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)
4 Understand approaches for managing people working in health and social care
Theories of leadership: transactional, transformational, emotional intelligence; theoriesproposed 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, sharedvalues; accountability (monitoring and assessing performance, communicating decisions,disciplinary and grievance procedures)
Own development: attributes (confidence, skills competencies, knowledge andunderstanding); qualifications; career development; ability to work with change
