Attracting, supporting and retaining a diverse NHS workforce

Attracting, supporting and retaining a diverse NHS workforce
Nuffield Trust 8 November 2021 

• This report examines the representation of under-served groups and provides a set of recommendations for change as the NHS strives to become an exemplar of equality, diversity and inclusion.

NHS Health and Wellbeing Framework

NHS health and wellbeing framework
NHS England 4 November 2021

• This framework is a high-level culture change toolkit aimed at health and wellbeing staff, human resources (HR) and organisational development (OD) staff, HR and OD directors, wellbeing guardians, managers and leaders, and anyone with an interest in health and wellbeing. It is made up of four documents: strategic overview; elements of health and wellbeing; diagnostic tool; and implementation guide.

Welfare facilities for healthcare staff

Welfare facilities for healthcare staff
NHS Employers 13 September 2021

• Guidance to support NHS organisations to improve their provision of staff welfare facilities. This guidance includes the case for improving and providing welfare facilities and the legal requirements for organisations to have suitable and sufficient facilities for staff. The work is supported by case studies outlining how organisations have made improvements.

Clinical and care professional leadership in integrated care systems

Clinical and care professional leadership in integrated care systems
NHS Confederation 3 September 2021

• A thematic report from engagement events in March 2021 and mini literature review to inform guidance to support embedding system-wide clinical and professional leadership in all integrated care systems.

Healthy Workplace Toolkit - RCN

Healthy Workplace Toolkit
RCN 21 June 2021

• This toolkit provides organisations with a systematic framework to use to improve working environments. It provides organisations with a means of carrying out a health check at both an organisation and/or departmental/team level. The domains and indicators within the toolkit have been developed with reference to legal requirements and quantitative and qualitative evidence on what is important and constitutes good working practices.

Workforce burnout and resilience in the NHS and social care

Workforce burnout and resilience in the NHS and social care
House of Commons Health and Social Care Committee 8 June 2021

• The Health and Social Care committee have concluded that workforce burnout across the NHS and social care has reached an emergency level and poses a risk to the future functioning of both services, suggesting that a total overhaul of workforce planning is required. The report further cites the absence of any ‘accurate, public projection’ of workforce requirements in specialisms over the next five to ten years.

"Enjoying work takes work"

“Enjoying Work Takes Work” [blog]
IHI 12 May 2021

• An overview of the quality improvement work at East London NHS FT including their use of the IHI Framework for Improving Joy in Work to support their Enjoying Work programme.

Clinically-Led workforcE and Activity Redesign (CLEAR)

Clinically-Led workforcE and Activity Redesign (CLEAR)

• The national CLEAR programme for anticipatory care helps health and care systems understand rising demands, and helps plan how redesign of services and the workforce can improve care. The programme gives service providers access to expert research and analytics for workforce and service redesign projects and trains frontline clinicians in data analysis and service modelling to 
  deliver change.
• The programme is run by the national CLEAR Faculty, which is hosted by East Lancashire Hospitals NHS Foundation Trust and sponsored by NHS Health Education England.
• See the CLEAR website: https://clear-uk.org.uk/home

Using patient experience to run a hospital

Using patient experience to run a hospital
BMJ 2021; 372 :n755 doi:10.1136/bmj.n755

• An interview with Annie Laverty who holds board responsibility for improving staff and patient experience at Northumbria Healthcare NHS Foundation Trust.

Putting people first: supporting NHS staff in the aftermath of COVID-19

Putting people first: supporting NHS staff in the aftermath of COVID-19
NHS Confederation 24 March 2021

• This report, part of the NHS Reset campaign, considers the five key factors needed for the NHS to provide the most effective environment to retain – and sustain – staff over the weeks and months ahead.

Rest, recover, restore: Getting UK health services back on track,

Rest, recover, restore: Getting UK health services back on track,
BMA 19 March 2021

• The BMA argues that the pandemic has left the health service running on empty, with staff burnt out, disillusioned, and even considering leaving the NHS as a result of the intense pressures and stress of the past year.

How might leadership roles evolve in integrated health and care systems?

How might leadership roles evolve in integrated health and care systems?
SCIE March 2021

• This report for the NHS leadership Academy explores some of the implications of the Long Term Plan and its supporting plans on leadership within local health and care systems, the roles that may emerge over time, and what knowledge, skills and support leaders need in the future. The report provides an overview of research carried out to better understand how leadership roles are changing in the health and social care leaders sector, especially in collaborative and integrated health and care systems.

The changing face of medical professionalism and the impact of COVID-19

The changing face of medical professionalism and the impact of COVID-19
The Lancet 23 February 2021 https://doi.org/10.1016/S0140-6736(21)00436-0

• In an article in The Lancet, Professor Andrew Goddard, president of the Royal College of Physicians, discusses the tensions that COVID-19 has placed on medical professionalism and physician wellbeing. He argues that there is an urgent need for a system-level approach to address the issues that COVID-19 has created to better protect and safeguard the medical workforce for the future. The wellbeing initiatives that have been introduced for clinicians need to be combined with organisational interventions including flexible working arrangements, enhanced teamwork, reductions in administrative burdens, and optimal use of technology.

Monitoring approaches for health-care workers during the COVID-19 pandemic

Monitoring approaches for health-care workers during the COVID-19 pandemic
The Lancet Infectious Diseases July 23, 2020DOI:https://doi.org/10.1016/S1473-3099(20)30458-8

• Health-care workers are crucial to any health-care system. During the ongoing COVID-19 pandemic, health-care workers are at a substantially increased risk of becoming infected with severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) and could come to considerable harm as a result. Depending on the phase of the pandemic, patients with COVID-19 might not be the main source of SARS-CoV-2 infection and health-care workers could be exposed to atypical patients, infected family members, contacts, and colleagues, or live in communities of active transmission. 
• Clear strategies to support and appropriately manage exposed and infected health-care workers are essential to ensure effective staff management and to engender trust in the workplace. These management strategies should focus on risk stratification, suitable clinical monitoring, low-threshold access to diagnostics, and decision making about removal from and return to work. Policy makers need to support health-care facilities in interpreting guidance during a pandemic that will probably be characterised by fluctuating local incidence of SARS-CoV-2 to mitigate the impact of this pandemic on their workforce.

Future Doctor

Future Doctor
HEE 21 July 2020

• The Future Doctor report sets out a vision for future clinical teams and how education and training can evolve so that our future doctors are equipped with the right skills to deliver care in an ever-changing health care landscape. This vision for the future doctor outlines how we can reform medical education so doctors better understand population needs, develop generalist skills and work effectively in a multi-professional teams.
• Press Release https://www.hee.nhs.uk/news-blogs-events/news/doctor-future-generalist

Coronavirus: Which key workers are most at risk?

Coronavirus: Which key workers are most at risk?
House of Commons Library Research Briefing 2 June 2020

• This Insight outlines which workers have experienced the biggest health risk, and breaks these groups down by ethnicity, gender, country of birth, disability status, household type, and rates of pay.

COVID-19 and the Labor Market

COVID-19 and the Labor Market
IZA Institute of Labor Economics

• Analysis of COVID-19 on the labour market, not specifically health. Includes discussion papers.

COVID-19 chart series - Health Foundation

COVID-19 chart series
Health Foundation 28 April 2020 on
Charts describing five dimensions of COVID-19 impact as they unfold -

• Direct impact of COVID-19 in terms of death and serious illness, including inequalities in who is most affected.
• Impact on acute care - indirect impact on people with acute conditions not related to COVID-19. Tracking some of the big shifts in care and their impact, including postponed treatments, redeployed staff and drops in A&E usage
• Non-acute care including general practice -affect on people with chronic conditions, or people needing less urgent care
• The lockdown and social distancing - medium and long-term impact on health and health inequalities
• NHS and social care capacity and resilience - medium and long-term impact on health and health inequalities

Coronavirus and how people spent their time under lockdown

Coronavirus and how people spent their time under lockdown: 28 March to 26 April 2020
ONS 27 May 2020

• Experimental results of the pilot Office for National Statistics (ONS) online time-use study (collected 28 March to 26 April 2020 across Great Britain) compared with the 2014 to 2015 UK time-use study.
• Key points around different household incomes, travelling times, unpaid work, childcare time.

Occurrence, prevention, and management of the psychological effects of emerging virus outbreaks on healthcare workers

Occurrence, prevention, and management of the psychological effects of emerging virus outbreaks on healthcare workers: rapid review and meta-analysis
BMJ 2020; 369:m1642 doi: https://doi.org/10.1136/bmj.m1642 (Published 05 May 2020)

• A systematic review identified 59 papers examining the psychological effects of past emerging virus outbreaks. Risk factors for psychological distress included being younger, being more junior, being the parents of dependent children, or having an infected family member. Longer quarantine, lack of practical support, and stigma also contributed. Clear communication, access to adequate personal protection, adequate rest, and both practical and psychological support were associated with reduced morbidity.

Abstract