Workforce issues
By delivering on commitments such as the dedication of resources to the training of existing Trust staff, best-practice can be shared among healthcare professionals, supporting the up-skilling of the workforce and enhancing integration between a Trust’s existing team and insourced staff. This amounts to a more efficient way of working and builds long-term resilience within the workforce. Ultimately, to maximise the benefits of
insourced staff, it is imperative that insourcing organisations prioritise best-practice knowledge-sharing, training opportunities, and effective integration to establish the long-term approach required to truly overcome the NHS workforce challenges. As part of this, it is critical that insourcing providers do not simply ‘cherry pick’ the ‘best’ staff but instead hire junior staff and those in need of training, as a means to supporting the workforce of the future. Meanwhile, Trusts must consider the benefits provided by insourcing organisations based on the long-term resilience they can instil in a Trust’s workforce and make value judgements accordingly. These measures will go the distance in sowing the seeds of resilience that the healthcare workforce needs to grow. CSJ
References 1
https://www.bma.org.uk/advice-and-support/ nhs-delivery-and-workforce/pressures/nhs- backlog-data-analysis
2
https://committees.parliament.uk/ publications/23246/documents/171671/ default/
3
https://www.nursingtimes.net/news/ workforce/call-for-workplace-reset-so-that- all-nurses-receive-their-breaks-10-11-2021/
4
https://www.hsj.co.uk/workforce/more-than- 7k-resignations-every-month-as-nhs-staff- seek-better-work-life-balance/
7032351.article
5
https://www.gov.uk/government/news/500- million-to-develop-the-adult-social-care- workforce
About the author
With a background in surgery and general practice, Dr. Steve Fox specialised in endoscopy nearly 20 years ago. He was immediately fascinated by the mix of medicine and technology, as well as the ability to make immediate changes to patients’ health. Dr. Fox has spent the last 15 years working in all aspects of endoscopy. He blends his work as a clinician, performing high volume endoscopy, with an interest in therapeutic colonoscopy, bowel cancer screening and transnasal gastroscopy.
COMMENT with DR. NAVINA EVANS
The importance of inclusive leadership
Dr. Navina Evans is the Chief Workforce Officer for NHS England and is the Chief Executive at Health Education England. Navina joined HEE on 1 October 2020 from East London NHS Foundation Trust (ELFT) where she had been chief executive since 2016. She has over 20 years of clinical experience in psychiatry, medicine and paediatrics and previously held the positions of deputy chief executive and director of operations. At the NHS Providers Annual Conference and Exhibition 2022, she highlighted the need for inclusive leadership, to support our diverse NHS. She calls for leaders to “speak up” and emphasises the need to listen. Inclusive leadership is vital to our work, not only because it is the right thing to do, but because it makes good business sense. Together, we collectively hold the power to create a health service that is actively inclusive of all regardless of background, ethnicity, disability, sexuality, gender, sex, age or religion. In Health Education England (HEE), we know that this helps us to attract and retain the talent we need to best meet our population’s needs. This is a long journey; one that we have already started in HEE but must consistently work
towards to be successful. The theme for this year’s Black History Month was ‘Actions not Words’ and I think it’s important all of us take this to heart and know that our actions can have a real impact. First, we need to ask ourselves; how can we set an example that others will follow? How can we build a culture that is truly inclusive and values diversity as our strength? For me, it’s about making this central to what we do; a non-negotiable, essential part of our business. It can be easy to put efforts to improve our culture on the back burner in these times
of great pressure and challenge, but that is precisely when these efforts are most needed. The last few years of COVID-19 and recovery have both highlighted and exacerbated existing health inequalities, and as those responsible for the future of our health and social care workforce I believe we have the power to lead and influence genuine change. We developed Framework 15 (
https://www.hee.nhs.uk/our-work/long-term-strategic-
framework-health-social-care-workforce-planning) as a guide for the future of the NHS workforce. As a Digital (customer) First organisation we must deliver greater, more personalised services for learners, employers, educators, and colleagues – allowing us to meet the needs and expectations of those we serve. The creation of the new NHS England is a great opportunity to embed workforce planning
into the heart of the NHS. We have a unique opportunity to align service, finance and workforce planning, as well as continue to build on our inclusive and dynamic culture together. As inclusive leaders, we need to ensure that opportunities are available to people from
a wide range of backgrounds to begin their careers in healthcare beyond the traditional methods of teaching and training. The medical doctor degree apprenticeships are a great example of this. The apprenticeship aims to attract people from underrepresented groups into the
profession and offers us the opportunity to grow our future medical workforce by attracting and recruiting from a wider pool of people in local communities. It also gives individuals, who for a multitude of reasons may be unable to attend university full time, a new route to train as a doctor.
Discourse about effective leadership in the NHS is ever present, and the evidence tells us that an effective leader is an inclusive one. Our leadership behaviours and qualities will continue to be tested, with greater scrutiny than ever before. We won’t always get things right, and that’s okay. But we can listen and lead by example. We can speak out against any discrimination we see and use our voices as leaders to put inclusion front and centre of our work. For me, this is essential. Now is the time for leaders to speak up, take personal
responsibility and be visible in action. Leading with authenticity and connecting with those we serve will be our greatest and most valuable challenge. Put simply, I firmly believe that if we look after our people, the rest will follow.
February 2023 I
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