Transcript No Slide Title

Clandestine Insurgency
in the HR world
Tom Robson
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Human Resource Strategies
Throughout the Ages
Era
Pre-Industrial
Industrial
Post-Industrial
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Criteria
for assigning
work
By Category:
Age
Sex
Tribe
Class
By Qualifications:
Trade Skills
Experience
Education
By Person Shape:
Team Roles
Personal
orientation
Method
Visual
Inspection
Certificates
Selection Panel
Computer Matching:
INTERPLACE®
Counselling
Interview
The placement dilemma
ELIGIBILITY
versus
Entry Criteria
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SUITABILITY
Performance Criteria
Qualifications
Aptitude
Relevant experience
Versatility
References
Assessments
Acceptability
at interview
Role fit with those
adjacent to job
®
®
BELBIN e-interplace
SELF
REPORTING
OBSERVER
ASSESSMENTS
measures
Suitability
JOB
REQUIREMENTS
JOB
OBSERVATIONS
Normalises/Integrates
Filters/Standardises
Converts Feedback into a single
language
Database storage for future use
USED FOR:
Self Awareness
Feedback and Counselling
Interaction Reports
Team Building
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USED FOR:
Internal Placement
Recruitment
Career Development
Existing HR orthodoxies
•
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Competence frameworks
Hierachical organisational design, and org. charts
Highly defined job specifications
Performance-related pay structures
Measurement is king
Target-driven management processes
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Optometrist competencies
for the individual patient
CLINICAL AND PHARMACEUTICAL
2 ESTABLISHING OPTIONS
KNOWLEDGE
Makes a diagnosis and generates management options
Has up-to-date clinical and pharmaceutical knowledge
relevant to own area of practice.
for the patient. Follows up treatment.
1 Understands the conditions being treated, their natural
1Takes a comprehensive medical and medication
progress and how to assess the severity of disease
2 Understands different non-pharmacological and pharmacologicalhistory,
approaches to modifying disease and promoting
including presenting symptoms*
health, desirable and undesirable outcomes, and how to
2 Assesses the clinical condition using appropriate
identify and assess them
3 Understands the mode of action and pharmacokinetics of
equipment and techniques*
medicines and how these mechanisms may be altered
3 Identifies the nature, severity and significance of the
(e.g. by age, renal impairment etc.) and how this affects
dosage
clinical problem (i.e. formulates a ‘working’ diagnosis
4 Understands the potential for unwanted effects (e.g.
from differential diagnosis)*
allergy, adverse drug reactions [ADRs], drug interactions,
special precautions and contraindications) and how to
4 Requests and interprets relevant diagnostic tests
avoid /minimise, recognise and manage them
5 Views and assesses the patient’s needs holistically
5 Maintains an up-to-date knowledge of products in the
BNF / drug tariff (e.g. doses, formulations, pack sizes,
(psychosocial, physical)
storage conditions, costs)
6 Considers no treatment, non-drug and drug treatment
6 Understands how medicines are licensed, supplied and
monitored (e.g. ADR reporting)
options (including referral and preventative measures)
7 Applies the principles of evidence-based medicine, and
7 Assesses the effect of multiple pathologies, existing
clinical and cost-effectiveness
8 Understands the public health issues related to medicines
medication and contraindications on treatment options
use
8 Assesses the risks and benefits to the patient of taking
9 Appreciates the misuse potential of drugs
/
not taking a medicine (or using / not using a treatment)
9 Selects the most appropriate drug, dose and
formulation
10 Monitors effectiveness of treatment and potential sideeffects
11 Makes changes to the treatment plan in light of ongoing
monitoring and the patient’s condition and preferences*
12 Establishes, and maintains, a plan for reviewing the
therapeutic objective / end point of treatment and
discharge
13 Ensures that patients can access ongoing supplies of
their medication (repeat prescribing)
14 Accesses and interprets all relevant patient records to
ensure knowledge of the patient’s management
THE CONSULTATION
Section 4
3 COMMUNICATING WITH PATIENTS
(parents, carers and advocates where appropriate)
Establishes a relationship based on trust and mutual
respect. Sees patients as partners in the consultation.
Applies the principles of concordance.
1 Approaches the consultation in a structured way
2 Listens to and understands patients’ beliefs and expectations
3 Understands the cultural, linguistic and religious implications
of prescribing
4 Adapts consultation style to meet the needs of different
patients (e.g. for age, level of understanding, physical
impairments etc.)
5 Deals sensitively with patients’ emotions and concerns
6 Creates a relationship which does not encourage the
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expectation that a prescription will be supplied
Etc.
PRESCRIBING IN CONTEXT
Section 4
# This competency has an NHS focus. However, the
principles underpinning several of the statements will apply
to optometrists working in non-NHS organisations.
## IT and decision support is likely to increase significantly
over time. It is critical that optometrists are both aware of,
and able to, use relevant IT systems.
7 INFORMATION IN CONTEXT
9 THE TEAM AND INDIVIDUAL CONTEXT
Knows how to access relevant information. Can critically
7 Explains the nature of the patient’s condition and the
rationale behind, and potential risks and benefits of,
management options
8 Helps patients to make informed choices about their
management
9 Negotiates an outcome of the consultation that both patient
and prescriber are satisfied with
10 Encourages patients to take responsibility for their own
health and to self-manage their conditions
Works in partnership with colleagues for the benefit of appraise and apply information in practice.
11 Gives clear instructions to the patient about their medication
patients. Is self-aware and confident in own ability
(e.g. how to take / administer it, where to get it from,
1 Understands the advantages and limitations of different
as a prescriber.
possible side-effects etc.)
information sources
1 Thinks and acts as part of a multidisciplinary team to 2 Uses relevant, up-to-date information; both written (paper / 12 Checks patients’ understanding of, and commitment to, their
ensure that continuity of care is not compromised
management and follow up
electronic) and verbal
2 Recognises and deals with pressures that result in
1 CLINICAL AND PHARMACEUTICAL
3 Critically appraises the validity of information (e.g.
inappropriate prescribing
KNOWLEDGE
promotional literature, research reports) when necessary
3 Is adaptable, flexible and responsive to change
4Applies information to the clinical context (linking theory to Has up-to-date clinical and pharmaceutical knowledge
4 Negotiates the appropriate level of support for their rolepractice)
as
relevant to own area of practice.
a prescriber
1 Understands the conditions being treated, their natural
5 Uses relevant patient record systems, prescribing and
5 Establishes and maintains credibility with colleagues in information systems, and decision support tools##
progress and how to assess the severity of disease
the health care team
2 Understands different non-pharmacological and pharmacological
6 Regularly reviews the evidence behind therapeutic
6 Establishes relationships with colleagues based on truststrategies
approaches to modifying disease and promoting
and respect for each others roles
health, desirable and undesirable outcomes, and how to
7 Seeks or provides support, advice and training from / to
identify and assess them
other prescribers, team members and support staff where
3 Understands the mode of action and pharmacokinetics of
appropriate
medicines and how these mechanisms may be altered
8 THE NHS IN CONTEXT#
(e.g. by age, renal impairment etc.) and how this affects
Understands, and works with, local and national policies
dosage
that impact on prescribing practice. Sees how own
4 Understands the potential for unwanted effects (e.g.
practice impacts on wider NHS.
allergy, adverse drug reactions [ADRs], drug interactions,
1 Understands and works with local NHS organisations
special precautions and contraindications) and how to
2 Works within local frameworks for medicines use as
avoid /minimise, recognise and manage them
appropriate (e.g. formularies, protocols and guidelines)
5 Maintains an up-to-date knowledge of products in the
3 Works within the NHS / organisational code of conduct
BNF / drug tariff (e.g. doses, formulations, pack sizes,
when dealing with the pharmaceutical industry
storage conditions, costs)
4 Understands drug budgetary constraints at local and
6 Understands how medicines are licensed, supplied and
national levels; can discuss them with colleagues and
monitored (e.g. ADR reporting)
patients
7 Applies the principles of evidence-based medicine, and
5 Understands the national NHS frameworks for medicine
clinical and cost-effectiveness
use (e.g. National Institute for Clinical Excellence, National
8 Understands the public health issues related to medicines
Service Frameworks, medicines management, clinical
use
governance, IT strategy)##
9 Appreciates the misuse potential of drugs
10 Is aware of
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And another for the competent leader….
ECQ AND COMPETENCY DEFINITIONS
Competencies are the personal and professional attributes that are
critical to successful performance in leadership positions:
ECQ #1: Leading Change - This core qualification involves the ability to bring about strategic change, both within and outside the organization, to meet organizational goals. Inherent to this ECQ is the ability to establish an organizational vision and to implement it in a continuously changing environment.
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Creativity and Innovation: Develops new insights into situations; questions conventional approaches; encourages new ideas and innovations; designs and implements new or cutting edge programs/processes.
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External Awareness: Understands and keeps up-to-date on local, national, and international policies and trends that affect the organization and shape stakeholders' views; is aware of the organization's impact on the external environment.
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Flexibility: Is open to change and new information; rapidly adapts to new information, changing conditions, or unexpected obstacles.
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Resilience: Deals effectively with pressure; remains optimistic and persistent, even under adversity. Recovers quickly from setbacks.
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Strategic Thinking: Formulates objectives and priorities, and implements plans consistent with the long-term interests of the organization in a global environment. Capitalizes on opportunities and manages risks.
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Vision: Takes a long-term view and builds a shared vision with others; acts as a catalyst for organizational change. Influences others to translate vision into action.
ECQ #2: Leading People - This core qualification involves the ability to lead people toward meeting the organization's vision, mission, and goals. Inherent to this ECQ is the ability to provide an inclusive workplace that fosters the development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts.
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Conflict Management: Encourages creative tension and differences of opinions. Anticipates and takes steps to prevent counter-productive confrontations. Manages and resolves conflicts and disagreements in a constructive manner.
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Leveraging Diversity: Fosters an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization.
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Developing Others: Develops the ability of others to perform and contribute to the organization by providing ongoing feedback and by providing opportunities to learn through formal and informal methods.
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Team Building: Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperation and motivates team members to accomplish group goals.
ECQ #3: Results Driven - This core qualification involves the ability to meet organizational goals and customer expectations. Inherent to this ECQ is the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks.
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Accountability: Holds self and others accountable for measurable high-quality, timely, and cost-effective results. Determines objectives, sets priorities, and delegates work. Accepts responsibility for mistakes. Complies with established control systems and rules.
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Customer Service: Anticipates and meets the needs of both internal and external customers. Delivers high-quality products and services; is committed to continuous improvement.
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Decisiveness: Makes well-informed, effective, and timely decisions, even when data are limited or solutions produce unpleasant consequences; perceives the impact and implications of decisions.
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Entrepreneurship: Positions the organization for future success by identifying new opportunities; builds the organization by developing or improving products or services. Takes calculated risks to accomplish organizational objectives.
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Problem Solving: Identifies and analyzes problems; weighs relevance and accuracy of information; generates and evaluates alternative solutions; makes recommendations.
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Technical Credibility: Understands and appropriately applies principles, procedures, requirements, regulations, and policies related to specialized expertise.
ECQ #4: Business Acumen - This core qualification involves the ability to manage human, financial, and information resources strategically.
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Financial Management: Understands the organization's financial processes. Prepares, justifies, and administers the program budget. Oversees procurement and contracting to achieve desired results. Monitors expenditures and uses cost-benefit thinking to set priorities.
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Human Capital Management: Builds and manages workforce based on organizational goals, budget considerations, and staffing needs. Ensures that employees are appropriately recruited, selected, appraised, and rewarded; takes action to address performance problems. Manages a multi-sector workforce and a variety of work situations.
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Technology Management: Keeps up-to-date on technological developments. Makes effective use of technology to achieve results. Ensures access to and security of technology systems.
ECQ #5: Building Coalitions - This core qualification involves the ability to build coalitions internally and with other Federal agencies, State and local governments, nonprofit and private sector organizations, foreign governments, or international organizations to achieve common goals .
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Partnering: Develops networks and builds alliances; collaborates across boundaries to build strategic relationships and achieve common goals.
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Political Savvy: Identifies the internal and external politics that impact the work of the organization. Perceives organizational and political reality and acts accordingly.
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Influencing/Negotiating: Persuades others; builds consensus through give and take; gains cooperation from others to obtain information and accomplish goals.
Fundamental Competencies - The fundamental competencies are the attributes that serve as the foundation for success in each of the ECQs.
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Interpersonal Skills: Treats others with courtesy, sensitivity, and respect. Considers and responds appropriately to the needs and feelings of different people in different situations.
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Oral Communication: Makes clear and convincing oral presentations. Listens effectively; clarifies information as needed.
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Continual Learning: Assesses and recognizes own strengths and weaknesses; pursues self-development.
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Written Communication: Writes in a clear, concise, organized, and convincing manner for the intended audience.
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Integrity/Honesty: Behaves in an honest, fair, and ethical manner. Shows consistency in words and actions. Models high standards of ethics.
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Public Service Motivation: Shows a commitment to serve the public. Ensures that actions meet public needs; aligns organizational objectives and practices with public interests.
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CLAIRE E. JONES.
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Discussion
• Discuss the HR processes and frameworks used in
your organisation, or those you work with?
– How effective do you think they are?
• Share some examples with the whole group
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SPECIALISTS
Are dedicated to their chosen
fields of work
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PLANTS
Are brought into teams in order to
generate new ideas.
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IMPLEMENTERS
Are brought in to get things organised.
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RESOURCE INVESTIGATORS
Find out what is going on and what is
needed in the outside world.
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COMPLETER FINISHERS
Ensure that everything works to
perfection.
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Placement and reward
In relation to your allocated team role, what
• Shape of job placement;
• Accountabilities; and
• Reporting arrangements…
……………………….would suit that role?
How would you reward and monitor the
performance of your allocated team role?
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Flexible organisation
Hierachy is required in crisis,
due to urgency of action
Structure should adapt through devolution
- allowing individual and team diversity
Allow latitude in organisation
- some areas where team work more prominent
- others areas where more hierachy is required
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Tom Robson
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(0)777 6006159
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