Supporting line managers to foster engagement

NHS Employers, July 2018

This briefing explores work that can be done to support and develop line managers to improve staff engagement across NHS organisations. It is based on the issues raised by line managers within the NHS and looks at challenges for staff engagement. It outlines suggestions on how organisations can support line managers to manage in way that supports engagement, and is full of useful advice, hints and tips.

Click here to view the report.

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Developing People Improving Care Together: one year on

NHS England, January 2018

One year on from the launch of the Developing People- Improving Care, this report highlights how leaders across health and social care have implemented the framework.  This involves ensuring systems of compassion, inclusion and improvement, are at the core of the health and care system. The report also sets out plans for the year ahead and some of the steps you can take to learn more about the framework.

Click here to view the report.

Leading Large Scale Change: a practical guide: A guide to leading large scale change through complex health and social care environments

NHS England, January 2018

Leading Large Scale Change: a practical guide has been produced by the NHS England Sustainable Improvement Team and the Horizons Team, NHS England, to help all those involved in seeking to achieve transformational change in complex health and care environments. This guide has been fully revised from the original 2011 publication to reflect latest policy and practice. This guide has a number of different resources which can be used according to local needs and circumstances and has been designed to be interactive, offering many links to useful, external sources.

Click here to view the guide.

Good work, wellbeing and changes in performance outcomes: illustrating the effects of good people management practices with an analysis of the National Health Service

What Works Wellbeing, December 2017

This report illustrates the effect of good people management with an analysis of the National Health Service.  The report found Trusts that made the most extensive use of good people management practices were over three times more likely to have the lowest levels of staff sickness absence and at least four times more likely to have the most satisfied patients. They were also more than twice as likely to have staff with the highest levels of job satisfaction compared to NHS Trusts that made least use of these practices, and over three times more likely to have staff with the highest levels of engagement. No link was found between people management practices and patient mortality.

Click here to view the full report.

Leading across cultures: developing leaders for global organisations

Routledge, April 2017

This white paper explores how cultural influences impact values and beliefs, and consequently behaviours, working practices and leadership styles. It argues that different cultures value different leadership approaches and highlights ways in which this should be considered in line with a diverse workforce.

This paper requires free registration for full access to the text.

Click here to access the white paper.

Swimming together or sinking alone: health, care and the art of systems leadership

Institute of Healthcare Management, January 2017

This report is based on interviews with senior leaders in health and local government on what is really happening as managers grapple with the Sustainability and Transformation Plan (STP) process.  The report will help leaders understand the values, culture and skills they need to survive and thrive as the NHS tries to change from organisations working in silos to local health and care networks focussed on the needs of patients.

Heather Tierney-Moore, Chief Executive of Lancashire Care NHS Foundation Trust, is a contributor to the report.

Click here to read the full report.

Developing people – improving care: a framework for action on improvement and leadership development in NHS-funded services

National Improvement Leadership and Development Board, December 2016

This framework, co-developed by 13 bodies across health and care, is designed to help team leaders at every level of the NHS to develop improvement and leadership capabilities among their employees and themselves. The framework focuses on helping NHS and social care staff to develop four critical capabilities: systems leadership; quality improvement methods; inclusive and compassionate leadership; and talent management.

Click here to view the framework.