Strategic People Management in NHS: Case Study and Recommendations

This report provides a comprehensive analysis of strategic people management within the National Health Service (NHS). It explores three key areas: leadership and management, training and development, and talent management. The report examines theoretical models relevant to each area, such as the Healthcare Leadership Model, Human Relations Theory, Reinforcement Theory, Experiential Learning Theory, Social Cognitive Theory, and Goal-setting Theory. It then offers specific recommendations for improving leadership effectiveness, enhancing training programs, and optimizing talent and performance management within the NHS context. The recommendations focus on fostering a clear vision, result-oriented approaches, effective communication, and ongoing professional development to improve patient care and organizational outcomes.

3 Strategic People Management
Areas In A Case Study Scenario
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Table of Contents
INTRODUCTION...........................................................................................................................3
SECTION 1 .....................................................................................................................................3
Leadership and management in the operational context of organisation...............................3
Theoretical models.................................................................................................................4
Recommendations..................................................................................................................4
SECTION 2......................................................................................................................................5
Training and development in the operational context of Organisation..................................5
Theoretical models.................................................................................................................5
Recommendations..................................................................................................................6
SECTION 3......................................................................................................................................6
Talent management underpin performance management in operational context...................6
Theoretical models.................................................................................................................7
Recommendations..................................................................................................................7
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9
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INTRODUCTION
Leadership and management are the most essential components to run an organisation.
However, leadership in an organisation is an approach to management where leaders help to set
goals and objectives through motivating individuals within a particular group to successfully
carry out the operations of a business (Bolden and et.al., 2016). However, in healthcare and
social organisations leadership and management are necessary for delivery of quality of services
to the individuals. In this report, NHS organisation is chosen. It stands for national health
service, which provide health services to the citizens of UK who are poor or injured in order to
help them to get better. The following report is going to cover operational context of the
organisation along with relevant applicable theoretical models for the organisation. At last,
recommendations with a focus on knowledge, skills and behaviour needed by management to
deliver services will be discussed.
SECTION 1
Leadership and management in the operational context of organisation.
Leadership is considered as one of the most leading factors in shaping a culture in an
organisation. The NHS needs a high skilled leaders at every level and in every area in order to
ensure that it is able to deliver quality care services to the individuals. In NHS poor leadership
and management quality will lead to a number of failures in patient care. There is a link between
leadership and an area of useful outcomes in healthcare services along with patient mortality,
patient satisfaction, financial performance of respective organisation, staff well being and overall
quality of services (Renz and Herman, 2016). Co-ordination and organisation of operations in an
organisation in order to achieve its desired goals and objectives is consider as management.
Managers in respective organisation are responsible for daily organising and coordination of
services as well as resources, dealing with clinical practitioners and health professionals,
responding to public and managing issues and solving service delivery issues. Management in
NHS is basically a process of overseeing the general facilities of healthcare. The managers
manage the healthcare facilities financially, it help in implementation of policies along with
managing medical and non medical staff.
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Theoretical models
Theoretical model can be define as a theory which is developed for explaining a situation
or a phenomenon. There are number of leadership and management models available which can
be developed by NHS. Some of them are discussed here.
Healthcare leadership model: This model is helpful for each and every individual
weather they have role in formal leadership or not, or if they are indulge in clinical setting or
some other service settings. The leadership academy of NHS develops a study that states that
healthcare leadership model could be use by the NHS. The study suggested that professional
skills, managerial excellence and technical competence contribute to a overall good leadership in
organisation.
Human relations theory: The human relations theory of management was developed in
early 1920's. It is a belief that people are tend to be a part of a supportive team which facilitates
development and growth (McCaffery, 2018). The theory suggests that productive of an
organisation is increase due to relationship and being a part of a team where each and every
member has a significant role that contributes to overall team output. In NHS this particular
theory will help in to develop the overall care quality as every employee will put their best
efforts for effective patient outcomes.
Recommendations
For improving leadership in respective organisation, the leader must have a clear vision
regarding goals and objectives of the organisation. It has been suggested that all the leaders of
NHS must be more strategic and should develop some action plans regarding quality of care
services to the individuals. Leaders must focus on desirable overall results and it is important to
adapt a result focus quality so that all the tasks and activities can be done effectively. It has been
recommanded that leaders must have a good decision making quality and they should direct the
operations of the respective organisation for gaining effective results and outputs (Gopee and
Galloway, 2017). However, it is essential for a health and social care organisations to improve
their management systems. It has been suggested that respective organisation must use advanced
quality of machines and equipments for betterment of their service users. All the stakeholders
and mangers of the NHS must have excellent oral and written communication skills which is the
most important part of running a healthcare organisation in order to communicate with their
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service users and other clinical practitioners. Healthcare professionals must have current skills
and knowledge for better delivery of care in respective organisation.
SECTION 2
Training and development in the operational context of Organisation.
Training and development can be refer to as any action which is designed for the
individuals to become more impelling at workplace by updating, refining and improving their
skills and knowledge. Training and development in NHS is need to be implement in order to
deliver effective quality of care to the individuals and to improve operations of respective
organisation (Faigenbaum and et.al., 2019). The program should include aspects that influence
different training styles such as hands on, visual, verbal and so on. Training and development
involve a intensive program which include a combination of responsibility of jobs and education
of management. The program is consist of a thorough induction and orientation to the trainees in
NHS. Policies and strategies of the program will help in to gain a hands on experience of how
the services in healthcare collaborate with government services. Execute fast track program will
help the organisation to train supervisors and experienced leaders. It provide a vast knowledge
of all clinical practices and healthcare services to the individuals working in respective
organisation an facilitates the rate of operations.
Theoretical models
Training and development in nay healthcare sectors help the organisation to improve their
overall productivity by providing necessary training and development skills to their employees
so that they can perform their task effectively. There are different models available for training
and development that could be implemented in respective organisation. Some of them are
discussed here.
Theory of Reinforcement: This particular theory focus on learning behaviour of
individuals. It suggests that a learner will repeat that specific behaviour which is associated with
a positive outcome (Clarke and Higgs, 2016). Theory was given by Skinner who proposed that
training and development programs must be meet with objectives and goals of organisation, also
a positive result is need to be expected with such kinds of development programs. Rewards such
as salary hike, promotion, certification after the completion of the program will help in to
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generate a positive result. Implementation of this theory in NHS will help the organisation to
improve its services and help them to achieve desired goals and objectives.
Theory of Experiential Learning: This theory was proposed by C.Rogers. It is
suggested that needs and wants of a learner can be achieved by experimental learning. As
experience helps in to provide maturity and increase the power of learning along with the skills
and knowledge. This theory can be implemented in NHS and help the care practitioners to
improve their skills through gaining experience.
Recommendations
In order to conduct an effective training and development program in respective
organisation few recommendations are need to be consider. Some of them are discussed below:
 It Has been recommended that such programmes must be conducted in flexible working
hours so that large number of participants could introduce in the session.
 The trainer who is delivering the session must be intellectual and skilled and should have
knowledge regarding all clinical practices (Leberman and McDonald, 2016).
 Resources and funding must be proper in order to deliver better quality care and to meet
with any urgent requirements.
 It is suggested that job rotations, informal and formal analysing and coaching are some of
the methods which could be utilize by respective organisation.
 The organisation also needs to identify training resources online and focus on ongoing
professional development in all areas.
 It has been recommanded that training programs should be easily accessible for all
employees of the respective organisation. Make programs interactive by including
quizzes, group work and other interactive activities.
SECTION 3
Talent management underpin performance management in operational context
Talent management can be define as managing talents in a particular organisation through
developing, recruiting, retaining and rewarding employees. Basically supervisors of the
organisation manages talent through one of such process (Noe and et.al., 2017). In NHS talent
management will help to enhance the performance of their clinical practitioners as they will get
motivated to perform better and to deliver quality of their care services. Managers usually
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ensures that individuals with skilled talent would remain in the organisation for a longer
duration. Managing talent in an organisation would eventually enhance the performance
management a they both are closely linked with each other.
Theoretical models
Models and theories for talent and performance management in respective organisation
are discussed here.
Social cognitive theory: The main focus of this theory is to learn by observing others. It
has been suggested in this theory that learners usually gain knowledge and skills by observing
their role model (Davis and et.al., 2016). Thus, this particular theory could be implemented in
NHS as it will help the care practitioners to improve their performance by learning from
expertises and specialist present in the respective organisation.
Goal-setting theory: This theory refers to the effects of setting particular goals on a
subsequent performance. One of a researcher name Edwin Locke proposed that individuals who
decide some particular and difficult goals could perform better rather than individuals who set
easy and general goals. Some of the principles of this theory are challenge, clarity, feedback,
commitment and complexity of tasks. Respective organisation must implement this theory so
that some specific goals could be set and care professionals and other stakeholders could focus
better.
Recommendations
Some of the recommendations are necessary in respective organisation for managing
their talent and performance of employees. Some of them are discussed here.
 It has been suggested that respective organisation must assign specific roles for each
and every employee so that each of them could understand their roles and can
contribute to the overall success of the organisation.
 NHS must include some methods for praising care professionals of respective
organisation to encourage them and motivate them to perform better.
 To enhance the performance of the employees, managers must provide mentoring,
coaching, development programs and support on ongoing basis.
 Feedbacks must be provide on ongoing basis regarding overall performance of the
healthcare professionals so that they could be able to know where they all are lagging
behind.
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 It has been suggested that professional development opportunities must be provided
to the service providers of respective organisation. A strong commitment of mangers
for developing new competencies in already present staff is required to manage
performance and talent in organisation (Mone and London, 2018).
 Recommendations regarding measuring and improving talent management has been
provided. Effective practices for talent management has led to successful outcomes.
Investment from managers and supervisors could help in to manage talent in
organisation.
 Investment must be done in employees of the respective organisation in order to bring
success in overall organisation.
 All the stakeholders and managers of respective healthcare organisation must be
agree with organisational goals so that they ll together can put efforts in overall
success.
Such recommendations will help NHS to improve their talent and performance management
system for delivering high quality of care to the individuals.
CONCLUSION
From the above study, it has been concluded that leadership and management are the
important factors for running a successfully organisation. This helps in facilitating operations of
the organisation and leading a team through leadership skills. Theories such as human
relationship theory could be implemented in organisation for managing such operations
effectively. However, training and development programs along with talent and performance
management has also being discussed along with necessary recommendations which are
necessary to fulfil the requirements of organisations for improving skills an knowledge ODF
stakeholders and other employees of organisation. All three areas have their individual specific
roles for carry out operations in an organisations and help them to achieve desired set goals and
objectives.
REFERENCES
Books and journals
Bolden, R., and et.al., 2016. Leadership paradoxes: Rethinking leadership for an uncertain
world. Routledge.
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Clarke, N. and Higgs, M., 2016. How strategic focus relates to the delivery of leadership training
and development. Human Resource Management. 55(4).pp.541-565.
Davis, T., and et.al., 2016. Talent assessment: A new strategy for talent management. Routledge.
Faigenbaum, A. D., and et.al., 2019. Strength and power training for young athletes. In Strength
and Conditioning for Young Athletes (pp. 131-154). Routledge.
Gopee, N. and Galloway, J., 2017. Leadership and management in healthcare. Sage.
Leberman, S. and McDonald, L., 2016. The transfer of learning: Participants' perspectives of
adult education and training. Routledge.
McCaffery, P., 2018. The higher education manager's handbook: effective leadership and
management in universities and colleges. Routledge.
Mone, E. M. and London, M., 2018. Employee engagement through effective performance
management: A practical guide for managers. Routledge.
Noe, R. A., and et.al., 2017. Human resource management: Gaining a competitive advantage.
New York, NY: McGraw-Hill Education.
Renz, D. O. and Herman, R. D. eds., 2016. The Jossey-Bass handbook of nonprofit leadership
and management. John Wiley & Sons.
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