This report provides an in-depth analysis of people management within the National Health Service (NHS), focusing on three core strategic areas: leadership and management, training and development, and talent management. The report begins with an introduction to people management, defining its role within an organization and highlighting the challenges faced by the NHS, such as staff shortages. Task 1 explores key theoretical models, including the contingency theory and its application to leadership, as well as the transitional model for training and development, and the expectancy theory for talent management. Task 2 examines the roles and priorities of NHS management, detailing key HR functions such as recruitment, training and development, compensation management, employee relations, and legal compliance. Task 3 analyzes the internal and external influences affecting leadership, training, and talent management within the NHS, identifying factors like employee satisfaction, social trends, healthcare legislation, and market demand. The report concludes with recommendations for the NHS to address workforce shortages and improve its people management strategies, including the adoption of a contingency leadership approach and improvements to training and talent management practices.