This report provides a comprehensive analysis of people management practices within the National Health Service (NHS). It examines three key areas: leadership and management, training and development, and talent management. The report delves into the operational context of the NHS, exploring how these areas underpin performance management. It identifies relevant theoretical models, such as trait theory, human relations management theory, reinforcement theory, and expectancy theory, and their application within the organization. The report offers recommendations for required knowledge, skills, and behaviors for effective management in each area. The analysis includes an overview of the NHS's structure and operations, and how it implements HR policies and regulations. The report concludes by highlighting the interconnectedness of leadership, training, and talent management in fostering organizational effectiveness and employee performance. The report also covers the talent management practices using the 5 B's of talent management.