DIPLOMA IN HEALTH AND SOCIAL CARE – UNIT 6

THE ROLE OF THE HEALTH AND SOCIAL WORK CARER

AIMS

When you have worked through this unit you will: • Understand working relationships in health and

social care. • Know how to work in ways that are agreed with

the employer. • Know how to work in partnership with others.

PERSONAL AND PROFESSIONAL RELATIONSHIPS

• Throughout our lives we are involved in a series of various social relationships that are important to us for different reasons.

• Close friends and family may have different relationships with one another, but those you have with individuals in the care setting should be professional.

ACTIVITY ONE• Think of the relationships you have with the people listed below.

Get your notepad and write down the people you have a professional relationship with.

• Parents• General practitioner (GP) Colleagues• Manager• Friends • Individuals you support• Partner Children Social worker• Brothers and sisters• Neighbours• District nurse

Working Relationships

• You can choose whether to form friendships. but you do not choose the people you are involved with at work. You may feel as though you have little in common with some people, and would not expect to socialise with them outside the workplace.

• It can happen that you are friends with colleagues outside work. As long as you can keep these personal and working relationships separate, your work should not be affected.It may be that you do not like to comment if a friend is not working, or feel tempted to cover for their mistakes. If your close friendship is evident when you are working together. others in the team could feel that they are not treated with the same respect.

ACTIVITY

• Choose two of the people in Activity 1 - one an example of a working relationship, and one an example of a personal relationship. Identify the differences between them.

ANSWERS

• Differences you may have identified could include, for example:

• a professional relationship being more formal than a personal one.

• However, there may be some information that you might share with your GP that you would not like to share with a friend.

ANSWERS

• There has to be a bond of trust in working relationships, and this is partly established by the professional nature of the relationship.

• This trust is an important feature in professional

relationships in health and social care. The individuals you support may share personal information about themselves with you as part of the care process, but the relationship is still a professional one.

THE DIFFERENCE BETWEEN PERSONAL AND PROFESSIONAL RELATIONSHIPS

• You can see that being in a professional working relationship means working to agreed standards, polices and procedures, and codes of practice. As a social care worker, you follow the codes of practice set out by the General Social Care Council, the regulating body.

• Being trained and gaining qualifications are important for being in a professional working relationship and helps others to trust you. Trust is usually present in friendships and other personal relationships, but not always. It has to be present for a relationship to be professional.

THE DIFFERENCE BETWEEN PERSONAL AND PROFESSIONAL RELATIONSHIPS

• Professional relationships involve sharing information when appropriate, but maintaining confidentiality when required. Maintaining confidentiality is very different from keeping secrets, which, although this can be wrong in any relationship,is not normally accepted in a professional relationship.

THE DIFFERENCE BETWEEN PERSONAL AND PROFESSIONAL RELATIONSHIPS

• There have to be certain boundaries within a professional relationship with individuals.

• For example, you would not share your personal number with them or communicate via a social networking website as you would with friends.

• The level of formality may vary according to the preferences of the individual for example how they like to be addressed and what is necessary to put them at ease - however, this type of relationship is generally more formal.

THE DIFFERENCE BETWEEN PERSONAL AND PROFESSIONAL RELATIONSHIPS

• Physical contact is restricted in professional relationships, and though it is unavoidable when supporting individuals with personal care, it should never be open to misinterpretation.

• Though conflict can occur between individuals and workers, this should not be allowed to develop into an argument.

THE DIFFERENCE BETWEEN PERSONAL AND PROFESSIONAL RELATIONSHIPS

• Receiving and giving gifts is not acceptable in a professional relationship with an individual and neither is borrowing money.

• This is because you would not only leave yourself open to allegations of abuse, but it could also be abusive as the individual may be vulnerable and feel pressured.

• Exchanging gifts and doing favours could also be seen as favouritism, and the support you give to all individuals should be based on need and not who you would choose to spend more time with.

KEY POINT

• Working relationships are based on professional attitudes and are different from personal relationships.

PEOPLE YOU WORK WITH IN SOCIAL CARE

• The people you work with in health and social care may be within the setting, such as individuals and their supporters, or from outside the organisation, such as district nurses, GPs, hairdressers and volunteers.

• Health and social care is a diverse sector to work in, providing different services to many different people, and you may have identified other people who are not on this list. You will be in contact with different people, each one requiring a professional relationship.

ACTIVITY

• Think and jot down all the different people you work with in your role

FORMING PROFESSIONAL RELATIONSHIPS

• The way that you present yourself; your appearance and behaviour are important in building relationships with others and people's trust in you. When you are at work, you represent the organisation that employs you and all care workers can be judged by the way you act.

• People make judgements about you based on the first few

minutes of meeting you. This means much of their lasting impression is informed by your appearance and manner at the beginning. Although this seems like 'judging a book by its cover: it also means that if you create a good impression from the initial contact, you are likely to be able to maintain a good working relationship with others.

ACTIVITY

• Think about a time when you were using a service and dealt with a professional, such as a health-care assistant, nurse or doctor. Describe what happened, and identify how you were treated in a professional way. What made it professional?

WHAT BEING PROFESSIONAL MEANS

• From the previous exercise , you may have chosen the following as reasons why you felt you had been treated professionally:-

• Staff were flexible. • Staff listened to you. You were not coerced into anything. You made your own choices. • Staff had time for you. • You weren't kept waiting unnecessarily. • Staff had a pleasant, courteous attitude. • You were given the information you needed. • Staff went out of their way to meet your needs. • You were pleased with the quality of service you received.

WHAT BEING PROFESSIONAL MEANS

• Looking at what makes you feel good when using services can help you to understand how other people's needs are best met within a work situation. There are limits as to how much you can do this in some situations, but you can always help by communicating in a professional way, and keeping people informed.

• If you have chosen a negative experience, you will probably have

found that some or none of the above happened. Perhaps the staff ignored you, dismissed your concerns or were rude. There may have been a reason for this- perhaps they were short staffed. Learning from negative experiences can also help you to ensure that you don't make people feel the same way that you did.

KEY POINT

• Making a positive impression from the beginning is an important part of forming good working relationships.

WORKING WITH OTHERS

• Working with others involves give and take - it means accepting support. and being able to offer support in return when needed.

WORKING WITH OTHERS

• People in a team work together regularly and have shared goals. for example:

• Theatre companies work together to stage a

production. • Media staff work together to present news on

television. • Hospital staff work together to provide treatment.

TEAMWORK• People who work as a team support one another. They

understand each other, communicate and share information so that there is continuity. This helps to:

• reduce stress• meet objectives (finish the task)• promote understanding between members provide direction for

members• provide support for members• provide companionship between members ensure responsibilities

are met• allow individual strengths and weaknesses to complement• one another pool resources.

INDIVIDUAL TEAMS

• In your work setting you may be a member of several teams. Members of staff of any service provider work as a team, but a team of care workers may be allocated certain individuals to their care.

• In addition, different professionals involved in the care or treatment of an individual work together as a multidisciplinary or multiagency team.

PARTNERSHIP WORKING

• Partnership working is a term used to describe a shared approach between different people with a shared interest. It usually involves groups of different professionals and agencies, but also includes other people with an interest. in particular individuals and their supporters.

PARTNERSHIP WORKINGPartnership working in this way benefits everyone involved, but the main focus is on the

individual. The benefits of partnership working are that it: • Supports a person-centred approach. Shares information and decision making. • Gives the 'whole picture' - seeing the situation from different perspectives. • Co-ordinates a wide range of services to meet an individual's needs. • Gains an understanding of the skills and roles of others. • Recognises and uses the expertise of others involved. • Allows early recognition of risks and ways these can be reduced.

PARTNERSHIP WORKING

• Partnership working involves collaborating together and co-ordinating support and service delivery. It is also an important aspect of safeguarding, as different people contribute different pieces of information, when put together makes the whole picture.

PARTNERSHIP WORKING

• A partnership can involve two or more people. If you draw up a care plan with an individual. you are working in partnership with them.You may make a suggestion during a handover in relation to how the care plan is implemented; this is an example of partnership working. When you record the instructions of the district nurse for the rest of the care team, you are working in a partnership.

SOME EXAMPLES OF PARTNERSHIP WORKING IN HEALTH & SOCIAL CARE

• Key worker, individual and supporters planning activities.

• Medication procedures review with GP,

pharmacist and manager. • Care plan review with social worker. • Residents' meeting in a care home.

WAYS OF WORKING TO IMPROVE PARTNERSHIPS

• Aims and goals are agreed and shared with everyone involved. • There is effective leadership, but shared ownership, so that everyone feels they

have a stake in it. • Everyone is made to feel valued. • Everyone has a clear role and is aware of their responsibilities. • There are clear boundaries and expectations. • Communication is effective, open and honest. • There is trust between all involved.

KEY POINT

• Partnership working is a term used to describe a shared approach between different people with a shared interest.

PREVENTING CONFLICT

Conflict may occur when: • Communication systems do not work or they break down. • There is conflict between the need to share information and maintain confidentiality. • There is disagreement about options and decision making. Personality clashes occur. • A person or people fail to listen to others' views. Resources are limited. • There are eligibility and funding issues. Policies and procedures in place prevent full co-operation. • There are differences in opinion about level of risk and risk assessment. • There is no consistency of approach - some people may feel undermined. There is an unequal 'power'

relationship.

PREVENTING CONFLICT

• People also have different priorities and see the same situation from different perspectives. For example, an individual may feel that they require more resources than can be funded. while commissioning staff may have to ensure that all individuals eligible receive the best support possible.

SKILLS AND APPROACHES FOR PREVENTING CONFLICT

• It is better. if possible, to work together closely to avoid conflict. The key to this is to use the skills identified earlier in this section to promote teamwork.

PRACTICAL APPROACHES INCLUDE:• Designated meeting times, which provide opportunity for everyone to form

and maintain good working relationships. These can include care plan meetings, individuals ' or service users' meetings or staff meetings.

• If meetings are not appropriate or realistic, regular and effective communication

is essential. For example, communication could take the form of a few words in the office to the district nurse about an individual, or communication during handover.

• Communication systems such as communication books or diaries, where people

can pass on important information for others. • Fostering an atmosphere where everyone's contribution is recognised and

valued.

PRACTICAL APPROACHES INCLUDE:

• People also bring with them anxieties and fears that affect their behaviour, and can be unhappy with the service they are receiving, especially if it does not meet their expectations.

• There are certain steps you can take to help

reduce the likelihood of conflict between people in this sort of situation.

PRACTICAL APPROACHES INCLUDE:

• If someone using the service has one negative experience, they remember it. It often means that they choose another option, and avoid using the service or product if they possibly can.

• Within an organisation, this could cause poor working relations and conflict. People also tell others of their experiences, and both good and poor reputations are established by 'word of mouth' in this way.

PRACTICAL APPROACHES

• There are times when staff can be at the receiving end of an individual's frustration, even though it is not their fault. This is never a reason to be rude - although in extreme cases, they would need to take firm action and involve security staff.

• You can help maintain working relationships

by communicating clearly and politely.

STRESS

• In most jobs, especially in health and social care, there are busy and quiet periods. There are times when it is more difficult to approach other members of the team. You wouldn't expect to call your supervisor out of a formal meeting in order to book your annual leave, for instance.

• During an emergency, people often forget about social

pleasantries when giving instructions, as the main priority is speed and accuracy. You can best support colleagues in this sort of situation by keeping calm and following instructions. If you feel offended, you will usually find that after the incident, people are grateful for your co-operation and speedy response.

CONFLICT

• It can be difficult to work well with someone who you don't feel you get along with. You may find some people's manner abrupt, for instance. There may be reasons for this, as everyone can feel under pressure during busy or stressful times.

• There may be minor disagreements between team members about different ways of working. This is quite acceptable, and in fact necessary, and helps staff to develop bonds and improve practice.

CONFLICT

• If you are facing aggression or threatening behaviour from people using the ser vices or their supporters, you should follow the procedures set by the organisation. It's a good idea to make sure you are familiar with these beforehand.

GUIDELINES IN DEALING WITH CONFLICT

• Respond in a calm manner. • Don't be drawn into an argument- don't shout or laugh

at the person. • Acknowledge that they are angry. • Get help from a senior /authorised member of staff. • Don't put yourself in a dangerous situation.

CONFLICT

• Avoid getting yourself in a situation you cannot handle by making sure you call for help as soon as you suspect things may be getting out of control.

SUPPORT AND ADVICE

• If you are unable to resolve the conflict. you will need to know where and how to get advice and support. This would usually be from your manager, but make sure that you are aware of who you should approach.

KEY POINT

• If you respond in a calm way to someone who is angry, you can help them to feel calmer and defuse the situation. If you respond with anger, the situation could escalate.

SUMMARY• Working relationships are based on professional attitudes and are different from personal relationships. • Making a positive impression from the beginning is an important

part of forming good working relationships. • Partnership working is a term used to describe a shared

approach between different people with a shared interest. • If you respond in a calm way to someone who is angry, you can

help them to feel calmer and defuse the situation. If you respond with anger the situation could escalate.

WORKING WITHIN THE SCOPE OF YOUR JOB

• In order that you can work within the scope of your job role, you need information about what is expected from you at work.

• You also have to be able to look at yourself objectively in relation to the way you work and how others see you.

YOU NEED THE FOLLOWING INFORMATION:

• What your supervisor expects from you. • What the individuals you support expect from you. • What your colleagues expect from you. • What you want to gain from your work. • How to gain self-awareness by looking at your own

strengths and weaknesses.

WORKING WITHIN THE SCOPE OF YOUR JOB

• Supervisors are willing to spend a lot of time helping you to learn new skills, giving you opportunities to carry out different tasks and gain experience.

• They will expect certain standards of conduct from you at all times, but some of these are particularly important for staff working in a health and social care setting.

EXPECTATIONS OF OTHERS

• These people include: your supervisor your colleagues the individuals you support

• Regulating bodies, such as the inspection body, the Care Quality Commission (CQC), and the Health and Safety Executive (HSE)

• National occupational standards, such as Common

• Induction Standards (CIS).

YOUR COLLEAGUES

• Your colleagues have similar, but often more informal expectations. They expect you to support them when necessary, work as a team and be polite and helpful.

INFORMATION ABOUT THE STANDARDS MANAGERS AND SUPERVISORS EXPECT

From External Organisti

ons

•The Legislative Framework•CQC Standards and OutcomesFrom

your Training

•Skills for Care website•NVQ/QCF StandardsFrom

your Manager

•Policies and Procedures•Supervision•Job Description

YOUR JOB DESCRIPTION

• A job description sets out the purposes and main responsibilities of a particular job role. It is likely to include the following points:

• You respond promptly to requests or enquiries.• You are flexible, as far as is possible within the limits of

your role.• You deliver services at the time agreed. You communicate

effectively with people using the• service, keeping them informed of what is going on.

THE LEGISLATIVE FRAMEWORK

• Health and social care is a highly regulated sector. This is because people who use it are vulnerable and should be safeguarded, and also to ensure that it is accessible and provides a good standard of care. Laws reflect the values of the society we live in,and one of the values that the law reflects is to care for those who are vulnerable and may be unable to represent their own interests.

POLICIES AND PROCEDURES

• Policies and procedures, or agreed ways of working, provide guidance on how you should work within the legislative framework and standards. They are often referred to as 'agreed ways of working', because part of your contractual agreement is to work to the policies and procedures.

OTHER SOURCES

• One of the six standards set out in the Genral Social Care Council Codes of Practice codes of practice is all about accountability and responsibility.

WHAT THE CODE OF PRACTICE NO.6 STATES REGARDING YOUR JOB

6.1 Meeting relevant standards of practice and working in a lawful safe and effective way. 6.2 Maintaining clear and accurate records as required by procedures established for your work. 6.3 Informing your employer or the appropriate authority about any personal difficulties that might affect your

ability to do your job competently and safely. 6.4 Seeking assistance from your employer or the appropriate authority if you do not feel able or adequately

prepared to carry out any aspect of your work,or you are not sure about how to proceed in a work matter. 6.5 Working openly and co-operatively with colleagues and treating them with respect. 6.6 Recognising that you remain responsible for the work that you have delegated to other workers. 6.7 Recognising and respecting the roles and expertise of workers from other agencies and working in

partnership with them. 6.8 Undertaking relevant training to maintain and improve your knowledge and skills and contributing to the

learning and development of others.

WORKING WITHING THE SCOPE OF YOUR JOB

• As a care worker, you work under the authority of other people who delegate tasks to you. When you accept those tasks. you accept responsibility for them.

• The manager may delegate tasks to you, and it is then your duty to carry them out competently. The manager is responsible for ensuring that you are only delegated work you are trained and competent (have the required skills and knowledge) to carry out.

• At times, you may not have reached the level of knowledge and skills needed to take on specific tasks. It is important never to take responsibility for a task that you don't feel competent to carry out.

SUMMARY

• There are certain standards and expectations in any organisation that you will need to meet.

• You should work within the agreed scope of your role and not take on any tasks that you have not received training for.