{"id":39415,"date":"2024-07-29T12:39:01","date_gmt":"2024-07-29T09:39:01","guid":{"rendered":"https:\/\/sbs.strathmore.edu\/?p=39415"},"modified":"2024-07-29T12:39:01","modified_gmt":"2024-07-29T09:39:01","slug":"championing-change-transforming-kenya-healthcare-through-gender-inclusive-hr-policies","status":"publish","type":"post","link":"https:\/\/sbs.strathmore.edu\/fr\/championing-change-transforming-kenya-healthcare-through-gender-inclusive-hr-policies\/","title":{"rendered":"Championing Change: Transforming Kenya Healthcare through Gender-Inclusive HR Policies"},"content":{"rendered":"
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    The Kenyan health sector faces significant challenges in human resource for health (HRH), particularly in the distribution, quality, and quantity of health workers, affecting service delivery. Industrial unrest among health workers, due to demands for better pay and working conditions, has further strained the system.<\/p>\n

    \n

    It is against this backdrop that this year\u2019s Annual HR Summit 2024 featured a breakout panel focused on identifying pain points and recommending solutions from both institutional and industry-wide perspectives to address these issues.<\/p>\n

    The session featured Ms Irene Wamanga, the Regional Human Resource Director, at Aga Khan University, Prof. Frank Wafula, Chairperson, of Kenya Human Resources for Health Advisory Council, KHHRAC and Ms Stephanie Koczela the CEO & Co-Founder, of Penda Health Kenya.<\/p>\n<\/blockquote>\n

    The session, moderated by Dr Ben Ngoye, a senior faculty member at Strathmore University Business School, aimed to shed light and share insights on how applying a practitioner and gendered lens to the Kenyan health system could enhance human resources for health (HRH) and service delivery.<\/p>\n

    From the session, four key issues emerged:<\/p>\n

    Quantity, quality and distribution of human resources for health<\/strong><\/h3>\n

    There is a need for institutions accredited to train healthcare workers to be deeply involved in developing quality healthcare providers. Kenya has traditionally relied on importing specialists for specialized medical fields. To address this, local institutions need to invest in developing human resources for health, both for regional and global markets. This could be for instance through sponsoring staff and faculty for fellowships and postgraduate courses and mentoring the next generation of healthcare workers.<\/p>\n

    Further, quality healthcare should be integrated at all service delivery levels, including frontline workers, administrative staff, and IT personnel. Currently, there is a mismatch between the desired quality of healthcare workers and the available personnel, with challenges in finding the right calibre of health sector workers.<\/p>\n

    Regarding the distribution of healthcare workers, devolution and existing opportunities have enabled major health sector organizations to expand throughout Kenya, redistributing health sector workers. However, specialized medical fields like cardiology and oncology remain inaccessible outside major cities, leading to unequal distribution of specialized healthcare.<\/p>\n

    Attracting, managing & retaining talent<\/strong><\/h3>\n

    The absorption of health sector trainees and professionals into the Kenyan healthcare ecosystem, particularly through formal public employment remains a major challenge. In the past, health workers could find jobs immediately after training, creating an expectation of guaranteed employment. This has led to stringent screening metrics to identify suitable candidates. The disconnection between the Kenyan health sector and the education sector, the Ministry of Labor, and the Ministry of Public Service hinders effective policy coordination. This affects the ability to identify and attract the right candidates for healthcare roles.<\/p>\n

    There are concerns about the motivations behind pursuing medicine-related courses, with some individuals driven by the privileges associated with the profession rather than a genuine passion for healthcare. This mismatch in motivation affects the quality and commitment of healthcare professionals.<\/p>\n

    According to a technical working group (TWG) report on healthcare human resources and training curricula in Kenya, attracting and retaining the right talent remains a significant challenge. The traditional training curriculum is heavily focused on service delivery, neglecting current needs like medical anthropology, soft skills, and management training.<\/p>\n

    The Role of KHHRAC in managing, motivating and retaining health workforce<\/strong><\/h3>\n

    Institutional challenges and toxicity within the health sector reflect years of poor investment in the workforce. Despite the public sector paying better than the private sector, issues like differential contracts, unequal wage structures, and poor performance management contribute to health workers’ frustrations.<\/p>\n

    Quantifying the workload of a typical doctor and ascertaining staffing needs are ongoing challenges. The lack of legal support for county transfers limits public health workers’ ability to migrate for better opportunities.<\/p>\n

    The irony of health worker migration is evident, with many migrating through unofficial channels despite government efforts to support healthcare workforce migration. Kenya’s healthcare workforce, one of the largest, sees a significant percentage of underemployed and unemployed professionals seeking opportunities abroad.<\/p>\n

    Gendered lens on HRH staffing, performance, and retention<\/strong><\/h3>\n

    Organizations like Aga Khan University Hospital have made strides in gender parity, with many women advancing to influential positions and low staff turnover rates. However, women in the health sector face additional burdens as caregivers at work and home, leading to burnout. Maternity leave policies and the societal expectation for women to balance professional and domestic responsibilities create challenges in achieving gender balance.<\/p>\n

    Restrictive policies that limit active participation of either gender can disadvantage the other.<\/p>\n

    Article de Juliet Hinga<\/strong><\/p>\n<\/div><\/div><\/div><\/div><\/div>","protected":false},"excerpt":{"rendered":"","protected":false},"author":7,"featured_media":39417,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[39],"tags":[],"class_list":["post-39415","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-news"],"acf":[],"yoast_head":"\nChampioning Change: Transforming Kenya Healthcare through Gender-Inclusive HR Policies - Strathmore University Business School<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/sbs.strathmore.edu\/fr\/championing-change-transforming-kenya-healthcare-through-gender-inclusive-hr-policies\/\" \/>\n<meta property=\"og:locale\" content=\"fr_FR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Championing Change: Transforming Kenya Healthcare through Gender-Inclusive HR Policies\" \/>\n<meta property=\"og:url\" content=\"https:\/\/sbs.strathmore.edu\/fr\/championing-change-transforming-kenya-healthcare-through-gender-inclusive-hr-policies\/\" \/>\n<meta property=\"og:site_name\" content=\"Strathmore University Business School\" \/>\n<meta property=\"article:published_time\" content=\"2024-07-29T09:39:01+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/sbs.strathmore.edu\/wp-content\/uploads\/2024\/07\/Championing-Change-Transforming-Kenya-Healthcare-through-Gender-Inclusive-HR-Policies-web2.webp\" \/>\n\t<meta property=\"og:image:width\" content=\"1200\" \/>\n\t<meta property=\"og:image:height\" content=\"675\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/webp\" \/>\n<meta name=\"author\" content=\"Juliet Hinga\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"\u00c9crit par\" \/>\n\t<meta name=\"twitter:data1\" content=\"Juliet Hinga\" \/>\n\t<meta name=\"twitter:label2\" content=\"Dur\u00e9e de lecture estim\u00e9e\" \/>\n\t<meta name=\"twitter:data2\" content=\"1 minute\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/championing-change-transforming-kenya-healthcare-through-gender-inclusive-hr-policies\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/championing-change-transforming-kenya-healthcare-through-gender-inclusive-hr-policies\\\/\"},\"author\":{\"name\":\"Juliet Hinga\",\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/#\\\/schema\\\/person\\\/ef65175d48e8c61e0454cc7b137a849d\"},\"headline\":\"Championing Change: Transforming Kenya Healthcare through Gender-Inclusive HR Policies\",\"datePublished\":\"2024-07-29T09:39:01+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/championing-change-transforming-kenya-healthcare-through-gender-inclusive-hr-policies\\\/\"},\"wordCount\":1667,\"image\":{\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/championing-change-transforming-kenya-healthcare-through-gender-inclusive-hr-policies\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/sbs.strathmore.edu\\\/wp-content\\\/uploads\\\/2024\\\/07\\\/Championing-Change-Transforming-Kenya-Healthcare-through-Gender-Inclusive-HR-Policies-web2.webp\",\"articleSection\":[\"News\"],\"inLanguage\":\"fr-FR\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/sbs.strathmore.edu\\\/championing-change-transforming-kenya-healthcare-through-gender-inclusive-hr-policies\\\/\",\"url\":\"https:\\\/\\\/sbs.strathmore.edu\\\/championing-change-transforming-kenya-healthcare-through-gender-inclusive-hr-policies\\\/\",\"name\":\"Championing Change: Transforming Kenya Healthcare through Gender-Inclusive HR Policies - 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