Overview of the National Health Service of England
The National Health service of England is a public funded organisation. NHS I a part of the four National health service systems present in the United Kingdom. The National Health Service of UK is considered to be second largest single paying health care system the first being Brazilian Sistema Nico de Sade. As the name suggest the organisation is responsible for providing healthcare service to each and every citizens of the United Kingdom with a special focus on England. The organisation is funded mostly by the government and a small part of the finances comes from the National commission for Insurance. The organisation is the parent organisation of National institute of Health and Care Research (NIHR) that is responsible for caring out health care related research to and improve the service that is provided(Azizi et al. 2021). The NHS is responsible for most of the healthcare services in England such as ophthalmology, dentistry, in-patient care, primary care and long term care. The organisation came into being after The National health Service act 1946 came into being on 5th July 1948. In the country both Private and National health organisation has existed simultaneously in the country. However most of the private organisations are funded by the private insurances. As per the statistical reports around 8 % of the total population used the private healthcare service as an supplement to the services provided by the NHS. The primary motive for establishing the National Health care service is to provide free health care service to the citizens whenever it is necessary(Affandi, Udobong and Sarwani 2020). The report is aimed to provide a brief over view of the Human Resource environment in the healthcare service during the COVID-19 pandemic. The paper will explore various aspects of the HR problems that the Healthcare sector is facing due to the pandemic such as the Recruitment, Appraisals selection and many more. The research suggests a long-term HR plan to improve HR planning, recruiting, selection, performance evaluation, reward management, learning and development, change management, and employee welfare in light of the new normal. Finally, the paper offers a useful conclusion. (Branicki, Kalfa and Brammer 2022). This report acts as an important guide into understanding the various huma resource dynamics that have been brought forward by the Covid-19 and how every huma resource manager had to create adequately robust strategies and practices, taking the position of the leader to create a generational organisation for the future.
In numerous respects, the pandemic reemphasized the significance of the people side of HR’s role. One of the pandemic’s lessons is that businesses must reintroduce the “human” element into their human resources. According to McKinsey Group, Human Resources must “understand the life events people are going through, to help them not just in their experience as workers but in their lives.” Previously, and as today, the Human Resource department was solely responsible for the workforce’s performance, productivity, and efficiency. However, following the epidemic, the most important task for Human Resource Managers is to comprehend the issues that employees experience, both within and outside of work. Previously, human resource management was seen to be important but not critical to a company’s success. That narrative and viewpoint were shifted by the Covid-19 epidemic. People have begun to recognise the value of a Human Resource specialist. Human resource management is one of the most significant tasks in a company, and its past time for companies to understand and appreciate this. It’s a responsibility that an organisation must take on individually. Prior to this, human resource management was solely concerned with the relevance and significance of the recruiting and selection process, as well as the management of talent within the company. However, in this new world of flexible work, with new opportunities and challenges, human resource professionals have the opportunity to define and develop new skills and processes in order to optimise what is expected of them—namely, ensuring that a company’s human capital is seriously engaged, inspired, and believing. It’s advantageous to be joyful. Experts in human resources must design tactics to guarantee that this happens (Yawson 2020). Previously, human resource management only paid enough attention to employees’ physical and mental health, but now they’re taking a more proactive approach because employee and workforce management is the most important aspect of avoiding organisational disruption, employee dissatisfaction, and increased turnover rates. That means taking note of how people are feeling and developing skills to recognise difficulties early and assist them as much as possible is a primary priority now, just as it was a year ago, before the Covid-19 outbreak and the world order was disrupted. It also needs a renewed focus on the employee experience, which has shifted dramatically as a result of remote work, with HR experts focused on important inflection points known as “moments that matter.” (Zhong Li, Ding and Liao 2021).
Healthcare services provided by the NHS in England
The impact of the Covid-19 pandemic had been unmistakable on the business and the economic landscape of the Global Economy. The Covid-19 pandemic disrupted the global supply chain and had caused innumerable challenges for Human Resource Managers and Professionals across the Globe. This has resulted in widespread adoption of new huma resource practices, with the discarding of age old solidified practices. This has resulted in the shift of traditional human resource practices, to modern and largely adoptive practices. The Covid-19 pandemic transformed the way people work and interact with organisations, due to a greater shift in remote work practices and shift in the meaning of work in its entirety (Braquehais et al. 2020). The same holds true for the National Health Services (NHS). The Covid-19 had disrupted the healthcare organisation, with an overpouring cases of Covid-19 and on top of that lack of adequate resources to tackle such scenarios. From doctors, nurses, staff working round the clock almost 24/7 to cater to the sick and ramping up of Covid tests and making space for patients, the healthcare industry faced severe issues that were largely different from that of the other sectoral businesses. The various strategic human resource issues caused by the Covid-19 pandemic can be enumerated in the following ways –
- Vulnerabilities and Weaknesses: The Covid-19 pandemic revealed the severe flaws and operational incapability that the National Health Services had before the advent of the pandemic. The Covid-19 epidemic has shown how inadequacies in the healthcare system may have major ramifications for people’s health, government trust, economic growth, and social cohesion. Containment and limitation of the virus’s spread and infection rate were still crucial. The pandemic proved the need for strengthening the ability of the healthcare systems to respond quickly and effectively to tackle the Covid-19 pandemic (Elsafty and Ragheb 2020).This involves rapid and vaccinating against COVID-19, quick and efficient testing of patients showing symptoms and admitted. Effective human resource management has been the key to identify and mitigate such issues and create clear and robust business models and practices that transformed the service and facilities landscape of the National Health Services for the better, creating provision for efficiency, capabilities and quality of services. The Covid-19 pandemic led to the introduction of pandemic specific practices and human resources strategies for implementation and incorporation, to create organisational clout and advancement within the health sector for the future to arrive (Brindle and Gawande 2020).
- Human Touch:The advent of the Covid-19 pandemic had made it clear the need for adequate healthcare infrastructure and facilities that provide sufficient care to the victims of the Covid-19 pandemic. This is another area where the huma resource practices faced severe challenges within the National Health Services. The need for care and the nature of the Covid-19 pandemic had presented an ethical dilemma for the healthcare organisation to respond to the situation. Covid-19 proved to be an extremely infectious disease with provisions for social distancing and lower need to repel from huma touch. However, the healthcare professionals were needed to get up close with the patients to treat them (He et al. 2020). This led to the provision of PPE kits and suits, widespread close interactions between the healthcare professionals and the patients and also led to the severe changes in the huma resource practices and provisions that were different from the traditional and core values of the National Health Services, and also allowed for the creation of human resource practices and ideals for the future. The covid-19 pandemic paved the way for future and adjusted human resource practices and a change in the role of human resource professionals to act as change leaders instead of human resource practitioners. The Covid-19 pandemic had increased the need for doctors and healthcare professionals to get up close to their patients’ and treat them without any reservations (Buheji and Buheji 2020).
- Stating Connected: Another huma resource complication that arrived during the pandemic was the inability for the entire organisation to stay connected and work as a single facet. This is because the global Covid-19 pandemic disrupted every individual’s life be it in any profession. For healthcare professionals however, the impact was hugely excessive given that at times when everyone was supposed to stay away due to the spread of infections, these individuals were needed to stay close to Covid-19 positive individuals. This raised serious human resource concerns as to how to protect the healthcare individuals from their situation and allow then the best possible care and services. The fact that people were also dying at a staggering rate due to Covid-19, added more pressure upon the human resource managers and professionals to have adequate provisions to take care of their staff (Hamouche 2020). This allowed for the provision of severe and robust human resource facilitations like ready availability of health facilities to the professionals, medical and insurance coverage to the staff and doctors, family and life coverage, added compensation and care and so on. The Covid-19 pandemic had been the cornerstone for changes in human resource practices for the good since these practices are meant to stay even long after the threat of the Covid-19 pandemic has subsided.The Covid-19 pandemic had created enough impact on the National Health Services to transform its entire approach to human resource management and the various ways these approaches have proved integral in creating human connections and greater care for the staffs, nurses and doctors of the organisation (Carnevale and Hatak 2020).
- Future Oriented: The advent of the Corona Virus had been crucial in recognising the various attributes of the Covid-19 pandemic and create human resource practices that will be effective for years to come. The advent of the global pandemic had forced organisations to look forward and plan ahead for the future, keeping in mind the uncertainties and both internal and external environmental pressure. The same had been true for the National Health Services as well. The advent of the Covid-19 pandemic had forced the healthcare provider to think ahead into the future, in terms of resources, healthcare professionals, staffs, facilities, amenities and so on. The Covid-19 pandemic was something no one was prepared for. However, the future will be much more visible and organisations, especially healthcare service providers will have to plan ahead into the future and create adequate provisions to tackle any such issue arising in the future dexterously and competently to create better value and service quality to the affected people (Gigauri 2020).This is by far the most important provision that human resource professionals must take into account to create a better organisational value and create prepared responses to the uncertainties. The human resource management also faced severe issues in terms of resource procurement and availability due to the Covid-19 pandemic and provision of adequate resources for everyone. This led to the creation of long term associations and partnerships with strategic distributors and medical equipment and resource providers to create an organisation for the future, that can cater to the needs and requirement of the people of the United Kingdom effectively. The Covid-19 pandemic has taught human resource professionals and individuals that it is important and necessary to be prepared than to administer a last minute response to emergency situations like the Covid-19 pandemic (Collings et al. 2021).
In all companies across the globe, the proliferation of the deadly COVID-19 pandemic caused disruption, uncertainty, complexity, and ambiguity in terms of the operations and the frameworks of the organisations, as well as critical human resource practices and provisions. Any organization’s most valuable asset is its people, who help it realise its objectives. As a result, it is significant for human resource managers to respond adequately to the issues posed by the Covid-19 pandemic, into the organisational strategy review, for managing human resources sustainably. Several organisations had taken several measures to mitigate and minimise the risks that Covid-19 had on human resources and businesses (Dirani et al. 2020). The same has been true for the National Health Services. The advent of the Covid-19 pandemic has been able to wreak havoc on the healthcare sector causing massive issues and causes for concern for the sector in general, and the National Health Services in particular. However, adequate human resource measures had been taken to minimise such issues and create a better organisational framework for the future, to facilitate smooth organisational operations and the ability to create a future proof human resource management framework for continued involvement (Dos Santos 2020). Some of the ad hoc measures taken to minimise the issues are as follows –
- Care for the Employees of the National Health Services: The human resource management at the National Health Services was able to build a specialised cross-functional team (continuity office and a business response) to provide greater value and impact for the workers, nurses, and physicians throughout the epidemic. A cross-functional team was formed with the purpose of coordinating the actions of various business divisions, as well as monitoring and providing required information to the senior management team for further engagement with employees, nurses, and physicians. Ensure good employee communication and adequate leader behaviour during important occasions produces a lasting impression on the people inside an organisation. As a result, human resource practises were used to implement consistent and effective communication and interaction with National Health Services employees in order to strengthen the company and enhance its culture, and to provide adequate recovery opportunities for those who died as a result of the pandemic disruption (Hite, L.M and McDonald 2020). In addition, the National Health Services provided acute psychological and financial support to its doctors, staffs, and nurses who tirelessly and selflessly threw themselves into acting as guardians for society in the form of emergency assistance, quick medical support, and unwavering response and care. Additional insurance coverage, regular payroll payments, greater salary, coverages, paid leaves, and other forms of assistance were implemented. To focus on organising a safe work environment and resource adequacy, the National Health Services engaged in ongoing purchases of medical equipment and supplies (e.g., thermometers, antibacterial products), employee self-monitoring, and workplace disinfection to provide a safe environment for its healthcare workers and patients (Khudhair et al.2020). Hence, it is evident that the National Health Services actively involved in creating better ad hoc human resource responses to the complications created by the Covid-19 pandemic, for better responses to the several issues.
- Creating future proof Workplace and Health Plans: To restrict the spread of the Covid-19 virus among its personnel and healthcare experts, the National Health Services protected the safety of working environments by thoroughly cleaning and sanitising work environments and equipment If an employee is suspected of being infected with COVID-19, a clear procedure for removing that person from the premises and appropriately treating the premises must be in place. The National Health Service also looked at the possibility of temporary workforce reductions (for example, through the introduction of unpaid vacations, rotational shits, temporary layoffs and so on). However, as part of the healthcare sector and as the frontline reaction to the Covid-19 epidemic, the National Services had to tread carefully when it came to making tough, unpopular personnel reduction choices. The National Health Services were engaged in crisis prevention, but inadvertent actions or conduct by healthcare provider executives during a crisis will have a long-term detrimental influence on the organisation (Koirala and Acharya 2020). Despite the dangers and stress, it is critical for National Health Services to realise that organisations have experienced crises before, although none quite like the Covid-19. First and foremost, it poses a challenge to the healthcare organization’s culture and management procedures. The National Health Services’ most significant asset is its healthcare personnel, and excellent communication, planning, and consistency are essential in combating the Covid-19 on one hand and the organisational environment on the other. COVID-19 has affected everyone, at the end of the day. Now is the moment for business owners to take the lead in ensuring the safety and well-being of their employees (Korman and Mujtaba 2020). Hence, the human resource management had a significant role to play during the crisis of the Corona virus pandemic.
As a Senior HR Professional in the National Health Services, it is critical to recommend a long-term Human Resource Plan to further refine and adjust existing and adjusted Human Resource Planning, Recruitment, Selection, Performance Appraisal, Reward Management, Learning and Development, Change Management, and Employee Welfare in light of the new normal. In the new normal workplace, the new Human Resource Implementation Plan must place a strong focus on performance assessment techniques. The following areas are included in the recommended plan of action for improving the National Health Services’ organisational facet in response to the Covid-19 pandemic, in order to create a sustainable and viable organisation for the future, by making changes and adjustments to the human resource segment of the organisation. (Vahdat 2021). The following recommendations for solutions can be made in terms of the human resource management for the National Health Services as a Senior Human Resource Manager –
- Human Resource Planning:COVID-19 hasn’t just altered the workplace; it’s changed the workforce — and the nature of employment — forever.Human Resource directors have the opportunity and task of responding and moving from a static to an agile planning strategy, that can continuously rearrange the workforce to include, skill demands and change in business, throughout the pandemic and beyond. National Health Services must stay proactive in their planning so that the workforce may continue to drive strategic initiatives and operate at the same level of functional and technical efficiency as before, but with new plans and initiatives. Human resource managers must communicate and clarify opportunities to business executives so that they understand when, how, and why the human resource strategy must adapt in response to labour market and business conditions (Li, Ghosh and Nachmias 2020).
- Recruitment and Selection: Because of the pandemic’s unpredictability, many are hesitant to work in less-established organisations or high-risk areas like healthcare. Applicants are now more likely to apply for jobs in larger, more established companies where they may be assured of a position. Furthermore, while COVID-19 has been devastating for certain areas, such as hospitality and entertainment, it has been extremely beneficial for others, such as information technology, which has seen a boom in application interest. A vigorous and profitable recruiting campaign and package for the National Health Services is to be put in place to entice additional healthcare professionals to enter the industry, who are now discouraged by the epidemic (Lloyd Jones 2021).For the time being, all face-to-face interviews have been postponed in the interest of candidate and employee safety. Alternative arrangements have been made, and will continue to be made, to aid in the implementation of the National Health Services’ recruitment efforts during this unique age, employing a variety of the most cutting-edge technologies and methodologies. The most widely utilised technology for interviews is Zoom. The selection techniques are intended to ensure that the process is planned, organised, and carried out in such a manner that each candidate can be evaluated objectively and transparently, resulting in the best candidate being chosen based on their credentials and skills. All recruiting and selection processes are conducted in accordance with the highest safety, health, and medical requirements (Ngoc et al. 2021).
- Performance Appraisal:In reaction to the pandemic, it is critical that the National Health Services adapt their evaluation process. Many employees are judged on criteria that were impossible to meet during the crisis. Perhaps one of the staff’s goals was to raise income by a particular percentage or meet a specific number of milestones. At this time, holding employees responsible to such goals is impractical, and alternate techniques of evaluating employees are far more desirable. The amount of internal or external stakeholders they’ve worked with, or the volume of activities delivered in a particular period, for example, might be assessed in a variety of ways. It can also take into account the influence of process improvements achieved over time or participation in initiatives outside of their normal scope (Rahman et al. 2020).
- Reward Management:A whole rewards package for the National Health Services can solve the organization’s reward dilemma during Covid-19, and can include variable pay, fixed pay, yearly cash bonuses, and long-term wealth building through varied incentives. It can also include non-cash compensation like as transportation or educational stipends, as well as non-monetary benefits including as training, flexibility programmes, and paid time off. Total rewards is more than just a tactic; it’s a set of principles that governs these offerings—the “why” behind the “what”. By publicly explaining the links between company performance, individual performance, and awards, the National Health Services must demonstrate that they have structured their rewards properly. While this article focuses on physicians and nurses, the same concepts apply to hourly non-exempt employees such as the general staff. The transformation of big firms’ performance management outlines three guiding concepts for building a whole incentives philosophy, based on research and experience (Rai and Rana 2022).
- Learning and Development:A increasing reliance on technology and virtual platforms will undoubtedly be one of the most frequent by-products of the changing business environment. Another process has been accelerated by the pandemic’s outbreak: the need to upskill and reskill workforces. To begin with, and perhaps most importantly, the growing reliance on technology necessitates staff training on how to utilise and communicate with it effectively. In a nutshell, social learning rejects traditional learning theories in favour of observing or imitating others to acquire new behaviours. In the context of remote working, this has a significant link to participation. As companies become increasingly conscious of declining levels of engagement among their workforces, traditional learning methods are beginning to appear. (Sarmart and Chaudhuri 2021).
- Change Management:During COVID-19, organisations saw a halt in their growth acceleration, albeit each has devised a unique method to weather the storm. It’s time for organisations to break out of their historical ruts, adjust to the new normal, and assess what adjustments need to be made in their current people, processes, and technology to become healthier and more resilient. The re-engineering of organisational DNA, aided by a good change management programme, should pave the way for a long-term future in which people work in a safer environment and collaborate effectively to achieve organisational goals. Some of the change management includes (Sato et al. 2021) –
- Creating a Transformation Management segment, handling Change Management (Vnou?ková 2020).
- Leaders should treat changes personally.
- Developing an elaborate network of change agents within the organisation by influencers mobilization.
- Adopting digital tools and platforms for collaboration.
- Making use of high-impact, two-way communications.
- Having remote coaching sessions, collaborate and connect.
- Creating an impressive governance structure that allows for effective action and visibility provision.
- Monitoring progress to make dynamic changes into the change programme (Vahdat 2021).
- Employee Welfare:Supporting wellbeing effectively in the National Health Service necessitates a holistic strategy that addresses mental health and involvement with psychosocial factors in this new working environment. The first stage is to determine how workers’ physical return to work will be segmented and scheduled. In the long run, businesses will need to figure out how to simplify systems that were strained during the crisis. They’ll also have to think about what new competencies they’ll require, as well as the accompanying staff upskilling (Siswanto et al. 2022).
Private and national healthcare organisations in the UK
Conclusion
The above paper concludes the report by enumerating the various facets of the human resource management and how the advent of the Covid-19 had changed the paradigm of human resource management and the organisational operational means drastically, calling for a new normal and mode of business conduction. The organisation selected for this report has been the National Health Services, the NHS. The advent of the Covid-19 had been devastating and transitioning for most organisations and businesses. The Covid-19 pandemic changed the business and operations landscape forever, creating new ways of doing business and redefining the business operations and practices, that will continue to the future. This report has successfully enumerated the differences with respect to Human Resource Management and Practices at the National Health Services, in the form of change management and how the human resource professional at the National Health Services fared before the Covid-19, and how it transitioned after the advent of the Covid-19. This report successfully fulfils the duty of a Senior Human Resource Professional who was required to present his or her idea and implementation plan, the form of a detailed and comprehensive report presentation to the Board of Directors of the National Health Services, as to ways and practices, the National Health Services can better their huma resource management front as well as the operational and the governance plan, and the ways the organisation could further better its Human Resource strategies to sync and align with the post Covid-19 normal and create a sustainable and practical organisation for the post Covid-19 world. This report is a clear representation of the different stages of an organisation with respect to human resource management due to the advent of the Covid-19 pandemic. These ideas and concepts can shape the future of the organisation for years to come, creating standardisation in practice and better organisational norms and values based on the current pandemic scenario and for the post pandemic world to come. The report also provides a relevant conclusion lastly (Branicki, Kalfa and Brammer 2022). This report successfully provides a significant guide and insight into the importance of understanding the various human resource dynamics that have been brought forward by the Covid-19 and portrays how every human resource manager had to create adequately robust strategies and practices, taking the position of the leader, to create a generational organisation for the future. This report is representative of real-life human resource scenarios and practices.
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