HealtH Matters 27
the research showed that many staff imPLementatiOn Of the strategy
in the hospital experience very little the plan is to implement this as part
learning and development opportunities “the chal
lenge of
of the Hr strategy, building on what
in the course of long serving careers.
adequat
ely suppor
ting
currently exists with a more formalised
What the four researchers – suzanne
Dempsey, Donal rorke, Derek Darbey
3,500 st
aff in an
approach, using both internal and external
coaches and developing an internal panel
and Paul Gregory – confirmed was the or
ganisation such as
of coach trainers. It is one more strand
huge enthusiasm by staff for inclusion
Beaumont can sometimes
in an overall approach to performance
in programmes that would extend this
opportunity to them. as Beaumont CeO
be under
estimated and
management, which also involves over 130
managers participating in a three-day staff
liam Duffy notes, “the new strategy the str
ategy aims t
o
development programme.
will help to build a more flexible and
enable bet
ter planning
the team recognises that this is a
empowered workforce which will provide
the best possible care service to those who
and prioritisa
tion
dynamic process. “It’s a living, breathing
thing,” says suzanne Dempsey. “We
depend on our care.” of inv
estments and
need to move into new territory as well as
resources
”
building on existing programmes.”
Learning anD DeveLOPment team member Derek Darbey agrees.
strategy “No matter where you are in your working
Developing the strategy involved the input with leading academic institutions including life, there will be something for you in
of many staff in working groups with the rCsI, DCU, trinity, IMI, IPa as well as this strategy. We are very much about
assistance of external consultant Corina links with international organisations and supporting practitioners on a day-to-day
Grace and under the direction of a steering education providers. the key themes basis. this is a hospital, not a classroom,
committee, which reported to a Board however, represent a broader learning and a lot of what is being done reflects
subcommittee, chaired by Catherine Duffy, agenda, which while encompassing this.”
a partner in PWC. the resulting learning continuing professional development at Beaumont is, in fact, already a ‘critical
and Development strategy 2009–2014, under-graduate and post-graduate level, mass site’ in a national Hse-sponsored
‘Making the difference wherever you also ensure a focus utilising the patient’s programme designed to secure skills
can’, is itself part of the overall hospital experience (and knowledge) to improve and support for non-clinical staff, co-
development strategy and of its the quality of care. emphasis is placed on ordinated in Beaumont by the learning
Organisational Development Programme, supporting the entire healthcare team (from and Development Department. It has
which also encompasses the whole domestic to doctor) to work together in a resulted in people going to college for the
systems change approach currently in train more integrated seamless manner. first time or back to college after a number
at the hospital. the challenge of adequately supporting of years at work. this includes a gardener
Beaumont’s commitment to the five 3,500 staff in a dynamic healthcare now undertaking a Masters degree
year learning and Development strategy organisation such as Beaumont can programme and an Occupational therapist
reinforces a strong belief that the 3,500 staff sometimes be underestimated and the assistant now studying to qualify as an
drawn from diverse cultural backgrounds, strategy aims to enable better planning and Occupational therapist.
professions and disciplines are the prioritisation of investments and resources. Despite the challenges of the external
most valuable asset the hospital has in the concept of moving learning out of environment, Beaumont Hospital has
continuing its crucial role in the provision the classrooms and into the workplace achieved much over the past three
and leadership of healthcare service is therefore very important. In reality years with immense co-operation and
and developments. it’s happening a lot of the time in many commitment from staff. the learning and
Following widespread consultation, different ways that, unfortunately, are not Development strategy, therefore, is both
the strategy was built around five core well recognised or valued relative to more a timely acknowledgement of this and
work streams. these are categorised formalised education programmes. an essential building block of the next
under the headings of excellence in there is a real value in having people who phase of the hospital’s transformation
learning & Development; employer of know the business and understand the and development.
Choice; Integrated Patient Delivery, High culture but these people need support,
Performance Culture and Multidisciplinary especially when newly appointed, and
team Working. the l&D also made proposals on how
as a teaching hospital, clinical education best to further develop mentoring and
and research are a significant element of coaching within the hospital, having
the core business of the hospital, which is explored a number of models in both
fortunate to have alliances and partnerships the public and private sectors strategy.
health matters is 4.indd 27 27/11/2009 20:38:04
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