Resources

1036 resources

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  1. Part of: Staff engagement and communication , Health and wellbeing, rewards and benefits

    Sandwell and West Birmingham Hospitals NHS Trust shares how it uses staff engagement and benefits to support retention in its trust.

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  2. Part of: Staff engagement and communication

    Being pre-emptive and preventative in retaining staff can be hugely effective.

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  3. Part of: Flexible working to support work-life balance

    This guide from NHS Employers explores how to build a business case for flexible working and includes examples of good practice, as well as more general practical tips.

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  4. Part of: Health and wellbeing, rewards and benefits

    This document was created by NHS Employers and is designed to offer guidance on how to improve overall staff health and wellbeing.

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  5. Professionally diverse leadership teams including senior clinicians at board level increase the likelihood of meeting the complex challenges facing the NHS. We have created a framework to help providers make the most of the talents of all their existing workforce.

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  6. Part of: Clinical leadership — a framework for action

    Clare Boobyer-Jones, Director of AHP and Psychology Professions, Somerset Partnership NHS Foundation Trust and Taunton and Somerset NHS Foundation Trust, on becoming a clinical leader.

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  7. Part of: Clinical leadership — a framework for action

    Shane DeGaris, Group Deputy Chief Executive Officer, Barts Health NHS Trust, on becoming a clinical leader.

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  8. Part of: Clinical leadership — a framework for action

    Michael Witney, Executive Lead for Patient Experience, Oxleas NHS Foundation Trust, on becoming a clinical leader.

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  9. Part of: Clinical leadership — a framework for action

    Kay Fawcett, Non-Executive Director, Derbyshire Community Health Services NHS Foundation Trust, on becoming a clinical leader.

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  10. Part of: Clinical leadership — a framework for action

    Arlene Wellman, Chief Nurse, Epsom & St Helier University Hospitals NHS Trust, on becoming a clinical leader.

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  11. Part of: Clinical leadership — a framework for action

    Dr Claire Fuller, Senior Responsible Officer, Surrey Heartlands Health and Care Partnership, on becoming a clinical leader.

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  12. Part of: Clinical leadership — a framework for action

    Dr Amar Shah, Chief Quality Officer, East London NHS Foundation Trust, on becoming a clinical leader.

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  13. Part of: Clinical leadership — a framework for action

    Dr Jagjit Sethi, Clinical Director, Consultant Clinical Scientist and Lead Healthcare Scientist, Berkshire Healthcare NHS Foundation Trust, on becoming a clinical leader.

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  14. Part of: Clinical leadership — a framework for action

    Rachel McKeown, Director of Allied Health Professionals, Midlands Partnership NHS Foundation Trust, on becoming a clinical leader.

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  15. Part of: Clinical leadership — a framework for action

    John Quinn, Chief Operating Officer, Moorfields Eye Hospital NHS Foundation Trust, on becoming a clinical leader.

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