Introduction to People Management (NHS Case Study)

Introduction to People
Management
(NHS Case Study)

Table of Contents
INTRODUCTION...........................................................................................................................2
Applying theoretical models to the Leadership and Management, Training and Development
and Talent Management areas to the current NHS scenario..................................................2
Leadership and Management..................................................................................................2
Training and development......................................................................................................4
Talent management................................................................................................................4
Analysing the role and priority of NHS management and the HR function in supporting
Management...........................................................................................................................5
Determining the different internal and external influences on the Leadership and
Management, Training and Development and Talent Management areas of NHS scenario. 6
Recommendations..................................................................................................................7
CONCLUSION................................................................................................................................8
REFRENCES...................................................................................................................................9
1

INTRODUCTION
Managing people is one of the most important and essential concept which is needed to be
considered by all organisations of different sizes and belonging to different sectors in order to
reach to the objectives and on profits as the human resource or employees or people associated
with the company are the one responsible for accomplishing the goals and objectives of entity.
The report is based on the case study of NHS which is a publicly funded healthcare system of the
United Kingdom. The organisation was established in 1948 and since then it has been funded out
of general taxation. The organisation is made up of four separate systems that serve each part of
the UK that is the NHS in England and Scotland and Wales and health and social care in
Northern Ireland. The organisation is headquartered in in England UK. The report covers
theoretical models of leadership and management training and development and talent
management in relation with NHS for improvement in staff retention and all the three segments.
the report also analyses the role and priority of NHS management and the HR function in relation
with supporting the management staff and effective management of the company. Further more
different internal and external influences on the three discovered areas of NHS are also
highlighted (Polak-Sopińska, Królikowski and Wróbel-Lachowska, 2018).
Applying theoretical models to the Leadership and Management, Training and Development and
Talent Management areas to the current NHS scenario.
Leadership, talent management and training and development are the key areas which are
being identified from the case study in which NHS needs to take improving actions to address
specific problems related to staff shortage. NHS is facing a lot of problems retaining the staff
although on regular basis there are a lot of people coming in the organisation but they are not
sticking to it and are not loyal towards the company because of two main reasons that is lack of
career opportunities and low wage payments (Barrera, 2020). Along with underlying factors such
as increasing workloads inflated targets and an already intensive environment all these cases are
leading to more and more stressful situations and burnout among clinical staff. Theoretical
models which are needed to be considered by NHS management and top level people in order to
retain the staff and improve the standards and quality of patient care are suggested.
Leadership and Management
2