- NHS workforce
- Workforce
- RECRUITMENT
- NHS recruitment
- Workforce retention
- Wellbeing
- staff wellbeing
- Online Conference
- on demand
Workforce Crisis: Recruitment, retention, and wellbeing of NHS staff
People are what drive the NHS. Policymakers can put all the emphasis they want on AI and new technology, but the workforce is what has always made the NHS special and will continue to do so in the future
Currently, however, that workforce is under strain thanks to chronic vacancies, rising demand, and exhaustion, putting employees under pressure
To find solutions to some of the biggest workforce challenges in the health sector, National Health Executive brought together leaders from across the country to share their insights and help drive the NHS forward
In the conference’s opening keynote, we delved into the pressing issues facing the NHS workforce with John Walsh, the Organisational Development Lead at Leeds Community Trust. As the NHS faces unprecedented challenges in recruitment and retention, John highlighted essential strategies to create a thriving environment for healthcare professionals
One of the most striking points John made was the significance of new starters’ early experiences. He revealed that individuals often decide whether to stay in their positions within the first six to eight weeks. This critical period is when they assess the support they receive, the team dynamics, and the overall organisational culture. By ensuring that new employees feel welcomed, valued, and supported, NHS organisations can significantly improve staff retention rates
John also emphasised the importance of the exit process. He argued that how employees leave an organisation can have lasting effects on both the individual and the institution. A positive exit experience, characterised by celebrations and gratitude, can encourage former staff to consider returning. Conversely, a negative departure can lead to a loss of goodwill and a tarnished reputation for the organisation
Furthermore, the conversation highlighted the need for engaging dialogues between management and staff. John shared a powerful example of how open conversations can help retain employees who were considering leaving. By fostering an environment where staff feel heard and valued, NHS organisations can address retention issues more effectively
At the heart of it all lies the organisational culture. John noted that every interaction contributes to the culture of the NHS. As leaders and team members, we have the power to cultivate a supportive and compassionate environment that not only attracts talent but also retains it
Reimagining NHS Careers: Attracting the next generation of health professionals
In the first panel discussion of the conference, we tackled one of the most pressing issues facing the NHS today: recruitment. As the healthcare landscape evolves, attracting new talent into the NHS has become increasingly challenging. With over a hundred thousand vacancies and significant competition from other sectors, the need for innovative recruitment strategies has never been more urgent
The expert panel, featuring Felipe Castro Cardona, Amerjit Chohan, and Paula McLaren, delved into the multifaceted challenges of NHS recruitment. They highlighted how perceptions of working in the NHS are shifting and stressed the importance of making healthcare careers more visible and attractive, particularly to younger generations
One key point raised during the discussion was the role of volunteering in recruitment. Amerjit Chohan emphasised that volunteering could serve as a vital pathway into healthcare careers, allowing individuals to gain experience and insight into the NHS. The panel were also in agreement that, by engaging local communities and showcasing the diverse opportunities available within the NHS, we can inspire more people to consider a career in healthcare
Moreover, the conversation touched on the significance of community engagement. The panel argued that NHS institutions must reflect the communities they serve. This connection not only improves patient care but also fosters a sense of belonging among healthcare professionals. As Paula McLaren pointed out, sharing positive stories and experiences from within the NHS can help shift the narrative around healthcare careers, making them more appealing to potential recruits
As technology continues to advance, the panel also discussed the impact of AI on recruitment. While AI can enhance efficiency and support staff, it is essential to remember that the NHS is fundamentally about people. The panel agreed that technology should be viewed as a tool to complement human efforts, not replace them
In conclusion, the panel advocated for a proactive approach to NHS recruitment. By fostering a culture of engagement, promoting volunteering opportunities, and embracing innovative solutions, we can ensure a sustainable future for the NHS workforce
Oleeo keynote
Delivering the second keynote of the day, a team from Oleeo shared their journey into transforming recruitment processes at Royal Papworth Hospital through the implementation of an Applicant Tracking System (ATS). The discussion highlighted the significant challenges faced before adopting Oleeo’s technology, showcasing the fragmented and disjointed nature of recruitment that left candidates in a ‘black hole’ after interviews
Samir introduced Luke Bage and Alan Edwards, who provided valuable insights into the decision-making process that led them to choose Oleeo as their partner. Luke, who heads resourcing at Royal Papworth, explained how the previous reliance on manual methods and outdated systems hindered their recruitment efforts. The team undertook a thorough tendering exercise, ultimately selecting Oleeo for its innovative features, including a gender bias checker and a customisable platform that allowed them to tailor the system to their specific needs.
Alan, the customer success manager at Oleeo, emphasised the importance of collaboration in their partnership with Royal Papworth. He shared how the Royal Papworth team’s enthusiasm and drive inspired the development of a recruitment platform that not only met their needs but also enabled continuous improvement. The partnership has resulted in impressive outcomes, including a dramatic reduction in vacancy rates – from over 14% to just under 4% – and an improvement in the candidate experience, with 97.8% of candidates rating it as good to excellent.
The keynote also touched on the importance of data in recruitment, with Luke explaining how Oleeo’s technology has enabled them to gain insights into their hiring processes. This data-driven approach has allowed Royal Papworth to identify bottlenecks and improve its time-to-hire, which has consistently been under 48 days for nearly 20 months
Retention as a Strategic Priority: What boards must do differently
In the next panel discussion, we tackled a pressing issue that lies at the heart of the NHS: staff retention. With the healthcare system under immense pressure, the well-being of those delivering care is more critical than ever. The panel, featuring leaders in the field, discusses the current landscape of NHS staff retention, shedding light on the challenges and opportunities that lie ahead
The discussion began by acknowledging the turbulent period the NHS has faced, particularly in the aftermath of the Covid-19 pandemic. While statistics may suggest a stabilisation in retention rates, the reality is that many long-standing issues persist. The panel emphasised the need to focus not only on retaining staff but also on ensuring that they can perform at their best. This involves creating a supportive work environment where staff feel valued and equipped to handle their responsibilities.
A key takeaway from the discussion was the role of leadership in fostering a culture of well-being. The panellists highlighted that while boards set the strategic direction, it is often line managers who play a pivotal role in staff’s day-to-day experience. Engaging with employees, understanding their needs, and providing the necessary re
The conversation also delved into the importance of social connections within the workplace. Building relationships among colleagues can provide vital support during challenging times. The panel discussed how initiatives that connect staff with young people or community outreach can reignite a sense of purpose and pride in their work. These connections can be transformative, not just for the young people involved but also for the staff who mentor them
Why staff leave: Tackling burnout, bureaucracy, and broken promises
In the second-to-last leaders’ debate, delegates delved into one of the most pressing issues facing the NHS today: staff retention. With increasing reports of burnout, rising workloads, and a culture steeped in bureaucracy, it is crucial to understand why talented professionals are leaving the healthcare sector and how to address these challenges
The panel, featuring more leaders from various areas of the NHS, shared their insights on the factors driving staff away. They highlighted that burnout is not merely an individual issue but rather a systemic problem rooted in the very architecture of the healthcare system. As Dr Helen Winter noted, ‘burnout is baked into the architecture, not the people,’ emphasising the need for structural changes rather than solely focusing on individual resilience
A significant part of the discussion focused on the importance of creating a supportive environment in which staff feel valued and heard. Vanessa Coelho pointed out that investment in leadership and training is paramount. ‘We need more investment in our workforce, and absolutely this is a priority,’ she asserted, highlighting the necessity for clarity and transparency in leadership
The panel also tackled whistleblowing and the need for protective policies to support frontline staff. Jen Newell stressed that the current system often punishes honesty and integrity, creating a culture of fear that stifles open communication. This sentiment was echoed by Jeanette Williams, who called for a focus on self-care and compassion within the workplace
As we navigate these complex issues, it becomes clear that a holistic approach is required to foster a healthier work environment. This involves not only addressing immediate concerns but also implementing long-term strategies that prioritise staff wellbeing and development
Workforce planning for a resilient NHS: Data, demand, and demographics
In the ever-evolving landscape of healthcare, workforce planning has emerged as a vital component in ensuring the NHS remains resilient and responsive to the needs of an ageing population and increasing patient demands. In the final panel discussion of the day, we discussed the critical importance of proactive workforce design and the role of predictive analytics in shaping the future of NHS staffing
As we delved into the realities of healthcare today, it became clear that traditional reactive staffing methods are no longer sufficient. The panel highlighted the necessity of moving away from short-term crisis management towards a more intelligent approach that anticipates future needs. With patient demand expected to rise exponentially, particularly in mental health services, the NHS must adapt its strategies to meet these challenges head-on
One of the key topics discussed was the importance of demographic data in informing staffing models. By understanding the unique needs of local communities, the NHS can tailor its workforce to address specific health challenges effectively. However, as our experts pointed out, simply having the data is not enough; it must be translated into actionable strategies that can be implemented at all levels of the organisation
Staff retention was another significant theme. The panel emphasised that while recruitment is crucial, creating a supportive and inclusive culture is what truly encourages staff to stay. As Bertha Asante articulated, ‘Recruitment opens doors, but belonging gives people a reason to stay.’ This sentiment resonates deeply in the current climate, where many healthcare professionals are facing burnout and seeking environments that prioritise their well-being
Moreover, the discussion touched on the impact of technology in healthcare. While advancements such as predictive analytics and AI offer promising solutions, our experts cautioned against implementing new technologies without involving frontline staff. Ensuring that those who will be using these systems are adequately trained and supported is essential for maximising their effectiveness
As we look towards the future, it is evident that the NHS faces significant challenges, but with the right strategies in place, a resilient workforce can be achieved. The insights shared by our panel serve as a call to action for leaders within the NHS to engage in meaningful conversations and implement changes that will benefit both staff and patients alike
In conclusion, the future of the NHS workforce hinges on our ability to embrace proactive planning, leverage data effectively, and cultivate a culture that values and supports its staff
To make sure you don’t miss any of the expert insights that were shared across the entire online conference, watch all the sessions on demand here
