The latest NHS staff survey data reinforces this understanding. For years we have recorded high levels of stress that damage staff health, causing a range of issues including cardiovascular disease, diabetes, addictions, cancers, sleep disorders and depression. Fifty per cent more NHS staff now report debilitating levels of work stress compared to the general working population, and year after year, around 40 per cent report being unwell as a result of work stress during the previous year. This affects the delivery of care – undermining safety and quality of care and, in the acute sector, associated with higher levels of patient mortality – and contributes to higher levels of bullying, harassment and discrimination.
After 15 years of surveying NHS staff in England, we still see very high levels of bullying and discrimination and little evidence of improvements in staff experience over recent years. Staff engagement appears to be holding up (rather than increasing dramatically) because of the intrinsic motivation and commitment of staff. But the latest survey results show only minor changes in a context where staff experience unacceptable work conditions day in day out. I talk to staff who tell me they often can't find time to use the toilet on a shift; or get a drink of water; or doctors who say they have nowhere to sleep or rest on night shifts. The experience of many staff is a toxic cocktail of unmanageable demand and little control.
We have to significantly improve the workplace environments for NHS staff in all trusts. But how?
Humans have three core needs and it is particularly important these are met in the workplace. They are the needs for belonging, competence and autonomy. When these needs are met in the workplace, people are more intrinsically motivated and have better health and wellbeing.
The need for competence reflects our need to be able to have a positive effect on the work environments we find ourselves in, as well as to get valued outcomes (to deliver high-quality care, for example). The need for belonging refers to the desire or need to feel and be connected to others – to care and to be cared for. Autonomy refers to having free will, choice and control in order to be consistent with our sense of our self (as a health care professional, for example). It is not about being independent of others. Psychological health requires satisfaction of all three needs; one or two are not enough.
The challenge is translating these elements into appropriate interventions in the many different contexts in which NHS staff operate. For belonging, it is about constantly nurturing cultures and climates that reinforce the sense of relatedness: having a clear, enacted and shared vision focused on the delivery of high-quality and compassionate care; aligning all efforts around that vision; creating commitment among staff by leading and managing them in a way that ensures trust, motivation and positivity and building effective team and inter-team working throughout the system. It is especially about ensuring inclusive and compassionate leadership at every level.
The need for competence is met first and foremost when workloads do not exceed the ability of staff to deliver high-quality, safe and compassionate care. It is also ensuring that staff have enabling and supportive supervisory support, focused on removing the obstacles in the workplace, rather than creating directive, controlling the culture of 'holding to account'. And it is ensuring we continue to help people grow, develop and learn so that their skills and competence are constantly improving throughout their careers.
The need that is least met in the NHS is the need for autonomy or control (it is a quintessentially command and control culture). The challenge then is to ensure everyone feels they have voice and influence (including community groups, patients and carers) in the genuine co-design of services and management of the organisation. This means moving away from excessive hierarchy and encouraging collective leadership. And it requires ensuring that staff feel their organisations are just and fair places to work where procedures are transparent and fair (with regards to promotion, rewards and challenging assignments, for example) especially in relation to discrimination on the grounds of race, gender, disability, sexuality and so on. Simple hygiene factors also make a huge difference to the experience of control – having somewhere to get a drink or some food on a night shift, a locker to put clothes in (that locks) and being able to travel to work relatively easily (and park if required).
In short, the workforce implementation plan is more likely to succeed by focusing on the underlying and basic needs of staff and aspiring to make the NHS the very best place to work.
The absolute fundamentals essential to our workforce are set out here. Success relies on leaders really making this happen, this requires leaders to want to know how it is for staff at frontline and support teams to make the changes needed. This takes time and energy and real compassion for others. Hopefully this article will be the start of a focus on the basics that often get overlooked.
I have just completed 40 years unbroken service in the NHS ,while I appreciate it is funded by the public purse and therefore it would be inappropriate to receive any monetary reward a word of recognition might not go amiss ! If you want to recruit and retain staff in the NHS start improving their working conditions .Protected meal breaks ,free parking gratitude ,but above all adequate safe staffing , is it any wonder that people go off with stress when they put under constant pressure ?
My little suggestion is to start small and let things spread quickly - by encouraging all NHS staff (and KF staff too!) to use some of the 'Liberating Structures' tools, that can help us all to run meeting in a more engaging, more creative way. These meetings are more enjoyable, safer, less hierarchical - and more effective too. They get really good results.
Little wonder I've seen new user groups pop up involving NHS stuff in Belfast and in Glasgow, in the last few months.
I blogged about why NHS improvers like using Liberating Structures here, following a taster workshop: https://q.health.org.uk/blog-post/how-to-power-your-improvement-work-wi…
We get so caught up in the big strategies, top-down mandates et al , yet look at how a bottom-up movement - Learning from Excellence - can spread to 200 different NHS organisations in a short time. By recognising and learning from positive behaviours in healthcare, rather than focusing on the negative, the failings etc. And letting everyone do it in their own way too...
This is a very powerful piece, made more so because too much discussion of the NHS is insufficiently critical.
My suggestion, stemming from my previous service in the military, is not only to encourage 'inclusive leadership' but to change from the current 'command and control' culture - what the Germans call 'befehl' or 'orders-giving' - to a 'mission-command' ('aufstrag') approach. Leaders set: policies and goals; identify resources; establish the minimum of constraints, co-ordination measures, or boundaries, and then allow subordinates to get on with it. This requires: effective information, that is widely shared; goals that are understood from the 'board to the ward'; initiative encouraged; and lastly, most important of all, mutual trust. Not all subordinates are as effective or capable as others and so a leader has to judge how much latitude to give but, by establishing a 'mission command' culture (through education and best practice), eventually the 'command culture' will change for the better. Some will not cope, along the way, but we can surely afford to lose the 'process, protocol and procedures', princes and princesses in order to serve our patients and the public purse better.
Politicians need to stand up and recognise the toxic nature of workplace bullying and the impact of Nmc proceedings on retention. Many of our group have retained their PIN throughout investigation but decided to leave the profession none the less because of how they have been treated. Years of experience lost
An excellent article. It is refreshing to read about "basic human needs" and how the NHS (and all organizations) need to attend to these as a means to create functional, vibrant, competent and effective services. Another thought that continues to crop up for me is the importance of fostering accountability rather than blame. Blame, scapegoating, and non-pre-empted discipline undermines accountability, progress, learning, and innovation. What we see is an increase in secrecy and disengagement. These are dangerous to health and social care. Blame does not make anyone or anything better. Accountability is not about removing the "bad apple" its about people feeling able and safe to own up to making mistakes. We are all human and WILL make mistakes. We all need to be able to grow from mistakes and failure. Thank you for your thoughtful piece.
I qualified in 1984 and have worked in many locations. I loved my job but now every day on the calendar is one step closer to retirement. That is sad! I'm not sure that the NHS has ever 100% cared for it's carers/ staff but I definitely think more is expected now and with fewer resources. Fourteen years ago I had an assistant and three days to do my job. Now I have no assistant and one and a half days to do the same job; with a couple of added specialities thrown in. We are stretched to breaking point and expected to take on other developments, learning as we go. So long as the waiting lists are ok and everything is recorded and data collected ( and no one is complaining), what you are doing is irrelevant, as no one has time to mentor or monitor. To have a successful organisation, autonomy, belonging and competence are vital. At each level, people need to know and believe that what they are doing is making a difference and is recognised and valued. We waited two years for our grubby toilets to be painted whilst across the corridor, offices were refit twice in one year for new management teams! There is too much knee jerk reaction from the top down. e.g. Blanket sickness policies rather than tackling those few who really are playing the system. Trust the line managers to do their job. Give line managers time to do their job. Really listen to those at the coal face rather than send out meaningless lip service surveys that go nowhere. We are here because we want to help our patients. Let us do that by allowing us to make the decisions to make our system more efficient. Autonomy. Recognise the value of your staff and remind them of their worth and how important each cog is in the wheel. Belonging. If staff feel that they are doing meaningless tasks or providing a mediocre service, they will either leave, become demotivated or stressed. There are some amazing people working in the health service. The NHS is amazing. Let's work to protect it by looking after those who provide it.
Too many band 7s and 8s giving orders and working us to the bone. Treat us like colleagues and not numbers. The NHS is run by band 5's and 6's , catering staff,cleaners etc. Get the managers out if their offices and come and do a shift with us rather than devising unreasonable guidelines for us to constantly follow.