Effective People Management in NHS Organizations

The present study emphasizes the significance of training and development, talent management, leadership, and management in improving organization's quality delivery services. It highlights the importance of hiring talented candidates, providing effective training, and developing employee skills to manage people within the organization. The report concludes that effective people management processes run businesses smoothly and provides recommendations for improving performance in a better way.

INTRODUCTION TO PEOPLE
MANAGEMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK...............................................................................................................................................1
Area 1: Leadership and management.....................................................................................1
Transformational model for leadership and management......................................................2
Area 2: Training and development.........................................................................................3
Transitional model for training and development..................................................................3
Area 3: Talent Management...................................................................................................4
Talent management model.....................................................................................................4
Role and priorities of NHS management ...............................................................................6
Internal factors........................................................................................................................7
External factors.......................................................................................................................7
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
People management is all about managing the human resources of company. Task of
recruitment and management is carried out for managing the entire process of company. When
managing the group within an organization, a manager must concentrate on both recruiting right
people and then getting the most out of these people. In the present report National Health
Service has been chosen for the assessment. It is a health care organization in the United
Kingdom that is affiliated to health and social care in Northern Ireland and operates
independently. It was established in the year 1948 for providing social services to people. This
report majorly focuses on leadership and management styles and its models. In addition to this,
training and development as well as talent management are also discussed here in detail.
TASK
Area 1: Leadership and management
National Health Service is planning to shift their leadership style from traditional 'heroic'
leadership towards a more collaborative approach. For the same, different leadership models are
required to be implemented by the management of health service.
Leadership models and theories are not in themselves a solution, but a tool to help in
developing understanding or a common language. Remember these are the only tools. An over
simplification of a view of reality in understanding the entire management system. Here,
different models are being used for shifting of leadership style in National Health Service care. It
helps in knowing that leadership styles are required to be changed with period. It also aids in
becoming better and adopting things as per the trends and changing world. Leaders are required
to focus on making the world better with time so that employees can also feel motivated and
work in that direction. Thus, by motivating employees and giving right direction to them by
applying new approaches which are required to be implemented in this health care sector.
Human resource department of NHS has played a major role in developing working
environment better and supported the entire management to a great extent. It would have also
helped by performing different functions of management that human resource department should
perform in an organisation (West and et.al., 2014). It is necessary for the trust to build powerful
leadership and capability to endlessly improve their services so that it can be kept for the future.
The purpose is to make the entire working environment better for NHS leaders and revitalise the
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systems of talent management and leadership development. This is being facilitated through
Faculty of Improvement initiative which includes the input of internationally recognised
clinicians to guide in the creation of improved movement across NHS.
Internal influence of leadership is that it is very helpful for employees to get direction and
they also feel motivated due to the leaders. It is needed to understand that human resource
department of organisation must follow changes for betterment of organisation (Trastek,
Hamilton and Niles, 2014). A better working environment will help in maintaining the work
system and providing a good direction to workers.
Transformational model for leadership and management in NHS
Most of the organizations use transformational leadership style in their business
conditions. Thus, to run business effectively leader want to be highly educated and inspiring that
help their employee's for doing the right things. In relate with the case study of NHS their staff
does not give their effective work performance for the reason of Staff shortage which make
barriers in serving quality services delivery. Thus, for that, their leader or supervisor follows
Transformational Leadership model that manages their performance and employees as well. This
model has four stages which are:
 Inspirational Motivation: National Health Service faces issue in their quality delivery
function that impact on their financial budget. Thus, to improve the situation and
overcome with this conflict, leader motivates their employees and support them that
increases their interest of working.
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Illustration 1: Transformational Leadership model
(Source: Thomas, 2015)
 Intellectual Stimulation: NHS leader encourage their workers' to be creative work
performance that help in the whole process of serving good quality services which they
need to give people according as per their requirements.
 Idealized Influence: Staff shortage is the biggest problem in National Health Service that
impact upon the moral of permanent staff. Thus, to resolve this problem organization
leader influence employee's for practices about preaches. They play their role as role
models that workers seek to emulate. Through their support they win the respect and trust
of workers' that help to give their effective performances.
 Individualized Consideration: NHS leader act like mentors in the present situation for
their employee's and consider their work performances. They give reward after the
consideration function that enhance employee's interest more than now.
Area 2: Training and development
It is the most important function of human resource department where the employees are
being trained for the work they need to perform in organisation. This also helps in enhancing
skills of workers and being better for the well-being of employees. Other than this, the workers
will get a direction that how they should treat service users and there should not be biased. There
are three terms which are used in context of learning, training and development. In fact, all these
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three terms can be used along a continuum with training, at one end, education on another, and
development falling in between. Training is given for a particular position or for a particular
task. But development is a broad concept where the training is a wider concept used for
specifying skills and management (Thomas, 2015).
Development is all about the major influence that is required to be done for changing the
capacity for performing regarding the demand. The old concept of training is lacking when it
comes to entire training and development programme of human resource department. Keeping in
view the emphasis given on training and development of various levels of people in the
organization, training-development continuum can be specified in broader aspect. Human
resource department of National Health Service is responsible for carrying out the entire process.
Transitional model for training and development
Transitional model focus on entire organization training and development process that
increase their business more than the other businesses (Weaver, Dy and Rosen, 2014).The
external loop describes the mission, vision and values of NHS on the basis of that training model
and internal loop which executed. Vision: Vision is the most important part that focus on milestones which NHS aims to
achieve after the definite point of time. Through training and development process human
resource department tells about the NHS vision which they see for few years down the
line. Vision include setting plans or bringing some inner transformation and connecting
with some other goals' deadlines. Mission: Mission explicate the reason of NHS existence or motive for providing health
and social care services to patient. Through training organization give proper information
about their mission that help to run business effectively. The reason for developing
mission is to inspire, motivate and inform workers' regarding the NHS. It helps to tell
employees' about organization process of viewed by all stakeholders.
 Values: It is translation of mission and visions into communicable abstracts that reflect
profoundly held values of NHS and is independent of present industry environment.
During training and development process organization give all the basic information
about their values and beliefs that improve their service quality more. By knowing and
understanding mission, vision and values staff improve work performance standard and
quality in health and social care services.
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Area 3: Talent Management
Talent management is the most important activity of HR department where workers get
recruit, retain and hire within having talent or knowledge about job positions. It is useful term
that describe NHS commitment to manage, hire, retain and develop talented worker's
(Montgomery and Oladapo, 2014). Organization also manage talent of employees for achieving
their goals and objectives and aids in future success that increase commitment and morale of
their staff across board. NHS need that employees develop their skills at every level and perform
services according to organizational values, mission and behaviour framework.
Talent management model Acquisition: NHS uses this model for managing their employee's talent at workplaces.
Acquisition is about attracting candidates towards organization that refer to employer
branding. In the case study of NHS their staff shortages impact on their service quality
and standards of facilities that they provide to people. To remove this issue they need to
hire more candidates that help to run business effectively. Thus, for that NHS make new
plans and policy that attract more talented people towards them. They need to give
employees rewards for their effective work performance that make pressure on them for
connecting with the organization for long term.
 Activation: It is about candidates experience, selection and getting individual on boarded.
According to this stage human resource department of NHS select experience people in
the organization for supply their good quality healthcare service to patients. On the bases
of their values and talent they hire right people that help to improve standards level of
services.
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 Revenue: Thus, after hiring and placing candidates HR department give them training
and developing opportunity that developed their knowledge or skills more than now.
After this process, organization takes advantage of employee's talent and improves its
service quality and performance level that increases the success of business.
 Referral: In the case study of NHS talent management their biggest issue is employee
shortage that effect on treatment process (Al Ariss, Cascio and Paauwe, 2014). Thus, for
improving their conditions they need to attract more candidates by giving effective
training to its current or new staff members. Through this process, they build their
positive image or reputation in marketplace that attract more people towards their
facilities more than the other organizations. They make their employees champion in job
profession by provide the best development and training that also garb the attention of
other candidates.
 Retention: NHS wants to retain their patients for that they also need to retain their
employees. By reducing voluntary and workers turnover percentage organization give the
best opportunity that develop their career more and also provide good salary package that
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Illustration 2: Talent management model
(Source: Talent Management Model, 2018)

retain them for a long time period. Compensatory process help to retain staff and develop
their interest more and more toward their work performance. NHS need to hold their
workers for long term period by giving better facilities that help to serve good and
effective healthcare services. Good retention policies and talent management techniques
help to build competitive advantage.
Role and priorities of NHS management
Human resource department need to give employees proper education and training about
their job duties that help to understand their responsibilities and work at workplace. The most
important priority of this department that they have to focus on staff performance and monitor
entire working style that help to make plans for appraisal process. They need to make effective
plan and strategies that retain their employee and customers for a long time. Human resource
function is to manage entire work performance of organization that help for operating other task
appropriately.
Role of National Health Service management:
Management in NHS plays their vital role in making organizational functions effective
and efficient. They manage their staff performance for improving their facilities and standards.
Priorities of NHS management:
The most important priority of NHS management is to make an effective team by giving
training and developing their skills powerfully that helps to overcome the present condition in
organization.
Human resource function
Staff shortage is the major problem being faced by National Health Services. This has
developed the reason behind leave of employees that influence their service providing process.
Thus, at this condition, organization’s HR personnel play their effective role by staffing,
developing and training to their new employees that leads to hard working performance for
developing the business successfully.
Internal factors
Internal factors influence talent management function that impact on employees'
performance and organization service delivery process (Le Boutillier and et.al., 2015).
 Poor pay is one of that factor that impact on workers' performance and other
stakeholders.
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 Lack of leadership style affect employee's interest that reflect in their working activity.
But if the leader focus on their worker activities they improve their skills.
 Make ineffective policies and strategies affect staff behaviour and working functions.
External factors
 Industrial policy is an external factor that impacts on business and management
performance of NHS.
 Marketing policies also affect National Health Service and their employee's work.
 Government making policy and rules is the biggest factor that impact overall function
and operational management of NHS.
Recommendations
NHS suffers with the problem of staff shortage and poor pay that is increasing the
employee turnover percentage (Koekemoer, 2014). Thus, for that, they need to minimize all
these problems by managing talent of their employees. They have to hire talented candidates and
give them effective training which will improve their healthcare service quality and attract more
people towards organization. Through effective training, hiring talented candidates and
developing employee's skills NHS management manage people in their organization.
CONCLUSION
In this report, it has been concluded that effective people management process runs
business smoothly. The present study explains importance of training and development, talent
management as well as leadership and management that improve organization’s quality delivery
services. This report will justify that all functions of HR support all activities of company
management. Furthermore, in this study, some recommendations are provided which will help in
improving the performance of firm in a better way.
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REFERENCES
Book and Journals
Al Ariss, A., Cascio, W.F. and Paauwe, J., 2014. Talent management: Current theories and future
research directions. Journal of World Business. 49(2). pp.173-179.
Koekemoer, E., 2014. An explorative study on factors influencing the career success of
management employees. SA Journal of Industrial Psychology. 40(2). pp.1-10.
Le Boutillier and et.al., 2015. Competing priorities: staff perspectives on supporting
recovery. Administration and Policy in Mental Health and Mental Health Services
Research. 42(4). pp.429-438.
Montgomery, E.G. and Oladapo, V., 2014. Talent management vulnerability in global healthcare
value chains: A general systems theory perspective. Journal of Business Studies
Quarterly. 5(4). p.173.
Thomas, T., 2015. Management and leadership for nurse administrators. Jones & Bartlett
Publishers.
Trastek, V.F., Hamilton, N.W. and Niles, E.E., 2014. Leadership models in health care—a case
for servant leadership. In Mayo Clinic Proceedings. 89(3). pp. 374-381. Elsevier.
Weaver, S.J., Dy, S.M. and Rosen, M.A., 2014. Team-training in healthcare: a narrative
synthesis of the literature. BMJ Qual Saf. 23(5). pp.359-372.
West, M.A. and et.al., 2014. Developing collective leadership for health care. London: King's
Fund.
Wilkinson, A., Wood, G. and Demirbag, M., 2014. Guest editors’ introduction: People
management and emerging market multinationals. Human Resource Management. 53(6).
pp.835-849.
Wong, F.K.Y. and et.al., 2016. Effects of a transitional palliative care model on patients with
end-stage heart failure: a randomised controlled trial. Heart. 102(14). pp.1100-1108.
Online
Talent Management Model. 2018. [Online]. Available through:
<https://www.digitalhrtech.com/new-hr-talent-management-model/>.
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