Human Resource Strategies in Health and Social Care Organizations

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The analysis focuses on how health and social care organizations can optimize their human resource management practices to improve team dynamics and monitor performance effectively. Key areas include developing strategies for creating cohesive teams that work efficiently towards common goals, implementing continuous performance monitoring systems to identify and bridge gaps in service delivery, and aligning HR policies with the broader objectives of the organization to ensure enhanced client services. By integrating these elements, organizations can not only improve their operational effectiveness but also enhance the quality of care provided to clients.
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Managing human
resources
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Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Factors to be considered when planning the recruitment of individuals working in health
and social care........................................................................................................................1
1.2 Legislative and policy framework affect recruitment, selection and employment of
individuals..............................................................................................................................2
1.3 Various approaches used to select of the best individual.................................................2
TASK 2............................................................................................................................................3
2.1 Theories related with how individuals interact in groups................................................3
2.2 Approaches used to develop effective teams....................................................................4
TASK 3............................................................................................................................................4
3.1 Monitor performance of individuals working in health and social care...........................4
3.2 Identify training and development needs of individuals..................................................5
3.3 Various strategies use for promoting continuing development of individuals.................6
TASK 4............................................................................................................................................6
Covered in PPT.......................................................................................................................6
CONCLUSION................................................................................................................................6
REFERENCES................................................................................................................................8
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INTRODUCTION
Recruitment and management of employees in enterprise should be done in an effective
manner. This help firm in complete all business operations in time and at the same time support
in offer better services to its clients (Stone and Stone, 2013). Recruitment of candidates in health
and social care enterprises is a complex task. Health and social care homes requires those
individuals who can utilise all the available resources and can offer quality services to its clients.
With help of appropriate human resource strategy and with right style of leadership management
of health and social care homes can address the issues of recruitment and selection (Managing
human resources, 2018). Various elements that require to be consider during plan the
recruitment of employees in health and social care homes is mentioned under this report. Further,
with help of effective team working health care homes can achieve its set goals and various
strategies for promoting development of individuals in health and social care sectors in described
in this.
TASK 1
1.1 Factors to be considered when planning the recruitment of individuals working in health and
social care
Recruitment is known one of the most significant part of every enterprise. It is very
essential that this should be done in an effective way as this directly affect the success and
growth of firm. In context of health and social number of elements are there which require to be
consider during recruitment or when planning the recruitment (Varma and Budhwar, 2013).
There are different internal and external elements that affect this. The first element that require to
be consider during plan employment is the overall aim of recruitment and what the enterprise
wants to achieve. For example if firm do recruitment due to creation of a new job at workplace
that it is very important that enterprise should have a clear understanding about the competence,
education and experience of individual which firm want to recruit.
Further, firm require to consider the availability of employees, that fulfil the requirement
of a job that either working with firm (inside recruitment) or outside the area (external
recruitment). In case of lack of such kind of workers, the firm then require to consider the
financial implications related with training of employees required at different level and firm can
offer incentives to workers to develop their skills and abilities (Shi, 2010). In addition to this,
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variation in demand for health care needs and available budget should be consider by firm while
planning the recruitment. To get maximum benefit of recruitment, it is very essential that person
and job specification should be consider by health and social care homes. After this it is very
essential for enterprise to consider how it will attract right individuals for available job roles at
workplace.
1.2 Legislative and policy framework affect recruitment, selection and employment of
individuals
Various legislative acts are there that control the recruitment and selection of individuals
in United Kingdom. Major acts include under this are Equality act 2010, Employment rights act
1996, industry care standards and race relations act 2000. All these acts are formulated to
minimise the discrimination on basis of race, gender, disability, beliefs or religion with process
of recruitment, all these acts are reinforced by government to make the recruitment more
effective and to offer same opportunities of recruitment and growth to every individual. These
legislations help in make the labour policy more flexible and fair at the same time it support
employers in develop more effective policies related with recruitment.
Along with this, health and social care enterprises also have their own policy to control
recruitment and selection process such policies contain various elements such as anti
discrimination. For example, general social care council, 2010 issued a code of practice for
social care employers. This practice is designed to practice to support the legislative framework
that has been developed by government that highlights the requirements for employment of
social care staff members. With this policy, employers of social care homes are liable to ensure
that individuals are comfortable to enter the workforce and all written procedures and rules are in
place to avoid exploitation and discrimination of employees at workplace.
1.3 Various approaches used to select of the best individual
Process of selection follows a submission of a CV or application form by the individual.
After that manager review all the applications and select that individual who display correct level
of knowledge, skills and training require to perform a specific job at workplace. After that
selected individuals invited for interview. During interview various questions will be asked by
candidate and in many cases quality of answer given by individuals is analysed, a score at the
end of interview is provided and the candidate who score high offered the job.
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To choose best candidate sometimes social care homes conduct additional job test to
choose the right candidate for right job. One of the main advantage of additional job tests is that
it help interviewer in identify potential talent of a candidate but at the same time this is very
lengthy and costly.
Use of peer staff in selection process is the next approach which which can be in health
and social care homes to hire best candidate. Main advantage of this is that peer help in identify
the candidate which will be best suit and can effectively perform all roles and responsibilities
related with a specific job. Disadvantage of this is that it consists biasness of peers which leads to
wrong decision.
Another approach for selection and recruitment is assessment centres, in this number of
exercises are perform imitate the job role. These can be in the form of of structured
psychometric tests, capability questions, group exercises or one to one role plays. From all these
tests assessor will observe the activity of every individual and on the basis of that predict the
aptitude of candidate for the available job role. (Zhang and et. al., 2012) (Daley, 2012)
(Jackson, Ones and Dilchert, 2012) (Kakuma and et. al., 2011)
TASK 2
2.1 Theories related with how individuals interact in groups
In today's business environment working of a team provide various benefits to an
enterprise. Firstly, it ensure optimum utilisation of all available resources of a firm and help in
offer better products and services to final customers. In health and social care homes, working of
a team play an influential role (Batt and Colvin, 2011). Various theories related how people work
or interact in groups are there. One of the famous theory related with group working is Tuckma's
model. As per this model interaction of team is divided into four phases known as forming,
storming, norming and performing.
In first step, all individuals of teams learn about the challenges and opportunities face by
the team. All team members start sharing their personal information and remain dependent
manager for support and guidance. In second step, storming, team members develop different
ideas to solve the issues (Tuckman model, 2017). This stage of group development require high
management. In third step norming, team members share their opinions to avoid conflict.
Further, they agree about the values, rules and methods of team for work. In last step,
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performing, every member of team fully understand each other, support and cooperate with each
other and work as a team rather than a individual.
2.2 Approaches used to develop effective teams
Various approaches are there are which can be used by staff of HSC to formulate,
develop and promote effective team working at workplace. Basically there some leadership
theories that can be applied to social care homes:
Behavioural leadership theory: This theory of leadership highlights that act of leadership
can be learned. By learn some specific responses for particular situations any individual
can become leader. This theory indicate that leaders need to have strong personality, self
confident and should have a positive attitude (Guest, 2011). Leader can be either people
oriented or task oriented. This theory of leadership can be applied in health and social
care homes as various decisions are required to be taken teams and to take right decision
every team require a strong leader who can help or support them to reach better
conclusions.
Situational leadership theory: As per this theory of leadership, an effective or strong
leader is the one who can change his/her behaviour as per the sophistication level of
workers or as per the situation arise at workplace. This theory can be applied in health
and social care homes as various condition arise in care homes and behaviour of leader as
per the situations help staff members in take decisions in the favour of its clients.
Democratic leadership style: This is another style of leadership in which leader
encourage participation of employees in decision making process and take their valuable
opinion. This style of leadership is also known as participative leadership style. Under
this every individual given a equal right to allow to share their opinions and ideas.
Advantage of this is that it encourage workers and help in take better decisions.
TASK 3
3.1 Monitor performance of individuals working in health and social care
Monitor the performance of workers is very essential for an enterprise. This is not just
monitoring but also examine which highlights the individuals which are are able for incentives.
Monitoring performance of an individual can be carry out in various ways (Sharma, Sharma and
Devi, 2011). The first step involve is to identify the current performance level after that identify
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the areas of improvements can be made. After that with an agreement between the employee and
manager it can be decide how these improvements are going to be made. For made the identified
improvements it is very necessary for manager to link the the improvements with final aims and
objectives of team. This support individuals in understand their specific roles and behaviour
within the team (Armstrong and Taylor, 2014). Monitor performance of staff members can be
done with help of observation and by collect feedback from others. The proper way used by
enterprises for evaluate the performance of individuals is known as performance appraisal. In
process of performance appraisal department of human resource management of firm set the
objectives and goals of individuals on basis of their roles. After that at the end workers will be
measured on the basis of that criteria. Manager give rating to the staff member working under
them and then top performers get awards, salary and bonuses and non performers should be
given training to improve their performance.
Further, manager also give criticism to all staff members to enhance their performance in
next years. This also motivate individuals to perform well. Further, community care can set up a
software at workplace which will capture all the tasks perform by candidates and at the end of
every year that software will give the information done by workers and on that basis
performance of individuals can be monitored and evaluated.
3.2 Identify training and development needs of individuals
Training and development is known as one of the most important part of human resource
management of every enterprise. Training and development needs of employees can be identified
on the basis of examine the workers who are not performing well at workplace. In heath and
social care homes, it is observed that team dynamics is missing, this results in lack of
coordination among all team members (Aladwan, Bhanugopan and Fish, 2014). Due to all this
individuals fails to perform their expected roles and responsibilities. This problem can be solved
only with help of proper training and development. It also observed that employees have lack of
knowledge and manager also fail to mange them in adequate manner. All this can be improved
by offer proper training to all subordinates. Training not only help individuals to perform their
role and responsibilities in an effective way but also enhance their knowledge about the changes
take place in health and social care sector. This support individual in improve his skills and
performance level as per that changes. Proper assessment by manager of worker's performance is
very essential and significant to ensure that training is required or not. In addition to this, to
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identify the training and development needs of individuals following things can be carry out by
health and social care homes:
Review business goals and objectives
Examine the quality of performance
Identify the areas of problems
Determine the weakness of subordinates.
3.3 Various strategies use for promoting continuing development of individuals
Workers of an enterprise require to be motivated by top manager on continuous basis to
develop their knowledge and skills. One of the main benefit of this is that this will be helpful for
both individuals and enterprise also (Decker, Riley and Siemer, 2012). One of the major factor
which require to encourage workers for continuous improvements is appraisal in enterprise and
incentives. It is very essential that staff members should their continuous development is align
with the monetary benefits they will get form the firm and this will enhance their satisfaction and
motivation.
For promote continuous development of employees it is very essential for health and
social care homes to create and maintain learning culture and systems as this help in support
professional development of an individual on continuous basis. Further a training budget should
be develop by firm and appraisal programmes should be conduct at workplace on timely basis.
Proper mentoring and coaching should be offer to employees so they can work well and can
perform their roles in an effective way (Chatterji and Patro, 2014). Concept of benchmarking can
be use by use by health and social homes as this help manager in identify the gap between
current and actual performance of workers help manager in identify the training needs of
employees.
TASK 4
Covered in PPT
CONCLUSION
From the given project report, it can be summarised that number of elements are there
which requires to be consider by manager of social and health care homes when planning
recruitment and selection of employees. Number of policy and legislative frameworks are there
which impact employment of candidates in health and social care homes. Further, different
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theories are there in which individuals interact in group working at workplace. It is very
important that right approach should be use by social and health care homes to develop effective
teams. Monitor the performance of individuals working in health and social care homes on
continuous basis is very essential as this help manager in identify the gaps and at the same time
help in offer better services to its clients.
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REFERENCES
Books and journals
Aladwan, K., Bhanugopan, R. and Fish, A., 2014. Managing human resources in Jordanian
organizations: challenges and prospects. International journal of Islamic and middle
eastern finance and management. 7(1). pp.126-138.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Batt, R. and Colvin, A.J., 2011. An employment systems approach to turnover: Human resources
practices, quits, dismissals, and performance. Academy of management Journal. 54(4).
pp.695-717.
Chatterji, A. and Patro, A., 2014. Dynamic capabilities and managing human capital. The
Academy of Management Perspectives. 28(4). pp.395-408.
Daley, D.M., 2012. Strategic human resources management.Public Personnel Management,
pp.120-125.
Decker, D.J., Riley, S.J. and Siemer, W.F. Eds., 2012. Human dimensions of wildlife
management. JHU Press.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal. 21(1). pp.3-13.
Jackson, S.E., Ones, D.S. and Dilchert, S., 2012. Managing human resources for environmental
sustainability (Vol. 32). John Wiley & Sons.
Kakuma, R. and et. al., 2011. Human resources for mental health care: current situation and
strategies for action. The Lancet. 378(9803). pp.1654-1663.
Rahn, D., 2015. Managing Human Resources. Developments in Business Simulation and
Experiential Learning. 42.
Sharma, S., Sharma, J. and Devi, A., 2011. Corporate social responsibility: The key role of
human resources management. Human Resource Management: Issues, Challenges and
Opportunities. 9.
Shi, L., 2010. Managing human resources in health care organizations. Jones & Bartlett
Publishers.
Stone, R.J. and Stone, R.J., 2013. Managing human resources. John Wiley and Sons.
Varma, A. and Budhwar, P.S. Eds., 2013. Managing human resources in Asia-Pacific (Vol. 20).
Routledge.
Zhang, L. and et. al., 2012. Knowledge management component in managing human resources
for enterprises. Information Technology and Management. 13(4). pp.341-349.
Online
Managing human resources. 2018.[Online] Available through: <https://hr.berkeley.edu/hr-
network/central-guide-managing-hr/managing-hr>./
Tuckman model. 2017. [Online] Available through: <https://www.businessballs.com/team-
management/tuckman-forming-storming-norming-performing-model-234/>./
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