Workforce issues
l Regional differences in engagement. l How an ageing workforce will impact the future of flexible work.
The report is based on insights from over 10,000 flexible health and social care professionals from the first quarter of 2021 to the first quarter of 2024. It provides never-before-seen insights and underscores the urgent need to implement effective retention strategies to ensure the sustainability of the health and social care system. The flexible workforce remains indispensable
to the UK’s health and social care system. Flexible workers work shoulder-to-shoulder with full-time staff adjusting to changes in demand and filling in for staff absences to uphold patient safety. Worryingly, our report shows that 24% of flexible health and social care professionals feel overstretched with 18% of these flexible workers considering or planning to leave the sector within the next two years.5 These statistics highlight the need to better support these hardworking health and social care professionals, and to do all we can to keep them working in the sector.
Challenges faced and solutions needed The COVID-19 pandemic prompted a re- evaluation of traditional working practices, leading to the increased implementation of flexible working arrangements. This included hybrid working models becoming commonplace. Increasingly younger people expect flexible ways of working and can be reluctant to adhere to old-fashioned ways of working. Currently, only 6% of the NHS workforce is under the age of 25.6
This could reflect a
potential disconnect with what a younger generation, such as Generation Z, those born between 1997 and 2012,7
seek in a job. Research
indicates that Generation Z value flexibility, work-life balance and opportunities for remote work.8
A lack of these elements may deter young
workers from entering and remaining in the sector. It is clear this is not a one-size-fits-all scenario, and everyone has their own recipe for the perfect working environment. But our new report shows that 43% of professionals choose temporary work for its flexibility. Other factors include pay (14%) and professional development opportunities (9%). This insight is crucial to enable the public and private sector to work collaboratively to create an attractive working environment for health and social care workers. Strategic workforce partners like Acacium
Group collaborate with the NHS to bolster support planning and recruitment. By providing these opportunities, the NHS aims to not only attract but retain young talent by aligning job expectations with the values and preferences of the future workforce. The appeal of flexible work remains strong
– and not just for younger workers. It is important we also mould working models to meet the needs of our maturing workforce and enable workers to contribute their skills and expertise without the demands of a full time position. Mature workers also provide valuable mentorship to junior workers. Almost 5,000 shifts were completed by Acacium Group workers over the retirement age in 2023, with more than 9,000 shifts completed by workers retiring within the next five years.9
Without
flexible models of work, these shifts may have not been filled with staff leaving the sector due to their full-time position not working for them anymore. Flexible working arrangements, such as job sharing and part time options, enable workers to balance their professional and personal needs. Our report suggests mirroring the flexibility
associated with temporary work, which requires expanding policies beyond merely adjusting working hours. For example, incorporating diverse forms of flexibility, such as working across multiple sites or participating in rotational programmes, can offer a more dynamic and fulfilling career path. By acknowledging the evolving needs of our workforce and strategically creating flexible working opportunities, we can co-create a system that accommodates greater flexibility, leading to a reduced workforce supply-gap and a happy and effective workforce.
Conclusion: a call to action Supporting the health and social care workforce for a better future necessitates a holistic approach that considers the diverse needs of each individual throughout their whole professional lives. This encompasses creating supportive cultures that prioritise a work- life balance, fostering environments where continuous learning and skill development are encouraged. It’s crucial to recognise that a one- size-fits-all approach is inadequate; different groups such as young parents versus those nearing retirement require tailored support. By addressing these factors comprehensively, healthcare organisations can attract and retain talent more effectively. This would ensure a resilient and adaptable workforce capable of meeting complex demands of modern healthcare delivery. Flexible working is integral to our healthcare
system and the longevity of our workforce. We can create a sustainable and attractive workplace for health and social care staff that benefits both workers and patients. Acacium Group’s insights provide a roadmap to achieving this goal: l Insight into current barriers: Realising the full potential of the flexible workforce and leveraging data to address challenges will
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www.clinicalservicesjournal.com I September 2024
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