Managing People in Health and Social Care: Recruitment, Team Development, and Change Management

This article discusses the recruitment process in health and social care, impact of legislation and policy, different types of teams, team development process, role of appraisal, factors that drive change, models of change, and potential barriers in health and social care management.

Managing People in
Health and Social
Care

Table of Contents
TASK 1............................................................................................................................................1
1.1 Factors involved in planning for recruitment in health and social care...........................1
1.2 The impact of legislation and policy on recruitment process...........................................1
TASK 2............................................................................................................................................2
2.1 Different types of teams found in health and social care.................................................2
2.2 Process of team development ..........................................................................................3
2.3 Role of appraisal in developing team members..............................................................3
TASK 3............................................................................................................................................4
3.1 Factors that drive change in a health and social care organisation...................................5
3.2 Two models of change commonly used in health and social care...................................5
3.3 Potential barriers to change..............................................................................................5
REFERENCES ...............................................................................................................................7

TASK 1
1.1 Factors involved in planning for recruitment in health and social care
The recruitment process in the health and social care is considered complex given the
complexity in achieving quality patient care which includes utilisation of resources and a variety
of professionals employed in different departments of healthcare sector. Staff recruitment and
management styles for hiring professionals in healthcare sector is managed by appropriate
human resources (HR) strategies to meet the quality and efficiency of institutional goals of the
organisation (Konttila and et. al., 2019). The HR team should manage the candidates and inform
the people about their jobs and responsibilities which includes working hours, job purpose,
location etc. The recruiters should comply by the national employment laws put forward by NHS
for fair practices which are to be followed. It is also crucial for recruiters to be fair and
transparent about the hiring professionals and not follow any practices of favouritism. Most HR
strategies in health and social care organisations in the United Kingdom ensures employment
solely based on the knowledge and skill set of candidates. In recent times, psychometric tests are
performed to rectify the behaviour-related issues or differences faced by candidates (Jaffe and et.
al., 2020). The size of the organisation or healthcare institution is also considered on of the most
important factors which impact the recruitment process. Furthermore, personnel policies of the
institutions along with the governmental policies on reservations are some other factors
influencing the recruitment process in health and social care. The different needs of the
organisation also play an important role in the recruitment lifecycle as candidates will be hired
on the basis of requirements put forward by healthcare institutions.
1.2 The impact of legislation and policy on recruitment process
The legislations and policies are imposed by governmental organisations. The health and
social care sector is required to comply by these standards while recruiting new staff members
for the organisation. During the recruitment process, the organisation must comply by the
Equality Act (2010) which suggests, that employers are bound to treat the candidates fairly
without discrimination on the basis of caste, creed, colour and religion. Another act which
protects the rights of the employees is Employment Rights Act (1996), which is basically a
written statement for about the basic details of the job and the candidate (Meng and et. al., 2019).
The amount of time that employees spend on their jobs is protected by Working Time regulations
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(2003), which suggests that an employee's working week must consists of a maximum of 48
hours and 5.6 weeks of paid annual leave. The HR department is required to comply by the
recruitment policy which allows the healthcare institution to be consistent and fair during the
hiring process. This policy involves equal participation along with consistency in fair practices
(Riccucci, Naff and Hamidullah, 2019). Other laws and regulations that impact the hiring process
are Equal pay act, Age discrimination in Employment Act and Immigration reform and Control
Act.
TASK 2
Effective and collaborative team is developed to ensure the patient safety and enhance
patient outcome. Increasing co-morbidities and complexity of specialisation of care has increased
the requirement of developing effective team in health and care. There was a time that a health
practitioner was able to solely provide quality health care to patient. A global demand for quality
patient care and evaluation in health care necessitate demand of a effective collaborative
teamwork to meet with patient requirements. Patient-centred care team are being developed to
ensure patient safety and good health outcomes (Taylor, K., 2020). A number of specialists work
together to meet with exception health requirements of patient. Team leader motivate and
encourage team members to work hard to enhance patient outcome. This report highlights
monitoring and promoting the development of team working in health and social care. A team is
defined as set of two or more members, working together to attain a common goal. A team with
poor communication increases the risk for patient. Inadequacy of communication cause chances
of adverse effects and medical error. Lack of purposeful team leads to wastage of time. An
effective team facilitate transparent communication between team members and patients to
gather and analyse required information. Members of the team team need to hare specific
characteristics including should aware of goal of team members and interact with each other to
accomplish it, possess complementary and specialised skills and knowledges, act as collective
unit to accomplish the goal effectively, take decisions and function under high-workload
conditions.
2.1 Different types of teams found in health and social care
There are different types of team has been developed in health and social care. Core
teams have been developed to provide care and support to patients. Team members consist of
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assistants, doctors, pharmacists, dentists and nurses. Team leaders are appointed to direct the care
team to accomplish a common goal. Coordinating teams are reliable for coordinating functions,
resource management for core teams and operational management. Contingency teams have
Eben developed to deal with emergency cases. Ancillary teams are responsible to facilitate
cleaning facilities to patients (Nurse, A., 2019). The ancillary team offers cleaning services to
maintain hygiene with the purpose to prevent infectious diseases.
2.2 Process of team development
It has been analysed that development of an effective team to meet with patient's requirements,
following stages need to followed:-
 Storming:- it is very tough stage where team members are not agreed to proceed for a
common assigned task and creates conflict among team members. Usually, members of
the team get frustrated and aggressive when all are not agreed to proceed and find unable
to perform the task (Yardley and et. al., 2020).
 Norming:- Team members need to communicate openly and establish as transparent
communication to accomplish the task effectively. Communication patterns are
established to facilitate open communication.
 Performing:- Team need to emphasise to attain the goal effectively. Now, the team is
resourceful, effective, supportive, open and trusting and close.
 Forming:- It is characterised with confusion and ambiguity. At this stage, team members
are unclear and confused about the assigned task. Team members are communicate in
impersonal and superficial manner.
2.3 Role of appraisal in developing team members
Appraisals offer chances to identify and encourage employee in order to accomplish the task
effectively. It is helpful to make employees feel being valued for the work, they are working for
(Henshaw, 2019). Appraisal motivates to monitor the performance and progress regularly which
help to attain the goal of assigned task. Appraisals plays a vital role in developing team members
as provide adequate feedback to individual team member to improve his performance. Appraisal
helps to modify and make changes to access effective working habits to work effectively.
Appraisals assist to provide information to team leaders with which they can assign further
projects. Increasing salary make team members work hard to make personal benefits. It
motivates them to make money by accomplishing the given task. Rewards encourage team
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members to make their contribution to complete the task effectively to have better outcome.
Team members are more likely to work hard to achieve organisational goals when they get
appreciated for making contribution. Team appraisal is very important because it ensures team
members are working to the required standard to achieve a common goal. It also reveals the
member's eligibility to perform a task. With the purpose to get appraisal team members develop
their skills and knowledges to maintain their good image in front of manager.
TASK 3
Change management involves five stages including preparing the organisation for
change, craft a vision and plan for change, implement the changes, embed changes within
organisational culture and practices and analyse the outcomes. To make changes it is very
necessary to identify the goals to develop a strategy to accomplish it. Gathering relevant
informations is very compulsory to make organisational changes (Haslam and et. al., 2018).
Targeting specific goals to attain helps to develop a strategy. Achievable goals boost the energy
of team members to achieve the target. Identification of goals to make changes help to target the
goal easily. It is very important to analyse the impact of changes on organisation. Objectives set
to make changes have a substantial effect on organisational operations. Many interviews are
conducted with the stakeholders to determine in which terms business is going to be affected.
Assembling a change management team is very important to access organisational changes.
Team leader support and assist team members to achieve the goals effectively. Team members
need to communicate effectively and comfortably to work together effectively. A change
management team generally includes a sponsor, a project manager, change team leadership and
change team members. Strategies are developed to implement the changes effective to make
profit. A plan need to be formulated to encourage team members to work according to the plan.
Sharing knowledges and updating results are helpful to make changes. Appropriate training is
required to assess the gap between the current status and required level of performance. Easiest
task need to be top of the list. It assist to encourage and boost confidence to implement the
changes. Evaluation of approaches and constant feedback is very helpful to monitor and analyse
the change plan. Team members develop problem-solving strategies to make appropriate
organisational changes.
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3.1 Factors that drive change in a health and social care organisation
Increasing demand and treatment cost, advanced technology, market forces, political influences,
more choices for patients, need for improvement in quality of health services are different factors
which drive the changes. Increasing treatment cost is hindering the equal access to health and
care services (Fields, 2019). Changes are required to be made to lower the cost price of medical
services. To promote the changes in health and social care some tactics are used including
introduce new concept, importance of persuasion for health care administrator, set stage for
changes, prepare company to make changes, gather information and resources and learn more.
Political commitments also promotes changes in health and care. Politicians make commitments
to citizens to make changes in health and care system in order to improve their health. Changes
in health and care help to offer more and more treatment facilities to patients.
3.2 Two models of change commonly used in health and social care
The two most effective models which are applicable to health and care system includes ADKAR
change management model and McKinesy 7-S change model. ADKAR model is based on Prosci
methodology. It includes five stages: ability, reinforcement, desire, knowledges and awareness.
Team need to aware about the organisational need. Team members are required to make
contribution to achieve organisational goals. Workers becomes aware about the required
organisational changes and strategies need to be implemented. It is very important to have
potential to access the tasks. Employees need to capable of accomplishing the task, does not
matter if they find it difficult. Team leaders analyse the outcomes to determine the impact of
changes. McKinsey model includes seven elements: strategy, structure, systems, shared values,
staffs, style and skills (Ball and et. al., 2021)
3.3 Potential barriers to change
There are number of barriers comes in way to make organisational changes including lack
of change management knowledge skills, poor cross-functional team work, insufficient resources
and tight timelines, lack of accountability,assuming change will come easy, inappropriate
organization structure and underestimating the complexity of the change process. Lack of clarity
always hinder to accomplish the task effectively. Lack of governance results misleading. These
barriers create obstacle to accomplish the goals in the given time. Develop a effective team,
identification of goal, develop strategies, appropriate organisational changes and gathering
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knowledge to make changes are some tactics to overcome with the arising barriers (Zaka and et.
al., 2020).
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REFERENCES
Books and Journals
Ball, G.D., Sebastianski, M., Wijesundera, J., Keto‐Lambert, D., Ho, J., Zenlea, I., Perez, A.,
Nobles, J. and Skelton, J.A., 2021. Strategies to reduce attrition in managing paediatric
obesity: A systematic review. Pediatric Obesity, 16(4), p.e12733.
Fields, R., 2019. New Strategies for Condition Management Within Value-Based Care:
Managing chronic conditions must involve behavior change, new data sources, and new
clinical roles. Generations.
Haslam, C., Jetten, J., Cruwys, T., Dingle, G.A. and Haslam, S.A., 2018. The new psychology of
health: Unlocking the social cure. Routledge.
Henshaw, P., 2019. Managing epilepsy in the school environment. British Journal of School
Nursing, 14(6), pp.278-282.
Jaffe, D.H., Lee, L., Huynh, S. and Haskell, T.P., 2020. Health inequalities in the use of
telehealth in the United States in the lens of COVID-19. Population Health
Management, 23(5), pp.368-377.
Konttila, J., Siira, H., Kyngäs, H., Lahtinen, M., Elo, S., Kääriäinen, M., Kaakinen, P.,
Oikarinen, A., Yamakawa, M., Fukui, S. and Utsumi, M., 2019. Healthcare professionals’
competence in digitalisation: A systematic review. Journal of clinical nursing, 28(5-6),
pp.745-761.
Meng, X., Tan, X., Wang, Y., Wen, Z., Tao, Y. and Qian, Y., 2019. Investigation on decision-
making mechanism of residents’ household solid waste classification and recycling
behaviors. Resources, Conservation and Recycling, 140, pp.224-234.
Nurse, A., 2019. Managing Madness: Weyburn Mental Hospital and the Transformation of
Psychiatric Care in Canada by Erika Dyck and Alexander Deighton. The Canadian
Historical Review, 100(4), pp.656-657.
Riccucci, N.M., Naff, K.C. and Hamidullah, M.F., 2019. Personnel management in government:
Politics and process. Routledge.
Taylor, K., 2020. Responding to and minimising staff trauma: A session for practitioners and
managers-managing trauma in homelessness service delivery. Parity, 33(1), pp.31-33.
Yardley, L., Amlôt, R., Rice, C., Robin, C. and Michie, S.F., 2020. How can we involve
communities in managing the covid-19 pandemic?. BMJ Opinion.
Zaka, A., Shamloo, S.E., Fiorente, P. and Tafuri, A., 2020. COVID-19 pandemic as a watershed
moment: A call for systematic psychological health care for frontline medical staff. Journal
of Health Psychology, 25(7), pp.883-887.
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