Spring In-Brief 2019 - Flipbook - Page 6
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Additionally, a number of organisations have simplified
processes to enable staff to move easily between
different departments without having to resign or reapply
for new roles. For example, Buckinghamshire Healthcare
NHS Trust provides a confidential career development
conversation, which proves particularly popular with Band
5 and 6 nurses. It allows staff to discuss and identify any
potential opportunities at the Trust and the support that
can be offered to them. The Trust has also enabled socalled ‘itchy feet’ conversations and made it easier and
simpler for staff to move around internally, before
advertising any new roles externally.
Flexible working
Another staff retention strategy adopted by NHS
healthcare providers is allowing their staff to choose
working hours that fit around their lifestyle. By offering
flexibility whilst maintaining high standards of patient
care, organisations demonstrate themselves to be a
supportive, caring workplace.
A good example of flexible working hours arrangements
can also be found at GSTT, who are working in
partnership with a recruitment consultancy in order to
enhance the profile of flexible working at the Trust. The
programme supports managers and staff to develop
arrangements that benefit both the organisation and the
individual. For instance, St Thomas’ maternity service has
adapted rosters to include one short night shift (10pm to
6am) providing greater flexibility for staff with caring
responsibilities. This has helped to maintain low vacancy
rates and high staff retention amongst midwifery staff.
Benefits other than pay
Some organisations understand the importance of the
value added by staff rewards or benefits schemes. For
example, at Sandwell and West Birmingham Hospitals
NHS Trust, a recently launched employee benefits
scheme includes features such as:
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on-site gym, smoking cessation and weight
management referrals;
discounts at over 700 cafes, shops and restaurants;
stress management and counselling services;
on-site garage providing MOT services; and
salary sacrifice for e.g. car benefits, smart phone and
technology schemes.
The scheme allows employees to save up to £1,000 per
annum. Additionally, the Trust offers a suite of familyfriendly policies which include enhanced maternity leave
and pay, as well as career break opportunities.
There are also a number of trusts who tailor their
schemes to address local issues. At GSTT, due to the
rising cost of housing in London, the Trust offers a £1,500
rental deposit loan to nursing staff and allied health
professionals (AHP).
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There are also plans to launch a rent-a-room scheme for
newly qualified nurses where existing staff offer rooms to
junior colleagues. The Trust also focusses on longer-term
accommodation strategies which are to be developed in
co-operation with local housing schemes and developers.
Another interesting example of non-financial rewards can
be found at Wrightington, Wigan and Leigh NHS FT,
where in 2018 each member of staff was gifted a day’s
additional annual leave for use on their birthday. This
scheme has been introduced as a way of saying ‘thank
you’ to all staff for their dedication to maintaining patient
care during the sustained operational pressures the Trust
has been experiencing.
Staff engagement
Staff engagement has emerged as a key element of many
retention and reward strategies. It is well known that
engaging with employees, seeking the reviews and
acting upon the results, increases the likelihood of people
being content in their workplace and thus remaining with
the organisation.
One organisation which understood the importance of
staff engagement is Tameside and Glossop Integrated
Care NHS Foundation Trust, where due to staff
engagement efforts, the nursing turnover fell from 14.85%
in March 2017 to 11.62% in March 2018. In the same
period (as at March 2018), overall turnover fell by 2%.
The Trust focussed on regular staff focus groups to gain
understanding as to why the individuals decide to stay
with the organisation or leave. This was followed by a
‘you said, we did’ campaign, which has communicated to
staff what has changed as a result of their feedback.
Summary
Unfortunately, none of the initiatives described above can
be considered as one-off quick fixes. It is important that
staff retention is recognised as a key strategic priority
(and a key risk) for all organisations, even those who do
not currently experience workforce shortages.
However, before any action is taken, it is crucial (although
not always possible) to gain a thorough understanding as
to why an employee decides to leave their job or
profession altogether through exit interviews etc. The
organisation should then use the primary data to inform
and shape the interventions required in a particular
service or staff group in order to change the curve on
unnecessary staff turnover.
Joanna Protopapas is a Consultant at
Niche specialising in Governance.
Joanna.Protopapas@nicheconsult.co.uk