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.
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.
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.
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.
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.
NHS Confederation, October 2015
The NHS Confederation has compiled a list of tools and resources to help shape a values-based culture including values-based recruitment.
Click here to access the resource.
National Institute for Health Research, June 2015
The objective of this study is to evaluate evidence and theories of employee engagement within the NHS and the general workforce to inform policy and practice. Four research questions focused on definitions and models of engagement; the evidence of links between engagement and staff morale and performance; approaches and interventions that have the greatest potential to create and embed high levels of engagement within the NHS; and the most useful tools and resources for NHS managers in order to improve engagement.
Click here to download the full text document.