Healthcare Professional Leadership and Selection

This assignment delves into the critical aspects of healthcare leadership, examining the current practices and their effectiveness. It analyzes the process of selecting employees within a hospital setting, highlighting potential shortcomings and suggesting improvements. Furthermore, the assignment explores various theories of group behavior, particularly focusing on the dynamics within multidisciplinary teams in healthcare.

MANAGING
HUMAN
RESOURCES IN
HSC

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................4
TASK 1............................................................................................................................................4
1. Explaining the consideration of factors during planning for recruitment................................4
2. Human resource requirement and job description and person specification...........................4
3. Overview of legislative and policy frameworks affecting recruitment and selection.............6
4. Discussion on process of selection of employees in hospital..................................................7
5. Reflection on the recruitment and selection process of an organization.................................7
TASK 2............................................................................................................................................7
1. Theories of group behaviour....................................................................................................7
2. Analysis of types of teams.......................................................................................................8
3. Critical assessment of role of empowerment of individuals and teams...................................8
4. Reflection on teamwork activities...........................................................................................9
TASK 3............................................................................................................................................9
1. Analysis of the performance management system...................................................................9
2. Discussion on the difference of training and development......................................................9
3. Assessment of strategies to promote continuous development of professionals...................10
4. Reflection on the performance assessment and training and development process..............10
TASK 4..........................................................................................................................................11
1. Key differences between a manager and a leader..................................................................11
2. Difference between transactional and a transformation leadership and suitability of each
leadership styles to the health or care industry..........................................................................11
3. Emotional intelligence and critical assessment of the model suitability to the health or care
industry......................................................................................................................................11
4. Assessment on own attributes and qualifications..................................................................12
5. Leadership and management of own organization................................................................12
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................14
APPENDIX 1.................................................................................................................................16
4. Discussion on process of selection of employees in hospital................................................16
APPENDIX 2.................................................................................................................................16
1. Theories of group behaviour..................................................................................................16
APPENDIX 3.................................................................................................................................16
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2. Analysis of types of teams.....................................................................................................16
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INTRODUCTION
Managing human resource in an organization is highly important in order to carry out the
the management of financial and physical resources in a most effective manner. It is one of the
managerial activities of an organization. Further, in a general manner human resource
management is required in each and every sector that is manufacturing unit, service sector or
health care organization (Bell, 2012). It carries out all the function that is recruiting and
selecting, training, directing, motivating, monitoring, controlling, etc. in an effective manner so
that employees of the company can be made satisfied. This report is mainly focused on the
management of human resource at Queen Elizabeth Hospital in London. Further, this report
describes the process of recruitment and selection in HSC. Moreover, strategies have been
described which is used for building effective teams. Furthermore, discussion has been made on
the systems for monitoring development. In addition to this, approaches have been made for
managing people that are working in HSC (Ellinger and Ellinger, 2014).
TASK 1
1. Explaining the consideration of factors during planning for recruitment
Queen Elizabeth Hospital is publicly owned heath care organization in which
employment position of nurse is vacant. For this reason, recruitment planning has been done and
prior to that several factors have been analyzed which may impact this planning. There are
internal factors such as succession planning that is if company has done this kind of planning
than recruitment can be done internally (Holland and Pyman, 2006). Secondly, if there are
changes in organizational policy then hospital has to do recruitment as per the new plan. Further,
the external factors such as labor market demand and supply affects the recruitment planning.
After assessing demand in the firm and supply by the market, planning should be done. Further,
economic factors such as recession, high inflation impact the company as the enterprise cannot
pay appropriate salary to the hired employees (Khan and Sheikh, 2012).
2. Human resource requirement and job description and person specification
Human resource are highly required in the organization in order to carry out the business
activities such as for care taking, surgery, sales, marketing, budgeting, etc. These activities are
performed by using physical and financial resources (Nikandrou, Brinia and Bereri, 2009).
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Furthermore, in order to carry out the activities of care taker, a nurse has to be appointed. Job
description and person specification are described below:
Job Description
Queen Elizabeth Hospital
Company Name: Queen Elizabeth Hospital
Address: Stadium Road, London, SE18 4QH
Phone Number: 1234567890
Website: www.queenelizabethhospital.com
Job Title: Nurse
Responsible to: Executive Nurse
Summary of Position
To perform the role of a care taker of a patient prior the surgery, during the surgery and after
the surgery by maintaining high standards of quality. Along with that management of nursing
staff has to be carried out.
Duties and Responsibilities:
 Coordinates and monitor the activities of all nursing staff while delivering care of
patients.
 Prepare the month schedule of shifts of all the nurses by ensuring the appropriation of
staff in the departments.
 Facilitates and participates in any research projects.
 Responsible towards the management of quality standards in order to avoid the
mishappening.
 Complete care should be provided to the service users in order to cure their diseases.
 Emotional attachment with the patients.
 Forecast, identifies and resolve the problems in the hospital and recommends stretgies
to avoid problems in the future.
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Job Specification
Essential Criteria
Skills and abilities
1. Demonstrate theoretical, clinical and technical knowledge for working in a Queen
Elizabeth Hospital.
2. Excellent communication and interpersonal skills.
3. Ability to treat patients with dignity and respect.
4. Ability to develop and maintain compassionate relationship with service users.
5. Ability to work within the Scope of Practice.
Qualification
1. Registered in the General Division of the Register for nurses.
2. 3 year post-Registration experience.
3. Higher Diploma in Nursing Studies or experience working in specialist setting.
Experience
3 year experience in any renowned health care unit.
Attributes
1. Willing to learn and develop the career through self-learning process.
2. Must be flexible for working in shifts.
3. Overview of legislative and policy frameworks affecting recruitment and selection
There are many legal laws which are imposed on the organization and it affects the
recruitment and selection process of HR (Armstrong, 2004). Further, there are employment law
which have been introduced by the UK government and it includes all the legislative frameworks
for the employees that are appropriate remunerations, proper working hours, proper wage
structure, overtime payment, leave structure, etc. Along with that, diversity in the workplace is
also one of the policy which describes that organization do not discriminate while hiring the
culturally diversified workforce. According to the Equality Act, 2010, every employee should be
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considered equal irrespective of their age, disability, gender, race and religion and accordingly
recruitment should be done (Aswathappa, 2008). Other legislation such as Rehabilitation of
Offenders Act 1974, Equal Pay Act 1970, Work and Families Act 2006, etc. affects the
recruitment and selection process in Queen Elizabeth Hospital.
4. Discussion on process of selection of employees in hospital
In Queen Elizabeth hospital, selection of nurses are done by following steps. Firstly, by
recruiting the applicants by inviting application through various sources. Further, the company
shortlist the applications where HR manager notify the Line Manager via NHS jobs and their
short listing is done (Chansler and Swamidass, 2010). After that, shortlisted candidates are called
and structured interviews are conducted by the panel where 2 members of staff are present.
During that, line manager will check that person’s specification are matched, confirms the
criminal record explanation and all other legal requirements. After that, person is either selected
or rejected as per their performance. Employment offer is given and background reference are
checked. (for suitability refer Appendix 1)
5. Reflection on the recruitment and selection process of an organization
Based on the shadow activity which have been carried out by the hospital, a reflective can
be focused upon that is the process of recruitment and selection in this hospital is very short and
accurate (Bratton and Gold, 2012). Through this, time and cost get saved and also the suitable
employee get selected. On the contrary, this procedure is quite out dated and in today's scenario
many HSC in an industry adopt more advanced procedure for the selection of a care taker. Thus,
for recruiting a nurses in future, hospital can include more steps in selection procedure that is
taking tests such as aptitude test, practical test of care taker, etc. Through this, capability of a
nurse can be tested and this way suitable candidate can be appointed in an organization
(Lengnick-Hall and et.al., 2009).
TASK 2
1. Theories of group behaviour
Belbin's Team Role: There are 9 roles that have been defined by Belbin in a team. In HSC, a
team plays these 9 roles by one or the other way and behave accordingly. Further, there are three
basis of the team roles that is Action oriented which have shaper, implementer and completer.
Moreover, in People-oriented roles there are coordinator, team worker and resource investigator
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and lastly there is cerebral roles under which plan, monitor evaluator and specialist (Abdelhak,
Grostick and Hanken, 2014).
Tuckman's Theory: Tuck man has defined the group formation stages. This group is formed for
the purpose and when the purpose get accomplished than group get dissolved. Furthermore, there
are 5 stages of group formation that is forming, storming, Norming, performing and adjourning.
This theory helps in knowing the behaviour of group members in HSC (Storey, 2007).
These theories are helpful and get applied on the health care industry because the
working is carried out in these organization within a team. Team is formed for the purpose and
team members are of different discipline and through these theory behaviour of team can be
assessed (Dessler, 2016). For examples (refer Appendix 2)
2. Analysis of types of teams
There are several types of team which are described below: Project Teams Cross-functional Team
 Virtual Team
(Refer appendix 3)
In Queen Elizabeth, virtual team and cross-functional teams are most commonly used
because many times interdisciplinary teams are formed and they carry out specific task. Further,
virtual teams are formed as this organization is located in many parts of the world and they even
hire expert doctors for conducting operations from overseas and this way team is formed with
overseas doctors which is known as virtual teams.
In health and care industry, basically cross-functional teams and virtual teams are suitable
because the nature of task is such that where interdisciplinary teams are required. Along with
that, virtual teams are needed in order to hire experts. In this time could be saved in case of
emergency (Ellinger and Ellinger, 2014). On the contrary, cross-functional team may create
conflict as in this team senior doctors are also there and ward boy is included as well. Thus,
doctors do not prefer to work with ward-boys as their designation is highly superior.
3. Critical assessment of role of empowerment of individuals and teams
Empowering individual and teams in HSC is significantly important because there are
some aspects which only doctors and nurses have knowledge about. Further, management do not
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possess knowledge about medicals. That is why they should be empowered to take decision
accordingly (Aswathappa, 2008). However, this opportunity could be misused by individuals and
teams for their own sake. Along with that it can be inferred that the people who get empowered
may started ruling on other colleagues which may demotivate them. While, this method is highly
effective in motivating the individual and team embers to carry out the task in a most efficient
manner.
4. Reflection on teamwork activities
Based upon the shadow activities which are conducted by the Queen Elizabeth Hospital ,
it can be inferred that teamwork is highly encouraged in this organization. Further, the group
behaviour are tested by using Tuckman and Belbin theory. Moreover, company also focuses on
empowering the teams as a source of motivation so that performance can be enhanced (Bratton
and Gold, 2012). There are interdisciplinary team in the organization and they perform together
in an effective manner. On the contrary, teamwork sometimes leads to conflict and the task also
get failed due to the different mind set of the team members. For this purpose, company has to
provide training to the team members so that they can work in any of the adverse situations.
TASK 3
1. Analysis of the performance management system
In Queen Elizabeth Hospital, performance management is done by keeping records o all
the employees of the firm. On a monthly basis, record file is prepared bases on several
parameters. The HR manager see that which person is lacking in what kind of skills and on the
basis of which training is provided to that employee. For instance, a care taker nurse is lacking in
a skill of handling an older patient on jack hoist than the training for that purpose can be
provided to them (Storey, 2007). Along with that, a manager take 360 degree feedback from the
peer groups, supervisors, service users, etc. Thus, it can be inferred that performance
management is highly effective in this organization.
2. Discussion on the difference of training and development
Training basically described as the program which are organized by a firm in order to
develop a knowledge or certain skills in the employee which are useful for carrying out a
particular job. Whereas, development refers to as the organized activity under which workforce
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of the company learns and grow their career and in this overall growth of a person is done
(Training & Development, 2016).
In this organization, HR manager aims to provide training to the doctors, nurses to
maintain the quality standard and achieve the set benchmark. The training need is identified by
doing performance appraisal and if employee is lacking in certain skills than HR provides
training to them. On the other hand, HR manager organize development program such as
succession planning and career planning in order to do overall career development of a candidate
(Holland and Pyman, 2006).
3. Assessment of strategies to promote continuous development of professionals
HR manager can make various strategies in order to develop the medical professionals on
continuous basis. Further, company could arrange the Plan-Do-Check-Act(PDCA) program on a
quarterly basis to develop the professionals. Further, management could also adopt 6 Sigma
strategy to develop their medical professional. Along with that an organization can adopt the
strategy of succession planning and career planning so that continuous development can be done
(Dessler, 2016). Along with that, HR manager should encourage the professionals to adopt the
method of self-learning which can be done by conducting seminars, internet, etc. Through this,
more effective learning can be done by them on a continuous basis.
4. Reflection on the performance assessment and training and development process
Based on the shadowing activity which is being conducted by the HR manager, it can be
assessed that performance assessment is done in the organization is quite good and the
management do the appraisal on a regular basis by using observation method and 360 degree
method (Abdelhak, Grostick and Hanken, 2014). Further, company provide immediate training
to the workforce in case employees are lacking any skills which are acknowledged by the
manager during the appraisal. Further, development programmes are organized and professionals
are forced to do self-learning and continuous learning so that overall development can be done.
However, HR manager has to carry out more effective method of performance appraisal that is
they can take personal interview and self-appraisal method so that employees views could also
be taken into consideration that what they are required to learn about. Further, company should
also provide training to all the candidates and not only to those employees who are lacking in
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any skills. Additionally, HR manager has to focus more upon development programmes on a
larger scale (Bell, 2012).
TASK 4
1. Key differences between a manager and a leader
Managers and leaders often viewed similar as they both are at higher positions and
position, however, there can be seen a difference between both. In a wide era, leaders plays the
responsibilities of manager but manager can not be a leader. The managers are responsible to
manage the work however, leaders are responsible of leading a team. Manager's responsibility is
of controlling a group to accomplish a goal (Aswathappa, 2008). On the other hand, leaders must
have ability to influence, motivate a team to contribute in organizational success. The major
difference between both is that managers have subordinates and leaders have followers. The
managers are often see with creating circles of power whereas leaders create circles of influence.
2. Difference between transactional and a transformation leadership and suitability of each
leadership styles to the health or care industry
The transactional leadership theory is based on the concept of motivating subordinates by
exchanging rewards for performance (Dessler, 2016). The transformational leadership style is far
more different from transactional leadership as represents that people work more effectively if
they have sense of mission. In the health and social care settings, transformational theory is
required so that the leaders can communicate the company's vision in meaningful and exciting
manner while empowering others. The benefits of using transformational leadership in health
and social care setting is that it leads to team-building, motivation and collaboration among
health care professionals (Abdulaziz, 2016).
3. Emotional intelligence and critical assessment of the model suitability to the health or care
industry
Emotional intelligence is considered to be an asset in contexts where it becomes
significant to understand other people and to become an effective manager. At present, it has
become a relevant concept in health care, as it is important for health care professional and
practitioners to understand patients’ perspectives. The relationship between doctor and patients
plays a crucial role in rendering effective treatment of individuals. Doctors and nurses working
in the hospitals are provided training programmes to conceal their emotions and to maintain a
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professional barrier (Empathy and emotional intelligence: What is it really about?. 2016). The
role of social workers is to provide emotional and mental support to the vulnerable, on the other
hand, doctors are responsible to provide between treatments to patients while rendering
emotional intelligence wherever required.
4. Assessment on own attributes and qualifications
To become a nurse at Queen Elizabeth Hospital, I required to complete a nursing degree
and experience in handling patients and fulling their requirements. Being a Nurse at Queen
Elizabeth Hospital my roles and responsibilities are to take care of patients and check out that are
following the doctor prescription or not. I got nursing training from the above mentioned hospital
and acquired skills to perform may duties. Being at the position, I work for patients and helps
them to improve their health. In the future, I am looking for becoming a doctor in the same
hospital, therefore, I am continuing my studies at the same time working as nurse. I intend to
become a doctor in the health or care setting like Queen Elizabeth Hospital.
5. Leadership and management of own organization
Currently, I am working at the post of senior nurse at Queen Elizabeth Hospital where I
have carried out major responsibilities and played a role as a leader (Bratton and Gold, 2012). I
am managing a team of 5 nurses to whom I have to give tasks on daily basis and supervising
them for managing their tasks. The activities that I carry out on daily basis are
 I provide responsibilities to other nurses
 I encourage them to test new skills
 Provide them a safe and supportive environment
 Coaching and supervision
 Decision-making in critical situation
 To ensure effective collaboration and communication (JOB DESCRIPTION of SENIOR
NURSE. 2016).
CONCLUSION
After doing the in-depth study on management of human resource in Queen Elizabeth
Hospital, it has been concluded that recruitment and selection of nurse is done by assessing job
description and identifying best candidate based on the person specification. Further, all the
legislative frameworks are obeyed while selecting a candidate for the post of nurse. Moreover, it
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can also be concluded that teamwork is highly enhanced in this organization and after the
identification of behaviour, groups are formed. Furthermore, HR manager do the proper
management of performance and likewise training and development is provided to the
professionals. Along with that, it can be concluded that there is a huge difference between a
manager and leader and in this organization transformational leadership is used. Further, the
emotional relation between nurses are doctor are highly efficient.
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REFERENCES
Books and 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.
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.
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.
Khan, B. M. and Sheikh, N. N., 2012. Human resource development, motivation and Islam.
Journal of Management Development. 31(10). pp. 1021–1034.
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.
Armstrong, M., 2004. 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.
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.
Islam, M. Z. and Siengthai, S., 2010. Human resource management practices and firm
performance improvement in Dhaka Export Processing Zone (DEPZ). Research and
Practice in Human Resource Management. 18(1). pp.60-77.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave
Macmillan.
Lengnick-Hall, M. L. and et.al., 2009. Strategic human resource management: The evolution of
the field. Human Resource Management Review. 19(2). pp.64-85.
Abdelhak, M., Grostick, S. and Hanken, M. A., 2014. Health information: management of a
strategic resource. Elsevier Health Sciences.
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Storey, J., 2007. Human resource management: A critical text. Cengage Learning EMEA.
Dessler, G., 2016. Human resource management. Prentice Hall.
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-
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examples/managing-human-resources-in-health-and-social-care-FH6leHYn>.
[Accessed on 12 February 2016].
Empathy and emotional intelligence: What is it really about?. 2016. [Online]. Available
through:<
http://internationaljournalofcaringsciences.org/docs/Vol1_Issue3_03_Ioannidou.pdf>.
[Accessed on 12th February 2016].
JOB DESCRIPTION of SENIOR NURSE. 2016. [Online]. Available through:<
http://www.osjct.co.uk/assets/jobs/Senior_Nurse_-_Unit_Leader.pdf>. [Accessed on
12th February 2016].
Abdulaziz, A., 2016. Leadership of Healthcare Professionals: Where Do We Stand?.[Online].
Available through:< http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3725246/>.
[Accessed on 12th February 2016].
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APPENDIX 1
4. Discussion on process of selection of employees in hospital
As per the above selection process, it can be assessed that in order to save overall time, company
has adopted a short method of selecting an employee. Further, it can be inferred that by
this method less cost can be incurred and in a short span of time suitable candidate get
selected. However, critically it can be assessed that in present scenario, this process is
not suitable in industry context. It is because, process is extremely short and in this
potential of the nurse cannot be tested (Islam and Siengthai, 2010). Further, it can also
be assumed that suitable candidate may get rejected if the process is not appropriate.
For this purpose, hospital can include personality and aptitude test along with personal
interview. Moreover, company can take practical test as a care taker.
APPENDIX 2
1. Theories of group behaviour
For instance, when there is a major surgery to be held in a hospital than multidisciplinary group
is formed which includes senior doctors, specialist doctors, executive nurse, care takers
and ward boys. HR manager assess their behaviour at the time of formation and due to
multidisciplinary nature conflicts get arise. Further, people tend to understand the
behaviour of each other and than they perform their best to achieve best result. After the
completion of task the team get dispersed. Along with that, 9 roles of a team members
could be assessed by measuring every member on those 9 roles.
APPENDIX 3
2. Analysis of types of teams Project Teams: They are created for a definite period and to achieve a specific goal.
Team members are usually belongs to same background and they get together to solve a
critical issue. In HSC, a team of all doctors are formed in order to invent a new kind of
medicine to cure a disease (Managing Human Resources in Health and Social Care,
2015).
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 Cross-functional Team: In this people are combined form different functional areas such
as doctors, nurses, medical specialists, etc. to carry out a important surgery. This group is
usually known as interdisciplinary team.
 Virtual Team: This team is formed by people who are located at different places and
they come together using internet and video conferencing mediums to reach a particular
goal (Bell, 2012).
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