Managing Human Resources In Health And Social Care 686h2y

Managing Human Resources in Health and Social Care

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Contents Introduction......................................................................................................................................3 (a). Explaining the factors that need to be considered when Kent Community Health NHS Trust’s 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). Deg 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

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Introduction Often health care s 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 Trust’s 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 Trust’s 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

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judgments have been made, Kent Community Health NHS Trust needs to deliberate how to invite the right applicants for the offered roles (YouTube, 2015). ment 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).

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(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 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 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 , 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 Tuckman’s model. This model was established in 1965. Tuckman divided the team’s interaction into four different phases such as performing, norming, storming and forming (Dessler, 2008). 5

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 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 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 team’s 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 s 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

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leader’s part is to inspire the improvement of relationships and to iron out clashes within the group (McCarthy & Rose, 2010). The second factor that is necessary is understanding of the abilities 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 to link the nurses to the team’s purposes and aims. It s 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 (Robichaux& Parsons (2009).

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(b). Deg 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’

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

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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 . 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). 9

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 Trust’s manager should help the nurse to plan the new rules and the proper procedures to make sure the mistake won’t 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 don’t reflect on their experience and if they don’t consciously think about how they could be better next time, it’s 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 couldn’t 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 didn’t 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 Trust’s 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: http://www.leadershipacademy.nhs.uk/resources/ [Accessed 12 Mar. 2015]. Nhscareers.nhs.uk, (2015). NHS Careers - NHS Careers. [online] Available at: http://www.nhscareers.nhs.uk/ [Accessed 9 Mar. 2015]. Nhsemployers.org, (2015). Home - NHS Employers. [online] Available at: http://www.nhsemployers.org [Accessed 9 Mar. 2015]. Robichaux, C. and Parsons, M. (2009). An Ethical Framework for Developing and Sustaining a Healthy Workplace. Critical Care Nursing Quarterly, 32(3), pp.199-207. Stredwick, J. (2005). An introduction to human resource management. Burlington, MA: Elsevier Butterworth-Heinemann. Thompson, N. and Pascal, J. (2011). Reflective practice: an existentialist perspective. Reflective Practice, 12(1), pp.15-26. Weaver, D. (2004). Developing effective work teams. Nurs Residential Care, 6(10), pp.472-478. Wilton, N. (2011). An introduction to human resource management. Los Angeles: SAGE. YouTube, (2015). Nurse recruitment campaign - Pegah interview. [online] Available at: https://www.youtube.com/watch?v=tU_d45P7wv4 [Accessed 9 Mar. 2015].

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