce Development and Upskilling Initiatives Plan: A detailed plan for initiatives aimed at workforce development and upskilling, including training programs, workshops, and other educational activities designed to elevate the staff’s skills to meet the required service standards for the new hospital site.
5. Stakeholder Engagement Report: Documentation of the engagement process with department heads and external accreditation bodies. This should include records of meetings, feedback received, and how this feedback has been incorporated into HR strategies.
6. Progress and Intervention Reports: Regularly updated reports tracking the implementation of HR initiatives, the impact of interventions on closing the skills gap, and progress towards achieving the desired alignment with bed count and service standards.
7. HR Transition Plan for New Facility: A specific plan outlining how the HR department will manage the transition of staff to the new facility, including any changes in roles, shifts, or responsibilities that will occur due to the move.
8. Updated HR Policies and Manual: A revised HR policy manual reflecting updated practices and procedures for the transition phase. Inclusion of new policies developed in response to the transition requirements.
9. Post-Commissioning Evaluation Report: An evaluative report post- commissioning of the new site, assessing the effectiveness of the HR strategies implemented, including an analysis of staff adaptation, skill level enhancement, and overall impact on hospital operations.

4.4 Role of the Hospital

The senior management in conjunction with the Board of Directors will participate actively in this consultancy by:

1. Identifying a person/s to serve as a point of contact for the consultant;
2. Supporting the consultant through consultation and participating in open and constructive communication;
3. Providing all necessary information, documentation, and access to staff required to meet the consultancy objectives; and
4. Working in conjunction with the consultant to prepare and present the recommendations, improvement/work plan, and implementation plan for approval and action.

4.5 Reporting Requirements and Responsibilities

• The Human Resource Officer will report directly to the Commissioning Director and collaborate with the healthcare team and hospital administration.
• He/she will prepare monthly status reports on aspects of the commissioning relating to their area of work.

4.6 Methodology
The Human Resource Officer is required to present a detailed methodology with respect to the activities to be carried out as outlined in the scope of works above.

4.7 Conditions of Works

• Salary will be commensurate with qualification and experience
• Required to maintain a vehicle for the performance of duties and responsibilities
• Institutional support will be provided through appropriate St Jude Hospital Regulations and Guidelines, and statutory Instruments.
• The Human Resource Officer will be based at St Jude Hospital or a designated space identified by St Jude Hospital.

4.8 Evaluation Method
Work performance will be evaluated based on the effective implementation of the activities outlined in the scope of works above.

4.9 Key Results Expected

1. Successful Identification and Bridging of Skills Gaps: Accurately identifying gaps in skills and competencies among current staff and effectively implementing strategies to bridge these gaps, ensuring staff capabilities are aligned with the hospital’s needs and standards.
2. Effective Implementation of Strategic Staffing Plan: Successfully executing the strategic staffing plan that addresses identified gaps. This includes efficient recruitment, targeted training, and strategic reallocation of staff, leading to an optimal workforce composition in line with the increased bed count.
3. Achievement of Accreditation Standards Compliance: Ensuring that the hospital’s staffing model and skills mix fully comply with the standards set by bodies such as Accreditation Canada, WHO, and PAHO, contributing to the hospital’s accreditation and reputation for quality care.
4. Successful Execution of Workforce Development Initiatives: Designing and implementing workforce development and upskilling initiatives that result in a measurable improvement in staff skills and capabilities, directly enhancing service standards and patient care.
5. Effective Stakeholder Engagement and Collaboration: Establishing and maintaining productive relationships with department heads, external accreditation bodies, and other stakeholders, ensuring that HR initiatives are well-coordinated and aligned with clinical and operational
   needs.
6. Comprehensive and Accurate Reporting: Maintaining detailed and accurate records and reports that track the progress of skills gap analysis, interventions, and the overall impact on the hospital’s service delivery, providing transparency and accountability.
7. Smooth HR Transition to New Facility: Facilitating a smooth (move ready) transition of the HR function and staff to the new facility, ensuring minimal disruption to hospital operations and maintaining staff morale and engagement during the transition.
8. Positive Post Occupancy Evaluation: Demonstrating through post- commissioning evaluation that the HR strategies implemented have positively impacted staff performance, adaptation to new roles, and overall operational efficiency in the new facility.

5. Qualifications and Experience

• Bachelor’s Degree in Human Resources, Business Administration, Organization Development or related field. A Master’s Degree is preferable.
• Minimum of 10 years experience in HR
• Strong understanding of labor laws in St. Lucia and HR best practices.
• Excellent communication and interpersonal skills.

5.1 Functional Competencies

i. Knowledge Management and Learning

• Promotes a knowledge-sharing and learning culture.
• Ability to communicate technical information to a varied audience
• Excellent writing
• Demonstrated ability for HR development in staff
• Demonstrated organizational management skills

ii. Development and Operational Effectiveness

• Expertise in HR management and development.
• Proficiency in HR systems and tools.
• Ability to manage change and guide staff through transitions.

Application Procedure 

Applications accompanied by resume and certified certificates should be submitted no later
than, May 18th 2024, and sent to:

Human Resources Department

St. Jude Hospital

P.O. Box 331

Vieux–Fort St. Lucia.

Or email job applications to humanresource@stjudehospitalslu.org
(Whilst we thank all applicants, only shortlisted candidates will be contacted)