NHS People Management

This document discusses the importance of effective people management in contemporary organizations. It explores the areas of leadership and management, training and development, and talent management strategies. The document also analyzes a case study of the National Health Service (NHS) to highlight the challenges and potential solutions in people management.

NHS PEOPLE MANAGNMENT 1
NHS PEOPLE MANAGEMENT
Student’s Name
Course Name
Professor’s Name
University Name
City, State
Date

NHS PEOPLE MANAGNMENT 2
NHS PEOPLE MANAGEMENT
People management is an important aspect of contemporary modern day organizations.
Effective people management can lead to the success of organizations. On the contrary,
ineffective people management can lead to various challenges within an organization. With the
diversity and changes in modern-day workplaces, leaders are tasked with the responsibility of
ensuring that they constantly enhance their people management skills to successfully lead their
employees (Knies and Leisink,2014). Effective people management entails tasks such as
employee training, administration, communication, motivation, benefits, wellness, safety,
organizational development, performance management, hiring, and compensation. Carrying out
all these tasks is often the most difficult job of a manager. For a leader to be considered effective,
therefore, they need to possess good communication skills. Good communication skill entails the
ability of a leader to get along with employees, ability to persuade, ability to clarify and make
subordinates listen to their ideas (Barrow and Mosley, 2011). Also, flexibility is an important
skill. Flexibility of a leader means their ability to adjust to changing circumstances at the
workplace quickly. This requires leaders to understand that subordinates may have multiple ways
of completing a task and focus on the results rather than on the means. Other key people
management skills include the ability to listen, ability to lead effectively, and problem-solving
skills, honesty, and empathy (Sling, 2018). This portfolio will present a review of the NHS case
study, focusing on leadership and management, training and development, and Talent
management strategic management people areas.
Leadership and management
The assumption of a new management position within an organization does not
automatically make an individual a leader. This, therefore, means that leaders and managers

NHS PEOPLE MANAGNMENT 3
possess some distinctive features moistly based on their people management approach and
personality. Based on the findings of the World Federation of Personnel Management
Associations, leadership development is one of the most dominant challenges in modern
organizations(Sharma, 2015). This, therefore, means that modern organizations are unable to
flourish and because of lack of the right leadership. For an organization to remain competitive,
management functions such as hiring and retention of the right employees are integral. On the
same note, there is a need to provide employees with the necessary support at all times. Bad
leadership and management may largely affect the morale of employees and prevent employees
from optimizing their potential. Ineffective leadership and management may, therefore, lead to
failed organizations (Sharma, 2015).
Internal or external factors may determine the Organization's leadership and
management. Some of the internal factors that affect leadership and management in an
organization are the leadership style and personality of the leader, individual needs, and the
operating environment. On the contrary, external factors that may affect the leadership in an
organization include legislation, changes in technology, level of completion in the industry, and
prevailing economic conditions (Al-Sawai, 2013).
Poor leadership is one of the challenges ailing the National Health Service (NHS). An
effective leader builds morale at the workplace, guides, and motivates employees. Based on the
NHS case study, clear signs of ineffective leadership are quite evident. Notably, the lack of
morale among permanent employees is a clear sign of failed leadership. The over-reliance on the
agency is the root cause of low employee morale. Possible overreliance on agency work may
create a feeling of job insecurity and overall uncertainty about the future of the organization
(Ham et al., 2011) Low morale at the organization may also be attributed by the fact that

NHS PEOPLE MANAGNMENT 4
permanent employees poorly paid and treated unfavorably compared to agency workforce.
Preferential treatment of the agency workforce is also a sign of poor leadership at the
organization. Generally, leaders are also responsible for maintaining a workplace environment
that enhances the productivity and emotional well-being of their employees (Mosadeghrad and
Ferdosi, 2013). A tense working environment is, however, the characteristic of the National
Health Service. Employees are made to work in a stressful environment, which is the
contributing factor of high levels of burnout and stress among clinical staff. The success or
failure of a leader may also be attributed to their preferred leadership model, trait, and behavior
(Mosadeghrad and Ferdosi, 2013). Based on the analysis of the NHS Case study, it is evident
that an autocratic approach is used. This is demonstrated by the fact that permanent employees
are expected to perform roles left over by agency employees despite their poor remuneration.
The presence of inflated targets increased workloads, and lack of appropriate pay also depicts the
use of a non-democratic leadership approach.
Leadership training and development would play a major role in changing this trend.
Through leadership training, leaders at the organization will be instilled with the desirable skills
that will make them able to adopt desirable leadership models such as transformative and
participative leadership styles. It will also play a major role in the improvement of the leader’s
awareness of their impact on employee and the organization’s performance (Lunenburg,2011).
Training and Development
Training and development are important areas linked to employee’s performance.
Training is a program centered on equipping employees with specific knowledge and skills to
improve their performance in their immediate roles. In other words, training is the methods used
to equip employees with the skills needed to carry out their duties effectively. Training also

NHS PEOPLE MANAGNMENT 5
serves the purpose of improving the current job performance of employees. On the other hand;
development is future-oriented and more expansive. In particular, it aims at equipping employees
with skills needed for their growth and future performances as contrasted with current roles
(Aguinis and Kraiger, 2009).
To start with, there are four theories of training and development, namely the theory of
social learning, the theory of experimental learning, the theory of learning types, and
reinforcement theory. According to the experimental theory of learning, the needs and wants of
the learner are the key priorities. This type of learning enhances the knowledge and the learning
power of an individual. The personal involvement of the learner makes it possible for the
learners to evaluate themselves to understand how learning affects their attitude. According to
the theory of social learning however, direct reinforcement or programs focused on enhancing
skills cannot resolve all learning needs and types because some social elements which cannot be
taught. Based on the experimental theory of learning, social elements can only be learned by the
learners from their surroundings through observational learning (Francis, 2013). According to
this theory, therefore, negative behaviors such as discrimination against permanent employees
may affect them negatively. Therefore, the surroundings and the environment of an organization
need to be in such a way that employees learn from them. Any negativities may emerge as
negative lessons, which may affect the behavior and conduct of employees at the present or in
future leadership roles (Niazi, 2011). Thirdly, the theory of learning types as coined by Gagne
focuses on the learning of intellectual skills. He opined that these skills are rarely found in
people. On the same note, he categorized learning into five categories, including motor skills,
cognitive strategies, attitudes, verbal information, and intellectual skills. The theory of learning

NHS PEOPLE MANAGNMENT 6
types may also be quite applicable to the NHS workplace. Intellectual skills may play a major
role in enhancing the ability of managers and employees to perform mental tasks.
Also, different employees may have different attitudes towards their work or fellow
employees (Costen and Salazar,2011). Learning-centered on attitudes may aid in the awareness
of the impact of an individual’s attitudes on their behavior towards others and overall
performance. Likewise, Cognitive skills are important for both subordinates and their leaders.
They would play a major role in enhancing their ability to solve problems, remember, plan,
understand, prioritize, and read with ease. Finally, the theory of reinforcement stresses the
importance of positive result or outcome on the repetition of a behavior (Francis, 2013).
Employees are, therefore, likely to repeat actions, which are connected to positive outcomes or
results. Reinforcement could also be applied to the NHS to facilitate improved outcomes and
performance.
Based on the analysis of the cases study, it is evident that there is a need for training and
development across all levels. For employees, there is a need to equip with the skills needed to
improve performance and work under pressure. Besides, they also need to be equipped with
stress management skills to enhance their ability to manage stress. They also need to be
developed into better future managers. For leaders at the organization, there is a need to train
them on best management practices to improve workplace productivity and facilitate positive
outcomes for employees.
Talent Management
Talent management is the commitment by an organization to recruit and hire best talents
in the market, retain and develop them. It is a strategy used by organizations to retain the most
skilled employees among their workforce. Also, talent management helps organizations to

NHS PEOPLE MANAGNMENT 7
compete favorably with other employers in the attraction of top talent in the market (Nilsson and
Ellström, 2012). The commitment by NHS to discover and develop talent from ward to board
demonstrates an understating by the organization of the integral role of talent management in
strategic management, the future success of the organization and in increasing the commitment
and morale of the employees. However, the retention of employees is based on several factors.
These factors include health and wellness of employees work schedule flexibility, recognition,
and rewards, personal development, compensation, management and leadership team, work-life
balance, onboarding, and training (Lore, 2017).
Talent management comes with multiple benefits for organizations and individuals.
Talent management makes it possible to ascertain the strengths and skills of different individuals
in the workplace. Through this, it becomes to have the right person at the right job. Being at the
right job does’ not only improve the productivity of an employee but also that of an organization
(Collings and Mellahi,2009). Also, talent management leads to the retention of top talents.
Retention of top talents is important to the leadership and growth of an organization. It leads to
better competitiveness of an organization within the industry. Talent management is also
reflected like leadership within an organization (Orlova, Afonin, and Voronin, 2015). Effective
leadership leads to better hiring decisions. Through career development, employers are also able
to understand their aspirations, desires, interests, likes, dislikes, abilities, and strengths. This
leads to better people management. Finally, talent management leads to better decisions on
professional development. When organizations become aware of who their high potential
employees are, it becomes easier to invest in their professional development (Juneja, 2015).
The HR and management of NHS have a special role to play in achieving the talent
management outcomes within the organization. Based on the case study, the organization stands

NHS PEOPLE MANAGNMENT 8
at a risk of losing some of its best employees due to ineffective talent management (Farndale,
Scullio, and Sparrow, 2010). HR has the responsibility of creating and rolling out talent
management programs within different sections of the organizations. The management, on the
other hand, needs to provide the necessary support and financial resources needed for successful
implementation of talent management programs(Al Ariss, Cascio, and Paauwe,2014). Besides
implementing talent management strategies, the HR should work on increasing efficiency of its
recruitment processes to enhance the ability of NHS to hire some of the best talents in the market
(Salas et al., 2012).
In conclusion, the pressure mounting on NHS can be attributed to inefficiencies in three
core functions of talent management, leadership and management, and training and development.
Inefficiencies in these functions have been a major cause of over-reliance on agency work,
deflating morale among permanent employees and burnout and stress. Poor leadership is one of
the main issues at NHS. This is supported by the presence of symptoms such as lack of
motivation and low morale among members of staff. Leaders are tasked with the responsibility
of maintaining high morale and motivation among their employees. Training and development is
also a key function in successful organizations. Training and development are not effectively
carried out at the organization. The inability of employees to manage stress decline in morale as
well as leadership inefficiencies support this argument. Therefore, a need to invest in training
and development within the organization exists. Finally, talent management is a key aspect of
successful organizations. Some of the advantages of effective talent management include better
hiring decisions, attraction, and retention of top talents and better decisions on professional
development. Based on the leadership challenges at the organization, it can be argued that the

NHS PEOPLE MANAGNMENT 9
talent management function is not being carried out a required. There is, therefore, a need for the
organization to invest in talent management

NHS PEOPLE MANAGNMENT
10
References
Aguinis, H., and Kraiger, K., 2009. Benefits of training and development for individuals and
teams, organizations, and society. Annual review of psychology, 60, pp.451-474.
Al-Sawai, A., 2013. The leadership of healthcare professionals: where do we stand?. Oman
medical journal, 28(4), p.285.
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.
Barrow, S., and Mosley, R., 2011. The employer brand: Bringing the best of brand management
to people at work. John Wiley & Sons.
Collings, D.G., and Mellahi, K., 2009. Strategic talent management: A review and research
agenda. Human resource management review, 19(4), pp.304-313.
Costen, W.M., and Salazar, J., 2011. The impact of training and development on employee job
satisfaction, loyalty, and intent to stay in the lodging industry. Journal of Human Resources in
Hospitality & Tourism, 10(3), pp.273-284.
Ham, C., Baker, G.R., Docherty, J., Hockey, P., Lobley, K., Tugendhat, L., and Walshe, K.,
2011. The future of leadership and management in the NHS: no more heroes. Report by The
King’s Fund.
Farndale, E., Scullion, H., and Sparrow, P., 2010. The role of the corporate HR function in global
talent management. Journal of world business, 45(2), pp.161-168.
Francis, A. (2013). Four Major Theories of Training and Development. [online] MBA
Knowledge Base. Available at: https://www.mbaknol.com/human-resource-management/four-
major-theories-of-training-and-development/ [Accessed 15 May 2019].

NHS PEOPLE MANAGNMENT
11
Juneja, P. (2015). Benefits of Talent Management. [online] Managementstudyguide.com.
Available at: https://www.managementstudyguide.com/benefits-of-talent-management.htm
[Accessed 15 May 2019].
Knies, E., and Leisink, P., 2014. Linking people management and extra‐role behavior: results of
a longitudinal study. Human Resource Management Journal, 24(1), pp.57-76.
Lunenburg, F.C., 2011. Leadership versus management: A key distinction—at least in
theory. International Journal of Management, Business, and Administration, 14(1), pp.1-4.
Lore, J. (2017). 8 Essential Employee Retention Factors Modern Employers Ignore | Rise.
[online] Rise. Available at: https://risepeople.com/blog/employee-retention-factors/ [Accessed 15
May 2019].
Mosadeghrad, A.M., and Ferdosi, M., 2013. Leadership, job satisfaction, and organizational
commitment in the healthcare sector: Proposing and testing a model. Material socio-
media, 25(2), p.121.
Niazi, A.S., 2011. Training and development strategy and its role in organizational
performance. Journal of Public Administration and Governance, 1(2).
Nilsson, S., and Ellström, P.E., 2012. Employability and talent management: challenges for HRD
practices. European Journal of Training and Development, 36(1), pp.26-45.
Orlova, L., Afonin, Y. and Voronin, V., 2015. Talent management and knowledge: theory,
methodology, models. Review of European Studies, 7(9).
Salas, E., Tannenbaum, S.I., Kraiger, K., and Smith-Jentsch, K.A., 2012. The science of training
and development in organizations: What matters in practice. Psychological science in the public
interest, 13(2), pp.74-101.

NHS PEOPLE MANAGNMENT
12
Sharma, P., (2015). What Role Leadership Management Plays In Human Resource
Management?. [online] Medium. Available at: https://medium.com/teamwise-hrms/what-role-
leadership-management-plays-in-human-resource-management-537a8130f9de [Accessed 14
May 2019].
Sling, T., (2018). 15 People Management Skills Every Manager Needs To Succeed | Sling.
[online] Sling. Available at: https://getsling.com/blog/people-management-skills/ [Accessed 14
May 2019].