Unit 210 Support Staff Essay

Assignment: Keeping People Safe Unit 7: Principles of Safe Practice in Health and Social Care A: Examine how duty of care contributes to safe practice in health and social care settings B: Understand how to recognise and respond to concerns about abuse and neglect C: Investigate the influence of health and safety legislation and policies in health and social care settings D: Explore procedures and responsibilities to maintain health and safety and respond to accidents and emergencies in health and social care settings Task 1: Evaluate significance of duty of care, explaining its significance in promoting safe practice, Evaluate significance of complaints procedure in promoting safe practice, and justifies the procedures used when responding

In addition, training should also be tailored to specific positions in the company and employees roles. Management may need additional training to help deal with employee issues, while someone in purchasing may need more training on gifting policies and someone in finance needs to understand the company’s position on fraud.

Unit 332 – Engage in personal development in health, social care in children`s and young people`s settings

Change is a hard concept for most, but change in the hospital setting can be beneficial for both staff and patients. According to Mclean (2011), “Every change begins with an ending” (p.79). How people respond to change can make the process easy or hard depending on how the change is presented.

I am going to be looking at and discussing how to improve on my own and team practice. Within this, I will be discussing why it is important to continue with my professional development and why team work is important in schools. I will also be describing why it is important to be respectful of the skills and expertise that others can bring to the team.

1.2 Explain circumstances when it is necessary to seek specialist expertise in relation to recruitment and selection.

1.1. When assessing development some factors need to be taken into account one of these is confidentiality, this means that you will need permission from a child’s parents/carers before doing observations, also when information is wrote down about a child is important that it is kept in a safe place were only the relevant people can access it. Also making sure that information about a child is only shared with parents/carers or colleagues and professionals that have the right to know. Another factor to take into account is a child’s wishes and feelings, this means to take into account the child’s wishes when doing an observation or assessment. The child may not want to be assessed at

OUTCOME 1 Understand the legislation and policies that support the human rights and inclusion of individuals with learning disabilities.

A practical exercise is an option to allow those who do not perform well in traditional interviews to demonstrate that they do have the skills required to do the job role, for example if no mention is made of excellent verbal communication skills as an essential requirement of the job but accurate data entry skills are then this can be demonstrated using an exercise whilst taking account of the candidates limitations in the former aspect.

Continual Self-Development is the approach where an individual takes prime responsibility and ownership for their own learning and development. This approach requires motivation and commitment in order to exploit learning opportunities and minimise the impact of weakness. A continuing self-development should be undertaken in partnership with the organisation and self-development should enhance the role held within the organisation. There are many benefits to be derived from continual self-development: improve performance and self-confidence; identify and develop specific skills and qualities; increase learning capacity; help achieve potential.

As said above good communication can really help people accept a change more quickly. Working as a team can really help to adapt to change

As a senior it is important that I along with the support staff have the training necessary to be competent enough to deliver the support needed in the community. It is

The more active the participants are in the planning, the less resistance there will be later (Sullivan & Decker). If staff does not trust leadership, does not share the organization's vision, does not buy into the reason for change, and aren't included in the planning, there will be no successful change, regardless of how brilliant the strategy (Goman, 2000). How people react to change is important to understand. Change takes an emotional toll on people, some more than others. It is important not to underestimate that toll and understand who will have a harder time adapting to change. Fear of change has many roots. Those roots can be a lack of trust, fear of failure, fear of loss of income or a belief that the change is unnecessary (Sullivan & Decker). By understanding the reason for the resistance a manager can help the employee overcome his or her fear and become a supporter of the change. The last two steps are to provide feedback mechanisms to keep everyone informed of the progress of change and evaluate the effectiveness of change (Sullivan & Decker). People need to be kept informed of the change process to minimize anxiety. Sometimes there are unexpected consequences to the change, and it is important to have a system in place for those consequences to be discussed and if needed more changes made in order to accommodate those consequences.

The first step in effective change management is to diagnosis the current situation. The diagnosis process involves investigating the organisation and looking at the sources of the problem. This includes the employee’s self-awareness of their own stress and sources. Data can be collected via a questionnaire and interviews. The researchers should investigate the work environment and personal stressors. Such common sources of stress can include workload, role conflict and ambiguity, promotional issues, opportunities to participate, managerial support and communication. It is also important to measure the consequences of stress; these can include moods, performance, job satisfaction, absenteeism, blood pressure and cholesterol levels.

Could the change be in the culture of the team or of the organisation? Analysis if the organisation, team or people are currently in the position to adapt to change. Do they have the commitment, motivation and drive.