Individual Research Portfolio: People Management in NHS

This report delves into the intricacies of people management within the National Health Service (NHS). It examines the application of a democratic leadership model to address work pressure and foster employee well-being, emphasizing the role of HR in encouraging teamwork and implementing reward strategies. The report explores the importance of training and development (T&D) processes, including analysis, design, development, implementation, and evaluation, to enhance employee skills and performance. Furthermore, it highlights talent management strategies, such as workforce planning, learning and development, talent pooling, and employee engagement, to attract, retain, and motivate high-potential employees. The report also outlines the roles and priorities of NHS management and HR functions, including workforce planning, care coordination, finance and budget management, and legal and policy compliance. Finally, it analyzes the internal and external influences impacting leadership and management, training and development, and talent management within the NHS, providing insights into the challenges and opportunities in managing healthcare professionals and adapting to external factors like economic, legal, and political influences.

Introduction to People
Management. Individual
research Portfolio

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................4
MAIN BODY ..................................................................................................................................4
LO1..................................................................................................................................................4
Theoretical Model ......................................................................................................................4
LO2..................................................................................................................................................6
Role and priorities of NHS management and the HR functions..................................................6
LO3..................................................................................................................................................8
Different internal and external influences in three areas.............................................................8
RECOMMENDATION...............................................................................................................9
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Management refers organization and collaboration of the activities of organization for
accomplishing goals. Management performs various function in organization such as planning,
organizing, coordination and controlling. The main gaol of the management is to manage number
of people so that they able to achieve objectives of the business. While people management
refers the management who involves in agreement of employment law and supports to setting
goal along with employees. To understand people management there is an example of an NHS
organization. National Health Service is an Independent public healthcare which is established in
England, UK. In this report will cover people management of NHS.
MAIN BODY
LO1
Theoretical Model
Leadership and management
In NHS, employees who provide their services for treating peoples they feel pressure in
organization. To overcome the problem HR management of NHS applies democratic leadership
model. Democratic leadership also known as participative leadership. Human resource applies
the leadership style and treat employees as team. Where invites employees to involve in
decision-making so that they feel value for themselves and organization gets new ideas in
decision-making. To encourage number of employees, introduces reward strategy. The main goal
of the strategy to influences number of employee to provide creative information which leads
profitability in organization (Obeidat and et.al., 2018). HR management keeps transparency in
decision-making which maintains employees well-being in company. HR management
encourages teamwork so that number of employees complete task within time and collaborate
each other during task issues. This leadership style leads effectiveness in employees behaviour
towards task performance. It leads high productivity of employees at workplace as result work
pressure reduces.
Training and Development
In NHS, number of employees are outdated for technology that's why they unable to give
good performance at workplace. To overcome the issues, HR department conducts training and
development classes for employees so that they aware for technology and give the best

performance at workplace. HR department applies T&D processes in classes. The process is
completed into five steps i.e. Analysis, design, development, implementation and evaluation.
Analyses:
HR department analyses employees performance at workplace and according to
requirements and current situation in order to knowledge gap and training introduces training
strategy (Bratton and Gold, 2017). The main goal of the training is to update employees about
new technologies which utilizes for advance treatment, standard in organization.
Design:
On the basis of current situation makes training plan, in which includes strategy, delivery
methods, infrastructure, time duration, appraisal and reviews. Thus, HR department prepares
infrastructure of training. Training is basically designed to assemble current situation and
achieves goals of the NHS over the time.
Development:
In the training plan utilizes those resources which assists to develop employee skills and
improves their performance. Trainer provides information to employees about technology
operation and learns them how to use. Employee gets opportunity to learn new skills and
improves their skills sharply.
Implementation:
This processes applies when training course have completed. In this process HR monitors
training course activities and employees involvement in the training classes. Manager also
collects feedback from trainer regarding employees performance. While trainer also gives
contribution where reports HR about employees perfection during learning.
Evaluation:
HR department evaluates employees performance at workplace after completion of
training course (Leroy and et.al., 2018). Where HR monitors employees potential during dealing
with complex task at workplace. Human resource department evaluates employees performance
in term of task achievement ratio in organization.
These five process helps HR to improve employees performance so that they enable to achieve
number of task and deals with complex situation.
Talent management

It is important area of NHS which requires high potential employees who can perform well-
formed and accomplishes organization needs. Various administrative policies and standards are
new to management and unable to implement on organization which leads prosperity over the
years. HR department applies talent management theory for polling the talent which matches
with job positions. The main goal of the approach to improve high performance of employees,
motivates them and retains them in organization to make their performance better (James, 2017)
(Fiaz, Su and Saqib, 2017). In the talent management framework includes four steps workforce
planning, learning and development, talent pool and employee engagement.
Learning and development: In this process, manager identifies employees needs through the
feedbacks, outcomes and occupation learning. The training process is based on the three
requirements. For example functional, capabilities and improving potential individual;
employees at workplace.
Navigate initiatives (talent pool): HR conducts various challenging task in organization to
identify and improve the talent for the future.
Workforce planning: Human resource makes plan for recruitment so that enable to attract the
best talent. That's why manager keeps two type recruitment procedure. For example external
recruitment and internal recruitment (Seperich and McCalley, 2016). In internal recruitment,
manager observes employees performance in order to number of target achievement, on the basis
of talent, behaviour and knowledge offers job to employees for above force. On other hand
external recruitment process recruits those candidates who posses different talent and can utilize
for future demands.
Employees engagement: Manager introduces different policies for employees so that they get
satisfy and retain in company. Thus HR management assembles current situation and applies
theories which helps to gain future objective over the time.
LO2
Role and priorities of NHS management and the HR functions
Role of NHS management
NHS is healthcare organization which has main role to manage health care team
perfectly and monitors their functions who provide their services at workplace. NHS
management introduces policies for employees and patient so that they feel values for them. The

main goal of the management to provide high quality health services to patient so that they get
values of their money.
Priorities of NHS management
To offers high standard health care and pharmaceutical care services to patient is the first
priority of management. Second priority is management where management offers different
strategies and policies for employees so that they enable lead high profitability in organization.
HR functions
Human resource plays vital role in NHS management where helps organization to
manage number of peoples so that they offer best services at workplace to patient.
Workforce planning and Employment: HR recruits employees according to organization
requirements. HR makes various plan so that appropriate skilled employees matches with job
profile. Thus, recruitment and selection function is performed by manager in organization. This
function helps management to fulfil organization requirements.
Care coordination: Manager creates work schedule for health care providers so that they enable
to offer their services well-formed and access patient objectives. Monitors team performance and
their healthcare facilities which offers to patient (Yaqoot and et.al., 2017). HR also take feedback
from patient about employee performance and on the basis of patient's feedback improves team
per5formace at workplace. Thus, manager coordinate healthcare team in organization.
Finance and Budget: HR plays vital role in finance and budget department to make budget and
monitors various function which is based on the finance. Manager introduces processes which
helps to track, report and gives assurance that operation are performed within budget. Through
the process enable to access future budgetary needs, analyses patient billing and payments. Thus,
HR helps finance management to address about budget and future needs.
Legal and Policy compliance: Human resource address organization about administrative
policies which can lead positive and negative impact in organization. The policy can engage with
employment law or other. Manager makes various strategies, implements and offers training
classes to staff so that organization easily comply with change law and healthcare policies.
Insurance: Human resource maintains well-being of employee and patient in organization by
offering fruitful insurance policies (Townsend, Loudoun and Wilkinson, 2018). Manager offers
health insurance and negotiation compensate to staff so that they feel value for themselves and

retains in organization prolong time. Contract Renewal, documentation compliance etc. are
completed by manager. Thus, manager maintains well-being.
These above function are performed by manager and their functions supports management to
assemble various operation.
LO3
Different internal and external influences in three areas
Leadership and management
Internal influences : Employees who offer their service in NHS are unable to comply with
work pressure due to low productivity of employees. That's why employees demotivate in
organization. In that situation HR department permits employees in decision-making. On other
hand employees gives their involvement and explore new ideas. Manager encourages employees
to create creativity at workplace so that employees offers high standard quality services to
patients. This leadership style leads high productivity of employees at workplace and reduces
work pressure in organization.
External influences: Democratic leadership style influence by external factor because it is
based on employees well-being. That's why organization gets positive prospect. Economical and
legal factors gives negative impact on NHS organization (Collings, Wood and Szamosi, 2018).
For example due to democratic leadership leads high turnover of employees but reduces
economic benefits because employee can hire on low wedges. This rule comes under
employment law which is classified in legal factor. It is beneficial for employees but doesn't
beneficial for NHS. Political factor influences organization operation because NHS offer health
care services to patient. That why government also supports organization to promote their
organization around the world.
Training and development
Internal influences: HR introduces training and development classes for employees
because employees is outdated for advance treatment technologies. This strategy helps manager
to improve employees skills so that they can deal with complex situation. Training helps
employees to gather information and learns new technology operations which can apply at
workplace and can offer clinical and non-clinical services in organization (Townsend, Loudoun
and Wilkinson, 2018). Thus, Training influences employees work performance and well-being at
workplace. Even organization gets positive aspect of the training and development process. For

example In training process, evaluation is main part of process which helps to evaluate employee
performance in order to task achievement within organization.
External influences: Political factors gives positive impact on organization because NHS
provides training and development classes for medical staff who offers their health care services
to patient. Government wants standard quality services for patient which can come from training
and development. That's why government promotes training and development classes for
medical and non-medical staff. Environmental factor gives negative impact on organization
because it requires talented trainer who can address about new technology to staff. Training and
development program requires high cost along with particular time period.
Talent management
Internal influences: Talent management theory is an approach which helps organization
to address about administrative policies, recruit talented employees and improve high
performance of staff in organization. This approach influences organization operation in well-
formed manner. Talent management helps manager to recognize highly talent employees who
can meet future requirement. To retain talented staff manager offers reward strategy and
employees engaged policies in organization (Yaqoot and et.al., 2017). Thus, kind strategies not
only retain talented employees but also attracts talent for recruitment. Talent management
reduces turnover of employee and retains those skills which is highly required for job position.
Thus, management influences employees performance and patient compliance in organization.
External influences: Administrative policies gives negative influences on organization
because NHS have to change their operation and follows rules according to governmental norms.
In that situation work pressure is heightened and another reason advancement in treatment
creates obstacles in management operations (Knies and Leisink, 2018). In that state NHS
management offers talent management theory to assemble current situation of organization and
converts policies for future benefits. As result organization enables to resolve the problem of
technology advancement by training and development classes and follows governmental policies
by alteration in organizational policies.
RECOMMENDATION
 Human resource management applies democratic leadership style to reduce work
pressure and maintains well-being at workplace. HR can lead effectiveness in leadership
if HR directly communicate with employees regarding issues. It is not only builds good

relation with employee but also reduces conflict in organization, and they give loyal
performance at workplace. That's why manager should allow employee to communicate
directly.
 HR department conducts training and development classes for employees because
employees are outdates for advance technology. HR can influence effectiveness of
training and development classes. If manager makes training & development session for
particular periods. For example 1-2 months, 4-6 months, 8-9 months and 10-12 months
are training session period which helps manager to recognize the best talent in
organization and improves employees skill. That's why manager should use training
session period which leads fruitful aspect in organization.
 Talent management framework applies by HR department so that management enable to
deal with administrative polices and alter into organization favours. Talent management
can become more effective if HR conducts sports, seminar and skill development
program for staff. It helps manager to recognize employee strength and weakness which
can improve and maintains well-being of employees.
CONCLUSION
This report has been concluded about people management who helps to manage
employees through the various functions. It can be concluded theoretical models within three
areas such as talent management, leadership and management and training & development and
their application in the current situation of NHS organization. The roles and priorities of NHS
management and function of HR has been concluded in the report. In this report can be
concluded internal and external influences of talent management, T&D and leadership and
management.

REFERENCES
Books and Journals
Banfield, P., Kay, R. and Royles, D., 2018. Introduction to human resource management.
Oxford University Press.
Bolden, R., 2016. Leadership, management and organisational development. In Gower
handbook of leadership and management development (pp. 143-158). Routledge.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Collings, D.G., Wood, G.T. and Szamosi, L.T., 2018. Human resource management: A critical
approach. In Human Resource Management (pp. 1-23). Routledge.
Fiaz, M., Su, Q. and Saqib, A., 2017. Leadership styles and employees' motivation: Perspective
from an emerging economy. The Journal of Developing Areas. 51(4). pp.143-156.
Guest, D.E., 2017. Human resource management and employee well‐being: Towards a new
analytic framework. Human Resource Management Journal, 27(1), pp.22-38.
James, P., 2017. Total quality environmental management and human resource management.
In Greening People (pp. 35-48). Routledge.
Knies, E. and Leisink, P., 2018. People management in the public sector. In HRM in Mission
Driven Organizations (pp. 15-46). Palgrave Macmillan, Cham.
Leroy, H and et.al., 2018. Managing people in organizations: Integrating the study of HRM and
leadership.
Obeidat, D., and et.al., 2018. The Effect of Talent Management on Organizational Effectiveness
in Healthcare Sector. Modern Applied Science. 12(11).
Richardson, J., Jogulu, U. and Rentschler, R., 2017. Passion or people? Social capital and career
sustainability in arts management. Personnel Review. 46(8). pp.1835-1851.
Seperich, G.J. and McCalley, R.W., 2016. Managing power and people. Routledge.
Shivakumar, S.K., 2018. People Management in Digital Projects. In Complete Guide to Digital
Project Management(pp. 227-245). Apress, Berkeley, CA.
Townsend, K., Loudoun, R. and Wilkinson, A., 2018. Improving People Management in
Emergency Services [Summary Report].
Yaqoot, E.S and et.al., 2017. Factors Influencing training effectiveness: Evidence from public
sector in Bahrain. Acta Universitatis Danubius. Œconomica. 13(2).