Effective Leadership and Management in NHS

The provided document is an essay on effective leadership and management in the National Health Service (NHS). The author highlights the need for NHS to focus on reviewing their recruitment, checking, training, and general employment processes to operate consistently across different departments. They also emphasize the importance of monitoring and trusting development authority that exercises powers to ensure talent management successfully builds results. The essay references various books, journals, and online sources to support its arguments.

LEADERSHIP

EXECUTIVE SUMMARY
In the present report, there are three areas of application to current scenario of NHS can
be applied. In this context, leadership and management, training and development and talent
management. Furthermore, different types of management styles and leadership traits has been
explained which assists to support enterprise in positive consideration. Furthermore, SWOT and
PESTLE analysis determines with training, development, staff motivation, pay benefits, etc.
Moreover, report analysed training and development program that included several benefits with
assessment of needs to evaluate training which ascertained several roles and priorities in selected
areas.
Along with this, talent management with using different theoretical model and challenges
of staff management. In this regard, role of appraisals explained successfully to find differences
between traditional employment and talent management. Role and priorities also successfully
applied that support to management to perform several roles such as HR planning, recruitment,
attracting talent, retaining talent and provide several benefits. With the help of SWOT and
PESTLE analysis internal and external influences can be identified in three selected areas.

Table of Contents
INTRODUCTION...........................................................................................................................1
AREA 1 - LEADERSHIP AND MANAGEMENT........................................................................1
Key theoretical model ................................................................................................................1
Role and priorities of NHS management and HR functions in supporting management...........2
Internal and external influence ...................................................................................................2
Recommendations.......................................................................................................................4
AREA 2 – TRAINING AND DEVELOPMENT............................................................................4
Key theoretical model.................................................................................................................4
Role and priorities of NHS management and HR functions in supporting management...........5
Internal and external influence ...................................................................................................5
Recommendations.......................................................................................................................6
AREA 3 – TALENT MANAGEMENT..........................................................................................7
Key theoretical model ................................................................................................................7
Role and priorities of NHS management and HR functions in supporting management...........7
Internal and external influence ...................................................................................................8
Recommendations.......................................................................................................................9
CONCLUSION AND RECOMMENDATIONS............................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Leadership is an important function of management that assists to maximise effectiveness
and efficiency to accomplish organisational goals. This is because, leader is a person who start
work with communicating several policies and plans with their subordinates to develop positive
results. It also assists to increase motivation among several people with economic and non-
economic rewards (Kok and McDonald, 2017).
Present study based on National Health Service (NHS) which is healthcare enterprise and
provide different types of services to take proper care of patients. However, there are several
challenges faced by NHS in HR department which show no sign of easing. There are different
areas has been considered in which leadership can be applied successfully with theoretical
model, role and priorities of NHS management and recommendations.
For gaining insight information of the present report, it covers defining leadership and
management. Furthermore, it includes differences between leaders and managers in the selected
business enterprise. Moreover, management styles will be explaining with the application to
current NHS scenario. In addition to this, internal and external factors are discusses that
influences in three areas. At last, recommendations providing that assists to contain leadership
trainings, development programmes, management styles, staff motivation with pay and benefits.
AREA 1 - LEADERSHIP AND MANAGEMENT
Key theoretical model
Leadership and management
In NHS, leadership defines as setting a new direction and vision within the group which
followed by them. On the other hand, management controls and direct resources and people as
per principles and values that are established within the healthcare enterprise (Ah-kee and Khan,
2015).
Difference between leaders and managers
Leader is a person who influence their subordinates to accomplish specified goals in
NHS. However, manager is a person who organise and manages and responsible for planning,
direction, coordination and control.
Management style
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Democratic management style eager to involve their staff in NHS decisions. When
manager of this healthcare enterprise choose this style, they are unable to boost confidence of
staff members and their opinion with own ability as a leader. Managers who are high in
conscientiousness and possibly low in agreeableness so that they tend to prefer authoritarian
management styles (10 Types Of Management Styles For Effective Leadership, 2019).
Leadership traits
In NHS, enthusiasm is one of the important leadership trait that helps to seen as active,
expressive and energetic. They are also often very optimistic and open to change. Therefore, they
are generally quick and alert which tend to be uninhibited.
Role and priorities of NHS management and HR functions in supporting management
In NHS, main priorities set to build trust with strong leadership with capabilities to
continuously improve services for sustainability in the future. Therefore, it helps to improve
working environment for leaders that facilitate through improvement initiatives. Main aim of
leaders is to improve effective results with creating well led framework to improve their services
for sustainability for future (Kyratsis, Armit and Lees, 2016). This is being facilitate with
improvement for improved movement across NHS. Evidence based culture and leadership
programme with practical support and resources developed for supporting management.
Roles of HR
In respect to create effective results with HR functions, management get support with
different roles. For instance, HR planning in healthcare system which make compelling in
leadership towards collaborative approach. It is supported by the national leadership bodies that
take appropriate action for improvement of care with leadership qualities. Furthermore,
recruitment and selection of efficient staff is one of the important role of HR manager to take
support for proper care. Conflict resolution also role of manager to solve problem in NHS.
Internal and external influence
SWOT analysis
Strength Weakness
 Consistent referral growth with
demographic and medical training
changes.
 In NHS, sustainability is small so that it
stand with service line for challenging
succession planning issue.
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 Patient outcomes develop continuously.  Developing people within care system
is not effectively accomplished.
Opportunities Threats
 Increasing private sector partnership
with patient choice also seeking with
high quality outcomes.
 Using land assets and planning
permission increase positive results.
 Service transformation programme not
deliver at a pace with sufficient
redevelopment affordability
requirements.
 NHS continue facing income risks
experience with financial volatility.
NHS employs more than 1.5 million people which putting world's largest workforce
together with department. The enterprise adopts hierarchical structure which contain different
layers to distribute roles and responsibilities.
PESTLE analysis
Political factor Continuously changes in political environment,
NHS unable to focus on long term strategy.
Economic factor NHS requires qualified staff so that cost of
labour increased drastically to spend more.
Social factor Social environment affects staff in the
organisation so that employees believe in work
life balance.
Technological factor Technological factors impact positive on
selected healthcare system to improve surgical
equipments (Donnelly and Kirk, 2015).
Legal factor The selected healthcare enterprise follow
quality issues that set by government that
adhered to maintain safety in hospital.
Environmental factor NHS plants trees in their campus so that
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healthy environment for patient.
Recommendations
In NHS, HR manager need to provide leadership trainings to their staff members to
maintain trust which can be review with voluntary services arrangements to ensure properly
recruitment and appropriate management with supervision. Regular reviews also helps to create
safeguarding resources, structure and processes with behaviours and responsiveness of
management and staff in relation issues. Hence, they should ensure proper arrangement that
robust and operate effectively (Tweedie, Dytham and Phillips, 2017). Furthermore, staff
motivation is also important with pay and benefits to increase leadership and management
effectiveness at workplace.
AREA 2 – TRAINING AND DEVELOPMENT
Key theoretical model
Define training and development
In NHS, training can be define as a program that assists to staff members to learn specific
knowledge and skills to improve performance with current roles. Furthermore, development is
more effective and focuses on employee growth to gain positive future performances.
Benefits of training and development to staff and organisation
In NHS, there are several benefits of training and development to staff and organisation.
In this regard, among staff members it increased job satisfaction and morale which develop
motivation as well (Shaw, 2019). Along with this, it develops new technologies and methods
with innovation and strategies towards services of NHS.
Training needs
In order to assess training needs, it can be stated that problems need to be identify which
determines in organisational context. With respect to look for improvement in care of patients, it
is essential to encourage staff members to deliver continuous development in NHS for local
health and care systems and gain pride and joy in work (Gopee and Galloway, 2017). It is more
important to share experience which developed with resource availability.
Evaluation tools
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There are several ways to evaluate training needs in NHS. With this regard, HR manager
need to determine their participation with observation, questionnaire, interviews and focus group
(Kok and McDonald, 2017). These four methods help to determine appropriate training in
healthcare system. For instance, HR manager prepare some questions and on behalf of these they
evaluate training needs.
Role and priorities of NHS management and HR functions in supporting management
With respect to consider NHS priority on training and development, it can be stated that
productivity is one of the important constant that make efforts to increase output of the enterprise
(Jefferies, Sheriff and Court, 2016). Training and development of employees is key that increases
improvement in business. Furthermore, innovation also build up with fresh ideas within the
industry to look for exciting changes in modern ways to find reviews.
Role of HR
HR manager of NHS must determine successful functions that is concerned with
organisational activity that aimed for better job performances among individual and groups.
Therefore, it contains increasing employees skills, performances, productivity and quality of
work. As a result, it plays large role in overall success of healthcare system and creates
productive workforce (Spurgeon, Clark and Ham, 2017). Furthermore, HR manager also perform
functions for appraisals to make them understand in process and help in respective career. Team
must ensure appropriate appraisals which can be done on time with deserving several benefits.
Internal and external influence
SWOT analysis
Strengths Weaknesses
 Very good services with training and
development program.
 Positive mechanism works for
management grades
 Hard to differentiate between different
employees on the basis of grades.
 Competence progression automatic
Opportunities Threats
 Build positive performance culture.
 Development of better employee
relations.
 High threat due to other competitors
actions such as HSC.
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 Lack of forward thinking.
Training and development program consider important role in healthcare system. This is
because, there are several employees have certain weaknesses so that training allow to strengthen
those skills which need to improve (Gould, Gallagher and Allen, 2016). Development program
also brings higher level of effectiveness with similar skills and knowledge in NHS.
PESTLE analysis
Political factor Reduction in government spending towards
employees benefits create major impact on
NHS.
Economic factor Recession and economic climate influence
economic aspects of the organisation.
Social factor Due to growing population demographic
changes mainly create impact on NHS.
Technological factor In healthcare system, IT development requires
so that increasing sub-specialisation within the
clinical specialists, viability and sustainability
develop (Swanwick and McKimm, 2017).
Legal factor Strengthening commissioning of NHS services
develop democratic results in public health
services.
Environmental factor Sustainability agenda and carbon footprint
pressures consider environment impact on
NHS.
Recommendations
NHS hospital should trust and undertake checks on their staff and volunteers in every
three years. Implementation of this recommendation supported by employers with local policy.
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Hence, it is important to ensure and remain fully compliant with current legal requirements. In
training and development program, they should devise and put in one place an action plan to
raise and maintain awareness to make referrals. Social media activities also promoted that assists
to managed that widely publicised within staff, patients and visitors (Elton, 2016).
AREA 3 – TALENT MANAGEMENT
Key theoretical model
Define talent management
Talent management can be defines as full scope of HR processes to attract, develop,
retain and motivate staff members of NHS. Hence, it helps to touch all key areas from hiring to
onboard from performance management to retention. Main aim of talent management is to
enhance motivating, engaging and retaining staff members to perform better.
Difference between traditional employment focus and talent management focus
Traditional employment consider hiring, training and retain staff members. On the other
hand, talent management focuses on helping and improving talent in the NHS with distribution
of duties that are split into own departments and committees. Furthermore, traditional
employment of HR has responsibilities to focused on administration. As a result, they deal with
pay, personal time off, benefits, etc. (Jeon, Merlyn and Glasgow, 2017). However, talent
management helps and improve thinking professional development which is important for NHS.
Challenges of staff management
In NHS, staff face issue of flexibility in working system. Therefore, it is essential to focus
on new options that encourage individuals who currently choosing agency and substantive for
employment. Practicability term time contracts, seasonal hours and annualised hours contracting
also tested.
Role of appraisals
Appraisals consider several roles that assists to increase better work performances from
employees. In NHS, appraisal consider role to assess company and departmental trends.
Therefore, it has been taken together which is useful to tend with performance across entire
healthcare system (Ah-kee and Khan, 2015).
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Role and priorities of NHS management and HR functions in supporting management
There are several priorities exists with NHS management and HR functions that can
support to accomplish desired level of results. In this way, strategic employee planning that
develop organisational goals and attain positive performance management (Donnelly and Kirk,
2015). Furthermore, compensation is one another important priority of NHS management in
supporting development program.
Internal and external influence
SWOT analysis
Strength Weaknesses
 Robust underlying financial position at
different levels of system.
 Talented and committed with
workforce.
 Poor quality of large parts that impact
on patient experience and service
efficiency.
 Lack of robust information
Opportunities Threats
 To develop and increase leadership role
in health system.
 Greater collaboration with primary and
secondary care.
 Recent and future market entrants.
 Financial constraints in NHS to lead
with activity.
PESTLE analysis
Political factor Government of the country highly influence to
NHS because they are not aware about
management.
Economic factor NHS must consider several changes as per
market rates. Therefore, economic factors also
influence in great extent on talent management
(Kyratsis, Armit and Lees, 2016).
Social factor Staff members of NHS must increase their
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capacity which requires health care services in
emergency situation.
Technological factor Technology helps to treat patient efficiently
and more important with store appropriate
data.
Legal factor Legal issues are ignored so that there is
possibility of shut down in important
environment (Stringfellow, Rohrer and
Spurgeon, 2015).
Environmental factor Due to several health issues, NHS maintain
environmental safety through increase
awareness among staff members.
Recommendations
In order to consider more talented staff, it is essential to provide effective training,
motivation, benefits, work life balance and promotional opportunities. Therefore, NHS can easily
develop positive results in the organisation.
CONCLUSION AND RECOMMENDATIONS
From the above report, it can be concluded that there are three major key areas in which
NHS required to focus. For instance, leadership and management, talent management and
training and development. Furthermore, NHS must concentrate on review their recruitment,
checking, training and general employment processes to operate in consistently across the
different department. Furthermore, they should monitor and trust development authority that
exercise with powers to ensure that talent management successfully build results.
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REFERENCES
Books and Journals
Ah-kee, E.Y. and Khan, A.A., 2015. Incorporating medical leadership and management into the
UK undergraduate medical curriculum. Advances in medical education and practice, 6,
p.507.
Donnelly, P. and Kirk, P., 2015. Use the PDSA model for effective change management.
Education for Primary Care. 26(4). pp.279-281.
Elton, L., 2016. Addressing current and future challenges for the NHS: the role of good
leadership. Leadership in Health Services. 29(4). pp.415-418.
Gopee, N. and Galloway, J., 2017. Leadership and management in healthcare. Sage.
Gould, D.J., Gallagher, R. and Allen, D., 2016. Leadership and management for infection
prevention and control: what do we have and what do we need?. Journal of Hospital
Infection. 94(2). pp.165-168.
Jefferies, R., Sheriff, I.H. and Court, J., 2016. Leadership and management in UK medical school
curricula. Journal of health organization and management. 30(7). pp.1081-1104.
Jeon, Y.H., Merlyn, T. and Glasgow, N., 2017. Optimising the residential aged care workforce:
leadership & management study.
Kok, S.K. and McDonald, C., 2017. Underpinning excellence in higher education–an
investigation into the leadership, governance and management behaviours of high-
performing academic departments. Studies in Higher Education. 42(2). pp.210-231.
Kyratsis, Y., Armit, K. and Lees, P., 2016. Medical leadership and management in the United
Kingdom. Australasian Psychiatry. 24(3). pp.240-242.
Spurgeon, P., Clark, J. and Ham, C., 2017. Medical leadership: from the dark side to centre
stage. CRC Press.
Stringfellow, T.D., Rohrer, R.M. and Spurgeon, P.C., 2015. Defining the structure of
undergraduate medical leadership and management teaching and assessment in the UK.
Medical teacher. 37(8). pp.747-754.
Swanwick, T. and McKimm, J., 2017. ABC of clinical leadership. John Wiley & Sons.
Tweedie, J., Dytham, L. and Phillips, G., 2017. Distributed leadership in action; the chief
registrar. Future Hospital Journal. 4(1). pp.11-12.
Online
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10 Types Of Management Styles For Effective Leadership. 2019. [Online] Available through:
<https://getsling.com/blog/types-of-management-styles/>.
Shaw, J., 2019. Employee Training and Development: Reasons and Benefits. [Online] Available
through: <https://managementhelp.org/training/basics/reasons-for-training.htm>.
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