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Human Resource Strategies
Throughout the Ages
Pre-IndustrialPre-Industrial By Category:By Category:AgeAgeSexSexTribeTribeClassClass
VisualVisualInspectionInspection
IndustrialIndustrial
Post-IndustrialPost-Industrial
By Qualifications:By Qualifications:Trade SkillsTrade SkillsExperienceExperienceEducationEducation
CertificatesCertificates
Selection PanelSelection Panel
By Person Shape:By Person Shape:Team RolesTeam RolesPersonalPersonalorientationorientation
Computer Matching:Computer Matching:INTERPLACEINTERPLACE®®
CounsellingCounsellingInterviewInterview
EraEraCriteriaCriteria
for assigningfor assigningworkwork
MethodMethod
versusELIGIBILITYEntry Criteria
Qualifications
Relevant experience
References
Acceptabilityat interview
SUITABILITY
Aptitude
Versatility
Assessments
Role fit with thoseadjacent to job
The placement dilemma
Performance Criteria
BELBIN® e-interplace®
measures Suitability
SELFREPORTING
OBSERVERASSESSMENTS
USED FOR:Self Awareness
Feedback and CounsellingInteraction Reports
Team Building
USED FOR:Internal Placement
RecruitmentCareer Development
JOBREQUIREMENTS
JOBOBSERVATIONS
Normalises/IntegratesFilters/StandardisesConverts Feedback into a single languageDatabase storage for future use
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
Optometrist competencies
CLINICAL AND PHARMACEUTICALKNOWLEDGEHas up-to-date clinical and pharmaceutical knowledgerelevant to own area of practice.1 Understands the conditions being treated, their naturalprogress and how to assess the severity of disease2 Understands different non-pharmacological and pharmacologicalapproaches to modifying disease and promotinghealth, desirable and undesirable outcomes, and how toidentify and assess them3 Understands the mode of action and pharmacokinetics ofmedicines and how these mechanisms may be altered(e.g. by age, renal impairment etc.) and how this affectsdosage4 Understands the potential for unwanted effects (e.g.allergy, adverse drug reactions [ADRs], drug interactions,special precautions and contraindications) and how toavoid /minimise, recognise and manage them5 Maintains an up-to-date knowledge of products in theBNF / drug tariff (e.g. doses, formulations, pack sizes,storage conditions, costs)6 Understands how medicines are licensed, supplied andmonitored (e.g. ADR reporting)7 Applies the principles of evidence-based medicine, andclinical and cost-effectiveness8 Understands the public health issues related to medicinesuse9 Appreciates the misuse potential of drugs
2 ESTABLISHING OPTIONS
Makes a diagnosis and generates management options
for the patient. Follows up treatment.
1Takes a comprehensive medical and medication history,
including presenting symptoms*
2 Assesses the clinical condition using appropriate
equipment and techniques*
3 Identifies the nature, severity and significance of the
clinical problem (i.e. formulates a ‘working’ diagnosis
from differential diagnosis)*
4 Requests and interprets relevant diagnostic tests
5 Views and assesses the patient’s needs holistically
(psychosocial, physical)
6 Considers no treatment, non-drug and drug treatment
options (including referral and preventative measures)
7 Assesses the effect of multiple pathologies, existing
medication and contraindications on treatment options
8 Assesses the risks and benefits to the patient of taking /
not taking a medicine (or using / not using a treatment)
9 Selects the most appropriate drug, dose and formulation
for the individual patient
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
expectation that a prescription will be supplied
Etc.PRESCRIBING IN CONTEXTSection 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.9 THE TEAM AND INDIVIDUAL CONTEXTWorks in partnership with colleagues for the benefit ofpatients. Is self-aware and confident in own abilityas a prescriber.1 Thinks and acts as part of a multidisciplinary team toensure that continuity of care is not compromised2 Recognises and deals with pressures that result ininappropriate prescribing3 Is adaptable, flexible and responsive to change4 Negotiates the appropriate level of support for their role asa prescriber5 Establishes and maintains credibility with colleagues inthe health care team6 Establishes relationships with colleagues based on trustand respect for each others roles7 Seeks or provides support, advice and training from / toother prescribers, team members and support staff whereappropriate8 THE NHS IN CONTEXT#Understands, and works with, local and national policiesthat impact on prescribing practice. Sees how ownpractice impacts on wider NHS.1 Understands and works with local NHS organisations2 Works within local frameworks for medicines use asappropriate (e.g. formularies, protocols and guidelines)3 Works within the NHS / organisational code of conductwhen dealing with the pharmaceutical industry4 Understands drug budgetary constraints at local andnational levels; can discuss them with colleagues andpatients5 Understands the national NHS frameworks for medicineuse (e.g. National Institute for Clinical Excellence, NationalService Frameworks, medicines management, clinicalgovernance, IT strategy)##
7 INFORMATION IN CONTEXTKnows how to access relevant information. Can criticallyappraise and apply information in practice.1 Understands the advantages and limitations of differentinformation sources2 Uses relevant, up-to-date information; both written (paper /electronic) and verbal3 Critically appraises the validity of information (e.g.promotional literature, research reports) when necessary4Applies information to the clinical context (linking theory topractice)5 Uses relevant patient record systems, prescribing andinformation systems, and decision support tools##6 Regularly reviews the evidence behind therapeuticstrategies
7 Explains the nature of the patient’s condition and therationale behind, and potential risks and benefits of,management options8 Helps patients to make informed choices about theirmanagement9 Negotiates an outcome of the consultation that both patientand prescriber are satisfied with10 Encourages patients to take responsibility for their ownhealth and to self-manage their conditions11 Gives clear instructions to the patient about their medication(e.g. how to take / administer it, where to get it from,possible side-effects etc.)12 Checks patients’ understanding of, and commitment to, theirmanagement and follow up1 CLINICAL AND PHARMACEUTICALKNOWLEDGEHas up-to-date clinical and pharmaceutical knowledgerelevant to own area of practice.1 Understands the conditions being treated, their naturalprogress and how to assess the severity of disease2 Understands different non-pharmacological and pharmacologicalapproaches to modifying disease and promotinghealth, desirable and undesirable outcomes, and how toidentify and assess them3 Understands the mode of action and pharmacokinetics ofmedicines and how these mechanisms may be altered(e.g. by age, renal impairment etc.) and how this affectsdosage4 Understands the potential for unwanted effects (e.g.allergy, adverse drug reactions [ADRs], drug interactions,special precautions and contraindications) and how toavoid /minimise, recognise and manage them5 Maintains an up-to-date knowledge of products in theBNF / drug tariff (e.g. doses, formulations, pack sizes,storage conditions, costs)6 Understands how medicines are licensed, supplied andmonitored (e.g. ADR reporting)7 Applies the principles of evidence-based medicine, andclinical and cost-effectiveness8 Understands the public health issues related to medicinesuse9 Appreciates the misuse potential of drugs10 Is aware of
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.
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
RESOURCE INVESTIGATORS
Find out what is going on and what is needed in the outside world.
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?
Flexible organisation
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
Hierachy is required in crisis,due to urgency of action
