Innovative Tech Transforming NHS Care: Encouraging Staff to Drive Quality Care - Essay Sample

Introduction

A revolution in NHS information technology creates a need to encourage the staff to work hard to make sure that patients obtain high-quality care. Professionals for health and care should have the necessary tools for efficient delivery of safe care of patients. Staff should be able to capture information on health and care for more natural optimisation of processes of the clinic for a reduction of administrative burdens. Leadership and management, training and development as well as talent management in the NHS showcase workforce required for the development of digital skills that are needed for the flexibility of digital services to provide quality health and care.

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The National Health Service of the United Kingdom provides different services that are administered in different groups. The NHS has been able to offer high health care levels while keeping costs at a low rate (Mosadeghrad, 2014, p.77). However, the health service has faced a lot of financial strains that increase with the tremendous growth of the technology used in hospitals; hence more expenses are realised. The government caters to the delivery of quality health services in the United Kingdom. Still, a high percentage of the ageing population and treatment advances have led to a demand for a strategy that the health services should use in their various departments.

The NHS comprises many separate organisations that are linked together for easier management of the burden of management of complex interactions and the flow of data between individuals, systems, and health trusts (Williams and Brown, 2014, pp.1-20). The difficulty, however, falls on the clinicians and patients and creates a need for excellent management and leadership to ensure that care givers can manage the health of their patients regardless of their age and the costs that are associated with the issuing of the services.

Leadership and Management

In organisations like the NHS, theoretical models within the top leadership and management steps lean towards shared leadership forms. Shared leadership is productive and creates a clear thinking of the role that is played by people who occupy the positions of leadership (Ford, Harding, and Stoyanova Russell, 2010, pp.1-20). There has also been an emergence in high priorities that are reflected in leadership models that are suitable for the time that is required to find temporary resolutions between two or more opposing principles.

Mobilisation of human motivation while regulating it makes the process of leadership and management predictable and dependable for more natural control of the staff under top management. Leadership is a process that involves creating either temporary or permanent solutions between two or more principles that oppose each other while regulating it and ensuring that there is an improvement in system performance (Ingram and Glod, 2016, pp.339-346). Leadership and management in NHS entail learning new behaviours and motivating new and existing teams for effective results and easier collaboration with a clear focus on the improvement of the performance of the system.

Activities in the National Health Service are expected to rise and deal with the challenges of quality and finances only when managers' contributions are valued. The total of managers in the NHS is grounded on a practical assessment of different requirements that the health service has or may have in the future (Nicolson et al., 2011, p.7). When the people reliable for the health in the United Kingdom adopt this approach, they can realise the contributions of clinical and general managers and why leadership is essential in the care systems. The development of leadership should support different individuals in the sector for them to be more productive and to locate the systems where they can work in health organisations.

Leadership is one of the most critical sectors in the National Health Service as it helps to shape the culture of the organisation and ensure that there is an excellent delivery of health services. The high quality in care requires that exceptional leadership is showcased at all levels (Caffrey, Ferlie and McKevitt, 2019, pp.537-558). Care and performance of the organisation are affected directly by leadership quality and improvements set by different leaders in the organisational cultures.

To deal with the problems that the NHS faces in the United Kingdom, a new compact with senior leaders is required where they are supported better, especially those that undertake many of the challenging roles. Active people managers have time and space in making a difference and making appropriate air cover for easier decision making for complicated issues (Kuhlmann et al., 2017, p.2). All leaders in the NHS segment should have an NHS leadership code that clearly describes the leadership behaviours and cultural values of the leaders while underpinning recruitment practices for new personnel as well as different programs for development.

The recommendations for leadership and management include creating a strategy that helps to develop and embed inclusion, collaboration and compassion across the NHS in the United Kingdom. The ambitions of the administration to create people will support all NHS parts for better inclusivity and cultures, which lead to better engagement of staff in ensuring that they provide excellent patient care (Pinto-Coelho and Relojo, 2017, pp.57-68). It will also help to improve the relationship between staff and management, creating better working relationships hence quality healthcare to all patients regardless of the costs and availability. Interventions should also be incorporated in the leadership systems of the NHS for more diverse leaderships to be realised and more inclusive cultures to be involved (Chatwin and Ackers, 2018, p.69). Both of these aspects will help to create better experiences and staff representation as well as the patients they serve and treat.

Training and Development

The NHS leadership is faced with the challenge to ensure that excellent training programs are set for easy reach of all employees and ensuring that they develop their skills for better performance (Cabral, Oram and Allum, 2019, pp.75-83). Training and development are one of the most critical roles of leadership because it creates a positive impact on the development of organisational positions that help the staff to gain influence away from their teams. The process of training staff in the NHS model creates new skills that are used in the service delivery process. It helps to effect on the service delivery method of the caregivers to the patients (Alimo-Metcalfe et al., 2007, pp. 85-210). Training of other staff and encouraging them to move to the senior-most positions aims at empowering frontline clinicians, influencing health policies, developing clinical leaders and improving quality of services produced.

The organisational culture of the National Health Service has the possibility of creating a negative environment which creates a feeling of being unwelcome and irrelevant in the leadership teams (Kerr, 2018, pp.1-23). The professions develop a lack of willingness and different expectations that help in the provision of appropriate support and individual resources that lead to varying assumptions about exclusion. Promotion of professional diversity tends to transform the culture of the organisation, trust levels and perceptions about clinical leadership (Powell, 2016, pp.1-16). Negative assumptions are bound to appear in situations where leading from the top takes place. The poor performance of management in the health organisation hinders diversity and emphasis of lack of ownership of the agenda that the organisation possesses.

The recommendations for training and development include expanding the NHS graduate and training schemes for secure provision of support to graduates. The rule happens while identifying clinicians that have a high potential and supporting them in their career for a more natural progression to senior levels in the service (Marshall and Kay, 2019, p.211). For more leisurely development of the health service, the management of the NHS should create a plan to help identify and hold the best workers for the most challenging positions in the service. Individuals from other sectors in the service to areas of senior leadership should be fully supported and trained for the more natural development of the service in the future (England, 2017, pp.1-19). Development of leaders creates availability to all staff at different levels while ensuring that coaches and mentors are readily availed for more comfortable support of senior leaders willing to go higher management levels.

Talent Management

Talent management in the NHS was established for purposes of addressing challenges of leadership and promoting a culture of management of talent in the service delivery organisation. The aim of the talent management process is to establish a pipeline of talent that identifies and tracks talent for critical leadership within the service (Ellis, 2017, pp.25-33). Talent management in the service delivery organisation helps to develop leaders' abilities as well as talent for comfortable leading in the future. It plays a significant role in consolidating management skills of line managers for easy identification, assessing and development of talent effectively for better leadership in the health sector in the future.

The National Health Service focuses on general management of talents because they are considered to possess a particular professional route where they are rotational. Sometimes clinicians are excluded from strategic management of different talent systems (Joseph-Williams et al., 2017, p.69). This type of exclusion has played a significant role in decreasing any likelihood of non-leaders to adopt positions of management and leadership. This issue has mainly been attributed to lack of access to opportunities. Talent management and planning approaches for succession provide flexibility and support required by different personnel in the National Health Service; thus, people can utilise their strengths to the fullest.

Clinicians may face an actual lack of training for different roles in the National Health Service organisations. They may not be included in different strategies for talent management therefore lack access to development of relevant leadership (Dowson, 2019, p.37). Line managers face a hard time in the health organisations trying to mentor other employees in the lower hierarchy of power. The line managers also face a lack of supported opportunities for training which hinders them from participating in the processes of recruitment.

Another challenge that the line managers may face is lack of time for self-development in the role they currently hold. Specialist skills in operational pressure have the possibility of leading to limited opportunities when required to gain new skills (Rycroft-Malone et al., 2017, p.9). Commitment and flexibility of development under challenging times help to facilitate the creation of diverse pools of talents in other employees.

The recommendations to deal with talent management in the NHS includes the relevant organisations nurturing next generational leaders through identifying and supporting individuals who possess the capability and ambitions of reaching senior levels of patient services in the region. A systematic approach should be adopted and it should be used to identify, assess, develop and support talent (Ellis, 2017, pp.25-33). Proposals should be formulated for more natural reaching of senior clinicians who show signs of taking executive leadership roles in the future. The projects will play a significant role in developing their talents and helping...