Training and Development in HR Department

INDIVIDUAL RESEARCH
PORTFOLIO

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
MAIN BODY ..................................................................................................................................1
Area 1: Leadership and Management.........................................................................................1
Area 2: Training and Development.............................................................................................3
Area 3: Talent Management........................................................................................................4
CONCLUSION................................................................................................................................6
REFERENCES................................................................................................................................7

INTRODUCTION
People Management is one of the important criteria which determines the success rate of
functionalities and operations of an organization (The Art of Managing People Effectively,2016).
In regard to this, currently National Health Services (NHS) is struggling with several causes that
has impacted its work environment and led to adverse influence on the overall working practices.
This assignment will shed light on three areas that act as the pillars of this organization. This will
highlight about the theoretical models and their applications with respect to NHS. Along with
this, it will include about the roles of management and HR department with NHS's internal and
external influences and few recommendations to understand it.
MAIN BODY
Area 1: Leadership and Management
Application of theoretical models to the current NHS scenario
There are many models that can be applied to the current NHS scenario. Here, it is
necessary to understand that this organisation is undertaking a shift from traditional to
transformational leadership on the basis of collaboration and engagement.
The communication gaps must be filled with application of Participative Theory which
will shed light on the Participative Leadership Style. This lays emphasis on democratic approach
to make decisions through encouragement and team working spirit by taking inputs from all
members (Amanchukwu, Stanley and Ololube, 2015). Along this, it focuses on developing the
skills of staff to meet the expectations of patients by improving commitment and collaboration.
NHS must highlight Transactional Theory including Transactional Leadership Style with
participative to adopt compliance among team members with efficiency (What is Transactional
Leadership? How Structure Leads to Results, 2018). For NHS, this model would pave the path to
maintain the safety and quality of their services by enhancing their supervision and use of
rewards-system, punishments, pay-cuts etc.
Role of NHS Management with HR function
The major role of NHS Management is to bring a more collaborative leadership style, by
incorporating few physical changes in their HR functional unit. Their role is to provide services
with the prime aim to maintain sustainability in the longer run as UK's major population consists
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of elderly. Currently, they want an extension in their workforce in order to maintain and manage
the excessive workloads. They must also look after minimising the risks associated with patient
care and shortage of staff as well (Brailsford and et.al., 2013). Along with the support from CQC
(Care Quality Commission), NHS has started a single “Well-Led” Framework. In this regard, the
HR can bring transparency in their recruitment process and use strategic planning for improved
performance by engaging their staff in profound manner. They can also promote weekly
sessions, informal meetings among the staff to understand their problem areas. Further they must
assist in reducing the pressure, additional stress and discrepancies due to the dependency of
third- party agency.
Different internal and external influences
There are few internal and external influences that affected NHS working practices.
Incompetent recruitment procedure, use of traditional heroic leadership, low wages, stressed
working environment, shortage of staff are few internal factors that impacted this organisation's
professional setup. These not only affect the patients care plan but also has an impact on the
overall working practices at this organization. The staff goes on leaves either due to maternity or
short-term illness. Along with, HR must be more aware about the specifications in relation the
job role to hire the suitable candidates. This lead to an intense working environment for the staff
to work and give their best efforts.
Furthermore, external factors involve use of third-party agency and local staff,
dissatisfaction in the permanent staff due to inefficiencies from the agency staff, an increased
target scales, lack of motivation, more risks towards the patient's health care plan etc. led to
spiralling effects on the overall retention rate at NHS and caused burnout amongst the permanent
staff who are working on poor pay-scales.
Recommendations
NHS's Management has their priority to improve the STP (Leading Sustainability and
Transformation Plans) footprint by underpinning the system wide programme that has been
already implemented. There is a need of more number of consultants, practitioners, doctors and
nurses and thus, their management must innovate their training programmes to educate them in
proper manner. Hereby, with help of “The King's Fund”, NHS is providing a leadership program
to enhance the utility of resources and is more practical oriented. This would support in better
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retention rate by giving performance based rewards or incentives and also to organise meetings
to have an update on their tasks and overall performance.
Area 2: Training and Development
Application of theoretical models to the current NHS scenario
Theory of Reinforcement is one of the important theories for training and development to
gain the competitive advantages. It assists in sustainability and progression of the organization in
positive order. This theory shed light on NHS scenario by making all the employees to work
together through several programs for improving their learning behaviour. With the help of this
theory, the NHS's human resource department can conduct sessions by marking the rewards
systems such as promotion, bonuses, incentives etc. This would give confidence to the staff to do
their jobs with more commitment and dedication.
Another model is Social Learning Theory, which emphasis on innate skills that health
and social care professionals must have to understand the pain or suffering of their patients. Such
skills cannot be taught, however, with observations and consistent hard work, one can develop
behavioural strategies to face any challenging situation (Brauer and Tittle, 2012). Thus, NHS
management must focus on developing such problem solving abilities with proper guidance from
organising such programs to create a positive mind frame of their employees.
Role of NHS Management with HR function
NHS Management has been struggling at its core operations. Therefore, the management
along with HR department focuses on bringing solid changes in the training and development of
their employees. This will aid in maintaining their brand value and credibility. Their priorities
are similar in nature to maintain the quality of services and monitor the risk management (Stacey
and et.al., 2014). With development of an Improvement Hub, there has been great responsibility
on both management and HR to use it effectively in order to promote cooperation by sharing of
ideas and suggestions through proper channels in between the staff. This would support NHS to
maximise their resources allocation in better approaches. Moreover, it would lay the foundation
of transparency and clear integrative frameworks for better installation of equipments and
continuous improvements in quality of services and health-care systems. Such changes would
bring better coordination and adaptability in various situations and challenging crisis.
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Different internal and external influences
Few Internal factors that affect the training and development area consists of lack of
proper training and education, communication gaps leading to non-cooperation amongst the
staff without any interaction etc., demotivated workforce etc. These influenced the practices at
NHS in adverse manner. There was lack of collaboration while working. For instance, when
nurses gets changed with respect to allotted practitioner's, then they had no clue about their
patients whereabouts and affecting the quality and safety of services.
External factors involves no awareness regarding the availability of resources among all
the employees, installation process of equipments and their related principles while applying in
use, following the mandate of government to the HEE (Health Education England) and more.
Such factors influence the entire work environment at NHS and realise the management to work
towards bridging these problem areas by developing a framework and encouraging the staff to
attend the improvement hub.
Recommendations
In this regard, NHS training and education programme like Nurse First programme, new
advances clinical practices etc. have been boosted by a funding of five billion pounds to
understand the strategic operational goals. This would lead the management to conduct sessions,
meetings and official training programs with better technical support, e-rostering and expertise. It
would make their employees interact and cooperate with each other in more unified modes.
Along with this, Sir Peter Carr Award has also been made available to encourage the clinicians,
managers for better collaboration to improve the professional development. This tactic would
help the NHS professionals to attain the shared objectivity of overall improvisation methods in
terms of using equipments and giving proper facilities and care to patients.
Area 3: Talent Management
Application of theoretical models to the current NHS scenario
The application of AARRR Model would assist NHS cur-rent's scenario in better manner.
There are five phases in this model such as acquisition, activation, revenue, referral and
retention. This model has formed the basis for understanding the components required in the
talent management. When NHS implement this model in practical mode then it would aid in
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making this organization more inclusive and diversified by taking full advantages of the
available resources (Thunnissen, Boselie and Fruytier, 2013). These resources are the
professionals including practitioners, counsellors, nurses etc. This model has put insights on the
funnel growth where the management would use each step with proper performance metrics.
This metrics would be beneficial in demonstrating the growth drivers for NHS as a whole.
Role of NHS Management with HR function
NHS Management priority is to acquire and develop the hired talented individuals into
professionals with impeccable performance. Their role is to establish a framework which focuses
on achieving the objectives with dedication and high standards of quality. Nonetheless, the HR
department can assist them by formulating such programs to improve their technical skills,
competencies and knowledge (Mestre, Oliveira and Barbosa-Póvoa, 2012). Along with this, their
purpose is to make them realise the importance of NHS's values and behavioural approaches to
treat their patients. Such approachability would pave the path for the management to design the
talent management in better manner. This would lay the foundation where the vacancies get
filled with internal recruitment process either through transfer or promotion. For instance,
introduction of STP's with ACSs (Accountable Care Systems) in the framework of NHS
structural unit.
Different internal and external influences
There are few static internal and external causes as well that might affect the
functionalities of talent management at NHS. The internal factors contain lack of awareness
among staff in context to the latest technologies, discoveries etc., low morale in fulfilling the
needs and requirements of patients, shortage of nurses, inflexible working practises has affected
the operational activities of NHS. These factors led the professionals to counter their own
decisions while working in this setup. Along with, it might lead to scope of any errors or
mistakes, affecting the reputation of NHS.
In addition to this, the factors that might affect this management of talent through
external means are joining the agencies or locam work parties that has put negative influence on
the full-time job profiles, re-alignment of planning of workforce, additional costing,
requirements of supplementary resources, contacting basis on availability of individual's
timeline and adoption of annualised hours pattern. Such factors affect the working ethics of
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professionals and make them disorientated from the selfless purpose of this profile, affecting the
services and risking their credibility.
Recommendations
Use of STP's and ACS's would help the NHS management to become flexible through
de-risking service changes in relation to an individual. Furthermore, they must change in
planning of workforce so that NHS can work in accordance with the guided instructions of HEE.
There is a general mindset that strategic management is important to facilitate the organisation's
morale and commitment. Henceforth, NHS plan to develop their professionals through one of
their plans, named as Ward To Board would assist in growing their individual competencies to
sustain in their field and tackle pressures with confidence and motivation. Overall, such changes
would help in increasing productivity at workplace and growing number of Gps from campus
recruitment.
CONCLUSION
It has been summarized that People Management is necessary for maintenance of quality,
safety and delivery of services to the patients in the health and social care sector. Along this,
NHS has realigned its structure in specific order to bring reliable changes to sustain their name in
the market with pride and dignity of 70 golden years.
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REFERENCES
Books and Journals
Amanchukwu, R.N., Stanley, G.J. and Ololube, N.P., 2015. A review of leadership theories,
principles and styles and their relevance to educational management. Management.5(1).
pp.6-14.
Brailsford, S.C. and et.al., 2013. Overcoming the barriers: a qualitative study of simulation
adoption in the NHS. Journal of the Operational Research Society. 64(2). pp.157-168.
Brauer, J.R. and Tittle, C.R., 2012. Social learning theory and human reinforcement.
Sociological Spectrum.32(2). pp.157-177.
Mestre, A.M., Oliveira, M.D. and Barbosa-Póvoa, A., 2012. Organizing hospitals into networks:
a hierarchical and multiservice model to define location, supply and referrals in planned
hospital systems. OR spectrum.34(2). pp.319-348.
Stacey, G. and et.al., 2014. An integrated educational model for graduate entry nursing
cirriculum design. Nurse education today.34(1). pp.145-149.
Thunnissen, M., Boselie, P. and Fruytier, B., 2013. Talent management and the relevance of
context: Towards a pluralistic approach. Human Resource Management Review.23(4).
pp.326-336.
Online
The Art of Managing People Effectively. 2016. [Online]. Available
through:<https://negosentro.com/the-art-of-managing-people-effectively/>.
What is Transactional Leadership? How Structure Leads to Results. 2018. [Online]. Available
through:<https://online.stu.edu/articles/education/what-is-transactional-leadership.aspx>.
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