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Effective Leadership and Talent Management in NHS Healthcare

Introduction - Employee Leadership and Talent Management Strategies for Organizational Success

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The current successful business trend reflects the fact that each employee of a particular organization or company is the pillar that underpins the entire foundation. Therefore, employee leadership is important for a company to grow and at the same time maintain success in the industry. This study details the application of specific human resource management factors and multiple determinants in relation to the UK's leading healthcare organization, the NHS. in the view of Jyoti (2019) explains, when an organization or company provides quality services, consumer satisfaction with a particular organization remains constant. At the same time, based on this fact, proper segmentation of the management structure of this particular organization is also important.

Organisational background

NHS is a healthcare organisation which was established in 1948 in England, that guarantees the human beings of the United Kingdom to get their national right of enrolling the free access to healthcare. The human beings of England may have loose remedy from the NHS as it's far the most essential healthcare business enterprise this is funded through the authorities directly (Nhs, 2022a). The substantial healthcare business enterprise that has extended massively withinside the UK, is likewise acknowledged as the most crucial agency withinside the UK at the identical time. Detailed research describes the truth that “in 35 human beings there's one character who's a worker of NHS` healthcare offerings” at the same time (Nhs70, 2022). Moreover, this healthcare organization additionally offers astonishing offerings like the recorded within the 12 months of 2019 wherein 29 million human beings were given medical treatments from the NHS (Nhs, 2022b). The astonishing output that the NHS has contemplated withinside the healthcare services in the UK indicates the fruitful control techniques in addition to the utility of management patterns in the business enterprise.

Recent advances in technology applications have created an important scenario in which most consumers in recent days are giving pReferences to choose digital platforms for all types of services. Medical facilities also appear to receive the same desire from the patients, especially during the Pandemic situation. Based on this, the NHS has also seemed to adopt these advanced technologies so that they could easily segment the capabilities of the organization into specific segments in order to maintain the desire of the patients and provide quality services at the same time. In this regard, the organisation has structured the management system in a very systematic order.

The above pictorial illustration depicts the systematic operation of the particular organisation so that it could provide excellent services to the patients even in a crisis at the same time.

The UK's rapidly expanding medical institution, the NHS, divides its services into different sections that are specific to a particular area. Medical institutions have various committees and parts, such as the Care Quality Commission, Trusts, Charities, and Public and Private Organizations, to provide quality services to the patients (Nhs, 2022a) 

Therefore, this study aims to highlight the importance of leadership in the NHS, which has achieved remarkable success in the UK medical industry. At the same time, this study integrates the effects as well as the contributions of HR management to increase and enhance employee performance and productivity at the same time.

PESTLE analysis

Political factors

One of the most important factors that politically affected the UK is the Brexit uncertainties. The decision of England's government to leave the European Union is reflected as one of the major consequences of today's society (Forbes, 2022). This includes public healthcare institutions such as the NHS at the same time. For instance, there are situations reflecting the uncertainties on the ways of EU-manufactured medicines and devices will be imported into the United Kingdom. Another problem is reflected in the workforce of the organisation as well. Due to a large number of health workers originating directly from other European countries, there are issues in the management of the employees at the same time.

Economic factors

Due to the global Pandemic situation, the whole world is suffering from a financial downturn. NHS is no exception from this situation as well. Moreover, the financial condition of the organisation has been reported downturn for a decade caused by the UK's economic and regulatory issues at the same time (Kingsfund, 2022, ). Based on this, NHS fails to provide quality services to the patients. This is especially reflected in the serious shortage of qualified personnel.

Social factors

UK's ageing population is creating major issues in operating the healthcare organisations within the country (Ageuk, 2022). Apart from this, the COVID-19situation makes it even hard to handle the situation at the same time. Based on this, NHS reflects loopholes in providing quality services to patients as the organisation itself suffers from employee shortages and financial crises at the same time.

Technological factors

Science and technologies are advancing day by day and because of this, the healthcare industries are getting more benefits in providing quality services to the patients at the same time. Tools like scanning devices are more affordable and the performance is accurate at the same time. Based on this, healthcare organisations like NHS can accelerate and automate these devices at the same time.

Legal factors

Litigation plays one of the crucial aspects in regard to environmental factors. The Uk has faced multiple incidents of lawsuits related to healthcare organisations (Pestleanalysis, 2022).

Environmental factors

The emergence of the global Pandemic creates certain environmental issues. The government of the UK has set up certain hygiene and sanitization rules all over the nation, especially in healthcare organisations. NHS in this regard maintains all the rules and regulations at the same time.

McKinsey 75 analysis


The mission of NHS is to enable the patients to live in a healthier way along with providing quality seamless care (Mission-statement, 2022)


This particular healthcare organisation maintains a systematic organisational structure throug following certain leadership and management strategies


NHS initiates multiple systems segmenting them in managing the employees as well as providing training them at the same time. For instance, NHS has maintained a TMH for skill training of the employees (NHS, 2022e).


The organisation follows the skill training period for the newly employed staff at the same time.


Recent studies reflect that around 76% of the patients have reported that the staff NHS provide quality services (Kingsfund, 2022)


NHS has followed multiple leadership styles within the organisation in which participative, and transformational are two of them (Nhs, 2022a).

Shared values

? Patients are considered the foremost thing

? Commitment to providing quality services

? Improvement in the lifestyles

? Compassion is providing services

Table 1: McKinsey's 75 model analysis of NHS

SWOT analysis



? Advanced patient care facilities

? Efficiency in operations

? High investments in the technological tools to provide quality medical treatments

? Lack of system integration

? Poor performance in adopting IT tools and applications



? High demand in the external market (Nhs, 2022a)

? The use of internet facilities within the hospitals make quality services in the treatment of the patients

? Loss of trust among the patients

? Lack of maintenance in IT services

? Issues in data protection (Nhs, 2022b)

? Excessive cost

Table 2: SWOT analysis of NHS

Based on the above analysis it can be stated that the particular healthcare organisation is losing faith in the patients. Due to several reasons such as low budget and comparatively high expense in the treatment creates issues. Therefore, NHS fails to provide quality treatment to the patients and fails to meet desired goals at the same time. Apart from that, the need in the external market can improve the present scenario of the organisation at the same time as through this NHS can able to generate significant revenue.

Leadership strategies

The success achieved in providing medical services by the NHS demonstrates the importance that each organisation or company needs for implementing certain fruitful and beneficial strategies of leadership and management. From the perspective of Gandolfi and Stone (2018), specific styles and strategies are the two key steps to achieving goals within an organization by formulating certain leadership styles along with management techniques. In addition, if an organization succeeds in maintaining all the functions of its business properly, the productivity of a particular organization will increase. The result of mastering these two steps of a successful ladder in a corporate organization is to improve performance along with the productivity of the particular organisation at the same time.

Working towards a particular aim within the organisation and achieving it in a strategic way, are the main goals that organizational leaders seek to support. NHS leaders also seek to manage staff performance by following multiple leadership styles within the organization. The “participatory, consultative, democratic, and transformative leadership style” are some of the essential strategies that NHS seeks to incorporate into staff health care operations (Nhs, 2022a). The result of integrating these styles has been the greatest success for the NHS, where each tissue treated more than 29 million patients in 2019 (Nhs, 2022b). Coordinating systematic management strategies is very beneficial to the NHS, as the organization successfully manages approximately 1.2 million FTS staff along with 2.97% of the organization's managers at the same time (Nhsconfed, 2022).

However, the adaptation of the autocratic leadership style reflects some negative effects on operating the management of the organisation during the global Pandemic situation. The management operations of the large workforce of NHS seemed difficult during that time. Incidents like the massive absence of the staff during the crisis have hampered the provision of the quality services that the organisation promises in the COVID-19 situation in the UK (Nhs, 2022b).

In this regard, it can be viewed that the application of French and Raven’s ‘source of power’ can be applicable to the leadership strategies that NHS mainly follows. As elucidated by Fay et al. (2021), the communication between the employees as well as management of the workforce can be maintained fruitfully within the organisation by following French and Raven's theory. The huge workforce of NHS requires proper maintenance of communication so that the organisation is able to deliver quality services and in-time medical treatment to the patients. Therefore, the following sources of power can be implemented within the organisation in order to maintain the productivity of the workers.

The above illustration points out several important factors that are essential for keeping a fruitful communication environment within the organisation. In this regard, the NHS provides a reward strategy for the employees of the organisation. Based on this, the application of Herberg's Two-factor theory is being followed by the organisation. There are two components to this theory: hygiene and motivation (Chiat and Panatik, 2019). Hygiene factors help measure an employee's ability to work, and the other factor helps to understand an employee's motivation to work during difficult times. On the other hand, the expert component of the basis of power is also being maintained in NHS at the same time. In this regard, the organisation maintains their talent management programmes at the same time. The selected company, the NHS, used the Talent Management Hub (TMH) and the Executive Talent MEET Program to assess employee talent. By using the NHS talent management tools, we were able to improve the recruitment process (NHS, 2022e)

However, there are some gaps as well within the organisational operations of NHS as well. These loopholes are creating some sort of miscommunication among the employees as well as decreasing the quality of the performance of the staff at the same time.

Theme 1: Gap in leadership and training of NHS

 The initiation of the autocratic leadership style within the organization reflects a key issue in managing the NHS's large workforce. The most difficult situation faced by NHS is during Covid19 while the staff is actively performing their duties (Nhs, 2022b). The massive absence of staff during the crisis has hampered the provision of services to UK patients during a pandemic. On the other hand, the organisation also reflect some loopholes in their training development programme at the same time. The NHS follows a "cognitive learning theory" based on evidence and the specific circumstances of the organization. This theory creates a bad scientific approach, as well as creates difficulties regarding the development of the staff at the same time. Given the situation in which the Covid19 management system is at stake, there is a staff shortage from this organization that is negatively impacting the NHS service. Poor service, damaged the company's reputation [Refer to Appendix 2]. To address these issues, the NHS offers its staff a variety of development-related training courses.

Theme 2: Gap in Talent management strategies

Talent management is one of the essential factors to execute the quality service of the organisation through managing the skills and experience of the employees in a structured manner. Moreover, the strategies are also essential for understanding employee behaviour and then creating better opportunities for their career growth at the same time. In this regard, NHS has introduced its Talent management Hub (TMH) to identify the skills and experience within the staff of the organisation. However, TMH has discontinued its corporate interventions, for this reason, the NHS maintains an inclusive and compassionate leadership style. The NHS has also initiated to follow up with another useful program for assessing the talent of its staff, the 'meet executive talent programme'. The scheme is beneficial in supporting the person's skills while creating several opportunities for the person at the same time (NHS, 2022d).

In this programme, the NHS has also discussed the candidate's talent after he offered a suitable position for his job. In this respect, this program has been effective in developing the candidate's future career development. The main agenda of this particular programme is to understand the individual performance of the person and then it identifies the proper leadership position for that person in the organization. Through these strategies, NHS aims at motivating the staff as well as developing their existing skills at the same time. In the case of skills development, it is effective in improving communication skills, leadership skills as well as people skills in the NHS.

MEET Leadership Talent Gap focuses primarily on doing work for people, but most people can do other work efficiently. The problem with the Talent Management Hub (TMH) is that it focuses primarily on specific candidates suitable for other problematic recruitment (NHS, 2022e).


  • Leadership and management: The NHS follows a style of dictatorial leadership, a style of transformative leadership, and a style of democratic leadership. As a result of initiating multiple leadership styles, the NHS faced staff decision-making issues that impacted productivity and management systems. To solve this problem, the NHS can follow an "authoritative leadership style" that helps develop its management system.
  • Training and development: Through following the cognitive theory NHS worked only on the basis of the situation as needed. Based on this situation during the Covid-19, the organization was affected. This creates difficulties in the further development of the organization at the same time. To solve this problem, the NHS can apply a "constructionist learning theory". This helps the NHS improve the knowledge of its staff.
  • Talent management: For talent management, the NHS uses the Talent Management Hub (TMH) and the Executive Talent MEET Program. Both of these programs focus not only on the specific skills of the candidate in the NHS but also on the specific position of the organization. To fill the gap, the organization can launch other talent management schemes such as the "HRM Talent Management Scheme" to help the NHS to appoint further staff based on their experience and skills within the organization.

Action plan

Strategies that can be integrated

Process to implement

Measurement of effectiveness

Time duration

Leadership style (Transformational and systematic management strategies)

? The leaders of the organisation need prior skill training

? Initiation of a leadership programme can enhance the situation

? Setting a particular goal based on both short and long term period

? Monitoring the performance of the employees through the feedback process or applying a 360-degree feedback procedure

3 to 5 months

Talent management

? Integration of advanced technologies to measure the experience and knowledge of the employees

? Follow up of a survey based on the desired skills of the employees can also be fruitful

? Setting a particular ranking regarding the performance of the employees

? Providing some reward strategies to motivate them to increase the performance quality

2 to 3 months

Training and development

? Adaptation of on-job training procedures can be beneficial

? Skill observation period and performance checker matrix can be a fruitful one

1 to 2 months

Table 3: Action plan


To conclude the study, it can be stated that there is always the importance of maintaining and adopting proper leadership and management strategies for the successful development of a part. The organisation chose to adhere to automotive leadership, transformational leadership, and democratic leadership because the NHS influenced the decision-making capabilities of its leaders. The study also highlighted NHS tanning and development plans that help organizations develop the performance of their employees within the organization. For talent management, the NHS is organized as a Talent Management Hub (TMH) and Executive Talent MEET Program.

 The usefulness of this aspect is that it analyses a person's journey and then guides their colleagues in their professional roles. For the Executive Talent MEET program, it helps to develop the particular organisation towards a better creative approach from the NHS staff and employees as well as on the part of the patients at the same time. Talent Management Hubs (TMHs), on the other hand, are important for improving the skills of employees in the organization and are beneficial for changing the workplace environment of NHS as well. Moreover, this paper has also proposed some effective and essential strategies to resolve the issue in relation to the present management operations of the organisation.

Reference list


Fay, I., Paal, K., Hosterman, A.R., Bleier, K., Johnson, N., Kinman, V. and Reindfleisch, C., 2021. Disclosure, Twitter, and the Power of# WhyIDidntReport: Applying French and Raven’s Bases of Power to Tweets from Victims of Sexual Violence. The Journal of Social Media in Society, 10(2), pp.402-422.

Gandolfi, F. and Stone, S., 2018. Leadership, leadership styles, and servant leadership. Journal of Management Research, 18(4), pp.261-269.

Jyoti, K., 2019. Green HRM–people management commitment to environmental sustainability. In proceedings of 10th international conference on digital strategies for organizational success, pp.1050-1051.

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