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Showing results for tags 'Workforce management'.
Found 601 results
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Content ArticleIn 2016, thirteen organisations from health, social care and local government came together to create the Developing People Improving Care framework, an evidence-based national framework to guide action on improvement skill-building, leadership development and talent management for people in NHS-funded roles. One year on, NHS Improvement highlight some of the work taking place, demonstrating the steps people are already taking to ensure systems of compassion, inclusion and improvement are at the core of the health and care system. They also set out plans for the year ahead and some of the steps you can take to learn more about the framework.
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Content ArticleBrighton and Sussex University Hospitals NHS Trust found a key challenge in tackling emergency department (ED) doctors' low levels of satisfaction, high rates of burnout and high turnover was because of the way shifts were organised. They found that while ED could be a highly pressurised environment that could contribute to these issues, another key challenge was the way shifts were organised and the lack of flexibility that had become a standard part of being an ED doctor.
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Content ArticleEast Lancashire Hospitals NHS Trust's agency spend on healthcare support workers (HCSW) was high and rising. This caused not only financial pressures but concerns about care quality. The trust set itself the ambitious aim of eliminating agency spend on HCSWs entirely.
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Content ArticleThis case study shows how Gloucestershire Hospitals NHS Foundation Trust sought to reduce their staff turnover by adopting a development opportunity created by Nottingham University Hospitals NHS Trust for newly qualified recruits – the Chief Nurse Junior Fellowship.
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Content ArticleProfessor Anne Marie Rafferty, Royal College of Nursing (RCN) President, has been involved in two decades of vital nursing workforce research. She explains in this interview for the RCN how the evidence could help us achieve safe staffing.
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Birmingham University Hospitals Trust: Poster for staff going home
Claire Cox posted an article in Good practice
This poster from Birmingham University Hospitals Trust is aimed at staff leaving to go home after their shift. -
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NHS Employers - Stop bullying: it’s in your hands (leaflet)
Claire Cox posted an article in Bullying and fear
This leaflet by NHS Employers (Wales) explains what bullying in the workplace is, how it can affect people and what to do about it. -
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#TheatreCapChallenge: Where’s the evidence?
Claire Cox posted an article in Implementation of improvements
PatientSafe Network in Australia has been promoting the theatre cap challenge across the world. By wearing your name on your theatre cap it can improve team work and patient safety. The PatientSafe Network is a registered non for profit charity. It has been developed by front line healthcare staff and is for anyone to use – patients, relatives, doctors, nurses, pharmacists, healthcare managers, equipment and system developers, insurers – who wants to improve patient safety. -
Content ArticleThis action plan from the Ipswich & East Suffolk Clinical Commissioning Group and West Suffolk Clinical Commissioning Group follows on from an infection control norovirus outbreak.
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Content ArticleThis is a summary of the Care Quality Commission (CQC) report into social care in the UK. This report is written to target all audiences.
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Content ArticleBetween 2005 and 2008 conditions of appalling care were able to flourish in the main hospital serving the people of Stafford and its surrounding area. During this period this hospital was managed by a Board which succeeded in leading its Trust (the Mid Staffordshire General Hospital NHS Trust) to foundation trust (FT) status. The Board was one which had largely replaced its predecessor because of concerns about the then NHS Trust’s performance. In preparation for its application for FT status, the Trust had been scrutinised by the local Strategic Health Authority (SHA) and the Department of Health (DH). Local scrutiny committees and public involvement groups detected no systemic failings. In the end, the truth was uncovered in part by attention being paid to the true implications of its mortality rates, but mainly because of the persistent complaints made by a very determined group of patients and those close to them. This group wanted to know why they and their loved ones had been failed so badly. The report was laid before Parliament in response to a legislative requirement.
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NHS England: Business Case Submission Template
Claire Cox posted an article in Business case for patient safety
This is an example template from NHS England for anyone, in any healthcare sector, to use if writing a business case. -
Content ArticleThis report, by Anna Starling for The Health Foundation, identifies additional implications of the new care models programme for local health and social care leaders embarking on cross-organisational change. The new care models programme is a large-scale experiment by the NHS’s national bodies to develop ‘major new care models’ that can be replicated across England. Introduced by the NHS’s Five year forward view in 2014 and launched in 2015, it aims to break down the traditional barriers between health and care organisations to establish more personalised and coordinated health services for patients. The programme aims to reconcile ‘top-down’ and ‘bottom-up’ approaches to change management. To do this, 50 local vanguard sites were selected to develop new care models, supported by a national programme led by NHS England over 3 years.
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Fixing a toxic work culture: How to encourage active bystanders
alisonleary posted an article in Good practice
This article looks at encouraging better workplace cultures by encouraging people to be active bystanders. With a few simple facilitated sessions, many organisations have given their workforce the tools to provide interventions when toxic behaviours are displayed. -
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NHS Test Beds programme - NHS England
Claire Cox posted an article in NHS Test Beds
The Test Bed Programme brings NHS organisations and industry partners together to test combinations of digital technologies with pathway redesign in real-world settings. The goal is to use the potential of digital technologies to positively transform the way in which healthcare is delivered for patients and carers. -
Content ArticleThe objective of this review is to contribute to the development of the GMC's policy in this area. Given the GMC’s role as a regulator of individual healthcare professionals (i.e. doctors) this study focuses on the types of requirements and standards applicable to or having implications for healthcare practitioners, rather than the regulation of healthcare providers (e.g. hospitals, surgeries etc.) or healthcare systems as a whole.
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Safer staffing - guidance from NHS Improvement
Patient Safety Learning posted an article in Safe staffing levels
NHS Improvement provide general guidance and a starting point towards delivering effective safer staffing. -
Content ArticleWritten by the safety team at Morecambe Bay Hospital NHS Trust. Introducing staff to the team, their governance hub, a new support system for staff involved in an investigation and what happens in an inquest by the legal team.
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Content ArticleDeveloping the right people with the right skills and the right values is recognised as a key priority to enable the sustainable delivery of health services, as leadership is one of the most influential factors in shaping an organisational culture. Ensuring the necessary leadership behaviours, strategies and qualities are developed is fundamental. The aim of this document, developed by NHS England and Health Education England, is to give both Integrated Urgent Care (IUC)/NHS 111 service employers and employees some guidance about this key topic.
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Content ArticleThis report from The King's Fund presents an analysis of data from a 2017 NHS providers survey of leadership vacancies in NHS trusts and foundation trusts, and the results of qualitative interviews and a roundtable The King’s Fund conducted with frontline leaders and national stakeholders. The report focuses on executive directors within the NHS trust and foundation trust sector.
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Content ArticleThis video form Trent Hospital shows how using human factors can improve patient outcomes and how things go wrong in healthcare. Can you spot how systems and protocols could be changed here?
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Content ArticleSimon Fleming discusses in BMJ Opinion why he launched an anti-bullying campaign. Simon is a trainee orthopaedic surgeon and PhD Candidate at Barts and the London School of Medicine and Dentistry.
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Guide on stress and secondary trauma for managers
Claire Cox posted an article in Workforce and resources
This guide, published by the Advancing Quality Alliance, has been developed to help managers support their staff and themselves with managing stress. It also highlights the potential issue of secondary trauma and is an introduction to this subject and part of a phased package that will cover both the crisis and recovery phase in meeting wellbeing needs of the workforce. -
Content ArticleSix years ago The Snowy White Peaks of the NHS highlighted the scale of race discrimination in the NHS, the UK’s biggest employer of Black and Minority Ethnic (BME) staff. COVID-19 has shown so much more needs to be done. 300 health and social care staff have died so far from COVID-19, a disproportionate number of BME heritage. We know NHS staff infection was overwhelmingly due to occupational exposure whose causes are varied but include the disproportionate BME staff role in patient-facing services, their poorer access to appropriate PPE, the greater reluctance of BME staff to raise concerns, disproportionate deployment into “hotter” roles, and the greater presence of BME colleagues amongst agency staff. BME staff have been largely absent from decision-making. The COVID-19 impact on BME staff, and Black Lives Matter, has prompted promises to tackle racism more resolutely. So what should NHS leaders do to ensure faster progress to tackle workforce race discrimination? Roger Kline, in this BMJ Leader blog, has ten suggestions for Boards and Integrated Care System system leaders.
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Content ArticleEvery year, avoidable unsafe care harms and kills thousands of people in the UK, with the NHS estimating that there are 11,000 deaths annually due to patient safety incidents. This causes not only untold physical and emotional damage but it also creates a huge financial burden, with the annual cost to the NHS of unsafe care and litigation standing at close to £5 billion. It is important that when organisations are considering the workplace as a whole system, safety should be at the core of its design. This blog discusses the impact of COVID-19 and workforce pressures on patient safety and outlines key considerations for Boards as we return to 'normal'.
