Unit 13 Managing Human Resources in Health and Social Care



Unit 13:
Managing Human Resources in


Health and Social Care

Unit code:
A/601/1611

QCF level:
4


Credit value:
15






Aim

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.


















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UNIT 13: MANAGING HUMAN RESOURCES 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-discriminatory practice, 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-centred learning, lifelong learning, coaching and mentoring, assessing competence)







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UNIT 13: MANAGING HUMAN RESOURCES IN HEALTH AND SOCIAL CARE



4      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

























































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UNIT 13: MANAGING HUMAN RESOURCES IN HEALTH AND SOCIAL CARE





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.


























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UNIT 13: MANAGING HUMAN RESOURCES IN HEALTH AND SOCIAL CARE



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.

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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