MANAGING

HUMAN
RESOURCES
MENTOR: VIVIAN OVIASEHI

STUDENT: FLORINELA PENTELEICIUC

STUDENT NUMBER:17000495

UKCBC-CAMPUS HOLBORN

Introduction
 Human resource is the most valuable resource
within an organization. A motivated and prepared
workforce is a basic element for the delivery of quality
health services that will fully meet the expectations of
patients. Human resource management methods used
in health can be a stimulating or braking factor in
achieving the organization's goals. The main objectives
of the human resources management in the health care
system concern the mobilization, motivation and
development of the staff capacities.

As a manager at St Margaret's Nursing Home,

before implementing the strategy of procurement of
human resources I must consider the following:

1. What kind of people the organization needs to be

a competitor success and to remain in the same
position in the future?

2. What we need to do to attract, develop and keep

this type of people?

The strategy involves addressing the following

issues:

1. Planning human resources

2. Recruitment

3. Selection

4. Introduction to the organization

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 5. reducing the number of employees.

Planning human resources is the process by which

requirements are identified the human resources of an
organization and the plans to achieve it requirements.
The need for human resources is expressed both in
terms quantitative (how many people?) and in
qualitative terms (what kind of people?). Planning
human resources is an integral part of business
planning economic performance of the organization.
(Armstrong-2003)

Factors influencing human resource planning:

 organization - internal environment, its policies,

resource processes human in the organization, etc.

 the external environment - the labor market, with the

specific characteristics of the areas geographic
locations, and types of posts.

Objectives pursued in human resource planning:

 attracting and retaining the necessary number of

people, with the skills, the necessary knowledge and
skills;

 developing a well-prepared, flexible workforce;

 reducing labor market dependence (especially when

there is a deficit in a certain area of qualification);

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 improving the use of staff;

 Making it possible to anticipate potential surpluses or

deficits of staff.

The purpose of the recruitment and selection

process is to get a minimum cost the human resources
need (in terms of number and quality) of the St
Margaret’s Nursing Home.

When planning to recruit a person for a new job

positions within the organization, great attention must
be paid to everyone the issues that this issue involves.

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 For St Margaret's decent work, there may be a
reorganization of a teams or an existing department.

Prior to starting the recruitment and selection

process, it is good to look at the situation of the staff
and find the answer to the following questions:

1. Is recruitment necessary?

2. What job will be recruited for?

3. What kind of person will be recruited?

The three stages of the recruitment and selection

process are:

 Definition of Requirements - making the role sheets

(post) and a related requirement; setting terms and
conditions of employment;

 Attracting candidates - considering and assessing the

sources alternative candidates from inside and outside
the company; making ads; the use of agencies and
consultants;

 Selection of candidates - CV selection, interview,

evaluation candidates, offering, references, making
employment contracts.

The number and categories of people required by

an organization must be specified in the recruitment
program, a program that derives from the human
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resources plan. Job requirements are defined by job
description (role) and job specification (if any). These
two documents provide the basic information needed to
start attracting and selecting candidates.

Importantly, recruiting and selecting employees for

St. Margaret’s Nursing Home, is done in compliance
with laws and policies. Policies and legislation have a
profound influence on the recruitment process, and
their respect is very important.

An important policy that should be respected is the

Employment and Employment Law 2002 (Bratton &
Gold, 1994), respecting this law, many of the
organization's issues would be resolved, such as:
dispute resolution from the workplace, the workplace,
all employees would have the same salary rights.

The Equality Law 2010 shows that all employees of

the organization, regardless of age, sex, sexual
orientation, culture or race, should be treated equally.
At the same time, this law protects employees from
discrimination and harassment.

The Equal Pay Act must also be respected, so

employees will be paid equally regardless of whether
the employees are women or men.

Recruitment involves hiring competent staff

members and having the ability to understand, progress
with beneficiaries and other staff members.
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 The procedures used to look for suitable staff can
be: publicity, written ads, letters to social care
institutions and labor agencies and personal contacts.
Recruitment as a process cannot be dissociated from
job analysis.

Job analysis is a description of the key features of a

post, information that distinguishes it from other posts.
It should be specific, clear and describe the tasks and
activities to be accomplished, such as:

- work process activities, namely job-related activities

(procedures and processes used) and employee-
related activities (patterns of human behavior);

- performance at work;

- the job context describing the work program, the

social and organizational environment;

- personnel requirements that require knowledge, skills,

level of education, experience in the field.

Although there is no single recruitment formula, some

rules can be summarized in this process:

- job definition;

- defining the candidate's key attributes;

- realistic rewards based on the estimated value of the

candidate's contribution;
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- using appropriate sources for recruitment;

- professional interviewing;

- taking decisions quickly;

- checking the professional references of the

candidates;

- avoiding over-negotiation of the job;

- Keeping in touch with the candidate between

accepting the offer and starting work;

- providing a good start to the new employee (Hutton,

1984).

Two factors are important in the selection of the

staff: the organization's needs and expectations and the
wishes of the person to be employed. Selection is very
important for the organization, because selecting
means finding people whose competencies, aspirations
and interests coincide with the organization's needs
and goals.

To be effective, the selection process must consider

three categories of criteria:

- organizational criteria - are those attributes that the

organization regards as valuable to its employees; they
are usually subjective and general;

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- departmental criteria - which make the shift from the
subjectivity and the generality of the organizational
criteria to the objectivity and precision of the criteria
given by the post;

- criteria given by the job itself - are the criteria

contained in the job description.

The selection process involves several stages:

- written request (letter of intent and curriculum vitae);

- interview (sample selection);

- selection tests, checking technical, psychological

references, .;

- checking the recommendations of others;

- comprehensive interview;

- analysis and decision.

Also, candidates for a post must have the following

qualities:

- capacity for the post;

- acceptability to other people (teamwork);

- perseverance, diligence;

- interest in the job;

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- maturity, stability.

Competence, care and involvement are essential if a

social worker wants to be effective. Competence
derives from professional training and previous
experience of success. Care is manifested both in
verbal and nonverbal communication.

Involvement involves the person's willingness to

make a contribution to the organization's services and
the will to use their time and skills in this respect, even
if they involve additional hours of work.

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