HR Management Roles in Elderly and Disability Services

HR Task Performance in Human Services

Human resources departments and HR managers contain enormous potential in their ability to align a larger corporate strategy with an organization's inner workings. Specifically, HR managers working in performance management and leadership roles within elderly services can greatly affect the overall performance of the organization by identifying and completing tasks that support its core mission. This role within human resources depends on the leader's ability to gather resources and distribute them appropriately.

For example, HR managers in this context must develop, update, and implement important policies. These policies must be standardized and put in writing. Implementation requires that the outlined policies be actively put into practice — otherwise the policy serves no useful purpose. Distinguishing between quantity and quality is also critical, as the tendency toward over-documentation is strong within the social services industry.

Managing money within a human services program for the elderly requires the HR manager to have a solid grasp of the financial and broader economic picture of the organization. The synthesis between the HR department and organizational leadership must be strong and coherent for services to remain financially viable. This fiscal responsibility should be clearly expressed within the organization's written policies and procedures.

HR managers must also possess strong written and oral communication skills to succeed in such an environment. Legal knowledge is equally important, as contracts, surveys, and evaluation documents are inherent to these types of social programs. HR managers must carry out these duties with a sense of ethics and morality, applying reason and rational thought at every opportunity.

Staffing Management in Aging and Disability Programs

Staffing managers at Aging and Disability Resource Centers or Long-Term Care Programs carry unique responsibilities that reflect some of the finer details of human resources management. These managers must take into consideration the needs of the vulnerable patients and clients they serve, and combine that knowledge with the strengths and skills of their team members in order to achieve success and make a meaningful impact on the organization.

When working on behalf of the program or on behalf of people with disabilities, staffing managers must recognize the importance of this work and what it reflects about society. How we treat those who are elderly, disabled, or otherwise vulnerable is an important factor in building a strong community and expressing genuine human compassion. A commitment to kindness and dignity should serve as a guiding principle.

Staffing managers in this field must also cultivate productive relationships with complex and often bureaucratic agencies. These managers work with a range of stakeholders whose needs and priorities can be difficult to reconcile. Translating the needs of patients and clients requires the HR professional to communicate effectively at many different levels of the organization. Identifying key stakeholders and understanding their perspectives empathetically is a highly effective approach — one that facilitates collaboration and helps the program grow into a stronger, more efficient resource for the community.