Supporting line managers to foster engagement

NHS Employers | July 2018 | Supporting line managers to foster engagement

IES has produced a short briefing on behalf of NHS Employers. The 
briefing explores work that can be done to support and develop line managers to improve staff engagement across NHS organisations. 

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The briefing 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 (Source: NHS Employers).

The briefing is available from NHS Employers 

 

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Facing the Facts, Shaping the Future

Health Education England has worked with NHS England, NHS Improvement, Public Health England and the Department of Health to develop the NHS Workforce Report “Facing the Facts, Shaping the Future” – a draft health and care workforce strategy for England to 2027.

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Image Source: http://www.hee.nhs.uk

 

The report describes the nature and scale of these challenges and sets out proposals for the management of workforce issues at both local and national level.
The document is open for consultation until 23 March 2018.

To  read the report and have your say visit 

The effect of good people management

This report illustrates the effect of good people management with an analysis of the NHS | What Works Centre for Wellbeing

This 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.

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

Sharing good practice in research management

The Royal College of Physicians has published Research for all: sharing good practice in research management. 

This document outlines the conditions needed to support research directors, managers, clinical and non-clinical staff and, ultimately, patients. It includes examples of good practice from NHS organisations around the country which aim to help build the knowledge base for all involved or wanting to be involved in research.

NHSI to create league table for management consultants

NHS Improvement is to produce a league table on the most effective management consultants | HSJ

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At a session at the NHS Confederation conference in Liverpool yesterday, the head of the regulator’s financial improvement programme, said the ratings would go down to team and individual level.

Matthew Fox said performance would be hard to measure and would be done with the necessary respect for the individuals involved, but would get “into the world of Uber and individual scoring”.

The programme, now in its second year, sends teams of management consultants into trusts to turnaround financial performance. The ratings would apply only to consultancies involved in the programme.

Mr Fox said the programme was the “amber” to financial special measures’ “red” and NHSI asked firms to demonstrate a return on investment of 4:1.

He added that trust management teams were generally aware of where the savings opportunities were, they just did not have the time to pursue them, and this was where the external agencies came in.

Read the full news story here

The role of the Medical Director in the NHS

This paper explores the role of the Medical Director in acute trusts in the NHS, and is part of an insight series produced by GGI on the key board roles within the NHS.

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With the increasing significance that has been attributed to clinical leadership over recent years, the role of the Medical Director is widely seen as more important than ever. Despite this, there appears to be a lack of clarity about the role, and also significant barriers to its uptake, most pertinently the issue of career progression and succession planning.

This paper explores:

  • background to the role: definition, importance, perception and the route to becoming a medical director
  • responsibilities of the Medical Director
  • what makes an effective medical director?
  • accountabilities and reporting lines and the wider team
  • training for the role and career progression
  • barriers and challenges

The paper is available to download via The Good Governance Institute

Managing from within the team

Most managers are members of the team they manage. This creates tension between the need to complete your own work and the need to manage the rest of the team | PCC

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This course helps managers to balance these two roles, manage their team’s workload and delegate effectively. It takes you through how to successfully communicate at different levels within your organisation as well as how to avoid or manage conflict within your team.

Managing from Within the Team enables you to:

  • Get the balance right between doing and managing
  • Manage time well and delegate effectively
  • Be conscious of responsibility as role model to the team and what it involves
  • See how behaviour can shape the behaviour of others
  • Know when and how to offer help to team members
  • Provide help to team members without taking over

Read the full overview here