Should I stay or should I go? - NHS staff retention in a post COVID19 world, challenges and prospects
Lead Research Organisation:
University of Bath
Department Name: Psychology
Abstract
Across the UK the Covid-19 pandemic has imposed unprecedented demands on NHS staff and resources. Issues of capacity - in trained staff, hospital beds, and other vital equipment (PPE and ventilators) - have been critical in determining government policy in managing the crisis. Staff shortages and finding ways to increase rates of staff retention is a long-established challenge for the NHS but, comes into even sharper focus in the context of managing Covid-19 cases, as well as the backlog of care / treatment delayed by the pandemic.
Little is known of the impact of the expeeence of the acute demand for services during spring 2020, and the unknowable profile of demand over coming months on NHS staff resilience, in particular their capacity and willingness to continue to meet the unprecedented demand for care, and associated impacts on their health and wellbeing.
This research sets out to answer the questions:
(i) How will the Covid-19 pandemic impact on staffing resources in the short and longer term?
(ii) How long will NHS staff be able/prepared to meet the amplified job demands directly associated with the epidemic and the backlog of demand for non-COVID treatment?
(iii) What impact will the legacy of the COVID-19 crisis have on the resolve of NHS employees to remain in the NHS employment?
(iv) What might need to change to sustain current NHS employees remaining; motivate those who returned in response to the request from the UK Government and attract recent leavers to return to NHS employment?
These questions will be answered using date from an array of complementary sources: a bespoke UK-wide NHS employee survey; case studies of four NHS Trusts and interrogation of established (secondary) data sources (the UK Labour Force and NHS staff surveys).
The return of substantial numbers of ex-NHS staff (~27,000), following the Government appeal, is of notable interest, as it directs attention to an untapped resource normally lost to the NHS.
Little is known of the impact of the expeeence of the acute demand for services during spring 2020, and the unknowable profile of demand over coming months on NHS staff resilience, in particular their capacity and willingness to continue to meet the unprecedented demand for care, and associated impacts on their health and wellbeing.
This research sets out to answer the questions:
(i) How will the Covid-19 pandemic impact on staffing resources in the short and longer term?
(ii) How long will NHS staff be able/prepared to meet the amplified job demands directly associated with the epidemic and the backlog of demand for non-COVID treatment?
(iii) What impact will the legacy of the COVID-19 crisis have on the resolve of NHS employees to remain in the NHS employment?
(iv) What might need to change to sustain current NHS employees remaining; motivate those who returned in response to the request from the UK Government and attract recent leavers to return to NHS employment?
These questions will be answered using date from an array of complementary sources: a bespoke UK-wide NHS employee survey; case studies of four NHS Trusts and interrogation of established (secondary) data sources (the UK Labour Force and NHS staff surveys).
The return of substantial numbers of ex-NHS staff (~27,000), following the Government appeal, is of notable interest, as it directs attention to an untapped resource normally lost to the NHS.
Organisations
People |
ORCID iD |
| Andrew Weyman (Principal Investigator) | |
| Peter Nolan (Co-Investigator) |
Publications
Coster J
(2022)
PP38 Impact of working through COVID-19 on ambulance staff resilience and intention to leave the NHS: a mixed methods study
in Emergency Medicine Journal
| Description | The following represent the key findings from a survey and interviews with NHS employees. The survey conducted in three waves between winter 2020 and spring 2022 was designed to map variables impacting on staff retention. Specifically, it aimed to provide NHS human resources policy relevant insights into drivers of staff exit from NHS employment, in order to identify what elements of the prevailing work environment might need to be addressed / changed to stabilise / enhance rates of staff retention. Key findings A number of headline influences historically associated with pull effects on NHS staff retention, notably job security and intrinsic elements of job satisfaction from caring for patients, show a weakening linear trend since 2020. • Approximately one in two respondents see themselves as remaining in NHS employment for the next five years. However, approximately one in three aspire to exit, principally to alternative employment or retirement by 2027. • More than two thirds of NHS staff rated staffing levels as having worsened; half of the respondents reported a worsening of morale as well as increased stress and workload over the six months prior to April 2022. • More than a third of NHS staff reported 'tiredness' and 'low energy'; approximately one in four reported 'physical exhaustion', 'mental exhaustion' and 'feeling overwhelmed' most days or every day; of these about half attributed this completely to their job. • NHS Employee concern over staff shortages and '(in)sufficient time to do my job properly' shows a rising (negative) trend across the three Waves. • 'Abnormally high staff shortages', 'Not enough time to do my job properly' and 'Impact of removing COVID-19 restrictions' were the highest ranked sources of worry amongst NHS staff in April 2022. • There is strong evidence of high rates of under-reporting of major NHS staff worries and concerns to line managers, notably with respect to impacts on mental health. • The proportion of NHS staff applying for non-NHS jobs shows a rising trend, from one in ten (winter 2020 - 2021) to approximately one in seven (April 2022). The rate for some segments, e.g. ambulance services, is markedly higher, at one in four. • The most frequently reported reasons why staff leave NHS employment are, in order of importance, stress, shortage of staff/resources and pay. Pay has become more salient since 2020. It was ranked 8th of the 15 variables explored at Wave one of the survey, rising to joint 4th at Wave two and 3rd at Wave three . • The proportion of NHS staff who would recommend working for the NHS to others shows a negative linear trend, with a drop of 10 percentage points, from three out of five to one in two between 2020 and 2022. Among nurses, only two out of five would recommend NHS employment to others. • NHS staff Ratings of confidence in improvements to working conditions 'over the next 12 months' (beyond spring 2022) ranged from very low to modest across all of the criteria explored. The research findings have been shared with NHS stakeholders - including on-ging regular interaction NHS England policy makers within its national Staff Retention Programme. |
| Exploitation Route | The research findings have been shared with NHS stakeholders - including on-ging regular interaction NHS England policy makers within its national Staff Retention Programme. The research team has worked closely with NHS England Staff retention programme lead since 2021. There have, to date been 17 presentations/ participations in round table meetings by the research team to senior NHS / DHSE policy makers. The research findings provide insight into variables impacting on NHS staff retention, their relative importance, how this profile varies across different segments of the workforce (e.g. by profession, age, gender, ethnicity) as well as trend data that that provides the capacity to monitor change over time. The findings have been used to inform NHS England strategy, including but not limited to NHS England's flagship 'People promise exemplar programme', over setting priorities for intervention aimed at redressing prevailing rates of staff exit from NHS employment. Follow-on funding has been recevied for two furhter waves of our NHS staff survey from NHS England. |
| Sectors | Healthcare |
| Description | Findings from 'Should I stay or should I go? NHS staff retention in a post COVID-19 world, Challenges and prospects have been used extensively by NHS England, NHS Improvement and DHSC policy makers to inform (i) their response to staff retention related policy agendas / consultations (ii) identified priorities and topics for NHS human resource intervention aimed at stabilising / enhancing rates of NHS staff retention. To date findings on reasons why staff leave the NHS and what might need to change to motivate / enable them to stay, have been presented on to senior policy makers at 17 round table events, board meetings and stakeholder (principally NHS Employer and Trusts) staff retention and well-being events linked to NHS England's flagship 'People promise exemplar programme'. We have been told by the NHS England Staff Retention Programme lead Fiona Holbrough that the data and evidence we have provided has been used to inform human resources related strategy, scoping and decision making at board level, in particular intervention programme planning aimed at increasing rates of NHS staff retention. In addition to this the research team have acted as a resource to the NHS staff retention programme by providing responses to policy related questions on an ad-hoc basis since 2021. Notable examples include support to NHS England's response to the NHS pay 2022 review, and the impact of the proposed mandatory staff vaccination programme (March 2022). Members of the research team have (and continue) to work closely with NHS England policy makers, maintaining contact at a minimum rate of once per month; routinely the frequency of contact is weekly. NHS England have also provided follow-on funding for two further waves of our NHS staff retention survey (the survey (waves 1 and 2) was developed as a core component of the ESRC funded project. The follow-on funding for two additional waves of the survey of NHS staff (England only) enhanced the utility and impact of the research findings through the capacity to monitor and profile trends relating to the longer term primary and, increasingly relevant, secondary impacts of the COVID-19 pandemic on NHS staff and retention and the implications for capacity of NHS Trusts to meet the demand for patient care. Wave 3 was conducted in spring 2022 and a fourth wave is underway at the time of writing. At each of the four waves NHS stakeholders, in particular NHS England have been engaged with to provide input into the survey content (approximately 80% of question been kept common to each wave to provide trend data, the remining 20% tailored to match issues that have emerged or diminished during the course of the COVID-19 pandemic and its secondary impacts. Papers presented at health sector conferences (two to date, one at the 999 EMS Forum Conference Manchester, 2022 and another at the Health Services Review Conference, Sheffield 2022) a paper for publication has been submitted to BMA online (Sept 2022), and further articles are in preparation. At the request of NHS England a report on headline findings for wider distribution has been produced in the University of Bath Institute for Policy Research Report series. The latter was requested to increase accessibility to the research findings in a time-frame that was of better fit than academic publication, in view of the high human resource policy relevance of our research findings and the need for wider dissemination to NHS policy makers, employers and other stakeholders given the pressing issue of a need for action on the topic of staff retention. |
| First Year Of Impact | 2021 |
| Sector | Healthcare |
| Impact Types | Societal,Policy & public services |
| Description | Facilitation of NHS Staff retention advisory group stakeholder engagement event |
| Geographic Reach | National |
| Policy Influence Type | Contribution to new or improved professional practice |
| Impact | Enhancment of NHSE poicy-maker insight into varaibles impacting on employee leave v's remain decisions, that have been used to inform identify priority issues / staff groups and infrom strategy over the focus for and nature of intervention activity that will be introduced to enhance staff retention rates. The NHS England and DHSC decision over policy to address NHS staff retention based on the insights from our research findings have implications for the future capacity of the NHS to meet the demand for care. As such there are linages to the future accessibility (availability), effectiveness and efficiency of public service delivery, and associated impacts on public well-being, morbidity rates. |
| Description | Finings supported NHS England / Improvment rapid scoping on nurse retention |
| Geographic Reach | National |
| Policy Influence Type | Contribution to a national consultation/review |
| Description | Influencing NHS Eengland staff retention programme planning providing evidence-based advice over seting targets for interventions |
| Geographic Reach | National |
| Policy Influence Type | Participation in a guidance/advisory committee |
| Impact | We have been informed by Ms F Holbrough NHSE regarding findings from Should I stay of should I go?: 'The work has been highly significant in influencing NHSE retention programme planning and assisting to target interventions based on the ever changing context of NHS people experience that is illustrated in the study. Arising form the research findings, two roundtable events were requested by the Director of Staff Experience and Engagement to share the findings and engage on what might need to change with 23 (People Promise Exemplar NHS Trusts) and an event with Directors of Nursing and Directors/Heads of Midwifery. The NHS England and DHSC decision over policy to address NHS staff retention based on the insights from our research findings have implications for the future capacity of the NHS to meet the demand for care. As such there are linages to the future accessibility (availability), effectiveness and efficiency of public service delivery, and associated impacts on public well-being, morbidity rates. |
| Description | Influencing NHS England/Improvement staff retention programme planning |
| Geographic Reach | National |
| Policy Influence Type | Contribution to new or Improved professional practice |
| Impact | The research team recevied the following feeback, below, from Ms C Pressley Rentetion Manager NHSE/I (21.2.22) on how the research findings we submitted have been applied and acted upon by NHSE/I People Diirectorate sfatt baord. 'The work has been highly significant in influencing NHSEI retention programme planning, and assisting to target interventions based on the ever changing context of NHS people experience that is illustrated in the study.' |
| Description | NHS COVID 19 Vaccination consultation |
| Geographic Reach | National |
| Policy Influence Type | Implementation circular/rapid advice/letter to e.g. Ministry of Health |
| Description | NHS pay Revuew 2022 |
| Geographic Reach | National |
| Policy Influence Type | Implementation circular/rapid advice/letter to e.g. Ministry of Health |
| Description | Participation in NHS England Staff retention Poilicy Roundtable event as part of the NHS staf retnetion flagship People promise Exemplar proagramme |
| Geographic Reach | National |
| Policy Influence Type | Contribution to new or improved professional practice |
| Impact | NHS England drew upon findings from 'Should I stay of should I go' and the results of reseach undertaken by the Institiute for Fiscal Studies to contribute to NHSE's guidance aimed at NHS employers on good-practice within its flagship 'People promise exemplar' programme. The reserach findings identified priorities for NHS employers to address the following issues: impacts on redeployed staff; staff worklaod support needs; staff health support needs; the role of line managers and the impact of pay of disposition to quit. The NHS England and DHSC decision over policy to address NHS staff retention based on the insights from our research findings have implications for the future capacity of the NHS to meet the demand for care. As such there are linages to the future accessibility (availability), effectiveness and efficiency of public service delivery, and associated impacts on public well-being, morbidity rates, i.e. UoB and IFS insights influenced priorities for action (employer behavtior) to address staff retention |
| Description | Presentation of NHS staff retention survey findings to senior policy makers in the NHS National Retention Programme Team |
| Geographic Reach | National |
| Policy Influence Type | Contribution to a national consultation/review |
| Impact | We have been informed by Ms Fiona Holbrough NHSE Staff retention programme lead that our findings from Should I stay or should I go? have been 'highly influential in helping NHSE triangulate on findings from other NHSE commissioned research. In particular, the employee role specific breakdowns of findings were said to have supported NHSE's programme planning, assisting the NHS to target interventions arising from primary and secondary impacts of the COVID-19 pandemic. The NHS England and DHSC decision over policy to address NHS staff retention based on the insights from our research findings have implications for the future capacity of the NHS to meet the demand for care. As such there are linages to the future accessibility (availability), effectiveness and efficiency of public service delivery, and associated impacts on public well-being, morbidity rates. |
| Description | Presented Wave 1/2/3 staff retention survey findings to NHS England &DHSC Stakeholder Expert Advisory Group on staff retention |
| Geographic Reach | National |
| Policy Influence Type | Contribution to new or improved professional practice |
| Impact | The Should I stay or should I go? wave 3 NHS staff survey design session enabled key stakeholders to align the research with internal research, evidence and data gathering and to influence areas of new focus required to understand staff experience including the impact of the planned (at that time) mandatory COVID-19 vaccination for all patient-facing NHS staff. The NHS England and DHSC decision over policy to address NHS staff retention based on the insights from our research findings have implications for the future capacity of the NHS to meet the demand for care. As such there are linages to the future accessibility (availability), effectiveness and efficiency of public service delivery, and associated impacts on public well-being, morbidity rates. |
| Description | Provision of empirical data and advice to NHS England on disposition of ambulance paramedic, 999 and 111 staff to exit NHS employment. |
| Geographic Reach | National |
| Policy Influence Type | Contribution to new or improved professional practice |
| Impact | Research findings provide NHS policy makers with data that supported their formulation of strategy over priority issues for intervention to increase emergency ambulace service staff retention rates. It supported a scoping by NHS England retention team on mapping the threat to exit for ambulance staff and influenced NHSE staff retnetion programme planning and future policy.'The NHS England and DHSC decision over policy to address NHS staff retention based on the insights from our research findings have implications for the future capacity of the NHS to meet the demand for care. As such there are linages to the future accessibility (availability), effectiveness and efficiency of public service delivery, and associated impacts on public well-being, morbidity rates. |
| Description | Provision of intelligence and advice on factors impacting on Nurse and Midwife retention to Strategic Nurse Advisors in NHS England |
| Geographic Reach | National |
| Policy Influence Type | Contribution to new or improved professional practice |
| Impact | Research findings provide NHS policy makers and employers with data that supported their formulation of strategy over priority issues and groups for intervention directed at nurses and midwives to increase staff retention rates.The NHS England and DHSC decision over policy to address NHS staff retention based on the insights from our research findings have implications for the future capacity of the NHS to meet the demand for care. As such there are linages to the future accessibility (availability), effectiveness and efficiency of public service delivery, and associated impacts on public well-being, morbidity rates. |
| Description | Provisoin of empirical profiling evidence to NHS ENgland National Retention Programme Leads on how dirivers of exit from NHS employment vary demographically |
| Geographic Reach | National |
| Policy Influence Type | Contribution to new or improved professional practice |
| Impact | Provided NHS England National Retention Programme Leads within sinsight into potential exits rates amonst nursing and allied health professionals staff. The findings provided insight that influenced NHSE programme planning and future policy over the focus for and nature of intervention in relation to the retention of nurses and allied health professionals. 'The NHS England and DHSC decision over policy to address NHS staff retention based on the insights from our research findings have implications for the future capacity of the NHS to meet the demand for care. As such there are linages to the future accessibility (availability), effectiveness and efficiency of public service delivery, and associated impacts on public well-being, morbidity rates. |
| Description | Research findings supported a rapid scoping review by NHSEngland/Improvement's retention team on the threat to exit for Midwives |
| Geographic Reach | National |
| Policy Influence Type | Contribution to a national consultation/review |
| Impact | The research team received the following feedback on how the research evidence provided was used by the NHS from C Pressley, NHSE/I Retention Manager 21.2.22 'Findings were disseminated and shared with the Nursing Directorate at NHS Improvement and the People Directorate at NHS England. This enabled triangulation of concerns raised on staff retention by the Royal College of Midwifery. The work has been highly influential in helping us triangulate, or not, findings from other surveys. The role specific breakdowns have supported our programme planning, assisting us to target interventions based on the ever-changing context of the Pandemic' |
| Description | Support to NHS policy makers |
| Geographic Reach | National |
| Policy Influence Type | Implementation circular/rapid advice/letter to e.g. Ministry of Health |
| Impact | Impact: We were provided with the following statement by Ms C Pressley, NHSE/I Staff Retention Directorate Manager on 22/2/22 'The work has been advantageous in providing insight and helping to influence the national NHSEI programme planning and future policy.' |
| Description | Wider dissemination of findings from 'Should I stay or should I go?'on influences on NHS staff retention across NHS Policy makers and Employers (Regions and Trusts) |
| Geographic Reach | National |
| Policy Influence Type | Contribution to new or improved professional practice |
| Impact | Research findings provide NHS policy makers and employers with data that supported their formulation of strategy over priority issues and groups for intervention to increase staff retention rates. The NHS England and DHSC decision over policy to address NHS staff retention based on the insights from our research findings have implications for the future capacity of the NHS to meet the demand for care. As such there are linages to the future accessibility (availability), effectiveness and efficiency of public service delivery, and associated impacts on public well-being, morbidity rates. |
| Description | Monitoring influences on NHS staff retention in a post COVID-19 world |
| Amount | £97,964 (GBP) |
| Organisation | NHS England |
| Sector | Public |
| Country | United Kingdom |
| Start | 02/2022 |
| End | 01/2023 |
| Description | Andrew Weyman invited to present findings from the initial phase of the ESRC funded research at NHS England/Improvement Health and Well-being Webinar. |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | Andrew Weyman presented findings from the ESRC funded study 'Should I stay or should I go' of staff retention to the NHS England / Improvement Health and Wellbeing Webinar. The webinar as attended by 500+ NHS Employees attended, with wider distribution via social media across the NHS. The presentation provided headline findings on the profile of influences impacting on staff retention and orientation to quit, in particular focusing on demogphic alignment and contrasts by type of care provider organisation, profession, grade, age, ethnicity etc. The content of the presentation was of relevance to NHS staff retention policy makers and HR professionals by providing a ranking of influences on exit NHS staff exit decisions; identification of vulnerable groups of employees (in terms of well-being and disposition to exit) and what might need to change to increase retention rates. Findings signpost priorities for intervention aimed at stabilising / increasing rates of staff retention. |
| Year(s) Of Engagement Activity | 2021 |
| Description | Evidnce to support to NHS policy makers |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | In response to a request from NHS England/Improvment Staff retention Directorate policy makers, research findings relating to NHS employee oriewntations to covid vaccination were shared with NHSE England / Improvement and the Department of Health and Social care. This evidence was needed to informing the Covid vaccination programme / (then) proposed mandatory vaccination consultation process. Impact: we recevied the follwoing statement from Ms C Pressley NHSE/I Staff retentoin manager on 22/2/22: 'Findings were disseminated with the NHSEI retention team and shared with the Department of Health and Social Care to inform discussions on mandating Covid-19 vaccinations for NHS people. Findings were highly influential in helping triangulate, or not, findings from other sources.' |
| Year(s) Of Engagement Activity | 2021 |
| Description | Newpaper Article Should I stay or should I go? Research Cited. |
| Form Of Engagement Activity | A press release, press conference or response to a media enquiry/interview |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Media (as a channel to the public) |
| Results and Impact | Article: '1 in 7 NHS workers looking for work outside the NHS - more than at height of Covid, report finds' - publishd in the Independent newspaper following press release highlighting publication of headline findings report from 'Should I stay or should I go?' research in University of Bath Institute for Policy Research Report series. |
| Year(s) Of Engagement Activity | 2023 |
| URL | https://inews.co.uk/news/health/nhs-staff-1-in-7-trying-leave-health-service-than-height-covid-pande... |
| Description | Presentation at NHS England People Directorate all-staff Board meeting |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | September 2022 Research findings from Should I stay or should I go? were shared with members of the People Directorate All Staff Board meeting to offer a social research steer on staff experience and leave intention. The work has been highly significant in influencing NHSE retention programme planning and assisting to target interventions based on the ever changing context of NHS people experience that is illustrated in the study. Two roundtable events were requested by the Director of Staff Experience and Engagement to share the findings and engage on what might need to change with 23 (People Promise Exemplar NHS Trusts) and an event with Directors of Nursing and Directors/Heads of Midwifery. |
| Year(s) Of Engagement Activity | 2022 |
| Description | Presentation of Wave 1 staff survey headline fnidings to NHS England/Improvment policy makers |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | July 27th 2021 - Presentation of our staff survey Wave 1 findings and meeting with NHSE/I staff retention policy head / leads (C. Dzikito National Retention Programme Lead; J Prosser Head of retention; R Bate-Makwana Senior policy Advisor and K Jones Senior nurse lead). Findings and implications for intervention policy and pactice were discussed . |
| Year(s) Of Engagement Activity | 2021 |
| Description | Presentation of findings from 'Should I stay or should I go?' survey to Stratigic Advisors Nursing Directorate NHS England |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | December 2022 Research findings were shared with Strategic Nurse Advisors in the Nursing Directorate at NHS England to prepare for a roundtable event with Directors of Nursing and Directors/Heads of Midwifery planned for February 2023. Objective of planned even - to share the findings and engage on what might need to change for nursing and midwifery to improve retention (this workstream is part of the delivery of the government manifesto commitment to deliver 50,000 more nurses by 2024). |
| Year(s) Of Engagement Activity | 2022 |
| Description | Presentation to NHS England Staff retention programme stakeholder expert advisory Grouo |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | Andrew Weyman, Richard Glendinning and Rachel O'Hara presented on behalf of the University of Bath to an Expert Advisory Group with key stakeholders from NHS England (NHSE) and the Department of Health and Social Care (DHSC) the findings of the research and facilitated a discussion on the design of the survey for wave 3 to gain information and agreement from the group on relevant additional questions. This presentation gave an overview of insight into the areas of focus and concern for NHSE national leads and regional leads to explore key priorities for supporting staff. The survey design session enabled key stakeholders to align the research with internal research, evidence and data gathering and to influence areas of new focus required to understand staff experience such as the impact of COVID vaccination (at that time). |
| Year(s) Of Engagement Activity | 2022 |
| Description | Presentation to NHS England and Dept For Health and Social Care senior stakeholders. |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | Andrew Weyman, Richard Glendinning and Rachel O'Hara facilitated a discussion to an Expert Advisory Group with key stakeholders from NHSE and DHSC to gain information and agreement from the group on additional relevant questions for the design of the survey for wave 4. The survey design session enabled key stakeholders to align the research with internal research, evidence and data gathering and to influence areas of new focus required to further understand staff experience such burn-out and the impact of the rising cost of living. |
| Year(s) Of Engagement Activity | 2023 |
| Description | Presentation to NHS England's National Staff Retention Programme Team (programme leads and regional retnetion managers) |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | June 2022 Andrew Weyman, Richard Glendinning and Rachel O'Hara presented on behalf of the University of Bath to the National Retention Programme Team (including senior management, national programme leads and retention managers for 7 regions) highlighting cohorts of NHS staff most adversely affected at work, the impact of the COVID-19 experience and its legacy on employee's strength of attachment, commitment and capacity to remain in NHS employment, retention push and pull variables on staff stay versus leave intentions and behaviour, and what might need to change to motivate/enable current employees to remain in NHS employment. Findings were disseminated and shared with the Retention Programme at NHSE. This has enabled triangulation of concerns raised on staff retention. The work has been highly influential in helping us triangulate, or not, findings from other surveys. The role specific breakdowns have supported our programme planning, assisting us to target interventions based on the ever-changing context of the Pandemic. |
| Year(s) Of Engagement Activity | 2022 |
| Description | Presentation to and participation in NHS staff retention policy roundtable event |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | September 2022 Research findings from the University of Bath were presented alongside research by the Institute of Fiscal Studies at a national roundtable event with 23 NHS Organisations participating in a national 'People Promise Exemplar' programme of work. Participants welcomed the opportunity to hear from research teams nationally who are exploring the latest evidence on why staff leave their roles in the NHS, helping them understand what we need to do now and in the future to improve staff satisfaction and staff experience. They: • were interested to understand the experience of NHS colleagues that were 'redeployed' during the pandemic • acknowledged it is right that we are taking a systems approach to supporting staff to stay • considered this as very important research, providing great insight and should be shared widely • recommended pro-actively supporting mental health and well-being - a critical factor to improve retention • suggested the role of line managers, their capacity and their influence and impact within retention and staff experience - a required area of focus • acknowledged pay as appearing to be an increasingly important issue in the context of the cost of living crisis. The event facilitated a particular discussion on the role and the support offer required by line managers to enable them to improve staff experience and engagement 'ward managers need to be supported to be great leaders'. The Institute of Fiscal Studies have been commissioned to research the role of line managers for (staff) leaving decisions' (i.e. the impact line managers may have on retention) - with the national connections made as a result of this event. |
| Year(s) Of Engagement Activity | 2022 |
| Description | Presntation of NHS staff survey Wave 2 fnidings to senior policy staff in NHSE/I staff Retention Directorate |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | Weyman, Glendinning and O'Hara presented Wave 2 NHS staff survey findings from the ESRC funded study 'Should I stay or should I go' of staff retention to senior staff retention directorate policy makers in NHS England / Improvement Health and Wellbeing Webinar. The presentation provided headline findings on the profile of influences impacting on staff retention and orientation to quit, in particular focusing on demogphic alignment and contrasts by type of care provider organisation, profession, grade, age, ethnicity etc. The content provided a ranking of influences on exit NHS staff exit decisions; identification of vulnerable groups of employees (in terms of well-being and disposition to exit), what might need to change to increase retention rates and degree of change in response profiles compared with Wave 1. Findings signpost priorities for intervention aimed at stabilising / increasing rates of staff retention. |
| Year(s) Of Engagement Activity | 2021 |
| Description | Reactive support to NHS Policy Makers |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | In response to a request from NHSE/I Staff Retention Directorate we supplyied empirical evidence on ambulance service call handlers intention to leave / rermain in NHS employment, related data - to the NHS Task and Finish Group on this issue 1/12/21. Impact: We were provided with the following statement by Ms C Pressley, NHSE/I Staff Retention Directorate Manager on 22/2/22 'The work has been advantageous in providing insight and helping to influence the national NHSEI programme planning and future policy.' |
| Year(s) Of Engagement Activity | 2021 |
| Description | Reactive support to NHS Policy makers |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | Response to a request for evidence from NHS England / Improvement Staff Retention Directorate policy makers to provide empirical findings relating to the aspirations and behaviour of NHS Nurses with respect to leaving/remaining in NHS employment. Impact: we recevied the following feedback from Ms C Pressley NHSE/I Retention Directorate Manager (22/2/22): 'The work has been highly influential in helping us triangulate, or not, findings from other surveys. The role specific breakdowns have supported our programme planning, assisting us to target interventions and policy based on the ever-changing context of working in the NHS. |
| Year(s) Of Engagement Activity | 2022 |
| Description | Reactive support to NHSEngland/Improvment Policy makers |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | Inreponse to a request from NHS England / Imrpvement Staff Retetion Directorate poilcy makers evidence was provided on data from our surveys of NHS staff relating to pay and linkages to retention. Impact: We have been informed by Ms C Pressley NHSE/I Retention Directorate manager (22/2/22) that our findings were: 'Research findings were shared with the NHSEI policy team and incorporated in response to defending the annual NHS pay review body paper. Findings breakdowns have supported the retention team's response to defending the annual NHS pay review body paper.' |
| Year(s) Of Engagement Activity | 2022 |
| Description | Regular (minimum once per month) meetings to provide support to NHS England / Improvement staff retention directorate to use research findings to support on-going and emergent NHS staff retention HR policy issues. |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | Maturing from the stakeholder advisory group which we established at the beginning of the project we developed a close working relationship with NHS England / Improvement. This has led to members of the research team being involved in an array of impact related activity, details of which are provided in other entries. This entry relates to regular (once per month of more frequent) meetings with NHSE/I staff-retention managers from NHSE/'s People Directorate (Fiona Holbrough Retention Lead and Charlene Pressley, Retention Manager. The purpose of these meetings is (i) for the research team to provide evidence from our ESRC funded study relevant to answering live and arising public policy issues questions on an ad hoc basis; (ii) as an initial point for sharing emergent research finings the NHSEI retention lead/manager for the latter to facilitate their wider dissemination within NHS England, NHS Improvement and Department for Health and Social Care. |
| Year(s) Of Engagement Activity | 2021,2022 |
| Description | Reseach findings shared with NHS England senior policy makers |
| Form Of Engagement Activity | A formal working group, expert panel or dialogue |
| Part Of Official Scheme? | No |
| Geographic Reach | National |
| Primary Audience | Policymakers/politicians |
| Results and Impact | Research findings were shared with the NHS England/Improvement People Directorate all Staff Board meeting in July, August, September and October 2021 to offer a social research steer on staff experience and leave intention. Impacts - we recevied the following statement by Ms C Pressley Staff Retention Directorate Managher ay NHSEngland/Improvment on 22/2/22: ' The work has been highly significant in influencing NHSEI retention programme planning, and assisting to target interventions based on the ever changing context of NHS people experience that is illustrated in the study.' |
| Year(s) Of Engagement Activity | 2021 |