NHS People Management: Leadership, Training, Talent - Research 2021/22

This report provides an analysis of people management within the National Health Service (NHS), a publicly funded healthcare provider in the UK. It focuses on three key areas: leadership and management, training and development, and talent management. The report evaluates the operational context of the NHS, theoretical models applicable to each area, and provides recommendations for improvement. In leadership and management, the report discusses the importance of effective leadership in motivating employees and ensuring efficient service delivery, highlighting the relevance of servant leadership and consensus management theories. Regarding training and development, the report emphasizes the need for continuous skill enhancement among healthcare workers, exploring technical, quality, and soft skills training methods and the applicability of social learning theory. Finally, the report addresses talent management, emphasizing the significance of attracting, developing, and retaining skilled employees within the NHS, proposing the implementation of a talent management model to align HR goals with business objectives. The document is contributed by a student and available on Desklib, a platform offering study tools and resources for students.

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Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
Leadership management.........................................................................................................3
Training and development......................................................................................................4
CONCLUSION................................................................................................................................9
REFRENCES.................................................................................................................................10
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INTRODUCTION
People management is essential as it ensures effective management in the organization. It
is considered as one of the most important resource in an organization. Human resources is
considered as one of the most important asset often organization (Bauer and et. al., 2018). A
good working environment can be established in the organization with the help of proper
management. A good working environment in the organization is helpful in retaining employees
of the company, it also makes sure that the organization is achieving its goals and objectives.
This report is in context to NHS, which is a public health service center helping people who
requires medical aid and does not have enough money to pay for it. This healthcare Centre was
established in 1946 in the Second World War as a major social reform. This report majorly
covers three aspects that is leadership and management, training and development and talent
management.
MAIN BODY
Leadership management
The operational context of the organisation
Leadership and management are the most important factors in the organisation, they help
in effective and efficient working in the business. The role of the leader in the organisation is too
influence and motivate people to give their best. On the other hand, The role of the manager is
too manage and delegate the roles and responsibilities between the employees working in the
organisation. In context to NHS, They are government funded organisation which is established
to help the common people. To ensure effective leadership in the organisation it is important to
critically evaluate and analyse the role that leaders play in the business. Good leadership and
management in the organisation helps the business in providing excellent services to the
customers. Leadership and management are like inseparable components of the business, these
tasks are generally performed by the top authority of the organisation.
Relevant applicable theoretical models
Leadership theory – There are several leadership theories In the environment which are
applied according to the requirement and need of the leader (Knies, Leisink and Van De Schoot,
2020). In an organisation like NHS, the leaders are expected to be more enthusiastic and active
as they need to create a sustainable philanthropic motivation in the business. In NHS, leadership
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theory known as servant leadership is promoted as it ensures that the power of decision-making
ia well delegated between the employees. Leaders of the company motivate and guide their
subordinates which helps in creating a positive environment in the business.
Management theory- Management is a critical part in every organisation as it ensures that
every task this performed in a right manner and on the right time. Managers of NHS displays
qualities such as persuasion skills, negotiation skills and time management skills. These skills
help the managers in influencing and managing the employees working in the organisation. Good
management in the organisation ensures productivity and all the tasks are well managed. The
organisation revolves around the consensus management theory, In this management theory all
the employees agree to the decision that is made by the whole team (Lewis and et. al., 2019).
Recommendations
It is recommended to NHS to apply other management theories as this this only
applicable in some cases and might not work in other areas. Management theory must deliver
every essential prospect that the business requires and a long term. More than anything else
management must train the employees to their best potential. The core values exhibited by NHS
is to serve the patients with the best service possible. The target of best service can only be
achieved with effective collaboration of leadership and management and organisation. The
Healthcare services can only be provided when the employees are trained enough to deal with
every kind of situation. The organisation should adopt to clinical leadership as this will go hand
in hand with the management theory.
Training and development
The operational context of the organisation
Training and development refers to the process conducted by the business in order to
improve the skill sets of the employee. This process is conducted to ensure that the employees
associated with the business are able to provide the best service in the industry (Liao and Ai Lin
Teo, 2018). In context with NHS, It is important to do training and development in the business
as the healthcare is a responsible job. These training sessions help the healthcare workers in
effectively dealing with the situations in the hospital. The core values of the company includes
dedication and commitment towards the work. The skills required in the healthcare practices can
only be achieved if the candidate is capable enough to understand the health and culture of the
hospital. Good training sessions develops the confidence and morale of the employees working
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in the hospital. This helps him establishing a good and healthy work culture which ultimately
help the patients. The process of training and development is of several types, few of these types
are discussed below:
Technical training- Is training session are generally conducted to train the new employees
in the organisation. In context to NHS, they conduct various technical training sessions to teach
the working of the hospital. They develop strategies along with the managers to effective clear
the role of the new employees.
Quality training- This training and development session is conducted to improve the
quality of service provided by the employees of NHS. They should he highly skilled at their job
profile. These training sessions are focused on the skill development of the employees, the
managers often tell these workers to work with the high profile employees. This help in transfer
of set values and ideas that help them in application in the hospital.
Soft skills training- The employees should be able to communicate with the patients so
that they can understand their sufferings (Pancorbo-Hidalgo and Bellido-Vallejo, 2019). The
employees must maintain a decorum in the hospital so that the environment of the hospital is
maintained. This is important as the employees working in the hospital need to understand the
things that the patient is trying to convey. The employee also should be able to convey the right
and essential things to the patient so that they can easily manage and maintain their health.
Suitable theoretical models
Theory of social learning
According to this theory behaviour is learned from external environment with the help of
observational learning. This theory puts forward the idea in opposition to the behaviourist theory
of learning that if the processing of leaning new actions is entirely based on their own actions
that it would be very lengthy and sometimes even perilous (Power, 2021). This theory states that
most human behaviour is learned with the help of modelling instead of participation and action.
This involves observing others from which individuals form an idea of performing certain action
and use the concept as a guide for future when the task needs to be performed. This model has
identified three models, a live model, a symbolic model and a verbal instruction model.
According to the live model of social learning theory behaviour is learned by demonstrating
actual behaviour of an individual. In case of symbolic model a new action is learned by
observing a fictional or real character performing the action in films, television programmes and
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other forms of media. The last model of learning under the social learning theory is the verbal
instructional model in which behaviour is learned by individuals through descriptions and
explanations from others (Singh, 2018).
In case of NHS this theory is relevant to the operational environment of the company and
will support training and development of NHS employees. All three models of learning new
behaviours provided in this model can be used by the respective company to ensure workforce
development. The live model of learning can be used by the respective company to teach
residents healthcare professionals various intricacies associated with treating patients and
performing operations. The symbolic model can be adopted at NHS helps new recruits
understand basic operations, safety measures and tasks performed at hospitals to ensure that
every healthcare professionals and employee at NHS works professionally in the best interests of
the patients. The last model of learning provided under this theory will help NHS guide newly
hired employees and practicing healthcare professionals so that they are able to complete their
tasks at hospitals effectively. Since the employees at NHS provide essential service to healthcare
users, this theory will support quick and rounded development of employees at the company.
This will also make the training initiatives at the organization more specific and targeted to
effectively evaluate learning of employees. Social learning theory offers different ways for
facilitating workforce development and ensures that every employee at the organization learns
effectively (Sutton, 2018).
Recommendations
NHS is recommended to utilize the various models of learning provided in the social
learning theory to develop skills and professional behaviours in their employees. The firm is
suggested to utilize the first model of learning; live model by application of on the job training.
This training and development technique will help the company provide live demonstrations to
employees so that they can learn through observations. This will help the firm training and
developing skills of employees as they will observe and learn from experts in the field.
The respective organization is recommended to utilize virtual and digital training to
employees on basic regulations and rules of the healthcare profession. This can help the
company apply the second model of social learning which is symbolic learning. This training
provided by virtual simulations and digital videos will allow employees to learn from observing
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fictional or real characters performing medical tasks. This will make the learning process more
engaging and flexible.
It is recommended that NHS needs to utilize the symbolic model of learning provides in
social theory of learning. This model can be utilizing with the help of coaching. In this training
and development technique, a senior professional coaches and guides employees towards their
professional development. In this way employees will be able to learn from descriptions
provided by the senior and move towards continuous skill development.
Talent management
The operational environment of the company
NHS is an essential service provider and depends on the skills of healthcare professionals
and volunteers to act in the best interest of the healthcare users and offer them high quality
medical services. Developing and retaining talent at every level of the company is significant in
delivering best results to every stakeholder including government and healthcare users.
Suitable theoretical models
Talent management is defined as the process of systemized and deliberate attempts of
business firms to attract, engage, develop and retain skilled employees in the company for a long
period of time (Swan and et. al., 2017). The phases involves in theoretical framework of talent
management are explained below in context of NHS:
 Preparation: This phase involves ensuring alignment of HR goals with business
objectives to company strategy to attain business objectives, NHS needs to align HR and
business strategy to plan talent development strategies.
 Inviting: This phase focuses on attracting skilled employees (Wehrmeyer, 2017). NHS
needs to utilize e-recruitment and assessment tests to attract and hire skilled employees.
 Developing; In this phase the company focuses on training and developing employees.
NHS needs to utilize training and developing techniques such as coaching and digital
training.
 Retaining: In this phase NHS needs to utilize succession planning to reward and retain
highly skilled employees.
 Transitioning: The focus of this phase is to build a suitable knowledge management
system to preserve and build knowledge for the company. NHS needs to develop an
effective knowledge management system in this step.
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Recommendations
It is suggested that NHS needs to implement talent management model in order to attract
and retain skilled consumers for a long time period. This is because it will help the company
crate team of skilled and dedicated employees from the grassroots level including volunteers and
caregivers.
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 CONCLUSION
From the above report it is concluded that, assigning clearly defined roles to both
management and leadership employees helps business firms build skilled and dedicated
workforce. Giving employees training and development on the basis of established theories such
as theory of social learning also supports creation of talented employees for success of the
company. Talent management is highly important for the success of a company as it supports
creation of talented and committed workforce.
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REFRENCES
Books and Journals
Bauer and et. al., 2018. Human resource management: People, data, and analytics. Sage
Publications.
Knies, E., Leisink, P. and Van De Schoot, R., 2020. People management: developing and testing
a measurement scale. The International Journal of Human Resource
Management, 31(6). pp.705-737.
Lewis and et. al., 2019. Identifying mobile applications aimed at self-management in people with
chronic kidney disease. Canadian journal of kidney health and disease, 6.
p.2054358119834283.
Liao, L. and Ai Lin Teo, E., 2018. Organizational change perspective on people management in
BIM implementation in building projects. Journal of management in engineering, 34(3).
p.04018008.
Pancorbo-Hidalgo, P. L. and Bellido-Vallejo, J. C., 2019. Psychometric evaluation of the nursing
outcome knowledge: pain management in people with chronic pain. International
journal of environmental research and public health, 16(23). p.4604.
Power, A., 2021. Property before people: the management of twentieth-century council housing.
Routledge.
Singh, S. K., 2018. Sustainable people, process and organization management in emerging
markets. Benchmarking: An International Journal.
Sutton, A., 2018. People, management and organizations. Bloomsbury Publishing.
Swan and et. al., 2017. Nutrition care process and model update: toward realizing people-
centered care and outcomes management. Journal of the Academy of Nutrition and
Dietetics, 117(12). pp.2003-2014.
Wehrmeyer, W. ed., 2017. Greening people: Human resources and environmental management.
Routledge.
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