Human Resource Management in Healthcare: Strategies and Development

This report provides an overview of Human Resource Management (HRM) practices in the healthcare sector. It begins by outlining methods for monitoring individual performance, including performance appraisals and the use of software systems. The report then delves into the process of assessing training needs, breaking down the process into steps such as determining desired results, linking results to individual behaviors, identifying training competencies, determining the percentage of individuals requiring training, and implementing effective training methods like on-the-job training and e-learning. Finally, the report explores strategies for fostering the continuing development of staff workers, including compensation and benefits, training and development programs, encouraging participation in decision-making processes, and taking feedback from employees. The report also references key academic sources to support the analysis.

Managing Human Resource
Management
PART 2

3.1Ways through which the individuals
performance monitored in the social and
healthcare sectors
• Performance appraisal
• Software system
• Checklist

3.2Asses how the training needs of individuals identified
• Step 1: Determine desired results
In that stage there is a clarity of objectives
of the training and know the expectations
of business outcomes. The training
objectives are match with the firms' goals
to effectively analyse the needs of
employees.

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• Step 2: Linkage the desired results with the
individuals behaviour
In that stage in which there is a identification of
various attributes such as behaviours, skills,
knowledge and qualities that are match with the
desirable outcomes.

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• Step 3: Identification of training
competencies
In that stage the critical attributes are to be
determine for the evaluation if if the capabilities
that should be match with the job (Weber and
Fried, 2011). The gap is identified with the
current skills, knowledge and skills with the
desirable competencies to fill the gap

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• Step 4:Identification of percentage of individuals
required in training session
In this stage there is a percentage of individuals
who are required training to enhance their
competencies (Weber and Tarba,2010). Thus,
their will be concern the significant
competencies to the firm's objectives. The both
needs and importance are required to know the
which training priorities.

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• Step 5: Implement training methods
It is stage in which the best training best practice
can be implemented to enhance the particular
competencies. The various methods that social
and healthcare can be adopt are the on-job
training, coaching, classroom, conference and e
learning.

3.3Types of strategies for promote the
continuing develop of staff workers
• Compensation benefits
It is a most widely used by the company to
motivate its workers by incentives plan and also
praise them. Further, there is an also
motivational factor through the all individuals =
done their maximum efforts that is increment in
the salary

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• Training and development
This strategy helps the company to enhance the
worker skills, knowledge and capabilities
through conduct various training programmes.
For this, the training needs of staff member are
to be evaluate with the current competencies
and match with the desired abilities.

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• Encourage people to participate in the decisions making process
The major issue now the health and social care sector
facing is all about wastage of time. For this, they
encourage all the members to participate in the process
so, they freely express their view and opinions that help
them to resolve conflicts more easily. The manager
reviewing the various ideas and take immediate actions
by the care assistant. Therefore, the decision making
process includes in the continuously improvement in the
worker's of social and healthcare.

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• Taking feedback
The company have to take feedback
from its workers through adopt various
effective communication. Thus, it
allow the participants to express their
views and opinions and various
suggestion to overcome from issues

References
Marks, M.L. and Mirvis, P.H., 2011. A framework for the
human resources role in managing culture in mergers and
acquisitions. Human Resource Management, 50(6), pp.859-
877.
Sanyal, S. and Sett, P.K., 2011. Managing human resources in
dynamic environments to create value: role of HR
options. The International Journal of Human Resource
Management, 22(9), pp.1918-1941.
Denhardt, R.B., Denhardt, J.V. and Aristigueta, M.P.,
2012. Managing human behavior in public and nonprofit
organizations. Sage Publications.