This assessment will cover following questions:
- People management is the framework of human resource management which explains effective management of employees generate an understanding of the knowledge, skills and behaviours to be an effective people manager
- Evaluate important Human resource processes which highlights the performance management of people at workplace.
- Demonstrate an understanding of contemporary issues facing line managers relating to people management as there are set of approaches in the people management concepts which motivates and encourage the people in the organisation.
INTRODUCTION
This report includes discussion over key areas of people management in context of National Health Service (NHS) of UK. This organisation is facing many challenges which directly impact people management their work become complex. This report includes discussion that what are the key areas what is theoretical perspectives and what are the factors internal and external that affect areas of people management. This report respectively includes discussion over areas that are known as Leadership and management, training and development and talent management. NHS needs to place its focus on all these three areas in order to deal with challenges that are being faced by it. This also requires active support of managers to people management.
Leadership and Management
People Managers are responsible for managing employees of an organisation from their entry in organisation to their exit from organisation. In context of NHS their responsibility is no different and in a organisation which is many challenges related to employees and their performance responsibility of managers get increased. They are required to possess many qualities in terms of skills, knowledge and behaviour (Coulter and et.al., 2017). Leadership and managerial qualities that are required in NHS’s people manager are as follows-
Communication skills
Communication skills are important for every manager but when it comes to people manager then communication skills become mandatory. Communication skills that are required to clarify goals and objectives of employees and removes all the ambiguity employees may have related to their role and responsibilities.
Interpersonal skills
All employees of the organisation have different needs and desires that motivate them to work. Effective interpersonal skills allow people manager to know about that needs and desires. Interpersonal skills also help manager to connect with employees and this way people manager can identify and understand what employees think about organisation they are working in order to improve organisational practices that are concerned with employees of the organisations.
Good judgement skills
People managers’ judgement skills should be very efficient so that they can judge candidates while selection process, which are best suited in organisational culture and best fit for the job.
Knowledge of overall organisational practices
people managers are required to have knowledge of all the practices that are involved in organisational practices (Hall and Rowland, 2016). This includes knowledge of core business practices and supportive business practices. This knowledge is required while selecting employees who are efficient in performing those practices.
Knowledge of employment regulations
one important job of people manager is to maintain and regulate organisational practices for employment according to legislation. This is a mandatory practice in all kind of organisations. People managers need to ensure that employment in the organisation is according to employment legislation.
Patient
people manager should be patient this is required when manager is required to listen to problems and concerns of employees of the organisation. Patient enables manager to understand problems as they are in real. Patient is also impressive behavioural qualities that increase chances for people manager to be liked by employees. This also helps in influencing people as those who have good behavioural qualities are respected by everyone and their opinions are also respected and accepted by others.
Concern for People
people managers’ should have concern for people in organisation this also should be visible to employees also so that they can have trust in their manager (Spurgeon, Clark and Ham, 2017). This create a two way impact firstly on the side of employees that they can share their problems to their manager. On the side of manager this behavioural quality built trust in employees and that help them in convincing employees whenever required. This builds goodwill of the people manager in both manners personal and professional as those people who think about other care for others are considered good and are respected by others.
Open Mind
People manager should have an open mind to listen and consider thoughts of everyone. This quality also create two way impact firstly on the side of employees that they get chance to have a say in decision making and also to share their thoughts with others. This is important as everyone wants to be heard and considered. On the side of managers this allows them to have many alternatives from which they can chose best and that bring effective results.
In this situation people manager and leaders of NHS need to adopt situational leadership so that they can understand requirement of situation and lead accordingly (Bolden, 2016). There are various factors that affect these qualities that are support from management and employees, policies of organisation etc.
Training and Development
Training and development is a key area of consideration for people management and those who are performing people management tasks. NHS is facing many problems and to deal with that training and development can be a key contributor. Important requirement for training and development is to enable people to deal with growing and aging population. For this employees of NHS need to be effective and efficient that also need to give training about few other factors like stress management. HR department needs to manage performance in NHS and providing training is also a part of performance m
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