People Management in NHS: Leadership, Training and Talent Management

This article discusses the issues of staff shortage in NHS and the importance of leadership, training and talent management in improving the care provisions framework. It also highlights the role of HR in recruitment, talent acquisition, and conflict resolution. The article provides recommendations for motivating staff, providing proper training, and induction of qualified staff to cope with the rising demand from the general public.

Running head: PEOPLE MANAGEMENT
PEOPLE MANAGEMENT
Name of the Student:
Name of the University:
Author Note:

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Executive Summary
NHS is facing shortage of staffs and this has impacted the care delivery procedure. King’s fund
has reported that there has been a shift from the traditional approach to a collaborative leadership
style. This has been supported by the national leadership bodies and majority of the steps
undertaken are towards the development of the people and improve the care provisions
framework. The framework adopted improves the care and the health system. Staffs must be
provided with the provisions of appraisals, pay benefits so that the staffs ca stay motivated,
mentoring so that staff can handle the work pressure. While qualified staffs must be inducted so
that they can provide proper care to the patients so that the staffs can be retained. The staffs,
nurses and the general physicians require proper training before being inducted into the heath
acre agency and at the same time the care giver must be skilled enough to be able to cope with
the rising demand from the general public. The HR department emphasises on the discovery and
development of the talent from the ward to board and it is essential to understand the element as
a strategic goal. The HR department also increases the commitment of the staff throughout the
board, aid in the future process and identify the essential element of a strategic goal.

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Introduction
NHS is a premier healthcare agency that has the expertise in healthcare and related fields.
The organization is currently facing issues pertaining to the shortage of staff and due to this
temporary agency are put into work to reduce the shortage of employees and prevent the risk of
the patient care. It has been seen in NHS that the organization faces a permanent issues of
shortage of staffs and it has occurred due to maternity leaves and short term illness. However, it
is also important to mention that the shortage of staff have occurred due to the inefficient
recruitment process undertaken. There are other factors as well that contribute to the reduction in
the staff count and staff number and it includes the intense working environment, inflated targets,
increasing workloads, poor pay along with the increased cases of burnout and stress within the
clinical staffs. The increased reliance on the temporary agency to compensate the shortage of the
staffs has increased recently due to the discrepancies in the responsibilities and wages with the
permanent staffs. The permanent staffs are asked to undertake the roles that the agency staffs are
unwilling to take.
Area 1- Leadership and Management:
Leadership and Management- leadership and management are the synonymous terms and
it is vital to understand that the leadership is an important part in effective management.
Leadership can be defined as the potential of a leader to drive and influence the efforts of a group
towards the goal accomplishment. While proper management is a quality of a manager with the
traits of a leader (Vaccaro et al., 2012). Managers delegate authority and lays down the
responsibilities and the structures. While leaders provide a direction towards the development of
an organisational vision and subsequently inspiring the employees to attain it. Management
style- Democratic management style is the appropriate for making decisions and the democratic

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management styles include an extensive communication from both the subordinates and the
managers (Bolden 2016). Leadership styles- the leadership style in NHS is found to be a shift
from a traditional ‘heroic’ to a collaborative approach. This leadership style cam be defined as a
leadership that gets the effective and efficient results across the external and the internal
organizations. a collaborative leader handles conflicts, builds relationships in a constructive
manner and also emphasize on sharing control. Whereas, the traditional leadership is more
autocratic and within it the leader takes an absolute control of his team (Clarke 2013).
The priorities of NHS in management and leadership- It has been highlighted that there is
a need for the NHS to take up a sort of leadership that engages the leadership within the
healthcare system. King’s fund has reported that there has been a shift from the traditional
approach to a collaborative leadership style. This has been supported by the national leadership
bodies and majority of the steps undertaken are towards the development of the people and
improve the care provisions framework. The framework adopted improves the care and the
health system. Role of HR- the vital role of the human resource department is to plan several
aspects of recruitment, and talent acquisition, selection of the candidates, motivating and
resolution of conflicts. The HR department emphasises on the discovery and development of the
talent from the ward to board and it is essential to understand the element as a strategic goal. The
HR department also increases the commitment of the staff throughout the board, aid in the future
process and identify the essential element of a strategic goal. Human resource plays an active
role in the resolution of conflict between the staffs and act as a link between the higher
management and the subordinates (Marescaux, De Winne and 2012).
The different external and the internal influences- internal factors will include the SWOT
analysis, management style and training and development. the SWOT analysis of NHS reveals

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the following: Strength- the clinicians and the general physicians are highly trained; weakness-
the experiences learned from the patients are not yet embedded into the service design;
opportunities- development of new relationships with the new and the existing providers; threats-
relationship damage due to the negative comments over the press comments
(Bedfordshireccg.nhs.uk 2019). Training and development- NHS have published a framework
for the development of people and have encouraged the staff to improve the service quality.
Management style- NHS currently follow a collaborative management style. External factor-
PESTEL analysis- political environment is not feasible for the conduct of NHS operations; the
change in environment affects the movement in NHS; ageing population needs more health care
services; technology is still not used in a large scale; NHS plants tress that provide a health
environment; NHS keeps a track of the accounts (Cheng et al. 2013).
Recommendation- NHS is premier healthcare agency and one of the best healthcare
provider in UK. Thus, the staffs, nurses and the general physicians require proper training before
being inducted into the heath acre agency and at the same time the care giver must be skilled
enough to be able to cope with the rising demand from the general public. The management style
must be more transparent with the paying attention to the subordinates and their ideas to bring
infusion of new ideas. Staffs need to be motivated in order to help in handling critical cases. At
the same time the rewards and recognition are the best ways of highlighting the work of staffs in
NHS (Shields et al. 2015).
Area 2: Training and development:
Training and development is an important part in human resource development. Training
can be described as a program that helps employees to learn a specific skill or learn knowledge
in order to improve their performance. Development focuses on the future performance and the

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employee growth (Salas et al. 2012). The benefits of training and development will help NHS to
experience a profit growth, reduce employee turnover, more depth in talent acquisition; while at
the individual level competency and speed will improve, improved engagement, and increased
employee motivation. Trainings will be required and this can be confirmed by evaluating the
performance of the staffs over a practical and theoretical examination. If the staffs score less in
the test, then training will be provided to such staffs. The evaluation tools are none other than the
theoretical models that will evaluate the training. Kirkpatrick model of training evaluation is one
of the widespread model and it has four different levels- reaction of the trainee, learning,
behaviour, results. The level 1 deals with whether the environment was suitable; level 2 is
whether the trainees learn anything; knowledge, skills and abilities are used in the job; the level 4
deal with whether the training worthy? (Phillips 2012)
NHS priority on the training and development can be justified by the fact that NHS is
emphasizing on the measures of improving the education, values and training of the NHS staffs
over the next 5 years. NHS wants to conduct training and education so that the NHS staffs can be
developed within the period of 5 years. The endeavour is even backed a fund of 5 billion pound
and the ministers will be held responsible for the strategic and operational goals. The HR
department emphasises on the discovery and development of the talent from the ward to board
and it is essential to understand the element as a strategic goal. The HR department also
increases the commitment of the staff throughout the board, aid in the future process and identify
the essential element of a strategic goal. Human resource plays an active role in the resolution of
conflict between the staffs and act as a link between the higher management and the subordinates
(Bailey et al. 2018).

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The internal factors include the motivation, training and development, promotion.
Motivation plays a key role in the development of the employees and motivation also enthuses
and empower the employees to seek for the production of results. training and development are
the two important aspects of NHS and internally the training must be provided to the staffs that
are less skilled and are having issues in properly delivering care to the patients. Promotion is an
aspect of employee management and at the same acknowledging the effort put by skilled staff
(Mowday, Porter and Steers 2013). External factors include the training and development and
PESTLE analysis. Training and development are the two most vital aspect of NHS and it will
require the effective input so the staffs are able to provide quality care to the patients. PESTLE
analysis- political environment is not feasible for the conduct of NHS operations; the change in
environment affects the movement in NHS; ageing population needs more health care services;
technology is still not used in a large scale; NHS plants tress that provide a health environment;
NHS keeps a track of the accounts (Cheng et al. 2013).
Recommendation- Staffs must be provided with the provisions of appraisals, pay benefits
so that the staffs ca stay motivated, mentoring so that staff can handle the work pressure. While
qualified staffs must be inducted so that they can provide proper care to the patients
(Mammadova, and Jabrailova 2013).
Area 3: Talent management:
Talent management is a process that emphasises on the development, retention, hiring
and recruitment of the superior employees. Traditional employment focus and talent
management focus are the two aspects of talent management. The employment focus is the
process of emphasising on the recruitment of the appropriate candidate for a post. While talent
management includes the various procedures after the successful completion of the recruitment

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process. The challenges pertaining in the talent management is proper employee management
and looking into issues pertaining to grievances of the staffs. The role of appraisal is to motivate
the staffs for the effort they have put into their work.
The role of NHS is to improve the care provisions through framework. The framework
adopted improves the care and the health system. Role of HR- the vital role of the human
resource department is to plan several aspects of recruitment, and talent acquisition, selection of
the candidates, motivating and resolution of conflicts.
SWOT analysis of NHS reveals the following: Strength- the clinicians and the general
physicians are highly trained; weakness- the experiences learned from the patients are not yet
embedded into the service design; opportunities- development of new relationships with the new
and the existing providers; threats- relationship damage due to the negative comments over the
press comments. Motivation plays a key role in the development of the employees and
motivation also enthuses and empower the employees to seek for the production of results
(Bedfordshireccg.nhs.uk 2019). The management style must be more transparent with the paying
attention to the subordinates and their ideas to bring infusion of new ideas. External factor-
PESTEL analysis- political environment is not feasible for the conduct of NHS operations; the
change in environment affects the movement in NHS; ageing population needs more health care
services; technology is still not used in a large scale; NHS plants tress that provide a health
environment; NHS keeps a track of the accounts (Cheng et al. 2013).
Recommendation- Thus, the staffs, nurses and the general physicians require proper
training before being inducted into the heath acre agency and at the same time the care giver
must be skilled enough to be able to cope with the rising demand from the general public. Staffs
must be provided with the provisions of appraisals, pay benefits so that the staffs ca stay

8PEOPLE MANAGEMENT
motivated, mentoring so that staff can handle the work pressure (Mowday, Porter and Steers
2013).
Conclusion and recommendation
From the above discussion it can be concluded that, NHS is currently facing issues
pertaining to the shortage of staff and due to this temporary agency are put into work to reduce
the shortage of employees and prevent the risk of the patient care. The management style must
be more transparent with the paying attention to the subordinates and their ideas to bring infusion
of new ideas. Staffs need to be motivated in order to help in handling critical cases. At the same
time the rewards and recognition are the best ways of highlighting the work of staffs in NHS.

9PEOPLE MANAGEMENT
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