In any organisation there are several important processes upon which organisation need to adhere effectively and efficiently in order to drive successful results. The factors like employee engagement, leadership, management, training and development, performance appraisal techniques vary from organisation to organisation. But, they can be accessed after developing and implementing them practically. There are various internal and external business environment factors that affect the working of an organisation. Thence, flexibility and diversification is very important. Here, the assessment of NHS is done based upon various factors, their organisational climate is being analysed and recommendations are provided to impart more efficiency.
Leadership and management have a very significant role in framing any organization. If the leadership and management of an organization is good, then it can take your organization to the next level. The very essence of leadership and management depends on the person managing it. And that`s why it is important that the person who is accountable for the management of the organization must possess important leadership qualities in order to sustain, grow, and diversify the business.
The issues in the leadership and management of NHS can be found in the year 1983 under the Griffiths Report. Under this, it`s also been said that the managerial roles should be given to those who are closely working with the doctors. To initiate the procedure of successful leadership, the government has given the recommendation of appointing doctors as health managers who would be responsible for health management criterion but, it was the health managers that were looked to for leadership within the NHS. Regardless of whether managers picked up impact comparable to doctors, this period was challenging, and yet one can be evident that the clinical calling was profoundly bothered at the genuine or seen move in the power of autonomy. And this is how the shift in autonomy resulted in distress and improper functionality of management. To eliminate the matters further, many nurses traditionally took up leadership roles as a natural career progression and became health managers. (Noe,2018).
The General Medical Council in the year 2006 made it clear that all practicing doctors are responsible for managing resources and have a responsibility to their patients, employers, and those who contract their services. In order to achieve higher levels of excellence in 2007, clinical leadership model was developed. This model aimed at motivating, inspiring and promoting NHS values and people at workplace. This model helped in creating consistent focus (Gee and Cooke,2018).
According to the NHS study, it is known that the way an individual manages itself is the central aim of being an effective leader. The behavior isn`t built in a day. It depends upon certain factors like self-confidence, attitude, experiences, and beliefs that are followed for a long period of time. All these traits essentially control how an individual behaves with another person. It is essential for an individual that they are aware of their own behavior, as it describes how they behave those around them and how the other individuals behave with them. According to NHS, to become an effective leader, this knowledge is very important. (Mafe et al., 2016) .
The behavior of the leader has a direct impact on the culture and climate of the organization. As NHS is a health-based organization, they say that the behavior of a leader has a direct relationship with how their patients would feel and also the services provided. The healthcare leadership model does not describes any personal traits. Though the traits which are important have been discussed throughout the various dimensions. NHS has concluded that Realize that regions recognized for advancement inside the model might be as much about how you oversee yourself as about how you deal with your conduct and relate with others. There are around nine dimensions that are essential to be an effective leader. (Scanlan et al.,2018)
As stated above, there is a combination of nine traits are followed to be an effective leader. It can be said that NHS adopted this strategy in order to be flexible and they set these traits after analysing for many years that what is very significant in an organisation that should be followed. Apart from the researches stated above there were many researches held in year 2013, and then came the idea of these strategies which are as following:-
• Inspiring the mutual purpose
• leading with care
• evaluating information
• connecting the services
• sharing the mutual vision
• engagement of team
• holding to account
• developing capabilities
• influencing for results
Though all these traits are helping the NHS organization to have command over the leadership and management criterions. (lees,2016).
Yet there are some recommendations that can be followed in order to realize more growth and development:-
• Ensuring that the top level ownership of the Health Leadership Strategy sits within the National Commission Board (NCB) with a single strategic head.
• Enable the NHS Leadership Academy and Faculty of Medical Leadership and Management to build up a national structure and educational plan for both conventional, corporate NHS preparing for all NHS staff and more significant level wellbeing administration and the board educational program with powerful patient commitment. Also developing an in-built appraisal system.
• It should be also ensured that NHS staff must have gone under the induction process under there generic training.
The level of training should be kept high in both the practical as well as the academic component. This must be both in terms of delivery given to the participants of the organisation and also an evidence should be develop in order to support the purpose. (Alderwick et al., 2016)
Under the talent management system HR aims to impact or improve the performance of the employees working within the organisation. In NHS the talent management was initiated in year 2004. (Pascoe, 2017) The talent management team was established to address leadership challenges and promote a talent management culture. They aimed to create an executive talent pipeline that identifies, tracks, develops, positions and retains critical leadership talent within the services offered. (Kilbane et al., 2017).
Over the past years many changes has appeared in the talent management criterions of NHS depending upon the diversification faced. NHS has always improvised their talent management system whenever they were required to be change and due to this flexibility and adopting new ways to deal with the situations have made them robust. NHS has always worked upon the talent management practised in health care sectors. According to NHS talent management may mean just about people, but in context of NHS it means both the staff as well as patients.
The talent management toolkit is designed after the efforts of many people it includes the NHS stakeholders, organisational talent management leads, the HR department and local leadership academics. This toolkit is designed in order to support the organisation in their managerial workings and also embed the sustainable management approaches at all the levels of management. The main aim of this toolkit is that it helps in providing the organisation a roadmap that must be followed in order to achieve maximum employee engagement and job satisfaction level as well as, implementation and evaluation of these talent management practices. These talent management practices can be evolved and improved as per the requirement of organisation.
The toolkit possesses 5 domains which are as following:-
1. Enabling the culture of talent management It basically states about the processes that are required to flow in order to accomplish proper implementation of talent management. It incorporates having a reasonable technique, the commitment and responsibility of your Board, pioneers and workforce, and having the suitable plans, revealing frameworks and assessment components set up.
2. Equality, diversity and inclusion It incorporates the means you take to energize and acknowledge contrast, how you pull in, create and hold various ability, how you screen access to circumstances and make positive move to dispense with separation or under portrayal.
3. Recognizing, retaining and managing the talent There are many talent management interventions like performance appraisal, recruitment, induction and training and selection etc. It describes about the duties of HR that are required to be followed cautiously because it can be the reason of failure of organisation. Hence, this criteria includes recruitment, succession planning and retention etc. which must be done in an effective manner. (George,2017)
4. Emerging and mobilising talent Under this framework the organisations are encouraged to work upon the existing staff. Helping them in developing their skill set. Development in their skill set is good for the organisation and for the employee as well. It is so because when the employees will see increase in their talent, they will be interested in working for the organisation as well as their would be higher employee satisfaction.
5. Connecting talent interventions across the local systems This focuses on the job your association has in working in organization to help ability the executives across nearby frameworks. It incorporates empowering ability and utilizing data over your nearby framework, understanding framework ability pipelines and how you team up to create and prepare the workforce.
Though the NHS follows and maintains the talent management so effectively still there are certain recommendations can be followed which are been undertaken from the researches. As we know that one size does not fits all hence initiatives can be taken in order to know the different motivating factors that acts as motivators for different individuals. Rather than this, talent management comprises of several processes and in NHS the processes are even more long then the normal organisation so they should be improved in order to save time. (Gopee and Galloway,2017).
Training and development are important factors as they enhances the productivity of the employees. Proper training and development of employees also helps in attaining low absenteeism amongst the employees which in turn helps in the growth and development of the organisation. NHS follows different and flexible type of training patterns in their organisations which are as following:-
The NHS Graduate Management Training Scheme is an intensive programme. It basically aims at uniting responsibility in jobs with management education. This program offers opportunity to employees to specialise in finance, management, human resource and strategic management. It also includes the induction ,orientation processes and work placements. (Naicker and Hoque, 2017).
The middle level management training is being provided to those who are already working with the NHS.so, under this the first line managers if wishing to improvise their skills they can do that. Rather then this the clinicians that are moving towards operational management for the very first time. (Haines,2016).
The NHS also runs the fast track programme for those who are very experienced in the field of healthcare services and can become potential business leaders. Though the NHS follows good training and development pattern for their employees yet there are certain pointers which could be followed in order to improvise the system. It is important that leaders provide their staff direction, support and proper training and development so that the NHS staff will work dedicatedly and keep their utmost priority of caring patients. Still, there are several recommendations which they can consider in order to make the process smoother. (Wake and Green, 2019) • providing quality services to patients.
• knowing the clear objectives of staff and their teams
• Ensuring the personal and organisational growth
• HR department should ensure that there should be good appraisal system and high quality of training should be provided to the staff.
• eliminating the elements which creates chaos in magaement
• Creating positive organisational climate.
• Building the trust amongst employees
• Ensuring effective team work
These all steps helps in providing high quality services to clients. The challenge for NHS managers or leaders is to respond by putting the findings into practice and ensuring that the way staff are managed and cared for is a model for all organizations. (Hafner et al., 2018).
Initiation of repetitive work engagement programs should be initiated amongst the workforce in order to stop the absenteeism. As it`s been known that the UK`s national health service (NHS) was facing problem due to growing and aging population thence, there is the need of the hour that they enroll more personals with in their organisation in order to remove the unnecessary pressure over the existing staff.
They should also work upon the employee engagement policies because employee engagement policies has a direct impact over the employee`s absenteeism and patients trust as well. The HR department must review the policies they are following since long time frame, they should communicate with the strategic management and also the employees of the organisation. After looking into the problem they can come up with certain ideas that smoothen the processes of the organisation effectively.
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Gee, M. and Cooke, J.(2018). How do NHS organisations plan research capacity development? Strategies, strengths, and opportunities for improvement. BMC health services research, 18(1), p.198.
Scanlan, G.M., Cleland, J., Johnston, P., Walker, K., Krucien, N. and Skåtun, D.(2018). What factors are critical to attracting NHS foundation doctors into specialty or core training? A discrete choice experiment. BMJ open, 8(3), p.e019911.
Alderwick, H., Dunn, P., McKenna, H., Walsh, N. and Ham, C.(2016). Sustainability and transformation plans in the NHS. King's Fund.
Kilbane, J., Shawhan, K., Jones, S. and Cortvriend, P.(2017). Evaluation of the NHS Leadership Academy Mary Seacole Local Programme.
George, M.(2017). The effect of introducing new public management practices on compassion within the NHS. Nurs Times, 113(7), pp.30-4.
Gopee, N. and Galloway, J.(2017). Leadership and management in healthcare. Sage.
Naicker, V. and Hoque, M.( 2017). Leadership effectiveness within the function of nursing management. Journal of Contemporary Management, 14(1), pp.291-329.
Haines, S.(2016). Talent management in nursing: an exploratory case study of a large acute NHS trust (Doctoral dissertation, University of Nottingham).
Wake, M. and Green, W.(2019). Relationship between employee engagement scores and service quality ratings: analysis of the National Health Service staff survey across 97 acute NHS Trusts in England and concurrent Care Quality Commission outcomes (2012–2016). BMJ open, 9(7), p.e026472.
Hafner, M., Stepanek, M., Iakovidou, E. and van Stolk, C.(2018). Employee engagement in the NHS.
Pascoe, P.(2017). To improve change management, the NHS needs to discard outdated models. LSE Business Review.
Lees, P.(2016). Clinical leadership–are clinicians up for it?. Clinical Medicine, 16(1), p.5.
Mafe, C., Menyah, E. and Nkere, M.(2016). A proposal for health care management and leadership education within the UK undergraduate medical curriculum. Advances in medical education and practice, 7, p.87.
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