The NHS faces a massive challenge to increase productivity without jeopardising quality. This session gives you the chance to debate lessons from two case studies: an English trust which has tackled this issue using new and innovative approaches, and a leading Spanish hospital which has developed a new model of healthcare delivery

1. People Management
Ribera Salud Grupo
Salvador Sanchís Plaus
Human Resources Director
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2. Index
Spain’s National Health Service (SNS)
Alzira Model Basis
People Management
Remunerative System
Results and conclusions

3. Spain’s National Health Service (SNS)
SNS: Values and principles:
Public
Strengths:
Cost-free
Universal
Weaknesses:
Values and principles: the
Welfare State (cost-free,
universal, equal).
A growing budget deficit in an economic
structure with 17 autonomous
communities (AC).
Good healthcare indicators.
A bureaucratic system with high
structural costs.
Lack of flexibility to face new challenges
(i.e.: demography, society and
technology).

4. Spain’s National Health Service (SNS)
SNS: Values and principles:
Public
Cost-free
Universal
Weaknesses:
A growing budget deficit in an economic
structure with 17 autonomous
communities (AC).
A bureaucratic system with high
structural costs.
Lack of flexibility to face new challenges
(i.e.: demography, society and
technology).
ALZIRA
MODEL
PPP

5. Model Basis
CAPITATIVE PAYMENT
Health is
financed
Free choice
“Money follows
the patient”
The citizen at
the system’s
core
Correcting Factors
The Company pays 100% of
the treatment costs in other
hospitals for patients
belonging to its health
department
Correcting Factors
The Company charges 80%
of its in-house treatment
costs for patients belonging
to other health departments

6. Public and Private Institutions
Alignment of Mission and Values
Promoting Health
Improving healthcare quality
The company is
answerable to its
shareholders
Improving accessibility
Improving efficiency
The
Administration
achieves
objectives

7. People Management
People Management

8. People Management
Basic principles
1
Function: managing an organisation’s team of people in order to reach
the established goals.
2
In alignment with corporate strategic objectives.
3
Its reach goes beyond the HR department.
4
People Management is a distinguishing feature that sets the Alzira model
apart from other healthcare management models.

9. People Management
Integrated HR Management Model
Competency
model
Posts &
profiles
Remuneration
&
compensation
Ribera Salud’s
HR model
Selection,
hiring &
welcome
Training
Professional
career
Performance
evaluation
Internal
Communication
HR Information Systems

10. People Management
Our Competences
Patient and professional-focused
Service culture
Teamwork
Respect
Hope
CORPORATE
Adaptation to change
Results-focused
TECHNICAL
Technical excellence
Ethics
Communication
Transparency
Commitment
and loyalty
Professionalism
JOB-SPECIFIC
Planning and organising
Personnel management
Leadership

11. People Management
Remunerative System
The design of the Variable Remuneration Model responds
to the remuneration principle of “doing and achieving”. It
aims to reach the commitment of professionals with Ribera
Salud’s Organisation Model and to develop a long-term
relationship.
Modelo de
Competencias
Definición de
Puestos y
Perfiles
Retribución y
Compensación
Formación
Modelo de RRHH
de Vinalopó Salud
Carrera
Profesional
Evaluación del
Desempeño
Sistemas de Información de RRHH
Objectives
o To boost returns as well as remunerating the contribution made by
each professional to the organization’s sustained growth.
o To support attracting and retaining talent ensuring external market
competitiveness.
o To establish a differentiated and coherent salary structure that
fosters internal equity and company coherence across the Model.
Selección y
Acogida

12. People Management
Remunerative System
Salary composition
Civil servants
Variable salary
Corp. employees
Variable salary
Flexible
incentive plan
Fixed salary
Fixed salary
Activity
Care provision quality aims
Personal aims
Team aims
Sustainability
Training
Experience
Roles and contribution
Responsibility
Availability
Versatility

13. People Management
Incentive System
Concept and weighting system
Objectives
STANDARDIZE
. Common strategic lines
. Criteria for each professional
category
80%
ALIGNMENT
SIMPLIFY
ADJUSTMENT
FOSTER
. Organization’s aims
. Healthcare administration
. Valuation criteria
According to
occupational categories
100%
20%
yearly
Annual results (5%)
Objective Plan (15%)
. To economic and
social situation
. Teamwork
. Motivation
. Commitment
Public Healthcare Authority Objective Plan (annual ranking
between 24 health depts. that features 35 indicators related to
health provision, published by the Regional Health Ministry).]

14. Results and conclusions
Results and Conclusions

15. Remunerative System
Results and conclusions
Results
Personnel costs represents 45-50% of the company’s total
expenditure
Bonus remuneration amounts to 20% of personnel total
expenditure. For the doctors category it can reach up to 35-40%
Last year, meeting of objectives averaged 94%

16. Remunerative System
Results and conclusions
Conclusions
Adjustment: the variable system allows personnel costs to be adapted
to the organization’s outcomes and the quality of service we deliver.
Equitative: it recompenses the best and hardest workers in the
organization.
Commitment: it fosters the development and long-term commitment of
people within the organization.
Balance: it aids tailoring the staff to real activity. The bigger the team,
the lower individual variable remunerations are.
Our incentives system is a key factor in talent attraction.

17. Thank you!
www.riberasalud.com
www.modeloalzira.com
@modeloalzira.com