Unit 13: Managing Human Resources in Health and social care

Unit 13:
Managing Human Resources in Health and social care



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Unit code:
A/601/1611

QCF level:
4


Credit value:
15





The aim of this unit is to enable the learner to understand the processes involved in the recruitment, management and development of people in the health and social care workplace.
• Unit abstract
In this unit learners will investigate the processes involved in the management of individuals in the health and social care workplace. This not only includes the recruitment of the most appropriate personnel but importantly the support of employees in carrying out their work effectively in teams and developing their knowledge and skills so that they can contribute to the delivery of a quality service. Learners will contextualise these elements within the relevant legal and policy frameworks. In addition, learners will explore the influence of management style and organisational factors on the effectiveness of teams.
This unit is particularly appropriate for learners who have experience of leadership and management of work groups, including involvement in the recruitment of staff.
• Learning outcomes
On successful completion of this unit a learner will:
1 Understand processes for recruiting individuals to work in health and social care
2 Understand strategies for building effective teams for working in health and social care
       3 Understand systems for monitoring and promoting the development of individuals working in health and social care
4  Understand approaches for managing people working in health and social care.
Unit content

1 Understand processes for recruiting individuals to work in health and social care
Factors for planning recruitment: succession planning; change (organisational, policy, use of services, work roles, local circumstances); defining human resource requirements eg full- time, part-time; job description and person specification eg qualifications, experience, personal attributes; advertising; vacancies; career progression opportunities; training and development needs
Legislative and policy frameworks: relevant and current legislation, codes of practice and policies (relating to worker rights, health and safety, diversity, anti-discriminatory practice, care standards, protection of vulnerable people) relevant and current legislation, codes of practice and policies (relating to worker rights, health and safety, diversity, anti-discriminatorypractice, care standards, protection of vulnerable people)
Selection of best individuals: shortlisting applicants, models of selection eg interview, audition, psychometric assessment, assessed task; involvement of stakeholders eg members of team, service users, external stakeholders
2    Understand strategies for building effective teams for working in health and social care
Theories on behaviour in groups: formation of groups; group dynamics eg theories of Belbin, Tuckman, Woodcock, Gross, McClelland
Types of team: formal, informal; work groups, multi-disciplinary teams, inter-agency, project groups
Influences on effective teamworking: team purpose, empowerment of team, leadership, individual priorities/roles, team morale
3    Understand systems for monitoring and promoting the development of individuals working in health and social care
Performance of individuals: monitoring systems eg observation, appraisal, periodic review, achievement of successful outcomes, use of targets, benchmarks, feedback from others
Training and development: identifying individual needs eg monitoring performance, career development planning, changing personal circumstances
Effectiveness of systems: benefits and limitations for individuals, teams, users of health and social care services, organisational requirements
Strategies for promoting continuing development: achieving competence (against occupational standards); training versus education; partnerships; compliance with external requirements eg care standards, professional registration; dedicated allocation of resources; use of external kitemarks eg Investors in People; implementing a staff development training plan (in-house training, using supervision and appraisal, external courses, action-centredlearning, lifelong learning, coaching and mentoring, assessing competence)
Understand approaches for managing people working in health and social care
Theories of leadership: transactional, transformational, emotional intelligence; theories proposed by eg Fiedler, Vroom and Yetton, Mintzberg, Handy, Goleman
Management of working relationships: influence of management style, emotional intelligence, organisational structure; leadership versus management; contingency management (best-fit),role-modelling, effective communication, team building, constructive feedback, shared values; accountability (monitoring and assessing performance, communicating decisions, disciplinary and grievance procedures)
Own development: attributes (confidence, skills competencies, knowledge and understanding); qualifications; career development; ability to work with change
Learning outcomes and assessment criteria

Learning outcomes
Assessment criteria for pass

On successful completion of
The learner can:

this unit a learner will:








LO1 Understand processes for

1.1
explain the factors to be considered when planning the

recruiting individuals to work


recruitment of individuals to work in health and social

in health and social care


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

2.1
explain theories of how individuals interact in groups in

building effective teams for


relation to the types of teams that work in health and

working in health and social


social care

care

2.2
evaluate approaches that may be used to develop







effective teamworking in health and social care





LO3 Understand systems for

3.1
explain ways in which the performance of individuals

monitoring and promoting


working in health and social care can be monitored

the development of

3.2
assess how individual training and development needs

individuals working in health




can be identified

and social care









3.3
analyse different strategies for promoting the continuing




development of individuals in the health and social care




workplace





LO4 Understand approaches for

4.1
explain theories of leadership that apply to the health

managing people working in


and social care workplace

health and social care.

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.





Guidance
Links
This unit has links with, for example:
Unit 14: Managing Financial Resources in Health and Social Care
Unit 25: Influences on Health and Social Care Organisations
Unit 28: Managing Quality in Health and Social Care.
This unit also has links with the National Occupational Standards in Health and Social Care. See Annexe B for mapping.
This unit also has links with the National Occupational Standards in Leadership and Management for Care Services. See Annexe C for mapping.
                                         porter's five forces examples;reports on different companies
Essential requirements
Learners must be provided with current legislative requirements relating to employment. Learners must also have access to texts on management theory relating to team building, management styles and leadership.
Employer engagement and vocational contexts
It will be imperative for learners to use their work experience as a case study for the purpose of assessment, investigating the recruitment practice and policies of the organisation in which they have been working.

It would be beneficial for learners to share their findings with peers through presentations to aid the learning process.

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