Employee Talent and People Resources: NHS HRM Strategies Report

This report provides an in-depth analysis of employee talent and people resources within the National Health Service (NHS). The report begins with a labor market analysis, focusing on the challenges faced by NHS, including funding issues, nurse shortages, and the impact of economic downturns and immigration policies. It explores the relevance of labor market analysis to effective planning and decision-making, highlighting the importance of both short-term and long-term strategies to address workforce issues and financial constraints. The report also includes a reflective log, discussing the experience of conducting a job interview exercise and strategies to align with NHS's strategic goals. It addresses current issues in people resourcing and talent management, reflecting on what went well and what could be improved. The report emphasizes the significance of intangible benefits, motivation, and employee needs in enhancing performance and retaining staff within the NHS framework.

Running head: EMPLOYEE TALENT AND PEOPLE RESOURCES
Employee Talent and People Resources
Name of the Student
Name of the University
Author Note

1EMPLOYEE TALENT AND PEOPLE RESOURCES
Table of Content
Task 1:.............................................................................................................................................2
Relevance of conducting labor market analysis to organizations related to NHS...........................2
How it is contributing to effective planning................................................................................4
Analyzing the importance of short-term and long-term planning in business decision-making.....4
Importance of short-term planning in the decision-making........................................................4
How NHS adopt these effective HR strategies to enhance performance....................................5
Task 2: Reflective Log.....................................................................................................................6
Reflecting on my experience of conducting job interview exercise............................................6
My strategies serving the strategic goals of NHS........................................................................7
How my strategy addressing the current issues in people resourcing and talent management for
NHS.............................................................................................................................................8
What did not go well?..................................................................................................................8
What I could have done differently to improve the job interview?.............................................9
References and Bibliography.........................................................................................................10

2EMPLOYEE TALENT AND PEOPLE RESOURCES
Task 1:
Relevance of conducting labor market analysis to organizations related to NHS
The case study indicates that NHS is facing some significant issues related to funding and
consequently, the quality of healthcare services is being deteriorated. Due to lack of fund, the
organizational body of NHS is not able to pay wages properly even to nurses of the setting.
Therefore, it is necessary to learn about the factors that caused financial shortage at NHS. In
addition, labor market analysis helps to learn about the HRM elements, which would help NHS
to regain its performance. OECD (Organization for Economic Cooperation and
Development) data reveals that the nurse to population ratio in United Kingdom is nearly 8.2%
nurses per 1000 population, which is slightly lower than the OECD average of 9.1% (Allen
2013).
The case study indicates that UK nursing labor market has been characterized by cyclical
pattern of nursing shortage. Inadequate long-term workforce planning indicates that nursing
supply and demand in United Kingdom has barely been under coordination. In this context,
Buchan and Black (2011) there have been periods when active. The National Statistic indicates
that there are almost 690,000 qualified as well as midwives registered with nursing and
Midwifery councils. In this context, Cooper et al. (2011) commented that UK nursing labor
market is typified by cyclical patterns of nursing shortage. The significant issue of a lack of
long-term as well as strategic workforce planning indicates that nursing supply and demand in
UK has rarely been coordinated. Barr, Bambra and Whitehead (2014) pointed out there are some

3EMPLOYEE TALENT AND PEOPLE RESOURCES
situations where international recruitment has become “policy program” for the organizational
body of NHS in UK.
The major issue is that present challenge to NHS is the aging nursing workforce,
Particularly, it is found that proportion of nursing workforce over the age of 45 is near 45%,
which is almost one third of nurses presently working in mental health over the age 50 (Bosak et
al. 2017). On the other side, the economic downturn occurred in 2008 and its aftermath
consequence also created the constraints of funding as well as stiff immigration policy formed in
2006 came as the barrier before the growth of nursing workforce in the recent time. However,
simultaneously, the healthcare demands were also increasing rapidly. However, the case study
provides the evidence that the demand of nursing is outdoing the supply. More particularly, one
more evidence is that the “Francis report” and the successive guidelines over employment have
become a significant driver of nursing demand since 2014. In this context, McGuire et al. (2016)
commented that even though the supply of nurses has increased since 2008, this has not
particularly offset the growing demand for nurses. This happens as there is a significant amount
of decline in the category of EEA-nurses entering UK over the same period.
Consequently, organizational bodies of NHS have maximized the use of agency staff to
fill the vacant positions by driving up the cost of agency. Eventually, it can be ascertained that
the labor market of nurses in UK suffers from a significant financial crisis caused by economic
downturn and stiff immigration policies despite the growing demands. It is also found in the case
study that NHS organizational body suffered from a significant shortage of finance and
workforce. Thus, the relevance of labor market analysis lies on the fact that the findings of the
case study and the states of labor market of nursing workforce appears to be similar. Due to lack

4EMPLOYEE TALENT AND PEOPLE RESOURCES
of funding the entire NHS body has suffered and the industry observed a significant decline in
the workforce population rate.
How it is contributing to effective planning
This analysis is highly relevant and the outcome of this analysis would help to create an
effective plan. Based on the issues found, the solutions can be developed through the plan. The
above-presented analysis indicates that NHS lacks proper planning to implement the initiatives.
Oliver (2016) opined that healthcare sector in UK has been dynamic in nature with the
significant unknown market challenges. Thus, to deal with those challenges, an organization
should always have both short and long-term planning. The short-term planning helps to protect
organization from recent challenges, while the long-term planning remains as the back-up to deal
with the future challenges.
Moreover, the analysis presented above, particularly the issues like the percentage of
decline in workforce and amount of budget helps to learn what the organization exactly needs to
do. While making the plan, the statistical data helps to realize current situations and provides
ways to turn the situation. Without a proper labor market analysis, it is not possible to identify
the external factors or the forces in the market, which might appear as the challenge. Thereby,
the analysis provides clear image about the areas such as vacancies of nursing posts, continuous
recession and slow growth of economy that should be considered in the planning

5EMPLOYEE TALENT AND PEOPLE RESOURCES
Analyzing the importance of short-term and long-term planning in business decision-
making
Importance of short-term planning in the decision-making
In order to increase the rate of nursing workforce, the organizations in the healthcare
sector should decide on providing intangible benefits on short-term basis (Cooper et al. 2011).
This means within a limited budget, the organization can recruit and retain nurse with low wages
but high intangible benefits such as regular training and development programs, which would
help to enhance the skills of employees. In order to enhance employees’ experience, the
organization can assign their nurses in serious health issues of patients; this would certainly
increase nurses’ experience. On the other side, the long-term planning of retaining employees
also lies on the intangible benefits such as providing employees and their family members with
free medical coverage (Farndale, Hope-Hailey and Kelliher 2011). Again, as the short-term
planning in decision-making, the organization needs to motivate its employees in the crisis
situation by sharing issues that organizations face. The organizations also need to ask opinion of
their employees about the issues; this increases a sense of belief among the employees that their
employers value their skills and knowledge.
How NHS adopt these effective HR strategies to enhance performance
One transparent factor is that NHS will not experience a speedy growth of economy in
the recent time, where its financial crisis would be resolved. So, within the existing limited
budget, which is the final funding of £6.3bn, NHS needs to develop its performance
management and retention strategies. In order to retain employees and improve quality of service
within a limited budget, the firm needs to pay attention to motivation and retention by meeting

6EMPLOYEE TALENT AND PEOPLE RESOURCES
employee needs with intangible benefits and making employees understand the about the value
of work they do. This can be done by implementing following steps.
According to behavioral scientist, Herzberge, job factors can be divided into two
categories such as hygiene factor and motivation factor. The hygiene factor include Pay,
administration policies, physical work conduction, fringe benefits and status, while the
motivation factor recognition, growth and promotional opportunities and responsibility (Dartey-
Baah and Amoako 2011).
Hygiene factor-
Pay- NHS needs to develop a suitable pay or salary structure and it should be equal and
competitive to those in the industry
Organizational policies- The organizational policies should not be stiff; rather they should be
fair and clear.
Fringe benefits: NHS should provide its employees with medication plan and free medical
coverage for employees and their family members.
Status- It is important to have certain employee familiar and retained status within the
hierarchical structure of NHS.
Motivation factor:
Recognition- The nurses of NHS should be praised as well as recognized for their achievements
by the senior practitioners.

7EMPLOYEE TALENT AND PEOPLE RESOURCES
Growth and promotional opportunities: NHS should provide growth and advancement
opportunities such as training and development programs and assign them to large healthcare
related service.
Task 2: Reflective Log
Reflecting on my experience of conducting job interview exercise
Job interview is a vital aspect that recruitment strategy. I as an interviewer have to
consider certain elements such as the skills and knowledge of the candidates, organizational
budget, discussion on the wages and market demand of the workforce. I realize that especially,
when an organization has a limited budget but the firm needs the candidates, it becomes very
difficult for the interviewers to manage. In addition, being an interviewer, I also have to think of
NHS’ goals such as the improvement of services, providing a comprehensive service to all and
aspiring to the highest standards of excellence as well as professionalism. Thus, being an
interviewer, I had to consider both the organizational goals, the goals of candidates and industry
principle of hiring nurses.
My strategies serving the strategic goals of NHS
The strategies presented above in the report help to motivate the employees under any
crisis situation and when the employees are motivated, they understand the value of work and
they increase their engagement in their job responsibilities. Consequently, the performance starts
improving. In addition to this, strategy of providing intangible benefits to nurses, as the approach
of meeting employee needs is effective because a study on human resource management
conducted by Farndale, Hope-Hailey and Kelliher (2011) reveals that when employee needs are
met, they start giving the inputs to their job. Similarly, Guest (2011) also mentioned that

8EMPLOYEE TALENT AND PEOPLE RESOURCES
motivation yield positive satisfaction and these elements are inherent to work and they motivate
employees for an enhanced performance. Thereby, Brunetto, Farr-Wharton and Shacklock
(2012) referred these elements as “satisfiers”. So, when the workers find these elements
rewarding, motivational elements such as recognition indicates the psychological needs that were
conceived as an additional benefit. Therefore, even if the organization is running out of budget,
by this strategy, the performance can be improved, as the employees are motivated in another
sense.
How my strategy addressing the current issues in people resourcing and talent
management for NHS
I have conducted a labor market analysis with the support of some existing research
papers in human resource management, where I found that most of scholars and market analysts
mention that it is very important for any organization to pay attention to employee needs. A
study conducted on performance management by Farndale, Hope-Hailey and Kelliher (2011)
implies that employee turnover goes high for certain factors such as employee lack motivation,
inappropriate organizational culture and leadership, difficult human resource practices and
others. So, by paying attention to these factors, I found that NHS faces the issue of limited
workforce where the nurses are not motivated about the job and they are working under a “wage
policy”, which is not appropriate compared to industry standards. Thus, the issue of funding will
not have any intense impact on workforce, if the nurses are satisfied with other benefits. The
inadequacy in the wages can be covered by providing nurses with additional intangible benefits.
When the intangible benefits are provided, eventually, the amount of remuneration remains
same.

9EMPLOYEE TALENT AND PEOPLE RESOURCES
What did not go well?
NHS did not pay attention to employee needs. The organization only thinks about how
funds can be allocated to performance development and the leaders only observed that nurses are
working the adequate wages. Leaders did not have an open-talk with the nurses regarding their
issues. In addition, the nurses are not provided with any training and development programs
where they could brush up their skills.
What I could have done differently to improve the job interview?
As an interviewer, I would have designed the job responsibilities considering both
organizational and individual goals. I would assess the skills of the candidates and link how
those skills can be utilized to improve performance of the organization. I would have particularly
analyzed the skills of knowledge sharing, because knowledge sharing is highly important in
nursing job. Most importantly, it is also important to ask why the candidates want to enhance
their career in nursing, as there may be some candidates who want to work for monetary benefits.
Such candidates do not fit for nursing because in nursing, one has to take care of series of
responsibilities.

10EMPLOYEE TALENT AND PEOPLE RESOURCES
References and Bibliography
Allen, P., 2013. An economic analysis of the limits of market based reforms in the English
NHS. BMC health services research, 13(1), p.S1.
Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s two-factor theory. Life
Science Journal, 14(5).
Antonazzo, E., Scott, A., Skatun, D. and Elliott, R., 2003. The labour market for nursing: a
review of the labour supply literature. Health Economics, 12(6), pp.465-478.
Barr, B., Bambra, C. and Whitehead, M., 2014. The impact of NHS resource allocation policy on
health inequalities in England 2001-11: longitudinal ecological study. BMJ, 348, p.g3231.
Bevan, G. and Skellern, M., 2011. Does competition between hospitals improve clinical quality?
A review of evidence from two eras of competition in the English NHS. BMJ: British Medical
Journal (Online), 343.
Bosak, J., Dawson, J., Flood, P. and Peccei, R., 2017. Employee involvement climate and
climate strength: A study of employee attitudes and organizational effectiveness in UK
hospitals. Journal of Organizational Effectiveness: People and Performance, 4(1), pp.18-38.
Brunetto, Y., Farr-Wharton, R. and Shacklock, K., 2012. Communication, training, well-being,
and commitment across nurse generations. Nursing outlook, 60(1), pp.7-15.
Buchan, J. and Black, S., 2011. The impact of pay increases on nurses' labour market: A review
of evidence from four OECD countries. OECD Health Working Papers, (57), p.0_1.

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Cooper, Z., Gibbons, S., Jones, S. and McGuire, A., 2011. Does hospital competition save lives?
Evidence from the English NHS patient choice reforms. The Economic Journal, 121(554).
Dartey-Baah, K. and Amoako, G.K., 2011. Application of Frederick Herzberg's Two-Factor
theory in assessing and understanding employee motivation at work: a Ghanaian
Perspective. European Journal of Business and Management, 3(9), pp.1-8.
Farndale, E., Hope-Hailey, V. and Kelliher, C., 2011. High commitment performance
management: the roles of justice and trust. Personnel Review, 40(1), pp.5-23.
Guest, D.E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal, 21(1), pp.3-13.
Hyun, S. and Oh, H., 2011. Reexamination of Herzberg's two-factor theory of motivation in the
Korean army foodservice operations. Journal of Foodservice Business Research, 14(2), pp.100-
121.
McGuire, C., Rankin, J., Matthews, L., Cerinus, M. and Zaveri, S., 2016. Improving the quality
of the NHS workforce through values and competency-based selection. Nursing
Management, 23(4), pp.26-33.
Oliver, D., 2016. David Oliver: Wishful thinking won’t save the NHS. BMJ, 354, p.i4544.