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Showing results for tags 'Recruitment'.
Found 210 results
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Content ArticleIn October 2001 government chief nurses and other delegates from 66 countries met to discuss how best to deal with a common challenge—the global growth of nursing shortages. In this article, James Buchan looks at potential solutions and limitations. Although written in 2002, this is still relevant for today.
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Content ArticleThis research by the Nuffield Trust, commissioned by NHS England and NHS Improvement, explores the business case for overseas recruitment and looks at the factors that attract or deter nurses from choosing to work in the UK. With a current NHS nursing vacancy rate of 10% and ambitious national goals to expand the workforce, recruiting nurses from overseas is an essential part of the picture. In this research, the authors look at the costs and benefits of overseas recruitment and present their findings as a briefing paper, research report and review on factors that attract or deter staff from moving to the UK.
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Content ArticleThis report by Roger Kline brings together a range of research evidence to suggest practical steps NHS employers can take to reduce inequalities in staff recruitment and career progression. It specifically focuses on the treatment of female, disabled and BAME staff. Written for practitioners, it summarises some of the research evidence on fair recruitment and career progression. It highlights principles drawn from research that underpin the suggestions made for improving each stage of recruitment and career progression.
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Content ArticleThe serious and growing workforce crisis in the NHS and social care is the biggest, most pressing threat to the viability of services for people who need them. COVID-19, Brexit, and points based immigration rules have accelerated issues around recruitment, retention, workload, and wellbeing that were already affecting the workforce even before the pandemic. What we need is a relentless focus on implementing solutions, resourcing them properly, and reporting progress, writes David Oliver in this BMJ article.
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Content ArticleIt’s time to think more radically about the way we plan the healthcare workforce, says Alison Leary, professor of healthcare and workforce modelling at London South Bank University and the University of South Eastern Norway, in this BMJ Opinion article.
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Content ArticleIn this explainer from the Nuffield Trust, Billy Palmer and Lucina Rolewicz take stock of what is known and not known about the numbers of staff leaving NHS and social care roles, and the reasons given for moving on.
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Content ArticleThis review explores the experiences of international nurses recently recruited to the UK nursing workforce (1995–2007) and the implications for retention. Five main themes emerged from the review: motivation for migration, adapting to British nursing, experiences of first world healthcare, feeling devalued and deskilled, and vectors of racial discrimination. Although some positive experiences are described, significant numbers of nurses describe not feeling personally or professionally valued by the UK nursing establishment, common emotions expressed are disappointment and unmet expectations. This will have implications for job satisfaction and intention to leave or stay. If overseas nurses choose to leave the UK in large numbers, the health services could face a severe staffing shortage. It is important that we listen carefully to their experiences to help identify priorities for policy and practice aimed at improving job satisfaction for migrant nurses and articulating the value that they bring to UK nursing.
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Content ArticleAn article* from Ehi Iden, hub topic leader, discussing the Nigerian healthcare workforce crisis.
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EventuntilThe workforce crisis engulfing the health and care system is well documented with the social care staff vacancy rate at its highest since records began and the overall morale of the NHS workforce declining for a second year with significant numbers intending to leave the sector. This King's Fund event will be showcasing projects and case studies aimed at encouraging others to explore innovative and positively disruptive approaches to meeting challenges facing the health and social care workforce. It will cover areas including recruitment, retention, wellbeing, and equity, diversity and inclusion. Sessions will aim to: encourage senior leaders in integrated care systems, providers, public health and social care to think about how innovation becomes possible and what it means to take similarly mould-breaking mindsets into their own organisations inspire and catalyse new, imaginative approaches to seize opportunities as workforce responsibilities are devolved consider the impact of innovative approaches and their potential to be scaled up and replicated by others across health and care. You will hear about how innovative ways of working can be developed into practical approaches in the following areas: recruitment – developing disruptive approaches, using digital tools such as apps and online selection, and how those in health and care have been working with partners across local authorities and the housing sector attracting young people into the workforce – how people and organisations across health and social care have been engaging directly with communities and providing accessible routes into health and social care careers retention – supporting career pathways and development for people in support roles, working across an organisation to increase a sense of belonging, and building effective multidisciplinary teams and team behaviours workforce health and wellbeing – supporting staff following workplace trauma, developing cultures that meet the core needs of staff, and embracing flexibility and new ways of working to help people thrive throughout their careers making a difference to equity, diversity and inclusion in the health and care workplace – by using courageous leadership challenge (at all levels) to disrupt systemic patterns present in the health and care sector, and when diversity has been used as a real strength to create change. Register
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Content ArticleGeorgia Stevenson discusses NHS England’s Long Term Workforce Plan, evaluating its potential to alleviate staffing shortages, enhance training routes, and ultimately improve care quality in maternity and neonatal services.
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Content ArticleThe Director of Investigations will be an established leader and confident working alongside system leaders to play a crucial part in supporting the long-term strategic transformation of patient safety. This is an exciting period of change, and HSSIB are looking for an established senior leader to drive the transformation of investigations and insight teams to improve patient outcomes. Pay scheme: VSM Closing date for applications is 19 September 2023 Please note: This role is not part of NHS England and will start once the Health Services Safety Investigations Body (HSSIB) is established as a stand-alone organisation in October 2023.
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Content ArticleThe UK government’s long-awaited NHS workforce plan for England outlines a vision to increase the number of nursing staff in England over the next 15 years, with a promise of 170,000 more nurses by 2036/37. This article from the Royal College of Nursing (RCN) outlines how the detail of the plan will affect nurses. It argues that the plan fails to acknowledge the financial investment needed if its objectives are to be fulfilled, and expresses the RCN's concern that it does not address financial support for student nurses.
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Content ArticleThis report by the Royal College of Midwives (RCM) highlights the impact of midwifery staffing shortages on women. It looks at historical failures to invest appropriately in maternity services and talks about a mounting maternity crisis, drawing attention to Care Quality Commission inspections of maternity services that are identifying concerns around safety directly linked to staffing shortages. According to the report’s findings, if the number of NHS midwives in England had risen at the same pace as the overall health service workforce since the last general election, there would be no midwife shortage; there would be 3,100 more midwives in the NHS, rather than having a shortfall of 2,500 full-time midwives. The RCM published the results of a survey last month which showed that midwives give 100,000 hours of free labour to the NHS per week to ensure safe care for women. It also showed that staffing levels were repeatedly cited as cause for concern around the safety of care, and that midwives and maternity support workers are exhausted and burnt out.
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Community Post
What are safe staffing levels?
Claire Cox posted a topic in Stories from the front line
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I can’t find any guidance for safe staffing here in the UK. I would like to know how Trusts decide their staffing template. Who decides, how it’s decided and if that is adhered to.- Posted
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Content ArticleAn independent review of how effectively the test prevents unsuitable staff from being redeployed or re-employed in health and social care settings.
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Content ArticleThis study looked at nursing within the UK and The Netherlands' health sectors, which are both highly regulated with policies to increase inclusiveness. It aimed to investigate the interplay between employment conditions and policy measures at sectoral level, in order to identify how these both facilitate and limit employment participation for disabled workers.
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Content ArticleWhat is the optimal skill mix for virtual wards? Do new roles such as clinical pharmacists or advanced practitioners act as substitutes for, or additions to, existing staff? What works to retain staff? How much do current rates of attrition and turnover cost the NHS and social care? Evidence gaps in workforce research are holding back healthcare improvements, say Tara Lamont, Cat Chatfield, and Kieran Walshe in this BMJ opinion piece.
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Content ArticleIn this article, The King's Fund Chief Executive Richard Murray argues that if the NHS Workforce Plan manages to do the things it says it will do, the NHS could start to overcome the repeated workforce crises that have periodically plagued it over the past 75 years. He highlights that the plan sets out forecasts of future supply and demand for staff, with explanations of how these figures were derived, and that the `action’ it sets out encompasses everyone working in health including those in government.
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Content Article
NHS Long Term Workforce Plan (30 June 2023)
Patient Safety Learning posted an article in NHS England
The first comprehensive workforce plan for the NHS, putting staffing on a sustainable footing and improving patient care. It focuses on retaining existing talent and making the best use of new technology alongside the biggest recruitment drive in health service history. -
Content ArticleThis report assesses why NHS hospitals are failing to deliver higher activity despite higher spending on the service and higher levels of staffing over the last couple of years. It argues that politicians need to urgently focus on capital investment, staff retention and boosting management capacity, and sets out key questions for policy makers to address if they want to solve the NHS crisis. The NHS has been on a longer-term negative trajectory: most of the challenges identified in the report existed before the pandemic and have been exacerbated since.
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Content ArticleThis editorial in The Guardian looks at the Government's approach to relieving pressure on GPs, which involves diverting patients to other areas of primary care, including pharmacies. The article highlights potential risks and issues associated with the approach, including the workforce issues currently facing community pharmacy and the comparative lack of standards and regulations for pharmacies. It argues that the Government's approach simply moves the issue to other areas of the healthcare system, rather than dealing with the root cause of the issue facing GP surgeries—retention and recruitment.
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Content ArticleHuge issues are facing the UK’s medical workforce: angst among staff, battles for training opportunities, a lack of basic amenities, discrimination, shortages of posts, roles with no career progression, and a failure to support workers asking for pay reviews. In this BMJ opinion piece, Partha Kar says we need fresh leadership to lead basic changes with support from the royal colleges and unions, and other external organisations need to step up now.
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Content ArticleDespite steps towards closing the gap between mental and physical health services, many people still cannot access services and face long waits for treatment. Addressing workforce challenges in mental health services will be crucial to improving this situation. This report, commissioned and supported by NHS Confederation’s Mental Health Network, takes stock of progress across the country in staffing the single largest profession within the mental health workforce: nurses.
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Content ArticleThe NHS in England has largely relied on a human resources trilogy of policies, procedures and training to improve organisational culture. Evidence from four interventions using this paradigm—disciplinary action, bullying, whistleblowing and recruitment and career progression—confirms research findings that this approach, in isolation, was never likely to be effective. Roger Kline proposes an alternative methodology, elements of which are beginning to be adopted, which is more likely to be effective and to positively contribute to organisational cultures supporting inclusion, psychological safety, staff well-being, organisational effectiveness and patient care.
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Content ArticleThe Bucharest Declaration is the outcome of a World Health Organization (WHO) high-level regional meeting on health and care workforce in Europe that took place in Bucharest 22-23 March 2023. It makes 11 statements relating to the workforce crisis facing countries across Europe about retention, recruitment and staff safety.
