Strategic HRM: Analysis of NHS HR Practices and Models

This report provides an in-depth analysis of the strategic human resource management (HRM) practices within the National Health Service (NHS). It begins with an executive summary outlining the core focus on strategic HRM and its application within NHS, emphasizing the Guest model and its influence on employee motivation. The report then delves into the methodology, relying on secondary research from various sources. Key findings are presented, covering HRM models, including the Guest model, and the influence of internal and external factors on HR strategies. The report examines the role of HR in recruitment, policy implementation, and record-keeping. It explores strategic approaches to employee engagement, the use of HRM models to assess HR roles, structures, and priorities, and the impact of both monetary and non-monetary rewards on employee motivation and performance. Furthermore, the report analyzes external factors such as economic, political, technological, and legal changes, alongside internal factors like organizational strengths, weaknesses, and turnover rates, and their effects on the HR function. Finally, the report discusses anticipated changes over the next three years and their impact on the HR structure, including the influence of technological advancements on recruitment and training processes.

Strategic Human Resource
Management
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EXECUTIVE SUMMARY
Strategic HRM may be defined as an approach which helps in managing the human resources to
the significant level. It supports organizational goals and thereby helps ion getting the desired
outcome or success. The present report is based on NHS which is one of the leading care
organization of UK. It can be summarized from the report NHS undertakes guest model of HRM
with the motive to develop high level of motivation among the personnel. Besides this, it can be
revealed from the report that HR strategies and policies are highly influenced from the variety of
internal and external factors. Thus, HR manager of NHS needs to keep all such factors in mind
while developing the policy farnework.
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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
METHODOLOGY..........................................................................................................................3
FINDINGS.......................................................................................................................................3
Key models, structure and priorities............................................................................................3
REFERENCES................................................................................................................................5
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INTRODUCTION
Strategic human resource management is the most important aspect associated with
success of business. It consists of different practices related to recruitment, selection as well as
training & development which aids to determine long run success of business with inclusion of
highly skilled employees. Present report is based on National Health Services (NHS) which
offers variety of services for problems which are being faced by patients. Further, secondary
investigation has been in entire report by focusing upon key models related to HR role, structure
and priorities. In addition to this, internal and external influence on HR practices has also been
analyzed.
METHODOLOGY
The current investigation will be based upon secondary information which is collected
with the help of different sources such as journals, books and online articles. Here, examples will
be quoted in accordance with gathered information so as to draw valid outcome. Furthermore,
key models related to HR role and structure as well as priorities are reviewed along with impact
of internal as well as external factors on performance of business.
FINDINGS
Key models, structure and priorities
There several models of HRM under which Guest model is one which reflects detail
information related to HR practices of business. It covers 6 dimensions such as HRM strategy,
practices outcome as well as behavior outcome. Along with that, performance, financial outcome
are also included. It enables corporation to integrate all business activities and deliver good
quality of services to large number of users (Assas, Pennock and Miyan, 2015). For example,
businesses use different strategies for acquiring skilled and competent personnel in order to
determine long run success of the business. Furthermore, practices are applied for development
of employees in them for training and other learning program. Furthermore, HRM outcome is
got by business in term of higher competent personnel. At the same time, behavioral outcome is
extracted with the help of application of strategies like employee engagement, reward program
etc. On the other hand, performance outcome are formed in the form of higher retention of
employees. Apart from this, workforce are retained for longer time span that aids to reduce cost
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of production and increase overall rate of return. Moreover, structure of employees is created in
such a manner that newly hired get full assistance of mentor or other authorized person (Chang,
Chan and Han, 2015). It can be critically evaluated that priorities are taken into mind in
accordance with business performance.
For example, a company facing issue related to absenteeism will plan for motivation. In
this regard, reward policy can be designed whereby it becomes easy to appreciate work done by
workforce and meet their expectations in an effectual manner. Apart from this, Human resources
department is asked to conduct different kind of strategies are applied for enhancing employee
engagement (Parent, 2015). This proves to be effective to accomplish long as well as short term
objectives as skilled employees tend to render good quality of services to users. Therefore, role
of human resources department is vital in managing performance of employees and handling
potential changes in an effectual manner (Ulrich, 2016). It can be critically evaluated that
employees should be involved in decision making and their need should be catered by offering
them learning. At the same time, non-monetary reward can be offered to them in the form
promotion etc. This tends to enhance their motivation level and assist them to ensure long run
success of company in the marketplace. Apart from this, focus is laid on development of
employees in accordance with current issues of business. It proves to be effective to ensure long
run survival of firm (Laske and et.al., 2015).
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FINDIDNGS
Role of HR in NHS is that they are involved in recruiting and dismissing a staff. They
also introduce new polity for the organization. They keep record of all staff members so that in
any case if required it can be easily get on time. Strategic HR approaches in employee
engagements in organization (Clegg Kornberger and Pitsis, 2015). There are various activities of
the HR which include training and development program, introducing a new policy for
employees related to health and safety. Further HRM models is used in NHS for assessing the
role, structure and and priories of HR. this model is related with HRM it has a two dimension
that is hard- soft and lose – tight (Czerniawska, 2016). HRM is a important function which is
help in paying a important role in top Management It function is closely integrated to in to a
strategy and vision of the NHS (Dive, 2016). Training and development facility provided to
employee so that they can work hard and give their full effort to the organization. There are the
objectives that support the hr function and enable managers not only to make sure that
compliance with legislation but also enable for moving toward strategic development. HR
staffing objective in NHS is that right employee are selected which are available at the right time
in a right place. Further they need to identify the nature of job them implement a recruitment
and selection process for making sure that right people is selected for the vacant position
(Fischbacher, 2015). In s staffing objective it is necessary top make sure that people who are
recruited can be retained for a longer period of time.
Secondly performance objectives is that when right staff is recruited then it is required to
motivate them. Performance target can be introduce with a appraisal system in which employee
performance is discussed in meeting and develop a strategies which help in meeting a weak
area. According to this model there is two approach which HR can easily it help in gaining a
employee commitment not what to control employees. It also concerned with reward employees
get form their work (Klingner, Nalbandian and Llorens, 2015). Their is two type of reward NHS
provide to its employee that are monetary and non monetary reward. In non monetary reward it
includes holidays and health insurance. Further there are intrinsic reward such as employment
and job fulfillment. This help in Managing a productive work force and motivated them.
Training and development facility are provided to employee which help in achieving a goals of
the organization (Grant, 2016). If employee skills developed then they will work full effort.
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Further training facility also help in retaining a employee in organization for a longer period of
time. It so because they understood work and take interest in work. It help organization in getting
a new innovative ideas related to projects. Employees are given reward at NHS on their best
performance. Employees are also delegated task according to their skill.
Analysis of different internal and external influences : There are several factors that have
influence over the Human resource function of an organisation and impact overall working and
smooth functioning of the entity as a whole. There are different internal and external factors
influencing the HR function of NHS and execution of various other strategies and policies
formulated. Competency movement bring various changes in working of organizations and it is
required that appropriate strategies should be adopted for hiring and managing the manpower of
the organization (Knight and Harvey, 2015).
External Factors influencing the Organization:Economical environment of a nation have a vital
impact on the functioning of any entity being Health sector industry there is no seasonal business
therefore requirement of personnel in NHS will remain same throughout the year. However
recession and inflation will have negative impact although minor, as NHS is providing a
necessary service which cannot be avoided even in scarcity of resources. These kind of economic
problems may impact negatively the purchasing power of consumers in the nation and thereby
leading to inflation and unsatisfied personnel (Becker and et.al., 2016) . Political factors such as
instability or disturbances in democracy of nation will affect the prices of materials and resources
used by the business such as drugs and pharmaceuticals and personnel. In case of technological
changes or up gradation may cause changes from manual system to integrated or mechanical
which will reduce the requirement of personnel in NHS. However upgraded mechanized system
may require the traini9ng and development of existing personnel to make them well verse with
the use of new machines employed (Weiss, 2016). Legal or regulatory changes in the external
environment will have major role to play in HR function of the organization as varied or
amended labor laws will impact the employees agreement and terms of workings either in
positive manner or negatively. Social changes in the society regarding culture and ethics will
have impact on HR of NHS as it involves maximum resources as personnel which are the pillars
of the society.
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Internal Factors which critically influence the HR of organization are inbuilt strength and
weakness of the organization. In case of NHS since it is serving the general public of the nation
hence human resource is the substantial part of all the revenues, expenses and activities. If
organization is strong and possess competent, trained and experienced staff it will ease the
recruitment and training process for NHS. History and reputation are perceived of utmost
importance by service sector organizations and contribute a lot to increase the goodwill of the
firm in the society (Andres and Peltier, 2016). If entity has high turnover ratio it will adversely
impact the HR function as huge training and recruitment are needed to be incurred every time
new employees and staff are to be hired. Poor communication channels within the organization
causes the demotivate and decreased satisfaction among the employees .Major challenge faced
by NHS is cut throat competition offered by the existing and new entrants into the market.
Increased power of Insurance sector in case of health services may prove to be incarnation to
NHS to increase its revenues and publicity and therefore reduced costs of HR.
discuss the changes you envisage for this organization over the next three years
and the impact these will have for the structure of the HR function.
External and internal factors affect the overall functioning of the organization and execution of
different operational activities gets affected due to it. External business environment changes
vary frequently and it gives impact on different HR functions that are executed in the enterprise.
NHS organization will be facing diverse changes due to changes occurring in external and
internal business environment (Knight and Harvey, 2015). it is critical that proper planning
should be done by management for meeting with the challenges that are occurring in external
business environment. It will support in facing the new challenges that will occur in next three
years and NHS will gain competitive advantage due to it. Moreover technology is changing at
vary fast and due to it rapid innovations are taking place. HR functions of the firm will also be
influenced by rapid changes occurring in technology and different functions of HRM such as
recruitment (Dive, 2016). Training and performance appraisal and reward management will be
affected by it. Presently traditional methods are used for organizing recruitment process and less
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use of technology is taken. In future candidates will be selected by making use of video calling
and interview.
It will support in saving the cost of enterprise in organizing recruitment process and due
to that overall investment cost will be reduced. Presently in NHS traditional methods are used for
providing training to the staff members and external trainer is invited for giving training to
employees. In future technology will change this system and online methods will be used for
imparting necessary skills and capabilities to the staff members. It will save cost for inviting
external trainer and employees will become capable for learning by making use of power-point
presentations and online materials (Fischbacher, 2015). In addition to this reward management
system of the NHS organization might changes and more fair and transparent methods will be
used for doing performance appraisal of the employees. Daily record of work performed by staff
members will be kept on technically advanced equipment and it will also aid in monitoring
overall performance of manpower in the company.
Furthermore discipline will also be maintained in more effective manner when advanced
monitoring equipment such as scanners, CCTV cameras and other equipment will be installed
for monitoring the performance of workers (Klingner and Llorens, 2015). Furthermore
attendance system will also changed and more advanced methods will be used for keeping daily
records of work performed by staff members. Regularity and punctuality of employees will be
improved as they will be closely supervised by making use of advanced technical electronic
equipment. Record keeping and information management system of the company will also be
improved as all the data and information will be fed on computers and existing system of paper
work will be replaced by advanced data management system.
CONCLUSION
Aforementioned report concludes that Strategic human resource management plays a
significant role in managing manpower of the organization. HR functional play a significant role
in managing the HR functions of the organization. Strategic models of HRM provides effective
framework for managing human resource of the company. Moreover there are diverse external
and internal factors that gives influence on working of the NHS organization. Technological,
political, social, economical and environmental factors gives impact on working of an
organization and it is vital that impact of these factors should be considered while making
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policies of the organizations. Moreover there will be changes in working procedures of HR
functions and it is vital that proper planning should be done for meeting the challenges that will
occur in future.
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REFERENCES
Journals and books
Andres, H.J. and Peltier, W.R., 2016. Regional influences of natural external forcings on the
transition from the Medieval Climate Anomaly to the Little Ice Age. Journal of Climate.
7(3). pp. 426-509.
Assas, B.M., Pennock, J.I. and Miyan, J.A., 2015. Calcitonin gene-related peptide is a key
neurotransmitter in the neuro-immune axis. Brain-immune interactions in health and
disease.56(2). pp. 24-35.
Becker, S.P. and et.al., 2016. The internal, external, and diagnostic validity of sluggish cognitive
tempo: a meta-analysis and critical review. Journal of the American Academy of Child &
Adolescent Psychiatry. 55(3). pp. 163-178.
Chang, E., Chan, K.S. and Han, H.R., 2015. Effect of acculturation on variations in having a
usual source of care among Asian Americans and non-Hispanic whites in California.
American journal of public health. 115(2). pp. 398-407.
Clegg, S.R., Kornberger, M. and Pitsis, T., 2015. Managing and organizations: An introduction
to theory and practice. Sage.
Czerniawska, F., 2016. Management Consultancy: what next?. Springer.
Dive, B., 2016. Mission Mastery: Building a Learning Organization in Which There Is Space to
Lead. In Mission Mastery. 42(7). pp. 291-312.
Fischbacher, M., 2015. Mind the gaps: managing difference in partnership working. Public
Money & Management. 53(3). pp. 195-202.
Grant, R.M., 2016. Contemporary strategy analysis: Text and cases edition. John Wiley & Sons.
Klingner, D., Nalbandian, J. and Llorens, J.J., 2015. Public personnel management. Routledge.
Knight, E. and Harvey, W., 2015. Managing exploration and exploitation paradoxes in creative
organisations. Management Decision. 52(4). pp. 809-827.
Laske, C. and et.al., 2015. Innovative diagnostic tools for early detection of Alzheimer's disease.
Alzheimer's & Dementia. 11(5). pp. 561-578.
Parent, D.J., 2015. HR Infrastructure & Safety Performance: Considerations for Small
Companies. Professional Safety. 60(8). pp. 42-48.
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Ulrich, D., 2016. HR at a crossroads. Asia Pacific Journal of Human Resources. 4(2). pp. 48-62.
Weiss, C., 2016. Human Resources Strategy and Change: Essentials of Human Resources
Transformation. Handbook of Human Resources Management. 5(4). pp. 12-99.
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