The Approach of Planning in Healthcare Facilities

Task 1: Processes of Recruitment for Individuals in Health and Social Care Setting

Factors considered during planning for Recruitment

The recruitment process and planning in the healthcare facilities contribute essentially to findings and recruiting the best candidate or individuals fulfilling the goals and objectives of an organisational effectively. According to Gilch and Sieweke, recruiters are required to consider all the important factors that plays significant role in recruitment of individuals in an organisation. Nonetheless, Lievens and Chapman claimed that one of the major factors that HR managers or recruiters must consider while planning for recruitment is proper and informative job vacancy advertisement. Job vacancy advertisement enables individuals to acquire sufficient and appropriate information regarding the job vacancy through valuable and authentic resources. Thus, recruiters must consider appropriate and informative advertisement of job vacancy over different resources such as LinkedIn, Indeed, etc. in order to inform the target individuals who have desired skills and expertise required for a particular job post.

Nevertheless, Meyer demonstrated that setting skills and qualification criteria for the job post is an important factor that recruiters are required to consider during planning for recruitment in a health and social care firm. It is supported by Koch et al. stated that skills and expertise recruitment should be set during recruitment planning as it would allow organisations what skills and expertise are they looking for in a particular job post. It is further stated by Villeda et al.  that factors that recruiters should consider or are involved in planning for recruitment are diversity and inclusion, adoption of most effective method for recruitment, selection process, and recruitment budget. All these factors are likely to contribute significantly to the effective planning for recruitment in an organisation.

Impact of Legislation and Policy on the Recruitment Process          

In the health and social care setting, Vornholt et al. explained that the policy and legislation have an important role in the recruitment process and legislative requirements may have a significant impact on recruitment process. For example, legislative standards or Acts have been introduced in the employment sector in order to ensure workplace setting has no discrimination or bias against any individual. Employment Standards Act is a prominent example that has been introduced in order to ensure right candidate is recruited and selected for a particular job position on the basis of merit, as well as ensure the implementation of diversity and inclusion within the workplace setting. A study conducted by Umeh et al. on the contrary demonstrated that Diversity and Inclusion policy allow organisations to ensure workplace environment is equitable for all individuals regardless of their culture, gender, religion, and ethnicity. Nevertheless, Mello demonstrated that Pay Equity Act has been introduced in order to ensure that employers should recruit individuals on the basis of their merit and pay equal pay to the individuals, including males and females. In these ways, policy and legislative requirements have significant impact on the recruitment process in the health and social care discipline.

Task 2: Monitoring Systems and Team Development Promotion

Different Teams involved in Health and Social Care Setting

Health and social care studies and literature emphasised that there are different groups or team members involved in the health and social care setting in order to provide collaborative care and treatment to the patients. Considering this, a research performed by Schot et al. evaluated that team members that work collaboratively in the healthcare facilities are palliative care teams, community mental health teams, assertive outreach teams, learning disability teams, primary healthcare teams, integrated care teams, and rehabilitation healthcare teams.

It is further stated by Pype et al. that multidisciplinary teams such as community mental healthcare teams contribute significantly to provision of care and support to individuals with mental health problems. The community mental healthcare teams include different healthcare practitioners such as social workers, psychiatrists, and metal health practitioners. A study by Anthony et al. in contrast evaluated that general health professionals, nurse practitioners, and physiotherapists are team members of primary healthcare teams that work cooperatively to provide primary healthcare services to patients with critical health needs. Nevertheless, Zonneveld et al. evaluated that team members involved in integrated care teams are voluntary workers, healthcare practitioners, physicians, and social workers that have an important role in providing collaborative care to the patients. It could be deduced that each team or group members contribute significantly in providing effective health and social care services to the patients in accordance with their needs and demands.

Evaluating Process of Team Development

As stated by Weiss et al. , health and social care literature defined the team development process as a procedure through which team members experience progress and develop in a collaborative manner. In accordance with Tuckman’s model, team members experience different developmental stages in order to progress efficiently, including forming, storming, norming, and performing stages. These stages help team members to identify their behaviours and feelings and enable them to understand why certain things are occurring within a team. The forming stage enables team members to know each other, whilst team members become able to collaborate and work comfortably with each other at the storming stage. In the support, a research executed by Super reiterated that storming stage allow team members to improve their creative thinking skills while respecting the opinions and perspectives of other team members.  

Nonetheless, it is stated by Gren et al. that team members start to develop expectations and norms that every team member has to adopt in order to collaborate with each other efficiently at the norming stage. On the contrary to norming stage, team members become fully competent and functional in order to achieve share team’s goals and objectives at the performing stage. Considering this evaluation, it could be asserted that the team development process help team members to develop proficiently as an important part of a team in the health and social care discipline.

Contribution of Appraisal in Team Members’ Development

            The importance and contribution of appraisal has emphasised by a study conducted by Sanyal and Hisam and evaluated that it help team members to grow and develop effectively in the health and social setting. For instance, appraisals allow team leaders to identify strengths and areas of improvement of each team members and provide them opportunities to grow proficiently in the workplace setting. In this regard, Rudman stated that team appraisals provide support to the team members to perform at their best potential and capacity towards the achievement of organisational goals and objectives.

It is further emphasised by Wijnen et al. that appraisals provided to team members on weekly or monthly basis reduce staff’ burnout and motivate team members to perform beyond their expertise and skills not only for their individual development but also for their growth as a team member. It asserts that performance appraisals are provided to the team members for enabling them to progress towards professional as well as team development goals in the health and social care setting.

Task 3: Process and Implementation of Effective Change Management in Health and Social Care Setting

Factors Leading Change in an Organisation

            In general, the concept of change management is defined by Grol and Wensing as a mechanism of responding effectively to the available opportunities and threats emerged by an external environment. The change management process in the healthcare facilities is likely to be led by several factors, including organisational culture, economic influences, power system, managerial actions, etc. With regard to it, De Haan and Rotmans specified that factors that contribute to lead change management process in the health and social care firms may include changing needs and perception of patients, technological advancement, legislative requirements, and quality and safety standards.

Nevertheless, a research performed by Ginter et al. claimed that changing operational processes and models in the health and social care firms facilitate healthcare managers to work accordingly in order to meet needs and perceptions of patients. It is further affirmed by Papadopoulos et al. that technological advancements also facilitate required changes to be implemented by health and social care firms in order to operate according to the care and quality standards set by health and social care industry. These are all the important factors that led positive change management within the health and social care firms.

Change Management Models employed in Health and Social Care Discipline

            A study by Hughes and Wearing declared that there are different change management models that are often employed in the health and social care discipline. These models may include Kotter’s change management model and Lewin’s change management model. In support, it is claimed by Harrison et al.  that Lewin’s change management model enable health and social care firms to improve their operational systems and strategies and become more focused towards improvement of patient care quality and reduce risk of errors. On the contrary, Solown and Perry specified that Kotter’s change management model help health and social care firms to facilitate positive implementation of change management in the workplace setting.

It is additionally described by Al Owad et al. that Kotter’s change management model help firms to develop a structured operational framework that ensure change implement according to the desired attainment of organisational goals and objectives. For example, bar coding mechanism is an essential approach for healthcare facilities to reduce the risk of medication errors for patients with complex healthcare needs. It asserts that these are important change management models that healthcare firms often employed for implementing change successfully within the workplace environment.

Change Management Obstacles and Solutions to Overcome

            In the health and social care discipline, Schulz-Knappe et al. identified that obstacles that can reduce the effective implementation of change management may include resistance of team members to change, lack of communication and clarity about required change implementation, and identification and adoption of various changes at once. With regard to it, Borkowski and Meese claimed that lack of communication regarding change management goals to the staff member increase the obstacles to effective change management and reduce the attainment of organisational goals and objectives. It is further indicated by Mareš that lack of clarity regarding change management goals enhances the possibility of staff’s resistance to change implementation within the health and social care discipline.

Nonetheless, Rogers et al. demonstrated that change management officials should provide sufficient clarity and information to the staff members in order to make them able to become adaptable to the required change implementation within the healthcare setting and comprehend the significance of required change in the improvement of day-to-day healthcare activities. If organisations failed to provide information to the staff members then they become resistant to change and develop a major obstacle. Hence, provision of relevant guidance and training is an effective solution for healthcare facilities in order to overcome these obstacles through making staff members able to be adaptive to the effective change management implementation within the workplace setting.

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