People Resourcing and Talent Planning : Report

Added on - 21 Jul 2020

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PEOPLE RESOURCING AND TALENTPLANNING
Table of ContentsINTRODUCTION...........................................................................................................................11. Three key resourcing and talent planning issues impacting Leeds General Infirmary...........1CONCLUSION................................................................................................................................4
INTRODUCTIONResourcing of people is interrelated with filling talent in the organization for the vacantposition. This report incorporates various planning and management activities regarding humanresources in an organization which helps in fulfilling tasks in an efficient manner. It is vital toretain talented employees in the organization in order to carry out activities and organizationalobjectives in an effective manner. Managing talent is another perspective of businessorganizations which helps in formulating business strategies and their implementation for thesuccessful working of organizations. HR personnel are vital for making and taking decisonswhich will have proper and equal impact on all.The NHS Trust is the largest trust in UK which is providing welfare services as well asacademic teaching services to major portion of society. The Leeds Teaching Hospital being aspart off NHS Trust has helped various people in obtaining health care teaching education inLeeds and has various other sites operating all over Europe. These sites are Leeds GeneralInfirmary, St James’s University Hospital, Seacroft Hospital, Wharfedale Hospital, ChapelAllerton Hospital, Leeds Children’s Hospital, Leeds Dental Institute. The LGI has been planningto expand and needs to incorporate decisions in order to be successful competing with others.The report thus takes a critical; evaluation of various planning and training programs taken careby chief executive for new and old employees.1. Three key resourcing and talent planning issues impacting Leeds General Infirmary.Resources are vital to an organization and its planning is essential to meet needs at timesof vacant position (Slåtten and Mehmetoglu, 2011). HR manger needs to plan and coordinatewith other departments in order to meet needs and challenges in a correct manner (Nadiri andTanova, 2010). The institute policies are based on recruitment, selection, performancemanagement, reward, training and development are critically done by the managers to evaluatetalent amongst employees and provide right job to the right candidate (Beecroft, Dorey andWenten, 2008).The Leeds General Infirmary being a part of NHS Trust has faced many issues related tohuman resource management which affects its overall working performance. The Leeds GeneralInfirmary situated in the city centre is a major centre for entertaining people and solving their1
problems and thus needs an effective HR management system (O'Fallon and Rutherford, 2011).These issues are :Change in Structure -The corporate structure at Leeds General Infirmary is autocratic in nature whichrefers to as the decision making power is in one hands and all other members needs to obey thesame irrespective of their interest (O'Fallon and Rutherford, 2011). It usually implies shift fromone way of working to another way which at times is resisted by employees and thus hampertheir performance and organizations profits. The resources resists change and thus requiresmotivation and inspiration to keep up with the changes as modifications are inevitable (Nadiriand Tanova, 2010). The structure of LGI influences its culture and thus maintains a competitiveedge.At LGI, the chief executive is responsible for talking strategic decisions which helps inkeeping tight control over work environment as well as the Trust (Chon and Maier, 2009). Themotive of chief executive is to enhance success of the Trust by keeping the decision makingpowers in one hand (Beecroft, Dorey and Wenten, 2008). Such a structure usually have onlydownward communication though informal horizontal communication do takes place at LGI.Such a control by the executive director demotivate employees as their needs and desires aren'tfulfilled with institutional objectives. The change of structure requires new talented employees tobe recruited within the institution which will bring in new and innovative ways of thinkingaffecting the overall working (Blomme, Rheede and Tromp, 2010).LGI has working experience of around 200 years by serving people and taking care oftheir health in a same structural way but with time the need arises to implement new ways ofoperations which affects everyone (Chon and Maier, 2009). The key issue of resource planningand talent management at LGI is change of structure which is resisted my many people and thusreduces their morale and brings in turnover in huge numbers. When employees are not beingmotivated they won't perform to their level best which will impact LGI (Blomme, Rheede andTromp, 2010). The challenge for LGI management is to shape culture, strengthen and put intoperspective with the necessary strategy so as to formulate correct structure.High turnover of staff-Human resource is a vital area of management and it is mainly responsible forlooking into the benefits to the employees, their training and development, timely appraisal of2
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