Strategic People Management in NHS: Portfolio

This is an individual research based portfolio assignment targeting 3 strategic People Management areas in a case study scenario. A 2000 word word-processed portfolio should be prepared for this submission.

Demonstrate an understanding of the knowledge, skills and behaviours to be an effective people manager

Identify and evaluate key HR processes which underpin the performance management of people at work

Demonstrate an understanding of contemporary issues facing line managers relating to people management

In 2018 the UK’s National Health Service (NHS) turned 70.  Due to advances in treatments, standards and administrative policies over this time, coupled with a growing and aging population, pressures facing the service are greater than they have ever been.  

With waiting times across the board still low by historical standards, but on the rise, and a slowly growing financial budget, the NHS is aiming to take practical action to take the strain off of its various departments In 2018 the UK’s National Health Service (NHS) turned 70.  Due to advances in treatments, standards and administrative policies over this time, coupled with a growing and aging population, pressures facing the service are greater than they have ever been.  

With waiting times across the board still low by historical standards, but on the rise, and a slowly growing financial budget, the NHS is aiming to take practical action to take the strain off of its various departments in the coming years.

The challenges faced by the NHS’ HR department have been great and show no sign of easing.

You are tasked with reviewing the accompanying NHS case study in order to compile a 2000 word portfolio for the Head of England’s NHS HR department. The focus of the portfolio will be placed on the following 3 strategic People Management areas currently being addressed by the NHS:

Area 1: Leadership and Management

Area 2: Training and Development

Area 3: Talent Management

Special consideration should be given to:

-Key theoretical models within the 3 areas and their application to the current NHS scenario

-The role and priorities of NHS Management and the HR function in supporting Management

-The different internal and external influences on the 3 highlighted areas

-Any relevant recommendations the portfolio highlights.

Notes for Guidance

The portfolio should be written in a report format and comprise of 3 clear sections. You are also expected to conclude with relevant and appropriate recommendations, summarising ways forward for the NHS in keeping best practice and improving areas which are more problematic.

Excellent critical discussion of key concepts and underpinning theory supported through extensive secondary research findings.

Demonstrates a thorough understanding of HR models and key concepts through discussion using good secondary research.

Demonstrates some understanding of HR models with a range of secondary research utilised to support the discussion.

Demonstrates a limited view and reference to models and concepts is weak. Limited use of secondary research to underpin discussion.

Excellent analysis of the models and concepts with an extensive comparison to the NHS. Excellent explanation and evaluation.

Good analysis of the models and concepts with a good comparison to the NHS. Good explanation and some evaluation.

Some analysis of the models and concepts with some comparison to the NHS. Effort made to explain though tended to describe.

Presents partial analysis of the models and concepts with minimal comparison to the NHS.  Limited attempt to explain; largely descriptive.

Excellent evaluation of the impact of different models on organisational practice. Reflective and detailed evaluative conclusions and recommendations.

Good evaluation of the impact of different models on organisational practice. Good evaluative conclusions and recommendations.

Some evaluation of the impact of different models on organisational practice. Conclusions drawn and recommendations made, but less convincing.

Limited evaluation of the impact of different models on organisational practice. Limited conclusions drawn or recommendations made.