Report on NHS: Management, Leadership, Talent Management, and Training

This report delves into the management, leadership, talent management, and training and development strategies within the National Health Service (NHS), the UK's publicly funded healthcare system. It explores key areas such as management and leadership, examining theoretical models like transf...Read More

National Health
Services

INTRODUCTION
People management is considered to be the very essential factor as it helps in giving the
participants knowledge of the different key aspects and skills to carry out the work in effective
manner. The following report is constructed on National Health Services which is a publicly
funded national health care system based in UK and is also known as the biggest health care
system across the globe. It renders healthcare services to the residents of the country like
emergency treatment, helping in curing infectious diseases, etc. the present report will cover the
three areas, namely, management and leadership, talent management and training and
development. It will demonstrate the theoretical models and their applications, role and Human
Resource function of NHS, internal as well as external factors affecting these areas with the
relevant recommendations.
Main Body
Area 1: Management along with Leadership
Management can be regarded as a crucial part for any organisation without it nothing is
possible. It helps in creating the working schedule in the effective manner and also helps in
creating effective budgeting, scheduling and implementation within the organisation. The health
service organisation consists of a long history of making efforts with a view to enhance the
management as well as leadership in the organisation. Leadership understandably requires
appreciable management skills to carry out the tasks in effective manner. But it exceeds
management which can be described like ‘getting of the job done’. It fundamentally includes
regulating the technical as well as human resources which are required to accomplish the
organisation’s goals (Allsop, 2018). It was carried out by checking that an administration
required to formulate it in a place, by excising all the administration which is not required. This
has led clear that a commission looks leadership in the NHS as needs from a board to a member's
ward and involves clinicians and managers. Good leaderships helps in bringing about
improvisations in services as well as outcomes, leader tends to encourage corporate culture
which assist teamwork, constant betterment and patient engagement, high performance needs
distributed leadership inclusive of clinical champions.

NHS is using transformational theory in it's business. In this theory NHS firm work with
employees to search out the emerging changes required in an organization. It helps to create
healthy relations with employer and employees so that smooth functioning can be carried out in
the firm. The HR team of the NHS company is well aware about the theory used in their
organization. All the activities are looked by them and are keeping eye on their functioning so
that changes can be done accordingly to meet the required changes in an organization.
In this context, democratic leadership will be used to bring leadership into an effective
shape or matter to bring response or contribution of each or every team member's or person in an
effective or a productive manner. In this leadership, opportunities are used to be given to people
to share an innovative ideas or models during an effective period of time.
Autocratic leadership: In this leadership approach, individual peoples of team group have
no right or kind of an authorisation to share ideas or views for NHS development or regulation
purpose for a longer duration. This is a kind of dictator leadership's in which workers are not
permissible to share own idea or opinions.
‘Post-Heroic’ Leadership Model
It pertains a number of actors that take up the role of leadership in a formal as well as
informal manner and significantly portions leadership by collaborating together. This takes place
crossways in the organisation. Thus, collaborative leadership can be said to be more than just
numerically possessing ‘more number of leaders’. Leadership has been apportioned departed
from a top level of an business firms to various levels. But this level of distribution takes a form
of new work and innovations not only people at lower levels taking bigger initiatives as a
effective leaders, again it is more than simply ‘a leaders at higher levels’. As a result, leadership
is required to be apprehended in the level of leading practices and business involvement, rather
than just individual behavioural style or ability. The concentration has been led on the business
level of relations, connection, participation into a business system, altering organisation work or
practices (England and Ipsos, 2015).
Area 2: Training and Development
The National Health Service is pledged in developing and training the staff in effective
manner with the sole aim to reach to their full potential. The organisation assist the employees in
maintaining and developing the knowledge and required skills for executing their job precisely.

Staff take part in personal development as a level of holding allegiance made to the customers of
providing safe and an optimised quality patient welfare.
This is area is covered with the help of many steps which are mentioned below:
Training
Education, proper training & development of the staff is very important to provide high quality
healthcare services to the citizens efficaciously. It is important to assist the continuous process of
the learning & development programs for all the employees. The Financial support which is
required for learning and development is being rendered to the staff. NHS firm uses both training
programmes so that employees are able to perform better and productive results can be achieved.
In on the job training programmes the employees of the business associates are given special
training within their organization either by calling experts from outside so that they can guide
them to work effectively. In case of off the job training employees are send out of the company
and are given training in some other institutes or place so that they are able to figure out others
strategies and working scenario and can widen up their knowledge. Which can be used for
productive results.
Training are of two types: On the job and Off the job training
On the job: This type of training will assist NHS care to give training to their labour or worker s,
while they are engaged in actual job process. During this, major opportunity is to learn skills &
also knowledge on how to conduct health and welfare into NHS care sector.
Off the job training: This type of training, in which training is used to be give, apart from
working in the real life situation. In this type of training, major focus will be on off-campus
learning such as classroom, lecture etc. This will assists to provide true and information to lead
accomplishment of health care goals.
Skill based learning
People of an organisation must have clinical duties or roles and also may demand effective skills
to accomplish the patient needs. The NHS must provides a wide range of in-house based and
outer training courses for the study days to Masters level of programmes to the staff to increase
their efficiency level. Perfect example is an augmentative no of nurses who are used to be
evaluate and impose so speeding up treatment options (Gilbert and. et. al., 2015).

Development opportunities are available for all the staff
The organisation are in-house observance with the regular word in the obligatory and enactment
training areas to form effective steps and diligence are kept safe. The managers is required to
convey the training and development opportunities to the staff at the time of appraisals and in the
team meetings. Example such as our health trainers has done studies sessions on problem such as
dementia, cancer and substance misuse and many other diseases as well. The NHS has planned
advance sessions on the Motivational interviewing to assist them in supporting health choices in
proper manner. Staff may apply for the funding to gain their professional development and in
this they will require the support of the manager to provide them with these service needs
(Writing Group and et. al., 2014).
The Care Model
The leadership team of National Health Service are aware about the people involved in
the front line care were the ones with the great ideas. The Staff is aware of the problems they are
going through and are keen to figure out the steps in improving care for the local people. They
became central to the improvement of the new care models. NHS commissioned a research
programme to evaluate the views of the stakeholders on the current action plans and to make
future change plans might look like. It was carried out by the help of interviews with the senior
and specialist employees and stakeholders, as well as with the larger groups. This model helps in
analysing the working of the system and what are the problems which is need to be solved
(Greenrod and et. al., 2014).
Area 3: Talent Management
It is one of the crucial component of the NHS strategy as it will help the organisation in
working with talented personnel in a wide variety of technical, leadership, management and
operational position to accomplish the desired objective. The talent management area is one of
the manners in which such kind of complexness is negotiated. The dialogue about how to present
talent administration efficaciously has centred on OD, HR and Talent professionals who would
be implemental in rendering procedures against the talent strategy which can be developed. The
NHS Leadership strategic framework for talent concise research and practice to give a context
for talent management. This framework was made accessible to NHS enterprises by way of
NHS Leadership Academy website as well as workshops. A framework for emphasizing upon
talent was devised with a view to make sure that the talent strategy is coordinated with the wider

NHS strategy and that talent goals would be completing to the organisational goals (Tay and. et.
al., 2017). To present this, talent activities would necessarily be administrable towards the
personnel who can move up to the enterprise to managerial position while simultaneously the
overall workforce to increase the potential at all levels. Whilst the framework was conscious to
render an overview of the talent strategy, it was established that the specific context and
experience of each part of the NHS would have various interpretations of how to implement a
strategy to carry out their services in effective manner.
NHS company is using talent pool so that all the data can be stored of the top job candidates. In
this case recruiter keep all the relevant information which can be used in the near future for the
firm benefits. It helps the firm to hire potential employees so that productive results can be
achieved.
Talent pool: It refers to a place or database, where recruiters and HR manager to keep all of their
top candidates. Talent pool makes not only candidates, but makes a perfect candidates to perform
in health & care sector on a defined or proactive basis. In NHS, people of this health care are
necessary to attracts talented people in order in order to brought harmony among the given
sector.
Talent factory: It is a kind of premises in which huge of bunch of talent has to be managed at
one place or one point of time. Here, development of talents needs to be put major focus for
rising a productivity of the NHS care.
Career management: In the NHS care, career development is prominent to led development of
an career of NHS staff in order to built long life people of this health care people to bring
working in this health care sector. This is a prominent step to build career of NHS people.
Role and priorities of NHS Management and the HR function in supporting Management
The NHS management render a encompassing service which is acquirable for all no
matter of their caste, gender, age, disability or belief. The NHS role and priorities is to serve the
individuals in the best possible ways and to respect the human rights.
The NHS management aspires the highest standards of excellence and professionalism
and want to deliver best customer experience to the patients (Liu and et. al., 2015).
The NHS management is bound up to provide perfect value for a taxpayers funds and the
most effectual, sustainable use of the finite resources. The Public funds for the healthcare is
dedicated solely towards the welfare of the people NHS delivers.

Commitment to quality of care
NHS has the trust which is gained by the organisation by insisting on the quality and
effort to get the basic adequate and appropriate every single time: responsibility, confidentiality,
safety, professional and managerial wholeness, dependable services and good communication.
The main priorities is to evaluate the feedbacks and overcome the mistakes in effective manner
(Liu and. et. al.,2016).
Working together for patient
The NHS management priority is to put the patients at first place, by reaching the
families, staff, communities, patients and to the non-recreational outside the NHS organisation as
well. We are required to understand and analyse the needs of the patients and communities
before the organisational extremity.
The HR functions in supporting management
The HR functions are very important to carry out the tasks in effective manner and to
support the management the HR of NHS has performed many functions which are as follows:
 Recruitment and Retention of the staff in proper manner.
 Properly maintaining the attendance management working.
 Controlling the formal grievance and disciplinary process and appeals.
 the arrangement and providing effective T&D programmes to increase the efficiency.
 Providing proposal on the principles and fact of the employment legislation and good
recitation (Swift, 2016)..
 The care of efficacious people relations considering involvement in local level of formal
consultation based machinery and level of a job evaluation, salary management and
reward management.
Internal and External influences
The influence on leadership and management are defined as follows:
 Organisational Environment: The organisation environment has a great influence on
management together with leadership as these environment consists of values on which
the business functions run.
 Economic and Political Factors: The leader is required to educate themselves on their
suppliers, customers and competitors that helps in determining the current political

factors that leads in affecting the market place. They have a direct on influence on how
the leaders accomplish their goals (Perera and. et. al., 2016).
The influence on training and development are defined as follows:
 Change in Technology: The change in technology affects the training and developments
programs as the new technology incurs high cost and keeps on changing frequent basis.
 High rate of employee turnover: This internal factor also has a great influence on the
training and development program that results in making the training a risky investment.
The influence on talent planing are defined as follows:
 Economic Environment: An organisation needs to be considered that how much money
is available to spend and it has a great influence on talent planing area where the
organisation has to decide to advertise externally.
 Culture: The culture holds a great power to influence the working of an organisation
and keeps the employees engaged and help in gaining competitive advantage as well.
Recommendations
The NHS is recommended to change the use of this outdated leadership model to
appreciate the worth of leadership that is mutual, apportioned and accommodative. In this
model, leaders have to be focus on system's care and not just level of an establishment and on
engaging the staff in delivering the results. At a time of big passage and challenge, all leaders are
required to focus all the levels and from all the backgrounds have a obligation to assure that the
core aim of the NHS is to provide high quality patient care services in a very effective manner.
All the three covered areas are need to be evaluated in proper manner and is required to
form all the HR strategies effectively to help the NHS to carry out their operations in best
possible ways.

CONCLUSION
From the above given report it can be concluded that people management is very
essential for an organisation as it helps in carrying out the operations in a very smooth and
efficient manner. The report has defined the three targeted areas of people management which
are leadership and management, training and development and talent planing in context of NHS.
Essential roles and priorities carried out by NHS management is also explained along with the
HR functions. In last the internal and external factors that has influence on the 3 targeted areas of
National Health Services are explained.

REFERENCES
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Online
People performance management toolkit. 2019. [Online]. Available through:
<https://www.nhsemployers.org/case-studies-and-resources/2019/04/people-
performance-management-toolkit>.
EMPOWERING PEOPLE AT NHS. 2019. [Online]. Available through:
<https://www.england.nhs.uk/digitaltechnology/empowering-people/>.