1. HR and Knowledge Management in Multidisciplinary Team
Päivi Huotari

2. What is the focus of client’s problem space?

3. Multidisciplinary and multi-professional teams and networks are becoming increasingly relevant
More complex and multi-level care needs
Blurry boundaries, new operating models, and digitalization
Knowledge and information overload – knowledge sharing practices
The emphasis on client's role, self-determination and freedom of choice
Critical issues: service productivity and effectiveness, service quality, and client safety
First choice: regulation, legalization and qualification protection of professional activities in the field
Second choice: multidisciplinary team work

4. TWO MAIN STARTING POINTS

5. 1. HR practices Context is fundamental – multidisciplinary team is one
HR practices should align organizational aims with employee interests (Boxall 2013)
HRM basic principles and standardized practices  the principle of flexibility and differential management of employees in HRM to align organizational and individual goals in practice (Gilbert ym. 2015; Becker & Huselid 2006)
Actual models of HRM can contain a complex and “contradictory” set of messages (Boxall et al. 2011)
Context is fundamental: HR practice must fit the context in which it is enacted – multidisciplinary team is one
It seems that within a broad consensus on basic principles regarding the HR policy of the organisation, there also has to be consensus on the principle of flexibility in HRM to align organisational and individual goals in practice (Gilbert ym. 2015); strategic HRM has been moving away from standardised practices that are consistent across all employees towards a differential management of employees (Becker & Huselid 2006)

6. 2. MULTIDISCIPLINARY TEAM (Modified NHS 2014)
Care workers from different disciplines work together toward a common purpose: improving the quality of and achieving efficiencies in the delivery of care, treatment and support to and for their clients in partnership between health and social care professionals  partnership towards common purpose
A multidisciplinary approach involves multiple disciplines to explore problems outside of normal boundaries and reach solutions based on a new understanding of complex situations  complexity
Utilizing knowledge, skills and best practice from multiple disciplines and across service provider boundaries in order to redefine, re scope and reframe health and social care delivery issues and reach solutions based on an improved collective understanding of complex client need(s).  sharing knowledge to solve complex situations collectively

7. HOW TO ASSESS TEAM PERFORMANCE: the main goal is always the same
HOW TO ASSESS TEAM PERFORMANCE: the main goal is always the same
EXTERNAL
EFFECTIVENESS
SERVICE ABILITY
PERFORMANCE
CLIENT WELFARE AND HEALTH
INTERNAL
PERSONNEL ACHIEVEMENT ABILITY
PRODUCTIVITY AND ECONOMY

8. WHAT ABOUT MANAGEMENT SCIENCES?

9. Solutions to enhance multidisciplinary work
Different scientific and research culture and educational background
Cultural, service system, and sectorial boundaries
Professionals aim to have an autonomy in their own profession and focus on professional intervention
Different professionals have different power and voice at societal and organizational level
Codes, traditions and hierarchies of different professions
Discussion practices, professional ‘language’; which are the right and common concepts
HR challenges in multidisciplinary team work
Solutions to enhance multidisciplinary work

10. Effects on client’s welfare and health
HR and Knowledge Management (AMO) in MDT (black box)
RECRUITMENT & SELECTION
TRAINING & DEVELOPMENT
H &S care integration and cooperation skills
PERFORMANCE APPRAISAL
FINANCIAL REWARDS
FEEDBACK – what is valued? Based on what?
JOB DESIGN
INVOLVEMENT SYSTEMS COMMUNICATION
Multidisciplinary team as part of organizational structure, a unit
INTERNAL PROMOTION
SECURITY
FAIR TREATMENT
PSYCHIOLOGICAL CONTRACT
EMPLOYEE QUALIFCATION AND COMPETENCE A
EMPLOYEE MOTIVATION M
OPPORTUNITY TO PARTICIPATE O
EMPLOYEE COMMITMENT
ENHANCED
MULTIDISCIPLINARY
TEAM PERFORMANCE
Effects on client’s welfare and health
Maslow
AMO= ability x motivation x opportunity
(modified Guest 2006)

11. COMPETENCES OF STRATEGIC LEADERS (modifies Limbach-Birn 2014)
Inspiration
Self-management
Empowerment
Challenging the process
Extraversion
Openness
Emotional stability
Expression skills
Listening skills
Policy-making skills
Communication
Extraversion
Openness
Conscientiousness
Language skills
Electronic literacy
Reading
Intellectual ability
Proactiveness
Openness
Conscientiousness
Knowledge sharing practices
COMPETENCES OF A MULTIDISCIPLINARY TEAM LEADER AND MEMBERS

12. The effectiveness of a MDT (NHS 2014; MHC 2006): Human Resource perspective
Clarity of purpose, process, outcomes – shared goals and values
MDT structure, roles and functions are clear and transparent
The multidisciplinary team is seen as one unit of care delivery
Leadership with a culture of collaboration, working with and across boundaries based upon the need(s) of the client
Acceptance of accountability
Balancing generic vs specific professional roles
Good meeting management skills

13. How to ensure the effectiveness of a MDT (NHS 2014; MHC 2006): Human Resource perspective
Respect of collective agreements
Trust and respect within the team (different disciplines, competencies and different views and perspectives)
Learning form each other: debates and discussions
Clear mechanisms for resolving team conflicts and addressing sensitive issues constructively

14. CONCLUSIONS: Complexity Partnership Knowledge sharing Context based HR
Common purpose and aims
HR & cultural awareness
Knowledge sharing practices & KM
Context based HR
(& best practices)
CONCLUSIONS:
Complexity
Partnership
Knowledge sharing
CLIENT