Employability Skills: Responsibilities, Problems, and Solutions at NHS

This report delves into the crucial employability skills necessary for care managers within the National Health Service (NHS). It begins by outlining the responsibilities and performance objectives of a care manager, emphasizing the importance of interpersonal skills and ethical practices. The report then examines the effectiveness of these objectives, highlighting the need for continuous improvement in areas like communication and resource allocation. It proposes recommendations for enhancing performance, including better interpersonal skills and improved staff involvement. Furthermore, the report explores motivational techniques, both monetary and non-monetary, to boost team performance. It also addresses work-based problems, particularly those related to communication, and proposes solutions. The report discusses various communication styles suitable for different levels within the NHS and provides time management strategies. Finally, it examines problem-solving approaches, including identification, solution generation, evaluation, and implementation. The report concludes by emphasizing the impact of effective problem-solving on the overall performance of the NHS. The report covers topics like responsibilities of a care manager in NHS, performance objective, work-based problem, communication style, and time management strategies.

Employability Skills

CONTENTS
Contents...........................................................................................................................................1
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Develop set of responsibility and performance objective......................................................1
1.2 Examine effectiveness against defined objective..................................................................2
1.3 Recommendation for improvement.......................................................................................3
1.4 Implication of motivational technique for enhancing quality of performance......................3
TASK 2............................................................................................................................................4
2.1 Create solutions for work- based problems...........................................................................4
2.2 Different communication styles for various levels................................................................4
2.3 Time management strategies.................................................................................................5
TASK 3............................................................................................................................................6
3.1 Roles for team members........................................................................................................6
3.2 Evaluate team dynamics........................................................................................................7
3.3 Recommend alternative ways for team members..................................................................7
TASK 4............................................................................................................................................7
4.1 Tools and methods for problem solving................................................................................7
4.2 Develop strategy for problem solving...................................................................................8
4.3 Impact of problem-solving strategy on business...................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Employability skills is defined as the group of crucial capabilities that are involved
within the formation of knowledge base expertise level and developing a mindset which are
required by an individual to make themselves employed within a modern workplace.
Employability skills are typically considered as a essential qualification within several job
positions and hence support an individual employment to be more successful (Abas-Mastura,
Imam and Osman, 2013). For this report NHS taken into consideration which is a health and
social care service provider within UK which get established within year 1948. It offers variety
of health care related services i.e. from GPs and dentist to hospital as well as emergency elated
care. This report focuses over describing different responsibilities as well as performance
objective regarding a particular job role. In addition to this it also explains work-based problem
along with determination of several communication type over different level and role of team
within business premises. At last it represents several strategies for solving problem to maintain
a better working atmosphere which leads to productivity.
TASK 1
1.1 Develop set of responsibility and performance objective
Employability involves such set of abilities within an individual which they learn from
their experience instead of gaining it through their qualification. Some basic employability skills
are teamwork, flexibility, communication, leadership, team work and so on. By properly
implementing in their work, an individual become bale to improve their performance and be able
to determine their capability of performing a particular task effectively. In context of my
experience, I am currently own a job of a care manager within National Health Services (NHS)
from last 2 years. Throughout my work experience I came to know that a care manager is
required to be well trained and qualified along with having good interpersonal skills as the
environment in health service sector remain uncertain where any unpredicted situation may arise
and if not managed properly then it creates sever issues. This is so because being a care manager
it is crucial to manage the health care practices effectively as these activities are linked with an
individual’s health as well as their emotions and a mistake may harm patients physical as well as
mentally (Andrews and Russell, 2012). Hence, in order to perform operations effectively within
the practices of NHS I require to perform some set of responsibility toward the care management
of people. Among them the main responsibility of care manager is to ensure that each patient get
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access to quality services for the proper management of their health and ensuring that ethical
practices must be performed at workplace. In addition to this, I am also responsible for ensure
the hygiene factor must be maintain within the NHS premises. Despite of these, a care manager
is also responsible for collaborating with patient’s family, patient and colleagues for developing
better treatment plan.
Despite of this, for achieving the satisfied outcome it is crucial to set effective
performance objectives as they support in setting up that targets which provide direction to
perform several actions (Asonitou, 2015). Being a care manager i.e. have certain performance
objectives i.e. making the right services available to user in order to provide better service
experience. Another objective that I have is to provide such an environment to service user
where they get respectful service access and being treated equally in order to develop an concept
of equality at workplace.
1.2 Examine effectiveness against defined objective
Effective selection of performance objective is crucial to develop as it helps a particular
person in aligning their efforts in term of workers, resources and system toward the
accomplishment of strategic objective of an organisation. Hence, by formulating effective
performance objective I would be able to determine my strength or weaknesses within my job
role as a care manager. Evaluation of own effectiveness present a clear idea regarding the
individual performance, knowledge or skills which I possess along with the need of improvement
over a particular area. In addition to this it also supports me in determining g effective set of
actions to be taken into consideration for increasing the satisfaction, trust and motivation among
the patients. Hence, by properly formulating performance objective I would be able to maintain
healthier relationship with patients that further support me in taking better decision and serving
patients with better services. In addition to this performance objective support me in aligning my
work with the standards fixed by NHS which in turn also contribute toward enhancing the
organisational performance (de Guzman and Choi, 2013). Despite of this it also supports me in
examining the requirement and expectations that every patient holds toward the services of NHS
so that I would be able to determine their basic need and then formulate effective action plan for
providing g best treatment to the patients. These all support me in enhancing my level of
performance along with increasing the proficiency of NHS is better manner.
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1.3 Recommendation for improvement
Being a Care manager at NHS I posses certain kind of responsibility which I required to
fulfil in order to perform better and be able to accomplish the objective of NHS along with mine.
But while working at NHS I came to know that there are certain issues which are need to be
rectified within my work so that performance can be improved. Hence, for this I have evaluated
my performance and the determine things to be improved for better performance. These are
mentioned below:
 Interpersonal skill: - The first and foremost thing which I required to improve in myself
is interpersonal skills which support me in developing an understanding regarding the
ways to be adopted for dealing and interacting with patients. This support me in
understanding the patients and other people better so that proper decision can be
formulated (Dhiman, 2012).
 Other staff involvement: - Another thing that I required to improve is to take more
informative and adequate decision. For this I have decided to consider my subordinates
and patients guardians within decision making process as subordinates directly interact
with patients. Hence both of them would provide more clear information that help in
taking better decision.
 Monitoring and feedback - I also required to improve my way of allocating resources so
that the process work can be performed and monitored effectively. So that by reviewing
the feedback, coordination can be maintained with health care provider for rendering
better services and care to patients.
1.4 Implication of motivational technique for enhancing quality of performance
Motivation is considered to be a most crucial factor within an individual which encourage a
person to work in a particular direction toward the accomplishment of their goals and objectives.
There are several motivational techniques that are basically used by businesses to improve the
performance of workers. Being a care manager at NHS I have several roles and responsibility to
perform and motivation behind it is to accelerate better performance which allow me to proof
that I am the right person to perform these responsibilities and have the capability of promoting
to next level. But in order to perform better I required to improve the performance of my team
mates too and for the subordinates the motivation factor can be both monetary as well as non-
monetary benefits (Jackling and Natoli, 2015). This is because monetary benefits help in keeping
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employees financial need satisfied which keep them motivated to perform well for earning more
and on other side non-monetary reward support them in getting job satisfaction as they get
appreciation, promotion and involvement within decision making process which support in
keeping them motivated and perform well.
TASK 2
2.1 Create solutions for work- based problems
` While performing operation s there are certain issues which get arises that affect the
performance as well as final outcome of particular task. In context of NHS it is a well known
health care provider which is known by its rendering of quality based service. Hence in order to
maintain this service quality it is crucial for a NHS to ensure effective management of work
based problem. While working within NHS I came to know about the major factor which causes
issue within NHS is inappropriate flow of communication. This directly affect the working
practices of staff members as they are not clear with their work role. Hence in order to improve
this I have used following procedure:
 Identification of problem: - This is the first stage where the actual issue which is
affecting the work of employees are being defined along with reason of its occurrence so
that appropriate solution can be determined (Jackson, 2015).
 Generation of alternative solution: - After determining the issues, next step to develop
certain alternatives to resolve those issues. In this step number of alternatives are being
identified so that possible outcome can be achieved.
 Evaluate and select an alternative: - Once several alternatives have been identified the
next step is to evaluate those alternative as per their capability of dealing with issue so
that most appropriate can be identified to resolve the issues.
 Implementing and evaluating the solution: - This is the last stage where decided
solution will be implemented for resolving the problem. After implementing the solution,
it get rechecked for determining whether it is helpful for the problem or required another
alternative to be adopted.
2.2 Different communication styles for various levels
Communication plays a crucial role within the operations performed by an individual at
workplace as it help in ensuring that employees get clear with their work role and ways of
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performing operations (Ju, Zhang and Pacha 2012). In order to improve the communicational
issues that are facing by employees within NHS a combined form of communication i.e. formal
and informal must be adopted so that clear message can be delivered without nay kind of barrier.
These can be better understood using following discussion:
 Informal: - This method is used to perform casual communication without conforming
about the pre specified formalities, system or chain of command. This communication
form is mainly preferred by the lower level because it is beginning stage where employee
required more information in Informal manner to get deep u8nderstanding. By keeping
information communication at ground level, it become easier for NHS to maintain a
healthier working environment.
 Formal: - In this method the communication flow in a structure manner which is
controlled by the manager while following a chain of command. Formal communication
take place between top and middle level management where strategic discussion take
place which need to be perform in formal manner (Messum and et. al., 2015). BY
adopting this, NHS would be able to have a abetter communication of strategies among
middle and top authority through meetings, email etc. so that it can be then
communicated to lower management.
2.3 Time management strategies
Time management strategies are considered to be an effective approach which support an
individual to perform its operations on timely manner. By applying effective time management
strategies, it become easier for NHS to perform operations prior to its deadline so that it can be re
verified for reducing the risk of error. Following strategies can be adopted by NHS,
 Prioritising the work: - In this, care manager can set the pattern of performing work as
per the priority of work so that any urgent work may not get delayed and get completed
on time. For this task can be evaluated and then arranged as per their necessity and time
required by each to perform.
 Decentralisation of task: - Another strategy that NHS can adopt to delay in working
practices is to decentralising the authority of performing work among staff members for
the task that are difficult to attempt (Mishra, 2014). By decentralisation it become easier
to perform the task easily by taking quick decision.
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TASK 3
3.1 Roles for team members
Teamwork refers to as a group of people who coordinate with one another to work toward
accomplishment of particular goal or objective. The team work support NHS to perform its
operation s in effective manner by providing opportunity to people for acquiring knowledge by
sharing their skills and to perform their work in most appropriate manner that results into quality
work. But in order to enhance its working practices and culture of organisation manager of NHS
must focuses toward implementing the Belbin theory,
Action oriented role:
 Sharper: - These are one who formulate action plan to perform work as they are extrovert
in nature and maintain positive attitude toward work and in determining best possible
action plan to deal with challenges (Rao, 2014).
 Implementer: - These are the executor of actual work that are planned by the sharper.
 Complete finisher: - These are the perfectionist as they are one who reduce possibility of
occurrence of error or omission by ensuring that work get performed while considering
all the standards.
People oriented role: -
 Coordinator: - These are the personnel who monitor the whole work process in a better
manner
 Team worker: - These are those individuals who are assigned with several task and are
responsible to perform them on timely manner.
 Resource investigator: - These are considered as those individuals who inquisitive and
responsible for making resources available on timely manner.
Thought oriented roles:
 Monitor: - In this, the team leader of NHS put its effort toward governing the work
process of team for ensuring maximum productivity.
 Specialist: - These are considered as those individuals who are specialist in a particular
area which support NHS in maintaining the professional standards (Rasul and et. al.,
2012)
.
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 Plants: - Theses are one who brings up creative ideas or approaches for overcoming the
challenges in trenchant manner.
3.2 Evaluate team dynamics
Within a team each member is different in term of their skills, capability and way of
performing work which sometimes create conflict and difficulties in performing work.
Therefore, for developing an effective team it is crucial to determine the requirement of each
member so that work can be performed according as with the change in situation dur to varied
need the team dynamics also get affect which directly influence the decisions. Hence for
maintain a better working culture, the managers of NHS must focus toward the actual situation
so that work can be planned accordingly which ensure positive dynamics among team member
(Rosenberg and et. al., 2012). As positive dynamic help in increasing productivity as contrast to
negative dynamics which creates conflicts.
3.3 Recommend alternative ways for team members
The main objective of a team is to work in a particular direction to achieve particular goals
or objectives. Hence to accomplishing the task and achieving team goals two things c an be
consider as an alternative method for this i.e. team spirit and communication. The manager of
NHS must focus toward developing team spirit among its team members which help in building
up trust, confidence and loyalty towards one another which motivate team members to perform
their work accordingly. On other side communication ensure effective low of information to
employees which ensure that each one get clear at their end regarding the work they have to
perform. These both support in making tasks get accomplished on timely manner.
TASK 4
4.1 Tools and methods for problem solving
There are several methods that can be adopted by NHS in order to ensure that proper
solution can be formulated so that proper judgement can be made over the effectiveness,
usefulness and values. The tools and methods that can be adopted by NHS are mentioned below:
 Trial and error method: - It is considered to be an effective method which help in
developing the solution for particular problem. This method can be used by NHS when
other methods or tools are not working over a particular situation.
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 Experience based method: - This will support manager of NHS in solvin g the problems
as per experience gained from past situations (Suleman, 2016). In this, the manager of
NHs can bring solution to problems by considering the actions that are taken in past
situation.
 Proactive approach: - Within this the manager of NHS can analyse the situation or
problem that may arise in future so that proper strategies can be formulated before its
actual execution of problem.
4.2 Develop strategy for problem solving
The problems arise while working is required to be rectified as it directly affects the
outcome of efforts performed to complete a particular task. For enhancing the quality of work
and level of performance NHS manager can formulate strategies which help in directing them
o0ver the actions to be taken into consideration. These are,
 Talking feedbacks: The manager of NHS must focus toward maintain a regular
interaction with its subordinated in order to determine the issues they are facing and
reason behind dissatisfaction so that solutions can be formulated by clearly understanding
a particular situation.
 Training: - By organising regular training session help the manager of NHS in
enhancing the skills and capability of individual to work which ensure reduction of error
and enhancement of performance level. It also supports in providing direction of work to
employees and keeping them motivated.
 Equal opportunity: - The manager of NHS must try to provide equal opportunity to its
employees in term of performing work and sharing their view so that appropriate decision
can be taken (Rao, 2014). As employees working over ground level have to directly
interact with patients and hence, they have more understanding of issue.
4.3 Impact of problem-solving strategy on business
By implementing the above strategies of problem solving it become possible for NHS to
perform its operations in effective manner along with dealing with issues that help in
accomplishing the organisational objectives. In addition to this it also supports NHS in
maintaining a better relationship with functional team so that operations can be performed in
accordance with the patient’s requirement which help NHS in maintaining its goodwill and
position within marketplace by keeping align its efforts with the patients need and expectations.
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CONCLUSION
From the above mentioned information, it can be summarised that employability plays a
crucial role within the performance that an individual accelerate at its workplace. As it helpS an
individual to maintain effective e communications, determine ways to resolve issues and enable
to understand their own job role within a team so that desired objectives can be achieve. But to
resolve issues found while working proper communicational and time management strategies are
required to be adopted which help in strengthening the team dynamics by directing over the
pathway to be adopted for performing the operations.
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REFERENCES
Books and Journals
Abas-Mastura, M., Imam, O. A. and Osman, S., 2013. Employability skills and task performance
of employees in government sector. International Journal of Humanities and Social
Science. 3(4). pp.150-162.
Andrews, G. and Russell, M., 2012. Employability skills development: strategy, evaluation and
impact. Higher Education, Skills and Work-Based Learning. 2(1). pp.33-44.
Asonitou, S., 2015. Employability skills in higher education and the case of Greece. Procedia-
Social and Behavioral Sciences. 175. pp.283-290.
de Guzman, A. B. and Choi, K. O., 2013. The relations of employability skills to career
adaptability among technical school students. Journal of Vocational Behavior. 82(3).
pp.199-207.
Dhiman, M. C., 2012. Employers' perceptions about tourism management employability skills.
Anatolia. 23(3). pp.359-372.
Jackling, B. and Natoli, R., 2015. Employability skills of international accounting graduates:
Internship providers’ perspectives. Education+ Training. 57(7). pp.757-773.
Jackson, D., 2015. Employability skill development in work-integrated learning: Barriers and
best practice. Studies in Higher Education. 40(2). pp.350-367.
Ju, S., Zhang, D. and Pacha, J., 2012. Employability skills valued by employers as important for
entry-level employees with and without disabilities. Career Development and Transition
for Exceptional Individuals. 35(1). pp.29-38.
Messum, D. and et. al., 2015. What employability skills are required of new health managers?.
Asia Pacific Journal of Health Management. 10(1). p.28.
Mishra, K., 2014. Employability skills that recruiters demand. IUP Journal of Soft Skills. 8(3).
p.50.
Rao, M. S., 2014. Enhancing employability in engineering and management students through
soft skills. Industrial and Commercial Training. 46(1). pp.42-48.
Rasul, M. S. And et. al., 2012. Employability Skills Assessment Tool Development.
International Education Studies. 5(5). pp.43-56.
Rosenberg, S. and et. al., 2012. Basic employability skills: a triangular design approach.
Education+ Training. 54(1). pp.7-20.
Suleman, F., 2016. Employability skills of higher education graduates: Little consensus on a
much-discussed subject. Procedia-Social and Behavioral Sciences. 228. pp.169-174.
(Abas-Mastura, Imam and Osman, 2013)(Andrews and Russell, 2012)(Asonitou, 2015)(de
Guzman and Choi, 2013)(Dhiman, 2012)(Jackling and Natoli, 2015)(Jackson, 2015)(Ju, Zhang
and Pacha 2012)(Messum and et. al., 2015)(Mishra, 2014)(Rao, 2014)(Rasul and et. al., 2012)
(Rosenberg and et. al., 2012)(Suleman, 2016)
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