Unit 13 Managing human resources in health and social care
UNIT AIM AND PURPOSE
The ability to recruit the best workers is vital to any health and social care organisation and this unit explores the approaches involved in selecting, training and developing the most appropriate individuals. Learners will understand the systems used for monitoring and promoting the development of individuals when working on their own and in teams. This unit will also equip learners with an understanding of the legislative framework relevant to the recruitment process, theories of leadership and building effective teams with an understanding of how these relate to health and social care settings. This unit is particularly useful for learners who wish to progress to leadership and management of work groups and in the recruitment process for staff in health and social care organisations
LO1 Understand processes for recruiting individuals to work in health and social care
1.1 explain the factors to be considered when planning the recruitment of individuals to work in health and social care
1.2 explain how relevant legislative and policy frameworks of the home country influence the selection, recruitment and employment of individuals
1.3 evaluate different approaches that may be used to ensure the selection of the best individuals for work in health and social care
LO2 Understand strategies for building effective teams for working in health and social care
2.1 explain theories of how individuals interact in groups in relation to the types of teams that work in health and social care
2.2 evaluate approaches that may be used to develop effective team working in health and social care
LO3 Understand systems for monitoring and promoting the development of individuals working in health and social care
3.1 explain ways in which the performance of individuals working in health and social care can be monitored
3.2 assess how individual training and development needs can be identified
3.3 analyse different strategies for promoting the continuing development of individuals in the health and social care workplace
LO4 Understand approaches for managing people working in health and social care
4.1 explain theories of leadership that apply to the health and social care workplace
4.2 analyse how working relationships may be managed
4.3 evaluate how own development has been influenced by management approaches encountered in own experience
Indicative Content
LO1 Understand processes for recruiting individuals to work in health and social care
Factors (e.g. workforce planning – organisational needs analysis, skills, qualities, experience, qualifications required, job description, remuneration, advertising) Legislation (e.g. Equality Act 2010, Data Protection Act 1998, Disclosure and Barring Service) Policies (e.g. Safer Recruitment Policy, Equal Opportunities Policy, Equality and Diversity Policy) Frameworks (e.g. National standards, CQC) Approaches to selection (e.g. short-listing criteria; testing – cognitive, personality, psychometric; interviewing – panel, group, sequential, structured; interviewers – line managers, co-workers, service users).
LO2 Understand strategies for building effective teams for working in health and social care
Theories (e.g. Tuckman’s stages of group interaction, Belbin’s team roles, Woodcock’s nine building blocks of effective teams, McClelland’s motivation theory, Sirota’s three factors theory) Teams in health and social care (e.g. multidisciplinary, multi-agency, focus groups, collaborative working, isolated) Approaches to effective team working
(e.g. motivation, leadership, cooperation, achieving targets, integrated working, service user at the centre, feedback mechanisms)
LO3 Understand systems for monitoring and promoting the development of individuals working in health and social care
Monitoring performance (e.g. structured induction programme, performance standards and expectations, observations, appraisal, review interview, supervision meetings, target setting, self-assessment, peer assessment, mentoring) Identifying training and development needs (e.g. SWOT analysis, organisational training needs, job/occupational training needs, work sampling, skills audit, personal training needs, appraisal) Strategies for promoting continuous development (e.g. constructive feedback, personal development plans, learning plans, reflective practice, mentoring, coaching, sharing best practice, internal and external training) (e.g Investors in People, Skills for Care, Skills for Health, occupational standards)
LO4 Understand approaches for managing people working in health and social care
Leadership theories (e.g. Burn’s transforming and transactional leadership styles, Fiedler’s situational contingency,
Vroom Yetton decision model, Mintzberg’s management roles, Stogdill leadership skills and traits, NHS leadership qualities framework) Working relationships (e.g. line manager/employee, employee/employee, service/service)
Management approaches (e.g. micro-management, distance management) Evaluation considerations (e.g. review of own practice in the workplace, competencies and training needs identified, qualifications and experience gained, skills and competencies)
Check Unit 12: Physiological Principles for Health and Social Care
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