Unit 13 Managing Human Resource Health Social Care - Assignment

Unit 13 Managing Human Resource in Health and Social Care - Assignment

Unit 13 Managing Human Resource Health Social Care - Assignment

Purpose of Assignment

The purpose of managing human resources in health and social care is to assess the learner’s understanding of the process of recruitment, management and development of people in the health and social care workplace. In this assignment the learner is expected to investigate the process of recruitment and selection of personnel in health and social care, to research the role of training and development of healthcare workers and the relevance of teamwork for the delivery of a quality service. In addition, learners will explore the role of leadership and management in supporting the delivery of health care services

Scenario

As a newly appointed HSC Manager in the health write a formal report to the HRM Director about the current situation and best practice in line functional areas for a selected organisation. This is seen as important in your personal and professional development. The full report will typically address the use of Manageing Human Resource as used by line managers and supported by HR professionals where in existence and cover all LOs /ACs and tasks.

LO1 Understand processes for recruiting individuals to work in health and social care

1.1 explain the factors to be considered when planning the recruitment of individuals to work in health and social care
1.2 explain how relevant legislative and policy frameworks of the home country influence the selection, recruitment and employment of individuals
1.3 evaluate different approaches that may be used to ensure the selection of the best individuals for work in health and social care

LO2 Understand strategies for building effective teams for working in health and social care.

2.1 explain theories of how individuals interact in groups in relation to the types of teams that work in health and social care
2.2 evaluate  approaches  that  may  be  used  to  develop effective team working in health and social care

LO3 Understand systems for monitoring and promoting the development of individuals working I health and social care

3.1 explain ways in which the performance of individuals working in health and social care can be monitored
3.2 assess how individual training and development needs can be identified
3.3 analyse different strategies for promoting the continuing development of individuals in the health and social care workplace

LO4 Understand approaches for managing people working in health and social care

4.1 explain theories of leadership that apply to the health and social care workplace.
4.2 analyse how working relationships may be managed
4.3 evaluate how own development has been influenced by management approaches encountered in own experience.

LO1 Understand processes for recruiting individuals to work in health and social care

Task 1 Recruitment and Selection in Health and Social Care

In this section of the report you will assess the recruitment and selection process within the organisation:

Explain the factors to be considered when planning the recruitment of  individuals to work in health and social care-

Task 1.1: Explain the internal and external factors that drive the need for the planning of recruitment and selection in the Health and Social Care industry. The drivers may include: changes in demand for health care needs, policy changes, succession planning, and budget constraints. Job analysis for new jobs or updates to key documents such as the job description and person specification may be needed along with fit for purpose advertisements for recruitment.

Explain how relevant legislative and policy frameworks of the home country influence the selection, recruitment and employment of individuals-

Task 1.2: Explain key legislative and policy frameworks that influence the recruitment and selection of employees in the health and social care industry in the UK. Give examples of good or even poor practice and the impact on the organisation. Considerations should include key legislation such as the 2010 equality act, industry care standards, and CRB checks among others.

Evaluate different approaches that may be used to ensure the selection of the best individuals for work in health and social care:

Task 1.3: The report should evaluate how different approaches in the process of selection of employees may impact on the organisation in terms of getting the best staff, but with an eye on cost-effective recruitment. Different approaches should be evaluated and justified in terms of process and outcomes. These might include: interviews, additional job tests, use of peer staff in selection assessment and use of formal assessment centres.

LO2 Understand strategies for building effective teams for working in health and social care.

Task 2 In this section of the report you will address theories exploring team dynamics and the building effective teams.

2.1 explain theories of how individuals interact in groups in relation to the types of teams that work in health and social care

Task 2.1 Explain using relevant theories how individuals interact in groups. Provide relevant examples of your own and others’ team roles and behaviours in the context of a team situation. Explain the different dynamics you might encounter in different types of teams typical within the health and social care setting.  For example, a short term task teams and longer term multi-disciplined clinical teams.

2.2  evaluate  approaches  that  may  be  used  to  develop effective team working in health and social care

Task 2.2 Evaluate approaches that are used to develop effective team working   in HSC. Appropriate models of leadership for leading teams, developing team working skills and coaching skills are all useful approaches.

LO3 Understand systems for monitoring and promoting the development of individuals working in health and social care.

Task 3 In this section of the report you will address the context for work performance and how informal and formal monitoring of performance is important and how training enhances performance and meets organisational requirements.

3.1 explain ways in which the performance of individuals working in health and social care can be monitored.

Task 3.1 Explain the performance management system used to monitor workplace performance and also include less formal approaches used by managers. Such systems can include target setting and monitoring, observation of staff, feedback from others and clients together with more formal appraisal. These should be explained in terms of impact on organisational outcomes and staff management.

3.2 assess how individual training and development needs can be identified.

Task 3.2 The report should assess how individual training and development needs can be identified. Students should identify typical approaches and give examples of application. Such systems can include monitoring of performance, formal career development and systematic training needs analysis based on internal and external drivers. E.g. changes in professional standards or legislation.

3.3 analyse different strategies for promoting the continuing development of individuals in the health and social care workplace.

Task 3.3 The report should analyse different strategies for promoting the continuing development of individuals in the health and social care workplace. This should consider creating the right learning culture and systems to support continuing professional development and self-development plans. Systems can include a training budget, appraisals, in-house training, investors in people, and benchmarking, lifelong-learning and coaching and mentoring processes in the organisation.

LO4 Understand approaches for managing people working in health and social care.

Task 4: This section of the report explores salient leadership theories, their application and impact in the organisation, together with self –analysis of personal and professional development as a product of organisational systems and opportunities.

4.1 explain theories of leadership that apply to the health and social care workplace.

Task 4.1. The report should explain relevant theories that can be applied to leading people in the health and social care workplace. The theory needs to be detailed and examples of application and impact made clear. Typical leadership theories include differences between transactional and transformational, Functional leadership such as action centred leadership of John Adair and Goleman’s styles and emotional intelligence.

4.2 analyse how working relationships may be managed.

The report should analyse how working relationships can be managed effectively. It should draw on relevant theory such as the impact of management style, contingency approaches to leadership, differentiation between management and leadership, possession of emotional intelligence, the importance of shared values and feedback to staff and communication of decisions. Examples and impact should be made clear.

4.3 evaluate how own development has been influenced by management approaches encountered in own experience.

Task 4.3 The report should evaluate how own development has been influenced by management approaches encountered in own work contexts. This should highlight work specific knowledge and understanding, skills, competencies and confidence in doing the work role. The drivers for this can be professional qualifications, work training and organisational support in terms of career development processes from appraisal or managerial coaching and even career conversations.  Critical reflection against work systems and own performance is necessary.

 

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