Regent College: MG411 - NHS HR Challenges in People Management

This report provides a comprehensive analysis of the human resource challenges faced by the National Health Service (NHS) in the United Kingdom. The study delves into three key areas: leadership and management, training and development, and talent management. The report defines leadership and management, highlighting the roles of HR professionals in selecting and training leaders, managing compensation, and addressing staff shortages and high turnover rates. It examines the importance of training and development in aligning employees with organizational goals, the roles of HR in creating effective training programs, and the challenges such as scheduling, decentralized workforce issues, and tailoring programs to individual learning styles. Finally, the report discusses talent management, the HR role in attracting and retaining skilled personnel, and the challenges in managing talent within the NHS, including administrative issues, the need for specialized training, and the lack of formal talent management programs in certain settings. The report concludes by summarizing the key HR challenges across different sectors within the NHS.

Running Head: MANAGEMENT
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Name of the Student
Name of the University
Author Note:

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TABLE OF CONTENTS
INTRODUCTION......................................................................................................................2
DISCUSSION............................................................................................................................2
LEADERSHIP AND MANAGEMENT................................................................................2
TRAINING AND DEVEOPMENT.......................................................................................4
TALENT MANAGEMENT..................................................................................................7
CONCLUSION..........................................................................................................................9
REFERENCE...........................................................................................................................10

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INTRODUCTION
The NHS has been observed with pressures from different aspects including HR
management, financial pressure, training and development, and also the talent management.
As per the study, the following issues emerged due to the growing age of the UK health
services (Noe and Kodwani 2018). Hence, the study aims to mention the challenges faced by
different departments of the UK health care unit. The study will provide an opportunity to
understand the National Health Services and their functionality in a better way.
DISCUSSION
LEADERSHIP AND MANAGEMENT
Definition and importance
Leadership and management are an integral part of the managerial study. Every
organisation or institutions need their unique style and strategy of leadership and
management of the organisation. To define the term, it can be said that – it the process of
getting the employees comprehend about the mission and vision the company set for
achieving the goals desired by the organisation. Managing the entire program through
directing the employees towards the right direction is referred as the management of the
leadership. Ang et al. (2017) mentioned about the difference about leadership and
management. According to the transformational leadership theory the leaders are the trainer
or guides that establishes the pillars of the organisation. On the other hand, the
responsibilities of the leaders towards the authority as well as the employees are mentioned as
management.
Role of HR professionals in leadership and management

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The HR professionals are the related personalities to select the skilled leaders to train
the employees and make them efficient to serve for the fulfillment of the organisational
development. The role of HR professionals in leadership and management are –
 The role of the HR professional is to acquire talented and skilled leaders for the
organisation (Umamaheswari and Krishnan 2016). In the UK NHS the HR
professional reported a significant gap among the talent they require and the talent
find. Hence, it is a critical job for the professionals to recruit talented professionals for
the Health care units.
 The second role of the HR professionals is to manage the compensation. The
compensation includes not only the wage but also the other monetary facilities. Along
with this, it is the responsibility of the HR professionals to determine the effective
combination to get the skilled leaders interested for the wages they are providing
(Memon and Kinder 2016).
Challenges the HR professional faces in leadership and management
 One of the greatest problems the NHS HR professional faces in managing the
leadership is the shortage of staff. The statistics bureau mentioned that there are more
than 203,700 additional requirements of talented leaders in the health institution of the
UK (Sarma and Barua 2018).
 The second most challenges the HR professionals face are the rates of turnover. In
addition to the hiring process the HR professionals also face issues in gathering the
turnover rates by recruiting the talented leaders for the HR professionals. This is a
frequent incident in the health care institution and there are multiple reasons behind it.
For an instance, the millennials expect more than just a paycheck from the workforce.

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Hence, the HR professionals in the hospitals and clinics face various challenges to
make the organisation more attractive with or attractive compensation.
 The third most challenge the HR professional is the employee burnout. The leaders or
the guides is facing the shortage of staffing due to the burnout and is also hampering
the employer turnover. It brings an adverse impact over the patient care and safety for
that the leaders remain unable to perform their best. The recent conducted surveys in
the health institutions of the United Kingdom mentioned that there is inefficiency in
the correlation of the patients and the impact of burnout in the organisation.
TRAINING AND DEVEOPMENT
Definition or training and development
It is the procedure of orienting the employees with the organisational culture and
mission as well as the vision of the organisation. Ciocirlan (2018) mentioned that any
initiative to improve the present and future manager of the organisation with employee
performance through the activities of changing the behavior, imparting the knowledge, and
enhancing the skills. On the other hand, Azeez (2017) mentioned that training and
development is the organized process that is aiming at the process to ensure the effectiveness
of the managers that is associated with the present and the future needs.
Role of HR professionals in training and development
 The HR professionals are the most responsible personnel of the organisation. In the
healthcare units the HR professionals need to play different roles in management of
the training and development. They are the professionals to set the culture and the
program for proper training and development of the employees (Eze .and Omena
2019). As they are the functional heads, the professionals need to provide proper

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information to the leaders about the areas to be focused in the training and
development program.
 It is the responsibility of the human resource professionals to motivate the employees
and participate for the organisation. Through the process of training the HR
professionals need to motivate the employees to actively take part in the training and
development program as organized by the institution.
 The HR professional also responsible for making the training and development
program interesting through avoiding the continuous and meaningless speech and
presentations. The HR manager need to train the leaders to make the training program
interesting through interactions and productive communication (Mousa and Othman
2020).
Challenges the HR professional face in training and development
 Training and development are the continuous program. Health care organisation
secure lots of responsibilities for each employee. Hence, the HR professionals face
different problems in scheduling the time for training and development.
 The decentralized workforce also is a major issue of training and development
program. There can be a common place of misunderstanding and cultural difference
that is also a barrier for effective training and development program.
 Training and learning are equivalent when it comes for organisational management.
Hence, different employees possess different habits of learning. Hence, it is a
challenging situation for the HR professionals to recognize the individual difference
in maintaining the training and development within the organisation (Ju and Li 2019).
 It is the responsibility of the HR professionals to make the program engaging for the
employees also. For example, the program must include an interactive communication

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between the nurses and the leaders. The program should be engaging for all the
participants associated with the training program.
 The training in the NHS and other healthcare units of the UK must related to the
productivity. The HR professionals are responsible to manage the employee retention
and employee engagement through proper training and development program.
 On the other hand, considering the statistical report of the NHS the professionals face
lack of effective and skilled trainers to manage the training program within the
organisation.
 The healthcare organizations are sectioned with different departments and the HR
professionals need to recruit skilled trainers according to the departmental needs. The
professionals need to take care about the scarcity of the healthcare professionals at the
time of organizing the training and development program (Guest 2017).
 The HR professionals face difficulties to set the goal to be achieved by the
departments. Apart from the organisational goal, there are different and unique goal
for each department of the organisation. It is the duty of the HR manager to set the
goal and target for each department of the Healthcare organisation.
 In the context of the private institutions of NHS there are some other particular
challenges associated with the learning and development program. The challenges
include the proper investment for arranging the training and development facilities for
the healthcare practitioners. The various activities including resource management,
access to the proper learning, and others are associated to the learning and
development program (McCracken, Currie and Harrison 2016). Hence, the HR
professionals need to make separate investment for different activities. Managing the
cost and investments of the training and development program is exclusively observed
within the private healthcare organizations.

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 Finally, the designing or tailoring the learning program is the most challenging job of
the HR professionals. As mentioned all the staffs do not possess similar adoptability
to acquire the knowledge. Hence the design of the training program should include
equal development for all the employees.
TALENT MANAGEMENT
Definition and importance
Talent management refers to the procedure of identification of the skilled personnel
and assign them for the proper job responsibilities. The program aims to recruiting,
developing, and retention of the best skilled personnel for the organisation (Akunda, Chen
and Gikiri 2018). The HR professionals are responsible to ensure that the employees are
rightly skilled and able to provide quality work for the organisation.
Role of HR professionals in Talent management
 The aim of the HR personnel with talent management program is to establish a high-
performance workforce. The workforce is the main internal stakeholder of the
healthcare organisation.
 It is the responsibility of the HR professionals to attract the highly potential performer
and retain them with proper learning and development program.
 The aim should be clarified by the HR professionals. It is the responsibility of the HR
professionals to secure the productivity by retaining the talented performer for the
organisation.
 The HR professionals need to monitor the time management and eliminate the low
skilled performers that may lead to wastage and low production of the organisation
(Thunnissen 2016).

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 It is the responsibility of the HR professionals to infuse innovation to motivate the
skilled performers of the organisation. The HR practitioner may integrate the
automated practices to manage and eliminate inefficiencies and duplications.
Issues of HR professionals for talent management
 For the public health care sectors there is a pivotal condition prevails in the
management of the doctors and the nurses. According to the records of the respondent
it is observed that there are administrative issues in the public healthcare
organizations. Hence, the training of the administrative staffs is a growing issue in the
public healthcare organisation of the United Kingdom van (Zyl, Mathafena and Ras
2017).
 The healthcare organizations not only refer to the hospitals and clinics but also cover
the domains of test laboratories and to provide the diagnostic results to the required
one. Hence, the diagnostic laboratories need to be equipped with proper skilled
employees and lab practitioners to provide proper diagnostic results to the patients.
 All the hospitals and clinics possess some emergency units to provide care for the
required one. HR professional faces the difficulty to provide special training to the
skilled employees to manage the situation. And researchers or health experts
mentioned that there is no other option than to provide training to the skilled
employees for managing the emergency cases.
 Considering the case of private hospitals, the report of National Health Services
mentioned that there are no formal programs for talent management. However, the
researcher mentioned that there are various pivotal positions as mentioned by the
director of the NHS (Wang and Liu 2016). The respondents did not overestimate or
underestimated the medical staffs. Most of the employees of the organisation are

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equally important as mentioned by the director. Hence, the HR professionals face
various difficulties to implement the program of talent management.
 Finally, considering the cases of the private clinics, it is hard to maintain any localized
or institutional training management program. The HR practitioners feel difficulty in
managing the talents as it is highly depended on the fund of NHS.
CONCLUSION
As a conclusion it can be said that, the HR professionals of NHS face difficulty in
various aspects. The management of the employees can be easy to understand by observing
the following table.
Organisation Public
sector
Private
Laboratories
Emergency
services
Private
hospital
Private
clinic
Issues of
leadership
and
development
In
preparation
Non-Existent Non-
Existent
Non-
Existent
Non-existent
Issues of
training and
development
Traditional
training
Implicit Implicit Implicit Non-existent
Issues of
talent
management
Issues in
providing
the training
Implicit Implicit Implicit Implicit

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REFERENCE
Akunda, D., Chen, Z. and Gikiri, S.N., 2018. Role of HRM in talent retention with
evidence. Journal of Management and Strategy, 9(2), pp.8-19.
Ang, S.H., Cavanagh, J., Southcombe, A., Bartram, T., Marjoribanks, T. and McNeil, N.,
2017. Human resource management, social connectedness and health and well-being of older
and retired men: the role of Men’s Sheds. The International Journal of Human Resource
Management, 28(14), pp.1986-2016.
Azeez, S.A., 2017. Human resource management practices and employee retention: A review
of literature. Journal of Economics, Management and Trade, pp.1-10.
Ciocirlan, C.E., 2018. Green human resources management. In Research Handbook on
Employee Pro-Environmental Behaviour. Edward Elgar Publishing.
Eze, I. and Omena, E.S., 2019. The Importance of Human Resource in Nigerian
Organisational Development. The Melting Pot, 5(2).
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.
Ju, B. and Li, J., 2019. Exploring the impact of training, job tenure, and education-job and
skills-job matches on employee turnover intention. European Journal of Training and
Development.
McCracken, M., Currie, D. and Harrison, J., 2016. Understanding graduate recruitment,
development and retention for the enhancement of talent management: sharpening ‘the
edge’of graduate talent. The International Journal of Human Resource Management, 27(22),
pp.2727-2752.

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Memon, A.R. and Kinder, T., 2016. Management in new public service systems: Reframing
the position of managers and their training and development. International Journal of Public
Administration, 39(4), pp.270-283.
Mousa, S.K. and Othman, M., 2020. The impact of green human resource management
practices on sustainable performance in healthcare organisations: A conceptual
framework. Journal of Cleaner Production, 243, p.118595.
Noe, R.A. and Kodwani, A.D., 2018. Employee Training and Development, 7e. McGraw-Hill
Education.
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their probable solutions: A study based on review of literature. Journal of Management in
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Thunnissen, M., 2016. Talent management: For what, how and how well? An empirical
exploration of talent management in practice. Employee Relations, 38(1), pp.57-72.
Umamaheswari, S. and Krishnan, J., 2016. Work force retention: Role of work environment,
organization commitment, supervisor support and training & development in ceramic sanitary
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pp.612-633.
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19.
Wang, H. and Liu, Y. eds., 2016. Entrepreneurship and talent management from a global
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