Developing an Effective Team through Continuous Training

As a manager of HSC, identifying gaps in performance is crucial to develop measures for continuous training. This can be achieved by leveraging HRD expertise (Ellinger & Ellinger, 2014) and focusing on strategic HR development (Armstrong, 2004). To improve productivity, it's essential to link HRD to organizational values (Hassan, 2007) and foster a culture of continuous learning. Additionally, corporate universities can serve as a catalyst for HR development (Holland & Pyman, 2006). The importance of human resources management in healthcare is also highlighted (Managing Human Resources in Health and Social Care, 2015).

MANAGING
HUMAN
RESOURCES
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TABLE OF CONTENTS
Introduction......................................................................................................................................3
Task 1...............................................................................................................................................3
1.1 Factors required to consider for planning the recruitment of an individual..........................3
1.2 Evaluation of different approaches used to ensure the selection of individuals....................4
1.3 Employment of various key legislation and policies to ensure the selection of the ‘right’
individual.....................................................................................................................................5
Task 2...............................................................................................................................................5
2.1&2.2 Theories of interaction in group and evaluation of different approaches which is used
to develop effective team.............................................................................................................5
4.1 Theories of leadership............................................................................................................7
4.2 Management of teams in HSC...............................................................................................8
4.3 Evaluation of own development............................................................................................8
Task 3...............................................................................................................................................9
Conclusion.......................................................................................................................................9
References......................................................................................................................................10
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INTRODUCTION
Human resource management is one of the managerial activities of an organization. It is
very important to manage human resource of a company as human resource is the most
important asset for an organization without which financial and physical resources cannot be put
into use (Bell, 2012). For this purpose, human resources management should perform all the
function which is basically recruiting and selecting, training, directing, motivating, monitoring,
controlling, etc. in an effective manner so that employees of an organization can be made
satisfied. This report carries out discussion about human resource management of health and
social care where human resource management of London Bridge Hospital has been done.
Further, this report emphasizes on recruitment and selection of key employees in HSC and how
those employees interact in group. Furthermore, discussion has been made on the training and
development of human resources and the type of leadership which can be applied in order to
manage team of human resource in health and social care (Brooks and Nafukho, 2006).
TASK 1
1.1 Factors required to consider for planning the recruitment of an individual
London Bridge Hospital is a privately owned hospital where post of senior doctor in
cardiac, senior nurse and assistant HR manager are vacant. For this purpose, recruitment has to
be done. Before recruitment, complete planning has to be done so that effectiveness can be
brought. There are various factors which are required to be considered while planning for the
recruitment process. Some of the factors are discussed as follows:
1. Internal Factors Succession Planning: If organization has already done or intend to do succession
planning then recruitment can be done internally. This will enable the HR manager to
develop quality of required post in a person who is going to fill the vacant place. Change in Organizational Policy: This factor is required to keep in mind before planning
recruitment. If company wants to change its organizational policy than recruitment
should be done accordingly (Ellinger and Ellinger, 2014).
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 Turnover Rate: Turnover rate of an organization should be considered while recruiting
the employees. If there is high turnover rate then agreement should be made with the
candidates who will bind the employees for minimum period of 1 year.
2. External Factors Labour Market Supply and Demand: It should be ensured that there is an adequate supply
of labors in a market whenever organization demands for the workforce (Hassan, 2007).
 Economic Factor: HSC should assess economic environment because if there is crisis
than company cannot pay appropriate salary to the hired employees.
1.2 Evaluation of different approaches used to ensure the selection of individuals
After planning and doing recruitment process the next step is to select best individual for
the London Bridge Hospital. There are various approaches used for ensuring best individual in
an organization. Some of the approaches are as follows:
 Interviews: Every candidate should be closely interviewed so that behavior, attitude and
communication skills can be assessed. During interview process, interviewer should ask
questions related with organization and related skills as well as about current scenario
which will help in knowing knowledge of a person (Holland and Pyman, 2006).
 Psychometric Tests: Some of the tests should be conducted through which IQ, EQ,
analytical skills; Interest field, etc can be checked and through which firm can get
required skilled personnel.
 Observation: In this, candidate is given the responsibility to treat service user and senior
manager will test its abilities and skills. After that, service user will be asked to give
reviews about candidate's performance.
 Reviews from former employer: Organization can also take reviews from former
employer so that best employee can be selected. If a person gets good reviews than
company should employ them by considering other skills of that person (Jain, 2005).
 Interview by a team: A whole team consists of HR, Professionals, multidisciplinary
employees who will take interview of candidates and a joint decision will be taken and
accordingly best individual will get selected (Khan and Sheikh, 2012).
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1.3 Employment of various key legislation and policies to ensure the selection of the ‘right’
individual
While selecting a candidate, HSC has to take care about various legislative policies in
order to ensure smooth selection process of an employee. Federal and provincial government has
influenced human resource management through laws and several regulations. This directly is
related with recruitment and selection process and procedures. If all the legislative policies are
employed then company can choose right, ethical and best employee for London Bridge Hospital
(Koskela and Palukka, 2011). IF the entire legal frameworks are adopted than unethical practices
can also be avoided such as recruiting on the basis of discrimination and rejecting the suitable
candidate. Some of the regulations are employees relevant and current legislation, codes of
practice and policies which is related to worker rights, health and safety, diversity, anti-
discriminatory practice, care standards, etc. Also the laws of Employment Act 2008,
Employment Relations Act 2004, and Sec Determination Act are considered by the company
before selecting a right candidate.
Some of these acts provide guideline to the employer for recruitment and selection
procedures. Hence, human resource manager should seriously consider these laws before
developing recruitment and selection procedures in order to select the right candidate
(Nikandrou, Brinia, and Bereri, 2009).
TASK 2
2.1&2.2 Theories of interaction in group and evaluation of different approaches which is used to
develop effective team
There are various theories related to group interaction which shows that how group is
form and how employees interact with each other in order to accomplish goal of a group as well
as the organization. Some of the theories are as follows:
1. Tuckman Theory of group formation: Tuckman gave the theory on group formation
and showed how group is formed in an organization for a single purpose and when the
purpose gets completed, the group gets dissolved. There are 5 stages in group formation
the first is forming which is an initial stage and the group members seems to have
positive and polite attitude. Some gets confused as they did not understand the given task
and some are excited. In HSC, a group of doctors, nurses, ward boys, management is
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formed order to accomplish a specific task (Tomé, 2011). Second stage is Storming
where people in a team push each other out of boundary and does not like the way others
work. Many conflicts arise between team members. Third stage is of Norming where
people gets used to the working style of each other and start resolving their conflicts,
appreciate each other. Fourth stage is performing where group members put great efforts
and do hard work which leads to achievement of group goals. Last stage is of Adjourning
where after the completion of a particular project or task, the group members get
dispersed according to the organizational structure. In HSC, multidisciplinary groups are
formed according to the nature of people and because of this they start resisting each
other. Later people starts appreciating each other’s work and put hard efforts in
accomplishing the task of critical treatment. After the completion of treatment, they get
dispersed.
2. Belbin Team Roles: There are 9 roles which group members play in a HSC and through
this; they interact with each other (Armstrong, 2006). In an Action oriented roles they are
shaper which is challenging, dynamic and has courage to overcome barriers; implementer
who plans strategy and carry it out effectively. Completer who sees that task get
completed without any errors. In a People-oriented role there are coordinator who
coordinates all the people and work; team worker who work politely in a team and has
creative ideas; resource investigator who interact and make contact with other people and
gather resources for the group. Last are Cerebral Roles in which there is planter who
monitor, evaluate for e.g. Specialist such as Cardiac doctor, senior doctor, etc.
Evaluation of different approaches
There are various approaches which can be used in an organization in order to develop
effective team. Some of them are as follows:
 Team Purpose: The purpose of group formation should be valid and effective and it
should be duly communicated to all the members so that group becomes effective.
 Empowerment of team: In this, group should be given power so that they can take
decisions by their own (Armstrong, 2004). This would enhance their morale and thus
team would become effective.
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 Strong leadership: There are 3 types of leadership and leaders should apply three types
in the group according to situation so that team member gets motivated and do not feel
that they are bound or not directed.
 Role Identification: Roles of each group member should be properly identified and
defined to particular individual. So that any individual do not feel loaded or completely
redundant.
 Team Morale: Leaders should enhance and boost morale of each group members by
applying various motivational techniques. This will ensure development of effective
groups (Aswathappa, 2008).
4.1 Theories of leadership
There are several theories of leadership which is propounded by great philosophers and
leaders and can be applied in London Bridge Hospital in order to lead a multidisciplinary group
for performing several tasks. Some of the theories are enumerated below:
1. Trait Theory: This theory states that people are born with certain qualities of leadership
which will make them excel in leadership roles. In London Bridge, manager should
identify those employees who are born with leadership qualities and that person should
be allowed to lead a group of multidisciplinary members.
2. Contingency Theory: It was founded in the year 1960 and the founder of this theory
argued that there is no single method of leading a group (Buxman and Wehrenberg,
2012). Every leadership style is based on a certain situations. In London Bridge Hospital,
a leader should be allowed to lead a group in their own method depending upon situation
and set format should not be given to the leaders. This will ensure effective development
of a group.
These theories can be adopted in HSC in order to build and develop an effective group
along with great leader which can motivate, direct and lead a group in an efficient manner and
thus a group with effective leaders will help in accomplishing the group and organizational goals
(Chansler and Swamidass, 2010).
4.2 Management of teams in HSC
Team management is the ability of an organization to administer and coordinate a group
in order to perform a task in an effective manner. it can be managed by encouraging teamwork,
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communication, objective setting and performance appraisal (Cohen, 2003). In London Bridge, a
HR manager can manage the working team by adopting various approaches which are described
as follows:
1. Build Effective Teams: Manger should identify people and their skills and then make
effective team of multidisciplinary in order to manage working of a team in a most
effective manner.
2. Effective Communication: After development of a team, manager should communicate in
a proper manner by their leaders so that ambiguity can be avoided and members of a
group will not have any confusion regarding the work and organization (The importance
of human resources management in health care: a global context, 2015).
3. Responsibility Sharing: The responsibility related to work should be shared equally
among members of team so that any employee does not feel avoided or redundant.
4. Performance Appraisal: Regular appraisal of work performance of a team should be done
and they should be motivated by providing rewards so that team's morale can be boosted
and thus, it will lead to effective performance by team members (Koskela and Palukka,
2011).
These are some of the techniques which will ensure effective management of a working
team in a London Bridge Hospital.
4.3 Evaluation of own development
After adopting the management approaches which is recruiting and selecting employees,
building team, managing team, identifying leaders, providing training and development, etc. It
can be evaluated that I have learnt many things during completing this process (Brooks and
Nafukho, 2006). I have learnt to manage more than one team and task at a single time which was
lacking in me. Secondly, I also developed skills of time-management which helped me in
tackling regular tasks in HSC. Similarly, I gained knowledge and experience about the outer
world by communicating and interacting with service users and other stakeholders. Similarly, I
also learnt from employees by interacting with them and got to know about various skills which I
do not possess. This managerial approach has helped me in getting clear information about
information and about each and every employee of this organization which can help me in future
while conducting performance appraisal. I can also say that overall career enhancement has been
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done which will help me in getting better opportunities in the future (Managing Human
Resources in Health and Social Care, 2015).
TASK 3
Covered in PPT
CONCLUSION
After preparing this report on human resource management in health and social care, it
can be concluded that there are several factors which are required to consider before conducting
recruitment and selection process and also legislative policy should be taken care while selecting
people. It can be inferred that, in HSC also groups are made and those groups are to be managed
in order to bring effectiveness in team working and achieving goals of an organization. Similarly,
various theories should be implemented in order to develop effective team. The manager of HSC
should identify gaps in performance of an employee and develop several measures to provide
continuous training to them.
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REFERENCES
Journals
Bell, G., 2012. Playing the HR field: An interview with R. Wayne Pace, founding president of
the Academy of Human Resource Development, and author of Human Resource
Development: The Field. Human Resource Management International Digest. 20(7). pp.
39–41.
Brooks, K. and Nafukho, M. F., 2006. Human resource development, social capital, emotional
intelligence: Any link to productivity?. Journal of European Industrial Training. 30(2).
pp.117–128.
Ellinger , E. A. and Ellinger, D. A., 2014. Leveraging human resource development expertise to
improve supply chain managers' skills and competencies. European Journal of Training
and Development. 38(1/2). pp. 118–135.
Hassan, A., 2007. Human resource development and organizational values. Journal of European
Industrial Training. 31(6). pp. 435–448.
Holland, P. and Pyman, A., 2006. Corporate universities: a catalyst for strategic human resource
development?. Journal of European Industrial Training. 30(1). pp. 19–31.
Jain, P., 2005. Strategic human resource development in public libraries in Botswana. Library
Management. 26(6/7). pp. 336–350.
Khan, B. M. and Sheikh, N. N., 2012. Human resource development, motivation and Islam.
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Koskela, I. and Palukka, H., 2011. Trainer interventions as instructional strategies in air traffic
control training. Journal of Workplace Learning. 23(5). pp. 293–314.
Nikandrou, I., Brinia, V. and Bereri, E., 2009. Trainee perceptions of training transfer: an
empirical analysis. Journal of European Industrial Training. 33(3). pp. 255–270.
Tomé, E., 2011. Human resource development in the knowledge based and services driven
economy: An introduction. Journal of European Industrial Training. 35(6). pp. 524–539.
Books
Armstrong, M., 2004. Strategic Human Resource Management A Guide to Action. Thomson-
Shore. Inc.
Armstrong, M., 2006. Strategic Human Resource Management a Guide to Action. Thomson-
Shore Inc.
Aswathappa, K., 2008. Human Resource and Personnel Management. Tata McGraw-Hill
Publishing Company Ltd.
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Buxman, R. R. and Wehrenberg, C. M., 2012. Performance Improvement Guide. Government
Printing Office.
Chansler, P. and Swamidass, P. M., 2010. Self-Managing Work Teams, an Empirical Study of
Group Cohesiveness in “Natural Work Groups”. Prentice Hall of India
Cohen, G. B., 2003. Just ask Leadership Why Great Leaders Always Ask the Right Questions.
Thomson-Shore Inc.
Online
Managing Human Resources in Health and Social Care. 2015. [Online]. Available through
<https://www.kibin.com/essay-examples/managing-human-resources-in-health-and-
social-care-FH6leHYn>. [Accessed on 2nd December 2015].
The importance of human resources management in health care: a global context. 2015.
[Online]. Available through
<http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1552082/>. [Accessed on 2nd
December 2015].
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