Table 2 Methodological roadmap Problem... | Emerald Publishing

Table 2

Methodological roadmap

	Problem to be addressed	Implement possible solution	Review results of the suggested solution	Next steps based on findings
Phase 1	SCM workers are not positioned and supported to carry out HSCM functions	Applied HR4SCM Theory of Change (Supplementary File 1) to assess how Rwanda’s HR system for SCM compared to the 60 required components described in the HR4SCM TOC (Supplementary File 2)	Identified over 30 human, organizational, and system gaps in the components required for optimal workforce performance in the Rwandan HSCM HR system	Developed interventions to build missing TOC components that could be addressed through stand-alone actions at the organizational level of the HR system Planned an in-depth qualitative SCM labor market analysis to gather information on gaps in the Rwandan system related to supply and skills of workers (see Table 4)
Phase 2	From Phase 1 findings: • Inadequate pool of workers to fill SCM roles exists • Difficulties exist in recruiting quality candidates	Applied a labor market analysis similar to that used for other health cadres: • Identified and categorized stakeholders in the labor market for HSCM workers • Examined stakeholder perspectives on factors affecting supply of and demand for HSCM workforce	Analysis identified weak supply of and demand for the HSCM workforce exists On the supply side, skills, and competencies in the pool of SCM workers did not align with the needs of employers. SCM curricula at educational institutions did not match labor market needs On the demand side, budget restrictions limited demand, employers had not defined competencies for jobs clearly, and SCM was not recognized as a profession	Consensus to pursue the application of HSCM professionalisation framework as a solution to align demand and supply of HSCM workers, and the recognition of HSCM workers From Phase 1 findings: • Education is not available for all required HSCM qualifications • Job descriptions lack adequate SCM content • SCM career path does not exist • Competencies required to undertake SCM tasks have not been defined and assigned to roles From Phase 2 findings: • SCM worker skills do not match employer needs • SCM curricula does not match labor market needs • Employers have not defined SCM competencies • SCM not recognized as a profession
Phase 3	Gaps exist in available SCM education, job description content, SCM career path, and competency definition SCM is not recognized as a profession and SCM worker skills do not match employer needs	Applied the PtD SCM Professionalisation Framework (Supplemental File 3) by following its Implementation Approach (Supplemental Information 7) to develop a country roadmap and blueprint within country context	Mapped SCM processes and activities at the central, intermediary, and lower-level facilities to generate the required competencies for all job positions across levels, by applying the SCM Professionalisation Framework: Library of Competencies (Supplementary File 4) Generated the right job descriptions and key performance indicators at all levels, by applying SCM Professionalisation Framework: Roles and Job Descriptions (Supplementary File 5) Defined prerequisite training for all HSCM career positions and cadres in the public health sector, by applying the SCM Professionalisation Framework: Mapping of Education (Supplementary File 6) Generated the curriculum needed at educational institutions to build HSCM competencies, by applying SCM Professionalisation Framework: Mapping of Education (Supplementary File 6)	Government to adopt the country SCM professionalization framework for use Employers to use the job descriptions for hiring purposes of competent staff. Employers to use the competencies to assess SCM workers for competency gaps, which should inform training Supervisors to use the key performance indicators to guide SCM workers’ job performance. Workers can make informed decisions about career path movement, once the vertical and horizontal career path at all levels of the country is defined

	Problem to be addressed	Implement possible solution	Review results of the suggested solution	Next steps based on findings
Phase 1	SCM workers are not positioned and supported to carry out HSCM functions	Applied HR4SCM Theory of Change (Supplementary File 1) to assess how Rwanda’s HR system for SCM compared to the 60 required components described in the HR4SCM TOC (Supplementary File 2)	Identified over 30 human, organizational, and system gaps in the components required for optimal workforce performance in the Rwandan HSCM HR system	Developed interventions to build missing TOC components that could be addressed through stand-alone actions at the organizational level of the HR systemPlanned an in-depth qualitative SCM labor market analysis to gather information on gaps in the Rwandan system related to supply and skills of workers (see Table 4)
Phase 2	From Phase 1 findings:• Inadequate pool of workers to fill SCM roles exists• Difficulties exist in recruiting quality candidates	Applied a labor market analysis similar to that used for other health cadres:• Identified and categorized stakeholders in the labor market for HSCM workers• Examined stakeholder perspectives on factors affecting supply of and demand for HSCM workforce	Analysis identified weak supply of and demand for the HSCM workforce existsOn the supply side, skills, and competencies in the pool of SCM workers did not align with the needs of employers. SCM curricula at educational institutions did not match labor market needsOn the demand side, budget restrictions limited demand, employers had not defined competencies for jobs clearly, and SCM was not recognized as a profession	Consensus to pursue the application of HSCM professionalisation framework as a solution to align demand and supply of HSCM workers, and the recognition of HSCM workersFrom Phase 1 findings:• Education is not available for all required HSCM qualifications• Job descriptions lack adequate SCM content• SCM career path does not exist• Competencies required to undertake SCM tasks have not been defined and assigned to rolesFrom Phase 2 findings:• SCM worker skills do not match employer needs• SCM curricula does not match labor market needs• Employers have not defined SCM competencies• SCM not recognized as a profession
Phase 3	Gaps exist in available SCM education, job description content, SCM career path, and competency definitionSCM is not recognized as a profession and SCM worker skills do not match employer needs	Applied the PtD SCM Professionalisation Framework (Supplemental File 3) by following its Implementation Approach (Supplemental Information 7) to develop a country roadmap and blueprint within country context	Mapped SCM processes and activities at the central, intermediary, and lower-level facilities to generate the required competencies for all job positions across levels, by applying the SCM Professionalisation Framework: Library of Competencies (Supplementary File 4)Generated the right job descriptions and key performance indicators at all levels, by applying SCM Professionalisation Framework: Roles and Job Descriptions (Supplementary File 5)Defined prerequisite training for all HSCM career positions and cadres in the public health sector, by applying the SCM Professionalisation Framework: Mapping of Education (Supplementary File 6)Generated the curriculum needed at educational institutions to build HSCM competencies, by applying SCM Professionalisation Framework: Mapping of Education (Supplementary File 6)	Government to adopt the country SCM professionalization framework for useEmployers to use the job descriptions for hiring purposes of competent staff.Employers to use the competencies to assess SCM workers for competency gaps, which should inform trainingSupervisors to use the key performance indicators to guide SCM workers’ job performance.Workers can make informed decisions about career path movement, once the vertical and horizontal career path at all levels of the country is defined

Source: Table created by authors