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Managing Human

Resources in Health
and Social Care

Contents
Introduction......................................................................................................................................3
(a). Explaining the factors that need to be considered when Kent Community Health NHS Trusts
successful recruitment.....................................................................................................................3
(b). Relevant legislative and policy frameworks of the UK influence the selection, recruitment
and employment of nurses from Spain............................................................................................4
(c). the main aim of selection and identifying an effective selection process for the recruitment of
the band 5 nurses from Spain...........................................................................................................4
(a). Explaining individuals interact in groups in relation to the types of teams that work in health
and social care..................................................................................................................................5
(b). Examining the need for interdisciplinary work and explaining the factors that required to
develop effective team working in health and social care...............................................................6
(a). Explaining how the performance of the Spanish nurses that monitored throughout their first
year of employment.........................................................................................................................7
(b). Designing an appropriate induction plan for the Spanish nurses to meet their individual
training and development needs......................................................................................................8
(c). Identifying my personal learning style and explaining an understanding of this help my learn
.........................................................................................................................................................8
(a). Explaining three of leadership that apply to the health and social care workplace...................9
(b). Suggesting one of the Spanish nurses manager about simple mistakes in her work................9
(c). Analyzing a difficult situation I have encountered with a manager or senior person and
demonstrating my own development has been influenced by this experience..............................10
Conclusion.....................................................................................................................................11
References......................................................................................................................................12

Introduction
Often health care administrators face several problems when implementing strategies to
accomplish vital organizational goals. Executing strategies to lower costs while concurrently
improving the quality of member of staff care can be challenging for even the most qualified
people. Consuming organizational strategies is challenging and multifaceted for the reason that
achievement has become more dependent upon the capability to accomplish employees
efficiently. Whether the plans consist of lowering costs, improving patient or employee service
and care excellence, increasing a culture that is really challenging for competitors to emulate and
rearranging to expand groups and also performance. Here my report will analyze the
organizational components that can improve managing human resource in health and social care.

Task 1: Understanding processes for recruiting individuals to work in health


and social care
(a). Explaining the factors that need to be considered
when Kent Community Health NHS Trusts successful
recruitment
The first factor to be measured when scheduling employment is the general aim of the
recruitment with a specific focus on what the organization desires to accomplish. For example,
Kent Community Health NHS Trusts some recruitment may be exchange and remaining worker
due to superannuation or career improvement and other employment may be due to the
establishment of a new work role. In the latter case, Kent Community Health NHS Trust needs to
have a clear considerate of the skill set, education, proficiency and also understanding levels of
the individual this organization need to recruit (Nhsemployers.org, 2015).
From this, Kent Community Health NHS Trust needs to consider the accessibility of workers that
accomplish the job necessities that either at present work for this organization or who exist in
within the area. Uncertainty such workers are not obtainable, this organization must deliberate
the economic implications related with either training persons to the essential levels or proposing
compensation and repositioning incentives to inspire skillful workers in from other areas. If these

judgments have been made, Kent Community Health NHS Trust needs to deliberate how to
invite the right applicants for the offered roles (YouTube, 2015).
Advertisement of employments in areas where there are satisfactory skillful workers in the local
area is usually carried out in local papers and in the local work Centre. If this local skilled
workforce is not available Kent Community Health NHS Trust may deliberateapplying the power
of the employment agencies, internet or job fairs to make sure this organization attract
appropriate trained workers (NHS Leadership Academy, 2015).

(b). Relevant legislative and policy frameworks of the UK


influence the selection, recruitment and employment of
nurses from Spain
There are a quantity of legislative and policy framework that influence and control the selection,
recruitment and also engagement of nurses from Spain. All these Acts include the Equality Act
2010, the Employment Rights Act 1996 and the Race Relations Act 2000. All these Acts is
planned to reduce any discrimination of individuals on the grounds of sexual orientation, gender,
infirmity, race, recruitment and employ procedure and religion or philosophies within the
selection. All these Acts are strengthened by a number of UK government service and
recruitment strategies (Wilton, 2011).
As well to these UK government strategies, the health and social care organization like Kent
Community Health NHS Trust also have their own strategy to control recruitment and all these
strategies often comprise anti-discrimination features.
These strategies has been established by the UK government and forms part of the extensive
package of necessities for the engagement and recruitment of social care staff like Kent
Community Health NHS Trust have employed nurses from Spain. Through these strategies,
employers are tasked that nurses are appropriate to enter the staff and that written processes and
rules are in place to make sure that manipulation and discrimination are evaded within the place
of work (Nhscareers.nhs.uk, 2015).

(c). the main aim of selection and identifying an effective


selection process for the recruitment of the band 5 nurses
from Spain
Selection is the procedure of picking persons who have significant experiences to fill in a desired
organization. The main aim is to choose the person who can most effectively perform the work
from the group of capable applicants. In other words the aim of selection is to pick up the best
appropriate applicants who would best meet the desires of the work and also the organizations.
To meet the organizational goal the organization obtains and also assesses proper information
about the applicants in terms of abilities, age, qualifications and experience (Stredwick, 2005).
An effective selection procedure for the recruitment of the band five nurses from Spain is
identifying below:
According to Chatfiled (1978)the selection proceduregenerally follows the submission of CV or
an application by the nurses. Here the approaching administrator of the applicant will then
review the submissions and at last select those nurses who show the knowledge, accurate skills
and also level of training that necessary for the work. All these nurses will then be asked for
interview that can be carried out by a panel, a person or a selection board. In this procedure, the
nurses will be examined a number of questions and in numerous cases the excellence of their
answers is generally graded and thereby providing a mark at the last of the interview. As such,
the maximum scoring nurses will be offered the employment. On the other hand, this procedure
may result in the more communicativeperson being offered the employmentnevertheless of their
actual capability to accomplish the role (Mahesh, & Crow, 2012).

Task 2: Understanding strategies for building effective teams for working in


health and social care
(a). Explaining individuals interact in groups in relation to
the types of teams that work in health and social care
The most famous theory of group working is Tuckmans model. This model was established in
1965. Tuckman divided the teams interaction into four different phases such as performing,
norming, storming and forming (Dessler, 2008).
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In the first step, forming is where all employees are learning about the contests and opportunities
facing the team. There must be an extraordinary level of dependency on their administrator for
direction and the team will be sharing personal information, connecting together and forming
associations and friendships (Armstrong &Armstrong, 2009).
In the next step, storming, is where dissimilar ideas to tackle matters or problems are established.
This step can cause struggle as each idea contests for deliberation. Operative management of this
stage is important to support all associates of the team to have their say and determination any
long-lastingclashes (Armstrong & Armstrong, 2009).
In the third step, norming, is where the team workers fall into contract over the resolutions for
their team. In this stage, the team associates are capable to talk flexibly about their thoughts and
have the capability to regulate their manners to evade conflict. The team associatescome to an
agreement on the teams rules, ethics, methods of work and professional behavior (Armstrong &
Armstrong, 2009).
In the last step, performing, is where the team fully co-operates, comprehendsand also supports
one another member and thereby functioning as a single unit rather than persons. The teams that
have get hold of this step show high levels of independence, knowledge, inspiration and
proficiency (Armstrong & Armstrong, 2009).

(b). Examining the need for interdisciplinary work and


explaining the factors that required to develop effective
team working in health and social care
Interdisciplinary work contains the linking of two or more academic discipline into one action
such as human resource management and health and social care. This is about generating
something new by crossing limitations and thinking crossways them (Myers, 2009).
The first and most majorfactor that is need is high communication. This may possibly be in the
form of high discussion of planning or solutions between the team associates or may be as a
consequence of conflict within the group inhibiting the operative flow of knowledge between
team associates. Conversely, both of these are a consequence of high class management, as the

leaders part is to inspire the improvement of relationships and to iron out clashes within the
group members (McCarthy & Rose, 2010).
The second factor that is necessary is understanding of the accountabilities and roles of each
team associate. This is more possible to be a problem inside a multidisciplinary, informal team
and who are not used to functioning organized. But high class understanding is required to
develop effective team working (Cipd.co.uk, 2015).
Another factor is information sharing. This is more probable to affect the multidisciplinary and
informal team and nevertheless this can also happen in the formal team where one person is
unwilling to share knowledge or information as the knowledge is measured to be a feature of
power.

Task 3: Understanding systems for monitoring and promoting the


development of individuals working in health and social care
(a). Explaining how the performance of the Spanish nurses
that monitored throughout their first year of employment
Monitoring the performance of the Spanish nursesthroughout their first year of employment can
be done in numerous ways. The first stage is recognizing the present level of performance,
recognizing where developments can be madeand from acontract between nurses and manager
on how those developments are going to be completed (Cipd.co.uk, 2015).
In order for these developments to be completed, this is essential for the administrator to link the
nurses to the teams purposes and aims. It supports the nurses to realize their role within the team
and have rights over their employment.
Performance appraisal is the most repeatedly used tool to observe nurses performance. This
appraisal has commonly five key fundamentals such as positive reinforcement, agreement,
measurement, exchange of views and feedback (Robichaux& Parsons (2009).

(b). Designing an appropriate induction plan for the


Spanish nurses to meet their individual training and
development needs

According to Fisher

Non-achievement of team or

Continuing professional

(2005)The performance

persons targets of Spanish

development or improvement

appraisal is the most

nurses also highpoints a

is one more way in that a

commonly used tool to

training requirement, but the

team associate of nurses can

calculate the Spanish nurses

administrator of Kent

make sure they have ongoing

performance. Nevertheless,

Community Health NHS

and satisfactory training all

the tool can also be used to

Trust is required to keep a

through their career.

recognize areas of feebleness

close observation on the

According to Glenister

and that will highpoint the

performance of all the

(2003)Continuing

improvement and training

Spanish nurses when team

professional development

desires of the Spanish nurses.

objectives are used as some

comprises practice

team associates of the nurses

workshops, formal courses,

may be more effectual than

presence at health

others.

conferences, self-directed
reading to make sure the level
of skills developed or
sustained throughout the
Spanish nurses career.

(c). Identifying my personal learning style and explaining


an understanding of this help my learn
VARK is a sensual model and this is an addition of the neuro-linguistic model. These are several
learning styles in VARK model such as kinesthetic, aural, read/write and visual. VARK states to

kind of communication partiality. This compacts with the way everybody take in and give out
proper information (Thompson & Pascal, 2011).
Among them I prefer visual learning style. Visual learners learn greatest through sighted.
Graphic displays such as illustrations, diagrams, photographs, videos, handouts are all
cooperative learning tools for visual apprentices. The people like me who choose this type of
learning and knowledge would slightly see information presented in a visual relatively than in
written form.

Task 4: Understanding approaches for managing people working in health


and social care
(a). Explaining three of leadership that apply to the health
and social care workplace
There are three key theories of leadership that have in recent times exchanged with the
traditional hierarchical-based leadership seen within the health and social care workplace. These
three key fields of leadership are contextual, personal and relational and all of that can be
effective to the nursing home setting (Day, 2000).
Contextual leadership develops strategy and rule within the health and care field to
encourageexpansion by accepting the strengths and situations of numerous employees or
stakeholders. The personal leadership theory contains the advancement of thoughtful learning,
self-awareness and personal resilience as a leader. Rational leadership indorses individual and
organizational change, communication between patients and workforce, inspires engagement and
emphases on the dynamics of patient experiences and working relationships (Weaver, 2004).

(b). Suggesting one of the Spanish nurses manager about


simple mistakes in her work
As a leader or manager, one want to have both heat and light in his collection. He cannot lead all
persons all of the time through proper way. In my experience some persons are the overachievers and who are regarding for stars on their foreheads and flourish on continuousconfident
feedback. There are other categories of member of staff who tend to be encouraged more by fear
of being in distress and not desiring to look bad (Armstrong & Armstrong, 2011).
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One of the Spanish nurses are making simple mistakes when performing her job. But her
manager have to deal with this politely. I have some suggestion to her manager about how to deal
with this. At first the manager of the nurse should highlight the error. The best time of
highlighting the error is after the mistake has happened. The manager should have discuss with
the nurse what he would be expected. The Kent Community Health NHS Trusts manager should
help the nurse to plan the new rules and the proper procedures to make sure the mistake wont
repeated. He should work with several procedures with the nurse. Beside these, the most
important matter is the manager should praise about the nurse in public but also discipline the
nurse in private.

(c). Analyzing a difficult situation I have encountered with


a manager or senior person and demonstrating my own
development has been influenced by this experience
A lot of people find that they learn greatest from his or her experience. However, if they dont
reflect on their experience and if they dont consciously think about how they could be better
next time, its hard for them to learn anything at all. Here Gibbs Reflective cycle is useful. One
can use it to help his people make sense of situations at work (Boys &Michie, 2007).

Figure: Gibbs Reflective Cycle

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Gibbs reflective cycle has five stages. These stages are Description, Feelings, Evaluation,
Conclusions and Action (Burgess, Shaw &Kellas, 2011).
Once I have encountered with my manager. I was in a huge trouble in my work life. I couldnt
make my job properly. Then my manager influenced me through Reflective Practice. He told me
how to follow Gibbs Reflective Cycle and how to improve in work life. At first stage my
manager told me that I should simply want to know what happened and I should draw this
conclusions later. At second stage, my manager avoid commenting on my emotions. At third
stage, he encouraged me at my work and to look objectively at what approaches worked and
what approached didnt work. After that stage, he helped me to draw conclusions about what
happened. At last stage, my manager came up with a plan for me to make the changes.

Conclusion
At last we can understand that Managing human resource in health and social care is really
essential. In this we explained the factors that necessity to be considered when Kent Community
Health NHS Trusts successful recruitment and Relevant legislative and strategy frameworks of
the UK influence the selection, recruitment and occupation of nurses from Spain. Here we
explained individuals cooperate in groups in relation to the kinds of teams that work in health
and social care and examined the need for interdisciplinary work and clarified the aspects that
required to improveoperative team working in health and social care. After that we explained
how the performance of the Spanish nurses that observed throughout their first year of service
and Designed asuitabletraining plan for the Spanish nurses to meet their individual training and
improvement needs. Here we explained three of leadership that put on to the health and social
care workplace and Analyzed a challenging situation I have come across with a manager or
senior person and revealed my own improvement has been influenced by this knowledge.

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NHS Leadership Academy, (2015). Resources - NHS Leadership Academy. [online] Available at:
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