Introduction
SEHA oversees the public health care system, including clinics and hospitals, in the United Arab Emirates’ capital. SEHA was established in 2007 with a mission to elevate Abu Dhabi’s health care system to international standards through employee training and development and partnerships with reputable medical centers. In line with its mission, SEHA’s HR function plays a leading role in developing human capital tailored to the local context to alleviate shortages. This report analyzes SEHA’s approach to training and development and links it to the company’s organizational learning and strategic objectives.
Organizational Learning
SEHA’s health care reform entails ‘human capital’ development and improvement of infrastructure. Its staff population stands at 17,500 professionals working in various facilities across Abu Dhabi. SEHA offers up to fifteen internationally accredited residency courses to its staff through SKMC, Mafraq, Tawam, Al-Ain Hospital, AHS, and Corniche Hospital (John Hopkins Medicine International Tawam Hospital par. 17). These medical institutions offer graduate programs in “pediatrics, internal medicine, psychiatry, and family medicine,” among others (Abu Dhabi Health Services Company [SEHA] SEHA 2013 Annual Report par. 9). In addition, local doctors have access to fellowships to acquire skills in specialist areas.
The company’s residency programs have ACGME-I accreditation, which, from an international perspective, makes them highly competitive. The company’s programs are comparable in quality to similar ones in the US, and thus, local graduates possess the expected level of skill and competence (Grunden and Hagood 82). Therefore, in line with its mission, SEHA offers educational programs that rival similar programs in Western countries to upgrade the quality of Abu Dhabi’s health care system. The ACGME-I accreditation underscores the company’s dedication to promoting academic capabilities and, by extension, staff proficiency to foster quality care delivery.
A well-structured HR capability can help support organizational goals. SEHA recognizes that a strong HR function is essential in elevating Abu Dhabi’s care delivery system to global standards. In 2010, the company collaborated with CIPD, an HR consulting firm, to develop and support its human resource function. The aims of the partnership were to formulate a unified approach to organizational learning, support ‘Emiratization,’ develop the HR function to international standards, and create a pool of potential HR professionals for SEHA (Grunden and Hagood 86). CIPD developed programs that supported action-centered learning and a professional body to nurture the skills and experience of future HR leaders.
The CIPD programs included a diploma and certificate in HR management offered to junior and executive officers. The programs focused on the UAE context, including the country’s HR policies and procedures. Each of the two programs lasted for nine months and comprised of two parts, namely, training and assessment (CIPD SEHA par. 18). Support sessions gave the trainees an opportunity to apply the practical skills acquired in SEHA. They worked on diverse HR projects to bolster up their expertise in HR practice. The training has been instrumental in the “restructuring of HR functions and responsibilities” at the SEHA (CIPD SEHA par. 11). In this regard, it has enhanced the capability of local managers, enabling them to pursue HR roles previously considered a preserve of foreign workers.
SEHA uses performance indicators to evaluate the strides made in achieving its overarching goal of promoting local care delivery to international standards. Key performance indicators (KPIs) are essential tools to companies; they help in evaluating organizational success in the realization of the strategic objectives (Grunden and Hagood 81). SEHA relies on inpatient/outpatient care, utilization, and staff volume indicators in Abu Dhabi’s public health care facilities to assess the progress of its reform efforts. It uses bed occupancy rate, the number of full-time clinicians, and patient admissions to determine the level of “Emiratization” of its services. Between 2012 and 2013, the number of Emirati FTEs increased from 18.6% to 19.2% (Grunden and Hagood 82). Thus, SEHA uses KPIs to measure the factors that determine the success of its initiatives.
Overall Strategic Objectives
The Abu Dhabi authorities use the balanced scorecard to support the development and implementation of strategic initiatives. SEHA, as a public agency, also uses this tool to refine its strategic goals of promoting local health care delivery to match global standards. In 2013, the company redefined its strategy to reflect its priority areas using the metrics of the balanced scorecard (Grunden and Hagood 83). The priority areas that form the focus of SEHA’s strategic planning include “quality, access, cost, and people” (Abu Dhabi Health Services Company [SEHA] Strategic Objectives Report par. 4). The revamped strategic approach evaluates the performance of the company’s divisions against the set goals.
The quality domain encompasses three strategic objectives. The first objective is to provide integrated healthcare services. In this view, SEHA managers must possess proficiency in clinical and administrative concepts. SEHA managers are required to be knowledgeable of quality patient care processes, budget development, alignment of strategy with business goals, and team performance improvement (CIPD SEHA par 13). The CIPD program (HR practice) trains candidates on the key concepts of strategic planning, staff motivation, and budget development in a healthcare context. Candidates also get the opportunity to apply the taught concepts in SEHA before taking up their HR roles.
To attain global healthcare standards, SEHA tracks performance in each of its operating units. The performance monitoring relates to “financial controls, budgeting, and business plan initiatives” that support clinical efficiency (SEHA Strategic Objectives par. 9). Its landmark accomplishments include the implementation of healthcare information systems, the establishment of state-of-the-art facilities, and the expansion of specialist services through staff training. All these efforts are geared towards improving the quality of care delivery to enhance patient satisfaction.
SEHA also seeks to promote patient care integration. Before revamping its strategic plan in 2013, SEHA operated separate divisions, each with specific initiatives and strategies relevant to its operations. The new strategy seeks to realign human and technical resources to enhance the quality of care. SEHA’s initiatives and services, including ICT, HR, and earnings management, are centralized (Evosys par. 6). The company promotes the sharing of clinical services among public hospitals through the centralized system. Establishing an integrated health care system was critical in the company’s efforts to provide services that meet global standards. To foster resource integration, SEHA’s leadership programs are geared towards ‘Emiratization.’
The third quality objective relates to clinical research and education. In this view, the company has made improvements in employee engagement and motivation through professional development opportunities and performance-based rewards. SEHA offers various leadership awards to high-performing employees in their area of operation. In addition, its residency programs equip doctors with specialist skills to handle complicated cases. Therefore, education and training constitute the cornerstone upon which SEHA’s global excellence efforts rest.
The second strategic domain is access to health care. SEHA aims to develop and acquire state-of-the-art facilities to drive its mission of becoming a reputable institution. The company is committed to improving healthcare accessibility across Abu Dhabi. Currently, it operates “12 hospitals, 62 medical centers, and two blood banks” distributed across Abu Dhabi (SEHA Strategic Objectives par. 6). Its aim is to bring primary and ambulatory care services closer to the residents. The hospitals are equipped with cutting-edge technologies and trained clinicians to provide quality inpatient and outpatient care to the residents.
SEHA’s third strategic domain costs. One of the strategic objectives cost management is to streamline the company’s business operations to improve quality outcomes. Clinical efficiency in SEHA hospitals is achieved through education and training. SEHA’s partnerships with leading medical centers also help in knowledge transfer, which enhances the company’s overall competitiveness. The company’s second objective is to provide “regional and centralized services” (SEHA Strategic Objectives par. 10). The prioritization of ‘Emiratization’ serves to develop the local workforce to drive the company’s mission. Regional and centralized cut costs by enhancing clinical efficiency.
The fourth strategic domain focuses on people. The first objective under this domain is making SEHA the preferred employer. SEHA’s professional development and educational programs make it a company of choice for local health care professionals. In addition, the company engages and motivates its employees through training and awards, such as the leadership excellence award. The second strategic objective is to foster the process of ‘Emiratization’ at the leadership levels. CIPD trains local SEHA’s HR managers who assume leadership positions at the company upon completion of a certificate or diploma program.
Conclusion
Employee training and development are central to SEHA’s organizational learning and strategic objectives. The company offers residency programs for clinicians and collaborates with American medical centers to develop the local workforce. In addition, to realize its strategic objectives that center on people, cost, access, and quality, the company has invested in staff training and development.
Works Cited
Abu Dhabi Health Services Company [SEHA] 2015a, SEHA 2013 Annual Report: Delivering the Right Care for the Right Patient. Web.
CIPD 2015, SEHA (Abu Dhabi Health Services Company) – a Case Study. Web.
Evosys 2015, Evosys’ EBS Implementation at SEHA: Case Study. Web.
Grunden, Naida and Charles Hagood. Lean-Led Hospital Design: Creating the Efficient Hospital of the Future. New York, NY: Productivity Press, Print.
John Hopkins Medicine International 2015, Tawam Hospital: Al Ain, Abu Dhabi, United Arab Emirates. Web.