Managing Human Resources in Health and Social Care

This document discusses the importance of managing human resources in health and social care, focusing on factors to consider when planning recruitment, the legislative framework influencing selection and recruitment, and different approaches to ensure the selection of individuals. It also explores theories of how individuals interact in groups and different approaches to develop effective team working.

Managing Human Resources
in Health and Social Care

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Factors to be considered when planning recruitment.......................................................1
1.2 Legislative framework influence selection, recruitment and employment......................2
1.3 Evaluating different approaches to ensure selection of individuals.................................2
TASK 2............................................................................................................................................3
2.1 Explain theories of individuals interact in groups in types of team.................................3
2.2 Evaluating different approaches to develop effective team working in health and social
care.........................................................................................................................................4
TASK 3............................................................................................................................................5
TASK 4............................................................................................................................................5
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
Managing human resources in health and social care is one of the crucial task to be
perform by HR personnels. Selecting right employee possessing skills, abilities and experience is
important and complex task. Present report deals with St Margaret's Nursing Home which is
facing difficulties in managing workers. Employee turnover is maximised and as such, more and
more workers are leaving the job. Report highlights various factors that are to be considered to
recruit employees and at the same time retain them in the best possible manner. Thus, health and
social care would be able to minimise staff turnover and as such, better services may be imparted
to patients with much ease.
TASK 1
1.1 Factors to be considered when planning recruitment
Recruitment is quite important and to select best individuals is one of the crucial task for
the health and social care for increasing efficiency with much ease. St Margaret's Nursing Home
is facing with staffing problems and employee turnover is increased as well. Thus, it is required
to plan for efficient employees who can carry out work in the best possible manner. There are
various factors which are to be considered in planning employment. First factor is to take into
account overall aim of health and social care (Cascio, 2018). This is particular important for St
Margaret's Nursing Home as main aim is to retain staff and decrease employee turnover in
effectual way. Moreover, it is required that well-structured strategies should be planned and
implemented to decrease turnover rate. Another factor is that if new job has to be created, then
skills, capabilities and experience of individuals should be taken to recruit best among all.
Furthermore, for retaining hired employees, needs and demands should be analysed.
Growth and development opportunities, incentives and motivating environment may be provided
in order to retain them for longer period. On the other hand, if new talents are to be hired, then
advertisement can be posted in newspapers, recruitment agencies, magazines and as such, better
workforce may be selected with much ease (Mintzberg, 2018). Thus, St Margaret's Nursing
Home can easily plan for hiring new staff and as such, overall performance may be enhanced in a
better way.
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1.2 Legislative framework influence selection, recruitment and employment
The legislative framework and policies have impact on selection and employment process
in UK. There are various laws that initiate control on recruitment process. Some are discussed
below-
1. Employment Rights Act, 1996
This legislative framework provides that employees have several rights while working in
the organisation. They are protected from unfair dismissal, proper notice should be provided
before termination, redundancy payments etc. Thus, St Margaret's Nursing Home has to take into
account while hiring individuals as it impacts functioning quite adversely. Hence, rights should
be provided to employees (Martin and Manley, 2018).
2. Equality Act, 2010
This is another important Act as it states that discrimination should not be made by
employer before recruiting employees in health and social care. This means that equal
opportunities must be imparted to workers and no discrimination should not be made on factors
such as race, colour, sex, ethnicity and other social factors.
3. Safeguarding Vulnerable Groups Act, 2006
This is another important aspect which states that protection shall be provided to servicd
users from the vulnerable groups and as such, they should not be recruited in the health and
social care. Furthermore, it is required that adults may not be harmed by such offenders and they
should not be hired in order to give safe and secure environment to service takers.
4. CQC (Care Quality Commission)
CQC ensures that adequate services may be provided to patients and services should be
improved. Moreover, CQC regulates policies from time to time so that rights of service users
may be protected in a better way (Lawler, 2018).
1.3 Evaluating different approaches to ensure selection of individuals
The selection process of individual is based on various aspects which are required to be
taken into account by St Margaret's Nursing Home. The selection process starts when CV
(Curriculum Vitae) is provided by the candidate. HR manager then scrutinise various application
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received in the health and social care. After that, employees are judged on the basis of skills,
abilities and as such, selected individuals are called for an interview which is conducted panel of
experts. The candidates are then questions in order to test skills. With regards to questions asked,
answers are usually recorded and grades are imparted in the best possible manner. Hence, scores
are provided at the end of interview and individual who has scored well is offered job. This
approach tests the behaviour of candidate and job is provided but actual capability to fulfil the
vacant position is not found in this approach (Boxall, 2018).
Another approach by which the best individual can be selected is assessment centre. This
is the assessment that involves testing of knowledge of candidates by varied exercises such as
one to one role plays, initiating psychometric tests, behavioural tests. Moreover, skills and
capabilities testing are also done in order to recruit the best candidate out of several with much
ease. Thus, from these kinds of tests, assessor may be able to observe which individual has
performed well and as a result, job can be offered in effectual manner. Hence, these are the
approaches which are helpful for assessing and selecting employees in the health and social care
quite effectually.
TASK 2
2.1 Explain theories of individuals interact in groups in types of team
The interaction of team members is required in health and social care to achieve tasks in
the best possible manner. In relation to this, Tuck man Model can be highlighted in this context
of interaction of team members in St Margaret's Nursing Home. The model has five stages that
are discussed below-
1. Forming-
This is the first stage in which all the team members act as strangers. They do not know
each other and as such, it is the responsibility of management to guide employees so that they
may accomplish stated objectives. Moreover, employees face difficulties and challenges at this
stage (Marchington, Wilkinson, Donnelly and Kynighou, 2016).
2. Storming-
Storming is the stage where conflicts arise between members. These issues arise as
different ideas are initiated to tackle problems. But as they start interacting with each other,
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conflicts are arises and as such, it s required that management resolves the same in effectual
manner.
3. Norming-
This is the stage where members take into consideration viewpoints of the management
in order to accomplish tasks in the best possible manner. It is attained as workers understand
importance of activities to be achieved by them for the betterment of institution.
4. Performing-
Workers trust each other and healthy working atmosphere is developed. They work in the
groups in accordance to the guidelines stated by leader and as such, quality work is carried out
by them in effectual manner (Mossialos and et.al, 2015).
5. Adjourning-
This is the last stage of Tuck man Model as performance of employees are reviewed and
monitored with much ease. It is required in order to inject efficiency if any deviations exist and
as such, improvement may be done quite effectually.
2.2 Evaluating different approaches to develop effective team working in health and social care
There are many approaches which can be used to develop effective team working in St
Margaret's Nursing Home. This would help to remove deficiencies in effectual manner and as
such, staff turnover may be reduced. Approaches such as brainstorming and exercises of team
building can be done in order to build team working with much ease. Starting with brainstorming
that implies that members in a team generated new ideas and as such, health and social care
implements the same for increasing efficiency in effective way. Furthermore, ideas are freely
exchanged which maximises morale of employees as their ideas are implemented by
organisation. This help health care to achieve goals and remove deficiencies and collaborative
work can accomplished in the best possible manner (Zingg and et.al, 2015).
Brainstorming is quite useful for St Margaret's Nursing Home as it is facing difficulties in
retaining existing staff. By implementing ideas of employees, institution may be able to achieve
morale of workers and as such, complex problems may be resolved in a better way by stating
solutions. Moreover, there are issues by which employees are leaving such as inadequate
working conditions, low pays, inflexible working time and many other as well. Thus, collective
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decisions may be easily made by management so that problems may be resolved in effectual
way. Another approach is to take feedback from employees in order to resolve issues with much
ease and as such, improvement can be done as well. This will bring harmony in the health and
social care quite effectually. Another approach is to have effective communication channel
which will help St Margaret's Nursing Home to exchange information with much ease. This can
be accomplished through communication channels such as emails, conversations on telephone
and even face-to-face communication. Thus, these approaches are useful for building effective
team working.
TASK 3
Enclosed in ppt
TASK 4
Enclosed in poster
CONCLUSION
Hereby it can be concluded that managing human resources in health and social care is
one of the important and complex task required to be perform by HR director in the best possible
manner. In relation to this, selection and recruitment process is significant candidates should be
evaluated on various basis to test skills and capabilities in better way. In the case study, main
issue is to retain employees and as such, strategies such as increasing salaries, rewarding bonus
to workers should be done in order to retain them in the best possible manner. Moreover,
behaviour theory should be implemented in St Margaret's Nursing Home for extracting benefits
in effective way.
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REFERENCES
Books and Journals
Arnaboldi, M., Lapsley, I. and Steccolini, I., 2015. Performance management in the public
sector: The ultimate challenge. Financial Accountability & Management. 31(1). pp.1-22.
Boxall, P., 2018. The development of strategic HRM: reflections on a 30-year journey. Labour &
Industry: a journal of the social and economic relations of work. pp.1-10.
Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
Jamali, D. R., El Dirani, A. M. and Harwood, I. A., 2015. Exploring human resource
management roles in corporate social responsibility: the CSR‐HRM co‐creation
model.Business Ethics: A European Review. 24(2). pp.125-143.
Langabeer, J. R. and Helton, J. R., 2015. Health care operations management. Jones & Bartlett
Publishers.
Lawler, J., 2018. The rise of managerialism in social work. In Management, social work and
change (pp. 33-56). Routledge.
Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource
management at work. Kogan Page Publishers.
Martin, A. and Manley, K., 2018. Developing standards for an integrated approach to workplace
facilitation for interprofessional teams in health and social care contexts: a Delphi
study. Journal of interprofessional care. 32(1). pp.41-51.
Mintzberg, H., 2018. Managing the Myths of Health care. InThe Myths of Health Care (pp. 3-
11). Springer, Cham.
Mossialos, E. and et.al, 2015. From “retailers” to health care providers: transforming the role of
community pharmacists in chronic disease management. Health Policy.119(5). pp.628-
639.
Zingg, W. and et.al, 2015. Hospital organisation, management, and structure for prevention of
health-care-associated infection: a systematic review and expert consensus. The Lancet
Infectious Diseases. 15(2). pp.212-224.
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Online
Spence. 2011 Monitoring staff performance [Online] Available Through:
<http://www.profitguide.com/manage-grow/human-resources/monitoring-staff-performance-
30068>
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