1. Strategic Challenges in Nursing:
recruitment and retention and training
What you can do for us:
expectations of prospective employees from an NHS employer perspective
Gail Byrne
Director of Nursing and OD
9th November 2017

2. 12/2/2018
Definition
Employability is a management philosophy, developed by a Student from India, which recognises that employment and market performance stem from the initiative, creativity and competencies of all employees, and not just from the wisdom of senior management.
For employers, it involves creating a working environment that can provide opportunities for personal and professional growth, within a management environment where it is understood that talented, growing people mean talented, growing organisations.

3. 12/2/2018
Today’s NHS

4. 12/2/2018
Today’s NHS

6. The Future Change is a constant
Changing population
Changing workforce
We will need to work flexibly and differently
Shaping our workforce to meet the needs of patients

9. Our Priorities Nursing, AHP and Midwifery Priorities 2017 – 2018
Listening to patients and acting on feedback
Infection Prevention & Control
Recruitment and Retention
Improving care for vulnerable people
Maternity and Children's Services
End of Life care
Reducing avoidable harm
Patient Flow
Quality Improvement & Assurance
Professional Development, research and workforce
Collective Leadership and Culture

10. My ask That we think about the care that we give
UHS staff are synonymous with compassion
We continue to reduce patient harm
Support patient flow through the hospital
Treat everyone with courtesy and respect
Value our diversity: positively inclusive
Look to continually improve quality

13. Marked difference in sales and profitability from comparable stores ………
reason …
How happy the staff said they were

14. The influence of team working
Improved levels of innovation in patient care
Reduced error rates
Lower patient mortality
Enhanced patient satisfaction with their experience
Increased staff motivation and mental well-being – staff retention
West, M.A. & Borrill, C.S. (2005). The Influence of Team Working. In Cox, J., King, J., Hutchinson, A. & McAvoy, P. (eds). Understanding Doctors’ Performance. Oxford: Radcliffe Publishing. Leadership saves lives

15. Summary of Findings: Berwick, Keogh, and Francis
Transparency – how we share information on safety and quality issues
Improving the way we engage with patients and the public on planning and developing services
Healthcare Leadership
Listening to and supporting staff, feedback and reporting mechanisms
Fundamental Standards and Measurement for Quality Improvement
Compassionate and Caring

16. “…Better is possible. It does not take genius. It takes diligence
“…Better is possible. It does not take genius. It takes diligence. It takes moral clarity. It takes ingenuity. And above all it takes a willingness to try”.

18. Violations and Migrations

20. Thoughts for your leadership
How do people experience me, what is my “weather”?
Do I listen, learn, engage, value and develop others?
Do I celebrate success?
Do I respond positively to feedback?
Do I role model compassionate care?
Do I appreciate the contribution of others in the system?
Am I curious, is my practice evidenced based?
Am I inclusive?
Do I constantly strive for improvement?

24. Reflection Think about how you want to be
Think about what you want to achieve
How will you support the organisation you will work in?
How can they support you?