People Management Report: Challenges and Strategies in UK Businesses

This report provides a comprehensive overview of people management in the context of contemporary challenges faced by UK businesses, particularly those exacerbated by the COVID-19 pandemic. It delves into the difficulties encountered by line managers, emphasizing issues such as communication barriers, the complexities of managing remote work, and the importance of employee engagement and mental health. The report also explores the essential knowledge, skills, and behaviors required for effective people management, including fostering employee engagement, adapting to changing work dynamics, and implementing preventive and wellness measures. Furthermore, it examines the HR processes that underpin and support successful management strategies, such as time adaptability, role flexibility, and reinforced communication. The report concludes by highlighting the significant impact of the pandemic on the business environment and the crucial role of managers in navigating these challenges to ensure organizational success.

Introduction to People
Management

Table of Contents
INTRODUCTION ..........................................................................................................................3
Main Body.......................................................................................................................................3
Contemporary issues faced by line management in people management...................................3
Knowledge, skills and behaviours needed to be an effective people manager...........................5
HR process underpin and support management when it comes to effective management.........6
CONCLUSION ...............................................................................................................................7
REFRENCES...................................................................................................................................8
Books and Journal:......................................................................................................................8

INTRODUCTION
At the times of management of operations and production in any organisation the major
skill needed to the managers is people management as every operation needs a human resource
to operate it in efficient manner. People management refers to a process of planning, managing
and controlling the functions and employees of an organisation. People should be managed by
top authorities in various terms such as their working potentials, performance, welfare and
motivation. During the pandemic every organisation face various issues and losses due to
COVID19. Due to the crises of COVID19 organisations fails to maintain interpersonal
relationship with their employees because of lack of communication which result in losses in
terms of employees and operational issues(Mansoor and Khuwaja, 2020). This report contains
the problem faced by every UK organisation which has a impact on human resource function. It
also contains the issues faced by line managers in managing their workforce and reorganise
them into full efficient manner. This report also highlights the efforts of employees for the
welfare of organisation.
Main Body
Contemporary issues faced by line management in people management
Line managers are managers which act as mediator between the lower and superior management
and are responsible to establish a connection between the top management and lower level
management. They assign work to the lower level workforce and keep check on their
performance on behalf of the top management(Gray, Rushton and Hobbs 2020). Line mangers
have a duty to manage the employees working under them, help them to overcome their
weaknesses by directing them in right direction, resolve conflict arise into their department and
gives reasonable solutions so that same issue will not arise again. The issues faced by line
managers are affected by both internal and external factors. In the scenario of COVID19, the
crises has a great impact on the organisation regarding people management as it disrupted the
business environment completely. Some of the issues are discussed below:
Communication difficulties: Communication is an essential element which facilitates the
companies to perform its business operations. COVID19 has put a high impact on
communication in business organisation and line managers are under high pressure to carry out
effective communication within workforce of organisation to reduce error and faults(Bailey and

et. al. 2020). So many organisations in UK face difficulties in communicating with their
employees and the adverse effect of the pandemic affects the interrelation between employees
and mangers. Some of the businesses needs a technical guidance from the top authorities and the
situation of work from home creates communication barriers between the employees and higher
authority of the organisation.
Managing work from home: When employees deny to work due to pandemic
organisations provide their employees work from home which become a major issue faced by
managers in coordinating their teams. Managers face many issues in order to manage the work
such as poor network connection, ineffective work, misinterpretation of work assigned, poor
performance, etc. and mangers need to find futuristic solutions for the smooth working of the
business organisations without any interruption(Brown and et. al. 2020). It can be explained from
an example of software companies such as TatvaSoft Software Development Company in
London, there employees have to perform various technical work which requires guidance from
the top managers and work from home creates barriers in communication and proper authority
management.
Improves employee engagement: Proper communication and connection with employees
during this pandemic will work as a motivation in employees and will result in effective
employee engagement by providing them a working environment with less stress. But employees
are not willing to work in affected areas of Corona as it is important too for them and others as
well. And this put the duties of line managers a level up by teaching them to work in a complex
situation. They needs to develop more strategies and techniques to improve employee
engagement in the organisation(Blake, Pooley, and Lyons, 2020). Top management should also
appreciate the work of line managers and provide them solutions to perform well and helps them
to release their stress too.
Changing work and office Dynamics: Due to high spread of COVID19, organisations should
take care of the health and medical concerns and they should take some steps towards the same
such as working hours, working conditions, etc. especially for the employees working in the
premises. The organisation should take care of important concerns to control the spread such as
awareness for proper cleaning, sanitisation, maintaining social distance and proper use of face
mask. The mangers should also set a proper time for their employees by allotting them alternate

days for their work. As it will result in reducing the chances of getting unhealthy environment in
the organisation.
Managing mental health and well-being of employees: With the increase effect of COVID19
government announced a lock down for whole country and it affects almost all the population
and put a negative impact on the mental health of the people too(Fischer, 2020). So there was a
high need to manage their mental health and stress of recession from the people. Employees are
scared of the making contact with people hence, are not interested to come at workplace which
reflects lower production activity in the organisation. To understand this better take an example
of Unilever, the employees of the company denied to work in the organisation which create so
much uncertainties in the company.
Knowledge, skills and behaviours needed to be an effective people manager
In this continuing era of epidemic, industries round the globe have faced many hurdles.
With respect to handle the scenario, it becomes very mandatory for human management
department to intensify their potential and conduct trade operations smoothly. When an
organisation has an effective management it supports in approaching several forthcoming
hurdles predominantly existing in the economic surroundings. Underneath are some of the
knowledge, skills and behaviours required by an people manager to modify productiveness of
workforce in commercial organisation as follows:
Reawaken the workforce zest Every employee wants to have homely and familiar
environment at their workforce(Mukhtar and Mukhtar, 2020). During the pandemic situations, it
became all the more necessary to improvise and get along with everyone as many people faced
challenges in their living. For this Human Resource Manager is foreseen to bring out fresh and
forward looking criterion in commercial organisation. This builds interpersonal link and heighten
conversations which would aid the team leader to determine rational as well as sensual situations
between employees and manager. This would bring an aid to them for propelling and escorting
them effectively. As everyone has different mindset and to bring oneness day to day interactions
should be made.
Handling actions and manners Covid times has drastically struck lives of employees
and their families which resulted in loss of efficiency of employees resulting in industries as well
in whole market. As discussed above the behavioural changes of workers have also
changed(Bermejo, Lobillo and Molina, 2020). As people were not allowed to shake hands and

hug each other rather they have to wash their hands, maintain social distancing, wear masks and
others. Workforce all over has become less secure, unprompted, weak and low motivated and
this gave rise to people manager to calm them by identifying their problems and helping them to
overcome so that their mental being is developed and enhancing their potential resulting in better
results of organisation.
Preventive and wellness measures Looking forward to Covid situations and guidelines
given by governing body human resource manager is supposed to create certainty that decent and
accurate steps are being taken looking to safety of every working staff in organisation to reduce
outbreak of deadly coronavirus. Policies implemented for the same are looked compulsorily by
manager to manage employee's engagement. In initial days of pandemic several people were laid
off and others were deprived of salary which even created a worry amongst them(Scharmer,
2020). To reverse this, measures adopted by several organisations in UK were providing part of
salary for ease going of both parties, company and employees both. As people were laid off, the
remaining staff was loaded with workload and to facilitate them in process they have to be
provided training. Manager attempted for online training to learn the work and bring efficiency.
This enhanced employee engagement and reduced load and tension. Looking to circumstances
some companies facilitated their employees to work from home rather than coming to virtual
places.
HR process underpin and support management when it comes to effective management
People manager keeps their direction on assigning tasks as per the work to right
employee and then evaluating performance of employees at organisation. He even takes into
consideration and provide counselling, training to correct them and rectify their shortcomings to
modify production. Several strategies and plans were developed during Covid to change
everyone's outlook and go through with flexibility. As pandemic has changed whole scene and
operations are diverted to online platform people manager has to develop such guidelines which
can prove helpful in carrying off operations, directing employees at times of need and evaluating
performances of them to measure their growth and motivate them to perform good(Munford and
Gunn, 2020). To do so in a sophisticated manner several people managers have undergone few
changes, mentioned below:
Time adaptability During pandemic, several companies introduced strategies which would lead
in facilitating employees as per their suitability and comfort. The employees who were ready to

come and work or who were required to visit and perform work at workplaces, time hours were
made flexible. Employees were made motivated and given courage those who were ready to
come at such hard times. They were free to come at their convenience and accomplish their
tasks and go back. They were not bound to follow office hours which reduced work tension and
gathering of crowd at a time. Nestle has given liberty to employees to come at their convenience
and complete their work.
Flexibility of roles As many people were laid off while others left jobs willingly as they were not
native and burden was shifted on other employees which made their roles changed and were
forced to work in roles where they did not have experience. For this they have to undergo
training while working and that too from digital mode. To give this HR manager has to provide
online sessions and workshops to modify their performing abilities(Flavell, Forsyth and
Wilkinson, 2020). With context of above topic Hilton, the companies shifted their roles with
other outlets, enabling them in providing a chance of providing possibility to get education
regarding new standards in relation to providing proper heath and related facilities.
Reinforced Communication Managers aim to keep a check on performing abilities and look to
employees feedback about the abilities of their working class. In the current situation it became4
more mandatory to take feedback on quicker note. This made employees motivated and more
encouraged to their work. Instead of setting meetings in workplaces and taking into consideration
of their suggestions and problems, time to time virtual sessions and meetings were conducted
which worked more better as compared to the face to face meetings and helped in reducing work
problems. Tesco has undergone tremendous growth in company by holding back employees and
hiring temporary workers to work through for digital platform who would provide assistance to
buyers for shopping(Rainey, Hussain, and Thomas 2020). They even initiated timely health
check-ups and made sure the well being of employees, providing medications and other help as
required.
CONCLUSION
From all above it is concluded that the pandemic crises has completely changed the environment
of businesses which has a enormous impact on line managers as they face lot of difficulties in
their operations. In order to find solution of these difficult conditions, managers have to set
various new and innovative plans which will help later to react and respond on dynamic business
environment. The above discussion also provides for the knowledge and skills required for the

management of people and the needs to be fulfilled to manage the employees effectively.
Business organisations are focusing on giving their best in order to cop up with this situation by
encouraging their employees and enhancing their performance to survive in a dynamic and
challenging situations.
REFRENCES
Books and Journal:
Mansoor, K. and Khuwaja, H.M.A., 2020. The Effectiveness of a Chronic Disease Self-
Management Program for Elderly People: a Systematic Review. Elderly Health Journal.
Gray, L., Rushton, A. and Hobbs, M., 2020. “We only have the one”: Mapping the prevalence of
people with high body mass to aid regional emergency management planning in Aotearoa
New Zealand. International Journal of Disaster Risk Reduction, 51, p.101859.
Bailey, R.L. and et. al. 2020. Nest usurpation by non‐native birds and the role of people in nest
box management. Conservation Science and Practice, 2(5), p.e185.
Brown, J.B. and et. al. 2020. Beyond the Sick Role: The Many Roles of People with Type 1 and
Type 2 Diabetes in the Management of Hypoglycemia-The InHypo-DM Study,
Canada. Canadian Journal of Diabetes.
Blake, D., Pooley, S. and Lyons, A., 2020. Stigma and disaster risk reduction among vulnerable
groups: Considering people receiving opioid substitution treatment. International Journal
of Disaster Risk Reduction, 48, p.101588.
Fischer, S.H., 2020. Capsule Commentary on Lee et al., Telemonitoring and Team-Based
Management of Glycemic Control on People with Type 2 Diabetes: a Cluster
Randomized Controlled Trial. Journal of General Internal Medicine, 35(1), pp.402-402.
Mukhtar, S. and Mukhtar, S., 2020. Letter to the Editor: Mental Health and Psychological
Distress in People with Diabetes during COVID-19. Metabolism-Clinical and
Experimental, 108.
Bermejo, L.A., Lobillo, J.R. and Molina, C., 2020. People and Nature Conservation:
Participatory Praxis in the Planning and Management of Natural Protected Areas.
In Participatory Biodiversity Conservation (pp. 129-149). Springer, Cham.
Scharmer, O., 2020. Social Systems as If People Mattered Response to the Kühl Critique of
Theory U. Journal of Change Management, pp.1-11.
Munford, D. and Gunn, H., 2020. What are the perceptions and experiences of falls amongst
people with stroke who live in the community?. Disability and rehabilitation, 42(5),
pp.722-729.
Flavell, S., Forsyth, S. and Wilkinson, D., 2020. Updated UK National Guideline on the
Management of STIs and Related Conditions in Children and Young People. Sexually
Transmitted Infections, 96(4), pp.237-237.
Rainey, H., Hussain, S. and Thomas, N., 2020. INNOVATIVE EDUCATION FOR PEOPLE
WITH CHRONIC KIDNEY DISEASE: AN EVALUATION STUDY. Journal of Renal
Care.