Individual Report: People Management in NHS (MG411)

This report provides an in-depth analysis of people management practices within the National Health Service (NHS). It begins with an overview of leadership and management, exploring the application of situational leadership theory. The report then delves into the NHS's training and development model, highlighting its five-step system and providing a practical example of its significance during the COVID-19 pandemic. Furthermore, the report examines talent management, focusing on its framework, including workforce planning, talent pools, learning and development, and employee engagement. The report concludes with a discussion on how talent management underpins performance management within the NHS, offering recommendations for improvement in each area. The report also acknowledges the impact of COVID-19 on the NHS and how the organization responded to the pandemic.

NHS

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
Task..................................................................................................................................................3
Leadership and management.......................................................................................................3
Training and development...........................................................................................................5
Talent management underpin performance management............................................................7
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
National health service is publicly funded healthcare system which is headquartered in
UK since 1948. The organization gets funds from general taxation. It offers health and social
care services to people in different terms. NHS patients have to pay only prescription fees which
varies quite nominal charge. Human resource department of NHS plays important role within
organization. They manage people by performing different type of responsibilities like planning,
organizing, coordinating and implementing within company. HR department develops different
strategies to give quality services to people and gets success in their operation. The brief study
provides understanding role of leadership theory in NHS department. Training and development
model will discuss in the brief study. The report includes impact of covide 19 and leads
understanding respond of talent management over the disaster.
Task
Leadership and management
Operational context
NHS offers health care services to people who needs. Operation framework of the
organization is to put patients at centre of decision-making along with their experience which
they get in term o health and supporting care services that leads improvement in their health. The
main aim of the NHS to improve patient’s experience of care.
Theoretical model
Leadership refers as a process of understanding people and develops vision for
subordinate and commands to give their efforts towards common goal which implement by
management. While management is the strategic approach which has primary role to mange
people effectively and implements decisions effectively to keep hope gets good outcomes within
company (Anlesinya, Amponsah-Tawiah and Dartey-Baah, 2019). There is situational theory of
leadership which is followed by NHS which is described below:
Situational theory of leadership

Situational leadership style mentions to those leaders who follows different leadership
style as per the situation and improves level of their team member. It is effective way of
leadership style which is followed by NHS leader because they adapt style based on the team
needs and maintain beneficial balance for the whole company. Situational leadership style
contains four type leadership style such as:
Telling
Telling leadership style is a form of autocratic leadership role where leader clarify to their
subordinate that what to do and define each task clearly. They also explain how to perform task
at the workplace. the main goal of the leadership style to assemble current scenario so that can
give high quality care services to the people (Kermit Burley, The Five Phases of Training Model,
2019). NHS’s leader adapts this style to comply with current scenario like pandemic situation or
disaster like Covid 19 so that can give their best performance to the patient.
Selling
It is second leadership style which is quite similar of democratic leadership model where
several discussions occur between leader and subordinate. The main goal of the leader to
influence individual member of team for giving high efforts in their performance at the
workplace by understanding their needs and behaviours towards job responsibility (Armstrong
and Landers, 2018). Leader convey message to subordinate before implementing decision and
asks them for suggestion. Such kind activity motivates subordinate to perform each task
effectively that leads success within organization. NHS leader follows this style when employees
become restless at workplace in pandemic situation. in that situation, leader offer open
communication facility to the team where they can direct communicate with leader related to
work load issue and task issue.
Participating
It is third model which is approach of democratic leadership where leader invites employee in
decision-making process and allows them to keep their point of views (Abazeed, 2017). Leader
listens them intently which give values to individual and motivate them to give creative solution.
Role of leader is limited in the style because they have aim to make subordinate self-dependent

for performing task individually and takes decision own in the absence of senior authority.
Leader of NHS adapts this leadership often because most of the time situation occurs when
senior authority is not available in that state subordinates or employee can take right decision
based on their knowledge.
Delegating
It is final leadership style which shows characteristic as hand-of approach in which leader less
involve in decision-making and allows employee to make them based on the skill. The main goal
of the leadership style to make subordinates high competent or high commitment for their
responsibility (Darouian, Mirsepasi and Daneshfard, 2019). NHS leader follows this leadership
style to make employee high competent so that they can handle day to day activity. But it is not
effective leadership style because it leads frustration between employee because each wants to
give priorities of their decision.
Recommendation
 Transformational leadership style is also good option for the NHS because it helps leader
to determine needs of change and they enable to develop vision for guiding change
through inspiration. In addition, it helps leader to lead change effectively along with
committed member. It contains four leadership styles which are sufficient to keep
subordinate motivative, idealized, influence, individualized consideration and intellectual
stimulation. So, NHS should adapt transformational leadership style for handling
workplace (Baldwin, Kevin Ford and Blume, 2017).
Training and development
It is a subsystem of organization which is adopted to improve performance of individual
or group of employees. Training is a form of education process which is given to sharp skills,
concept and changes of attitude and gain high knowledge to improve the performance of
employees.
System model
NHS adapts System model training which includes five steps which must be repetitive on
the regular basis to improve high performance. HR perform essential role in the filed because

they organize training classes to learn work of new joiners and improves skills of overall staff.
There are five steps which are performed while offering training to the staff such as:
Analysis and identification
Before giving training needs to understand weak area of employee which is required to
improve. HR initially analyse who needs training and estimates future outcomes after training,
estimates training cost as well. In addition, HR develops performance measures based on actual
performance which has been performed (Gunnoe, 2017).
Designing
Human resource department plans and organize training classes to meet determined
needs. Human resource develops objectives of training so that employee easy to improve their
performance by following given direction. they identify learning steps, aligns and structures he
content which gives control overall process so that get expected result.
Developing
The trainer who offer training session to the staff helps human resource to enlist the
activities in the training program which supports individual and staff to learn, elect delivery
methods, evaluate the training material and validate information to ensure that it helps to meet all
goals and objectives which is predefined by management.
Implementation
It is crucial step of the system because one wrong decision can lead to the failure
of whole training program (Dery and Sebastian, 2017). Before implementing decision reviews
overall process steps which conducts in training program for learning purpose so that gets
success in training program.
Evaluation
It is last stage of training program where trainer gives informative knowledge to staff for
handling situation at workplace. In addition, they engage individuals in learning activities which
improve their interest and inspires them to learn new activities. Apart from this, employee gets

chance to improve their skills and learns new skills by engaging themselves in different learning
activities. HR evaluates each employee performance based on task achievement at the
workplace.
NHS follows system model to improve individual employee performance and supports to handle
pandemic situation (Suwarno and Mardhatillah, 2019). There is an example to understand
significance of training and development program such as Covid 19 is became pandemic
situation overall the world, in that situation requires highly skilled employee who can assist to
get rid of from the disaster. Where NHS’s employee performs well by offering their care services
to large number of patients who suffers from Covid 19 disease. Even they keep precaution for
themselves as well while offering social and health care services that interprets NHS conducts
effective training program because individual employee gives effective performance at
workplace without any consultancy.
Recommendation
 Organization can improve effectiveness of training program when adapts 360 feedback
strategy. it is effective strategy which helps NHS to evaluate individual employee
performance at workplace by gathering feedbacks form patients and other staff. in
addition, NHS must take reviews from staff as well which give values to them and easy
to access effectiveness of strategy which is executed by HR at workplace (Willis, Clarke
and O'Connor, 2017).
 Score balance sheet is another method which must include in the training program
because it helps to determine talent of individual. Second organization can evaluate
individual performance on the spot based on the scores which they achieve during
completing task. Thus, manager can monitor employee performance within workplace.
Talent management underpin performance management
Operational context
Talent management refers as the process of HR to attract, onboard, develop, motivate and
retain highly skilled employees. The main goal of the talent management to improve
organization performance through its practices which makes staff more productive. Talent
management plays essential role in the NHS because it helps to develop strategic vision which

improves care quality of staff and meets organization from its objectives (Noe and Kodwani,
2018).
Talent management model
Talent management of NHS uses specific talent management framework to understand
impact of Covid-19 and gives response to the disaster. The framework contains five phases
workforce planning, learning and development, employee engagement and talent pools.
Workforce planning
Talent management initially sets strategic plan by gathering overall information about
Covid-19. Then management analyse current workplace profile like number of employee and
their efficiency level so that can offer good care services. Apart from this, manager of NHS
enlists number of medicines which are required for giving formulary compliance to patient. Then
they develop action plan by gathering information about staff, rooms, formulary services and
others. manager implements action plan to deal with disaster (Rothaermel, 2016). Thus, NHS
develops workforce planning by the help of talent management.
Talent pool
Talent management provides opportunity to those candidates who wants to offer their
services in pandemic situation. Manager offers health insurance policy, job security and
compensation security to attract multitalented people who can help to deal with pandemic
situation. In addition, management introduces reward strategy which maintains employee
wellbeing within workplace. Thus, talent management pools talented employee for the specific
operation (Maigida and Alero, 2018).
Learning and development
Talent management conducts training and development program for the staff so that they
learn new tactic and improves their skills which they can apply at deal with complex situation or
complex nature type patients. The main goal of the training and development class to prepare
individual mentally and physically which helps them to deal any type of situation. in addition,
talent management organizes health safety program within NHS (Shanbhag, Dutt and Bagwe,

2016). The reason behind is that Covid-19 is contagious disease so it needs to protect themselves
while offering health acer services to the Covid patients.
Employees engagement
Management organize a pandemic situation event and encourage employee to take
participation so that can analyse each employee performance while performing different task in
the vent to deal with situation. Based on the performance offers price and appreciation to those
employees who give good performance by keeping themselves safe. Thus, talent management
prepares NHS team who is ready to deal with Covid-19 disaster and offer high quality health
care and pharmaceutical care services to Covid patients (Theories of Leadership, 2019).
Performance management
These above processes which conclude in the talent management framework are accessed
by performance management who determines weak area of staff that needs to inmove to get
expected result. Thus, performance management helps talent management to improve individual
performance at workplace (Thorpe, 2016).
Recommendation
 Talent management should organize personality development program in which gives
specific platform to the staff where they can show their skills and determine their strength
and weaknesses as well. This strategy is not help to improve personality of individual but
also raises their confidence while offering services.
 NHS should follow value-based care model which directs staff how to offer care services
in pandemic situation which leads effective outcomes as they expected.
CONCLUSION
The brief study understood role of NHS in the social care and health care services.
Situational leadership provided knowledge about different leadership styles i.e. democratic,
autocratic and hand off approach. System model which used by NHS to offer training and
development class to staff has been described in report. Talen management played effective role
in Covid-19 disaster can be concluded in report.

REFERENCES
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Darouian, S., Mirsepasi, N. and Daneshfard, K., 2019. Pathology and design of optimal talent
management model. Management Research in Iran. 23(3). pp.28-52.
Dery, K. and Sebastian, I.M., 2017. Managing Talent for Digital.
Noe, R.A. and Kodwani, A.D., 2018. Employee Training and Development, 7e. McGraw-Hill
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Rothaermel, F.T., 2016. Strategic management: concepts (Vol. 2). McGraw-Hill Education.
Shanbhag, M., Dutt, M.L. and Bagwe, S., 2016. Strategic talent management: A conceptual
analysis of BCG model. Imperial Journal of Interdisciplinary Research. 2(7). pp.552-
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Thorpe, R., 2016. Gower handbook of leadership and management development. CRC Press.
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of Future Industry Leaders (Doctoral dissertation, Arizona State University).
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INCLUSIVE EDUCATION IN NIGERIA AND PAKISTAN. British Journal of
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