We support healthcare facilities and governments to understand where health workers can make the greatest impact.
We find and place healthcare workers in global health settings, improving access to healthcare for vulnerable people.
AHP offers workforce planning to help facilities and governments understand where skilled health workers are most needed and can make the biggest impact.
We do this by performing detailed facility assessments and interpreting the data to advise recruitment, retention, training and allocation decisions.
Our tools and models are versatile and can be adapted to the context in which they are being applied ─ across facility type, specialty area, and into community health settings.
The outputs from the planning process are simple to use and easy to understand, allowing for the information to be incorporated into detailed HR plans or existing staffing norms.
In South Africa, our tools and models support the Department of Health’s HR strategies and the implementation of WISN.
Since the Workforce Planning Programme was established in 2013, we have completed assessments for over 500 facilities across South Africa.
AHP has successfully developed a recruitment and retention model
for facilities based on years of expertise in rural and public health.
Our model has been successful in South Africa, Lesotho and Swaziland,
and is scalable to other countries.
Effective management is the foundation for recruitment and retention for any facility.
Skilled foreign-qualified doctors help to address immediate HR needs.
Local doctors and health workers can be attracted and retained when a contingent of foreign-qualified doctors is in place.
Junior doctors join when there is a competent team to support and supervise them.
Once a facility has a fully functioning team, management can focus on using the improved capacity to strengthen quality of care.
Retaining scarce skills is key to building and sustaining health worker teams. Retention is impacted by a multitude of factors. To ensure we address the real issues that health workers face, we use a bespoke Retention Survey to inform our approach. The survey is based on proven organisational theories of the Employee Value Proposition (EVP).
The EVP is a set of attributes an organisation provides to its employees in return for their skills and capabilities. EVP answers an employee’s question: “What’s in it for me?”.
We use the survey to identify the weakest areas and partner with management in the Department of Health to select focus areas to prioritise for improvement.
We design customised capacity-building initiatives to tackle these areas and run these initiatives with management teams.
EVP theory dictates that health workers’ experience of weak EVP attributes should improve after intervention, resulting in better retention of critical skills.
Annual repeats of the Retention Survey measure the impact of our interventions.
Since 2014, we have equipped over 14 000 managers to improve the retention of health workers.
Africa’s resource-challenged health setting is reliant on effective health worker teams.
Creating a culture that articulates and embeds clear expectations of how to work together effectively is key to creating teams that deliver patient-centric care.
We follow a behavioural approach to improve healthcare by helping staff to focus not just on what they deliver, but how they care for patients.
In 2015, we designed and implemented a project to create and cultivate a patient-centric culture in a rural district.
We first established what customers needed and then crafted a culture code, including clearly defined behaviours, that centered on the customer. The code guided the district how to consistently deliver care that placed patients at the heart. Leaders and staff were socialised to build their ability to deliver patient-centric care.
This cutting-edge project is scalable with the potential to have a long-term, sustainable impact on ensuring patient-centric care in the health system at large.