PEOPLE MANAGEMENT Portfolio

Running head: PEOPLE MANAGEMENT
People Management
Name of the Student-
Name of the University-
Author note-

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Executive Summary
Aiming to generate a fair idea about the various aspects related to people management, this
portfolio strives to delve deeper into the aspects of Leadership and Management, Training and
Development as well as Talent Management. This portfolio also endeavors to elaborate upon
these aspects by taking into consideration the National Health Service, UK. The portfolio also
endeavors to enlist the theoretical models that need to be used to address and mitigate the
challenges faced by the hackneyed HR policies of NHS. The portfolio recommends that the HR
team of NHS must incorporate innovative models to face the rapid changes. In conclusion, it is
said that the proper implementation and application of the strategies can help in the future
sustenance.

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Table of Contents
Introduction......................................................................................................................................4
Discussion........................................................................................................................................4
Leadership and Management.......................................................................................................4
PESTEL.......................................................................................................................................6
SWOT..........................................................................................................................................7
Recommendations........................................................................................................................7
Training and Development..............................................................................................................7
PESTEL.......................................................................................................................................9
SWOT..........................................................................................................................................9
Recommendation.........................................................................................................................9
Talent Management.......................................................................................................................10
PESTEL.....................................................................................................................................11
SWOT........................................................................................................................................11
Recommendation.......................................................................................................................11
Recommendation...........................................................................................................................12
Conclusion.....................................................................................................................................12
References......................................................................................................................................13

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Introduction
The idea of people management refers to the manner in which organizations manage and
exercise control over the various factors related to the employees and their workings. Efficient
and diligent managers are entrusted with the task and responsibility of concretizing people
management. Aiming to generate a comprehensive and detailed view of the major areas related
to people management, this portfolio will try to explore the various nuances associated with the
aspects of people management. The portfolio also endeavors to enlist and elaborate upon these
three aspects, namely, leadership and management, training and development and talent
management. Aiming to elaborate upon these aspects, the portfolio will take into consideration
the National Health Service UK and will endeavor to throw light on the ongoing problems that
needs to be resolved by the inculcation of various theories and models. This portfolio will also
take into consideration the myriad arenas that need to be improved to assure the smooth
functioning in the future and argue for the need for adoption of people management strategies.
The following paragraphs will try to account for the various strategies and measures that needs to
be adopted by the HR department of National Health Service, UK. The following paragraphs will
also endeavor to account for the myriad theories and models that are applicable in resolving the
challenges faced by the above-mentioned organization.
Discussion
Leadership and Management
It has to be accepted that leadership and management goes hand in hand. A good manager
is on who can lead and manage the employees and the various works. Business leadership has
started capturing the minds of many (Tideman, Arts & Zandee 2013). Leadership is generally

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defined as the manner in which a leader leads a group. According to the opinion of Sumerfield
(2014), leadership also encompasses the ideas of achieving a common goal by turning things for
the better. Likewise, the definition of management encompasses the idea of managing and
maintaining harmony among the employees. It has to be accepted that management and
leadership are two sides of the same coin. Studies reveal that management refers to the ability to
adopt and manage with the myriad complexities (Bolden, 2016). Although there is a slight
difference between leaders and managers, the two terms can be viewed simultaneously. The
intrinsic difference lies in the fact that people follow the leaders. On the other hand, the
employees work under the management of the managers.
There are innumerable management styles that have been adopted by organizations. The
autocratic management style refers to the manner in which managers reach at decisions without
consulting with the subordinates. On the other hand, the democratic style of management refers
to the manner in which the manger considers the opinion of the employees while arriving at
decisions.
Leadership traits such as honest, integrity and accountability serves to accentuate the
proper delegation of role among the staffs and assists in garnering the trust of the employees.
The theoretical model of collaborative leadership is necessary to apply in the case of
NHS. It refers to the manner in which the leaders endeavor to strengthen the leadership and
management style in an organization (Getha-Taylor & Morse 2013). Collaborative leadership is
one of the most important leadership models for the 21st century (Morrison & Arthur, 2013). As
the term depicts, collaboration between the leaders and staffs can ensure the proper participation
of staffs in challenges.

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This model is relevant because traditional leadership fails to resolve the current issues
(Getha-Taylor & Morse 2013). Collaborative leadership also stresses on the resolution of issues
in a constructive manner. A scrutiny of the current scenario of NHS will reveal that this
organization faces the challenge of instilling proper managerial and leadership ideas that can
alleviate the problems. NHS, UK, faces the surmounting challenge of the traditional model of
leadership that chiefly focusses on the autocratic from of leadership. The need of the hour is to
focus on collaborative leadership. Due to the innumerable advancements and rapid attrition of
health care employees, National Health Service needs to revamp its existing leadership and
managerial strategies. Due to the sheer shortage of nurses and staffs, NHS needs to incorporate
the collaborative theoretical model to address these challenges (Improvement.nhs.uk, 2019). The
incorporation of this model will assist in maintaining their standards in the future. The Care
Quality Commission had even stressed upon the need for the inclusion of collaborative
leadership (Cqc.org.uk, 2019).
Though it has focused on the traditional forms of management and leadership, NHS
prioritizes the development of the managerial practices. Various management and leadership
practices are included that strives to look into the patient management in the health care sector
(Guest et al., 2015).
The faculty of HR forms a crucial part in the implementation of the various management
and leadership ideas. The HR form a crucial part in resolving conflicts and in the selection of the
employees. The HR in NHS also function to recruit the eligible staffs who can add to the various
processes (Monks et al., 2013).

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PESTEL
NHS needs to follow the current political leadership traits which can influence the
policies. The prevalent economic scenario also affects the managerial practices that are adopted
in NHS. NHS has to face the social threat of changing social preference. NHS faces the
challenge of lack of technology use. Legal implication scan prevent the leaders of NHS in
practicing collaborative leadership.
SWOT
Strength: NHS’s leadership helps in the coordination of activities.
Weakness: NHS does not allow the scope for collaborative leadership.
Opportunity: NHS has the opportunity to inculcate innovative leadership qualities.
Threat: NHS faces the threat of being replaced by others due to their autocratic and
traditional leadership traits.
Recommendations
 NHS should incorporate leadership trainings to enhance the existing traditional models.
 NHS should include improvements in management styles
 It should include the aspect of staff motivation.
Training and Development
Training and development refers to the techniques of training and developing the skills of
the employees and staffs to improve their performance in the future. It has to be accepted that it
is the duty of the HR department to conduct regular training and development. The myriad cases
of aging of the workforce in organizations needs to be resolved by the HR department by

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conducting rigorous training and development of the employees (Kooji et al., 2013). Rigorous
training means improvement in the efficiency of the staffs. The process of training involves the
idea of accentuation and sharpening the skills.
Training and development is needed to improve the already existing skills of the staffs. It
is needed to assist the staffs in upgrading themselves to the advancements in the field of
technology and motivating themselves (Çelik & Güllü, 2017). With the gradual progression in
time, the skills that are required to cope with the changes need to be updated. Training leads to
the development of the staffs and lead to the improved delivery of service. In the health sector,
rapid changes have occurred in the nature of the diseases or in the needs and aspirations of the
patients. Hence, to match up to this scenario of constant change, it is crucial for sectors such as
NHS to incorporate regular training. The challenges posed to NHS by the inadequate HR policies
need to be addressed by the inclusion of regular training and development. Therefore, it has to be
said that the rigorous training and development of the staffs will enable the faster and greater
delivery of results for the patients and needy. Training benefits in increasing the knowledge
about the varied changes and up gradations.
To identify whether staffs require training the HR department needs to adopt measures
such as the organization of regular capability tests. These tests can be conducted by employing
the method of demonstration, interviews and practical skills of the staffs. NHS can conduct these
tests to verify the skills of the existing staff.
To evaluate the effectiveness of the training tools and models it is necessary to measure
the results in relation to the previous performance of the staffs. These tools can be evaluated by
organizing regular checks on the improved performance during the training session.

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Owing to the changes in the patterns of diseases and other areas, NHS had also tried to
inculcate training of the staffs (England.nhs.uk, 2019). However, NHS needs to adopt innovative
training programs that can garner the participation of every staff. The theoretical model of
reinforcement of training and development needs to be adopted by NHS. This model believes
that training should be conducted for the staffs after conjuring the future positive outcomes that
can be reached after the training process (Mnih et al., 2013). This theoretical model is valid and
justified in this case because it will ensure the proper and diligent participation of the aging staff
of NHS.
NHS’ priority on training and development can be detected in the case where the Health
Education England has decided to train the staffs of NHS (Health Education England, 2019).
The HR forms a crucial part in delivering regular training and development of the staffs.
HR needs to plan strategies and orientation to conduct regular training and development of the
staffs. HR also needs to include regular appraisals to motivate the trainees.
PESTEL
The prevalent political atmosphere influences the training program of NHS. The
prevalent economic situation of the country can impend the extensive training program. The
social factors also pose a threat for NHS because the staff lack motivation. NHS needs to use
technology to improve. The environmental and legal laws can influence the training program of
NHS.
SWOT
Strength- NHS’s training programs are strong.
Weakness- NHS’s employees are aging.

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Opportunity- NHS has the opportunity to improve
Threat- NHS can face major employee shortage.
Recommendation
 NHS needs to include innovative training procedures
 NHS also needs to include the model of reinforcement training
 NHS needs to improve the HR practices
Talent Management
It refers to the management of the capabilities, talent and skills of the employees. It is one
of the most crucial aspects related to HRM (Thunnissen, Boselie & Fruytier 2013).
Traditional employment focuses on the acquirement of employees in an organization
whereas talent management focusses on the managing the skills of the employees.
Staff management faces the challenge of effective communication. Lack of
communication between managers and employees can create problems. It also faces the
challenge of proper tracking of attendance and participation of each employee. Staff
management faces the challenge of managing diverse workforce.
Appraisals are important in assessing the performance of the employees. It leads to the
continued development of the employees in meeting the objectives of the company. Appraisals
play the role of motivating the employees to work for the betterment of the company (Moors,
2013).
Though NHS has incorporated the policy of managing talent, it needs to upgrade the
policies to sustain its employees in the future. The theoretical model of creative talent

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management needs to be adopted by NHS to inculcate new employees. The employment of
creative talent management practices can help in the recognition of the inherent skills.
NHS emphasizes on talent management. It understands that talent management is
required for sustainability.
HR forms an important part in recruiting and managing the talent of the employees. The
HR department needs to incorporate the measures to match with the changes.
PESTEL
Political: NHS has to follow the ongoing political scenario
Economic- NHS has to follow the current economic scenario
Social: Social preference also affects NHS
Technological: NHS needs to use technology
Environmental: This factor also influences NHS
Legal: NHS has to follow the legal laws before managing talent.
SWOT
Strength: NHS follows the ideas of talent management
Weakness: NHS does not employ creative method
Opportunities: NHS has the opportunity to include innovation
Threats: NHS can be replaced by other organizations in the health sector.

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Recommendation
 NHS needs to incorporate innovative models.
 NHS should emphasize on proper talent acquisition
Recommendation
 It is recommended that NHS includes collaborative model to accentuate and improve the
area of leadership and management.
 It is recommended that NHS includes reinforcement model to improve the training and
development area.
 It is recommended that NHS incorporates creative model to improve the area of talent
management.
Conclusion
After analyzing the above-discussed ideas, it can be concluded that the aspect of people
management is crucial for the development of NHS. The HR policies need to be revived and
upgraded to incorporate the changes and sustain in the future. It can also be concluded that NHS
has scope of development if it includes the various theoretical models.

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References
Bolden, R. (2016). Leadership, management and organisational development. In Gower
handbook of leadership and management development (pp. 143-158). Routledge.
Çelik, O., & Güllü, K. 4 th International Congress of Tourism & Management Researches–2017
A Research on Internal Marketing and Motivation: Impact of Training and Development
Programs on Motivation of Sales Employees in Tourism Sector.
Cqc.org.uk. (2019). Most people are receiving good care – but strong leadership and
collaboration are crucial to facing challenges ahead | Care Quality Commission.
Retrieved from https://www.cqc.org.uk/news/releases/most-people-are-receiving-good-
care-%E2%80%93-strong-leadership-collaboration-are-crucial
England.nhs.uk. (2019). Retrieved from
https://www.england.nhs.uk/wp-content/uploads/2017/03/NEXT-STEPS-ON-THE-NHS-
FIVE-YEAR-FORWARD-VIEW.pdf
Getha-Taylor, H., & Morse, R. S. (2013). Collaborative leadership development for local
government officials: Exploring competencies and program impact. Public
Administration Quarterly, 71-102.

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Guest, J. F., Ayoub, N., McIlwraith, T., Uchegbu, I., Gerrish, A., Weidlich, D., ... & Vowden, P.
(2015). Health economic burden that wounds impose on the National Health Service in
the UK. BMJ open, 5(12), e009283.
Health Education England. (2019). Health Education England. Retrieved from
https://www.hee.nhs.uk/
Improvement.nhs.uk (2019). [online] Improvement.nhs.uk. Available at:
https://improvement.nhs.uk/documents/1458/1273_NHS_Improvement_201617_Ann_Re
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Kooij, D. T., Guest, D. E., Clinton, M., Knight, T., Jansen, P. G., & Dikkers, J. S. (2013). How
the impact of HR practices on employee well‐being and performance changes with
age. Human Resource Management Journal, 23(1), 18-35.
Mnih, V., Kavukcuoglu, K., Silver, D., Graves, A., Antonoglou, I., Wierstra, D., & Riedmiller,
M. (2013). Playing atari with deep reinforcement learning. arXiv preprint
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Monks, K., Kelly, G., Conway, E., Flood, P., Truss, K., & Hannon, E. (2013). Understanding
how HR systems work: the role of HR philosophy and HR processes. Human resource
management journal, 23(4), 379-395.
Moors, A. (2013). On the causal role of appraisal in emotion. Emotion Review, 5(2), 132-140.
Morrison, M., & Arthur, L. (2013). Leadership for inter-service practice: Collaborative
leadership lost in translation? An exploration. Educational Management Administration
& Leadership, 41(2), 179-198.

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Summerfield, M. R. (2014). Leadership: A simple definition. American Journal of Health-
System Pharmacy, 71(3), 251-253.
Thunnissen, M., Boselie, P., & Fruytier, B. (2013). Talent management and the relevance of
context: Towards a pluralistic approach. Human Resource Management Review, 23(4),
326-336.
Tideman, S. G., Arts, M. C., & Zandee, D. P. (2013). Sustainable leadership: Towards a
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