People Management in NHS: Leadership, Training and Talent Management

Running head: PEOPLE MANAGEMENT
PEOPLE MANAGEMENT
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1PEOPLE MANAGEMENT
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.

2PEOPLE MANAGEMENT
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

3PEOPLE MANAGEMENT
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