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Clandestine Insurgency in the HR world Tom Robson [email protected] Human Resource Strategies Throughout the Ages Era Pre-Industrial Industrial Post-Industrial [email protected] 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 [email protected] 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 [email protected] USED FOR: Internal Placement Recruitment Career Development Existing HR orthodoxies • • • • • • Competence frameworks Hierachical organisational design, and org. charts Highly defined job specifications Performance-related pay structures Measurement is king Target-driven management processes [email protected] 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 [email protected] 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 [email protected] 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. · 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. · 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. · Flexibility: Is open to change and new information; rapidly adapts to new information, changing conditions, or unexpected obstacles. · Resilience: Deals effectively with pressure; remains optimistic and persistent, even under adversity. Recovers quickly from setbacks. · 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. · 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. · 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. · Leveraging Diversity: Fosters an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization. · 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. · 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. · 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. · Customer Service: Anticipates and meets the needs of both internal and external customers. Delivers high-quality products and services; is committed to continuous improvement. · 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. · 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. · Problem Solving: Identifies and analyzes problems; weighs relevance and accuracy of information; generates and evaluates alternative solutions; makes recommendations. · 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. · 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. · 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. · 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 . · Partnering: Develops networks and builds alliances; collaborates across boundaries to build strategic relationships and achieve common goals. · Political Savvy: Identifies the internal and external politics that impact the work of the organization. Perceives organizational and political reality and acts accordingly. · 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. · Interpersonal Skills: Treats others with courtesy, sensitivity, and respect. Considers and responds appropriately to the needs and feelings of different people in different situations. · Oral Communication: Makes clear and convincing oral presentations. Listens effectively; clarifies information as needed. · Continual Learning: Assesses and recognizes own strengths and weaknesses; pursues self-development. · Written Communication: Writes in a clear, concise, organized, and convincing manner for the intended audience. · Integrity/Honesty: Behaves in an honest, fair, and ethical manner. Shows consistency in words and actions. Models high standards of ethics. · Public Service Motivation: Shows a commitment to serve the public. Ensures that actions meet public needs; aligns organizational objectives and practices with public interests. [email protected] CLAIRE E. JONES. [email protected] 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 [email protected] SPECIALISTS Are dedicated to their chosen fields of work [email protected] PLANTS Are brought into teams in order to generate new ideas. [email protected] IMPLEMENTERS Are brought in to get things organised. [email protected] RESOURCE INVESTIGATORS Find out what is going on and what is needed in the outside world. [email protected] COMPLETER FINISHERS Ensure that everything works to perfection. [email protected] 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? [email protected] 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 [email protected] Tom Robson [email protected] (0)777 6006159 [email protected]