Emergency medicine: what keeps me, what might lose me?

EDs are currently under intense pressure due to increased patient demand. There are major issues with retention of senior personnel, making the specialty a less attractive choice for junior doctors | Emergency Medicine Journal

doctor-14618786564a0.jpg

This study aims to explore what attracted EM consultants to their career and keeps them there. It is hoped this can inform recruitment strategies to increase the popularity of EM to medical students and junior doctors, many of whom have very limited EM exposure.

Methods: Semistructured interviews were conducted with 10 consultants from Welsh EDs using a narrative approach.

Results: Three main themes emerged that influenced the career choice of the consultants interviewed: (1) early exposure to positive EM role models; (2) non-hierarchical team structure; (3) suitability of EM for flexible working. The main reason for consultants leaving was the pressure of work impacting on patient care.

Conclusion: The study findings suggest that EM consultants in post are positive about their careers despite the high volume of consultant attrition. This study reinforces the need for dedicated undergraduate EM placements to stimulate interest and encourage medical student EM aspirations. Consultants identified that improving the physical working environment, including organisation, would increase their effectiveness and the attractiveness of EM as a long-term career.

Full reference: James, F. & Gerrard, F. (2017) Emergency medicine: what keeps me, what might lose me? A narrative study of consultant views in Wales. Emergency Medicine Journal. 34:436-440

Jeremy Hunt outlines new government’s NHS priorities at Confed17

After being introduced by Niall Dickson as ‘something of a survivor,’ Jeremy Hunt took to the stage on day two of Confed17 to give his thanks and praise to the NHS, its staff and its leaders, and to set out some of the new government’s priorities for the NHS | NHS Confederation

Thanking NHS leaders for ‘stepping up to the plate’ in what he described as one of the most difficult jobs in the world, Mr Hunt went on to thank NHS staff and stated that the support and welfare of staff is a central government priority. Other immediate priorities he highlighted are:

  • The status of EU nationals in health and care system.
  • Staff retention levels
  • Mental health support
  • Workforce shortages and gaps

Looking ahead for the next 12 months, the government’s priorities include:

  • Continuing progress to turn around performance
  • Achieving financial balance
  • Continued focus on transforming mental health
  • Continued focus on safety improvements

Read the full overview here

New workforce supply resource from NHS Employers

NHS Employers has developed a range of new workforce supply web pages to support healthcare employers.

The resource has been set up to help organisations consider the political and social context they are employing staff in, and to develop a workforce strategy that is wide ranging, yet achievable. It addresses the challenges employers face in terms of planning for educating, recruiting, developing and retaining their staff.

Visit the Workforce Supply resource here

 

Leeds Teaching Hospitals reducing agency spend case study

This case study shares the experience of Leeds Teaching Hospital NHS Trust on how they reduced levels of medical agency spending | NHS Employers

bill-282738_960_720.png

The Leeds Teaching Hospitals NHS Trust has reduced its medical agency spend by introducing a central deployment service and making effective use of e-rostering to deliver a consistent and professional approach to the deployment of junior doctors.

This case study details the work the trust has carried out, from the medical workforce team working with medical managers, consultants and junior doctors to standardisation of processes. Read up on the steps they took towards improvement and the successes that have been achieved.

Download the full case study here

Workforce Planning and Development Tool

Look to the future to fix the workforce today: New resource launched to help you implement a new workforce development plan | Skills for Care

skills for care logo

 

Developed in partnership with Oxfordshire County Council, Skills for Care is helping employers get to grips with the complexities of workforce planning with the launch of a new online tool.

This tool is designed to help your organisation plan for and implement a new workforce development plan. Complete any of the 9 sections of the tool, and you will receive a free and personalised report based on your answers, and sent direct to your inbox.

In addition to advice and guidance based on your responses, each report contains links to further resources and guidance on the skills for care website.

The tool is available online here

Toolkit to ensure good information is available for people looking to join the healthcare sector

This chapter is all about supporting managers, mentors, JCP advisors, training providers and colleges to provide training and guidance to individuals who are interested in a career within the health sector, or who want to progress their current career in the health sector | Ambition London Toolkit

The chapter is broken down into smaller sections:

  • Section 1 – Confidence Building
  • Section 2 – Job and Programme Search Skills
  • Section 3 – Applying for a Job in the Health Sector
  • Section 4 – Continuing Professional Development
  • Section 5 – Planning for Success
  • Section 6 – Developing Mentor Skills
  • Section 7 – Advanced Learning Loans
  • Section 8 – Career Maps

The full toolkit is available here

Changes affecting the NHS

NHS Confederation has published What comes into force in April 2017?

This briefing summarises new measures, requirements and legislative changes coming into force this month that will affect NHS organisations, staff, patients and service users across England. It covers arm’s length bodies, charges, e-prescribing, finance, general practice, innovation, integration, personal health budgets, quality, reconfiguration and workforce.