Resources

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  1. The ophthalmology national report from the Getting It Right First Time (GIRFT) programme features 22 recommendations to improve units treating the major sight-threatening conditions, including cataract, glaucoma, wet age-related macular degeneration (wet AMD) and diabetic retinopathy.

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

    After realising the highest areas of turnover for nurses and midwives was the intensive care units, Royal Free London NHS Foundation Trust began a project to reduce turnover by improving joy at work.

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  3. This guidance must be read in conjunction with an upcoming National Patient Safety Alert which will recommend these items should either be removed from patient use altogether or restricted to exceptional use only.

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  4. Part of: Developing a retention strategy

    Our Workforce Race Equality Standard (WRES) team developed these resources to help support local practices in outlining targets for black and ethnic minority (BME) representation in leadership teams and promoting equity, fairness and joy at work to ensure people want to stay in the NHS.

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  5. Part of: Supporting new starters and newly qualified staff , Career planning and development

    Great Ormond Street Hospital utilised evidence that if organisations can retain staff beyond their two years in the job, they are more likely to retain them for more than five years.

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  6. Part of: Flexible working to support work-life balance , Health and wellbeing, rewards and benefits

    The Royal College of Emergency Medicine has produced guidance to help organisations engage and retain their emergency department (ED) workforce in an energised, positive and productive way ahead of winter.

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  7. The ear, nose and throat (ENT) national report from the Getting It Right First Time (GIRFT) programme makes 23 recommendations to improve how ENT services can be delivered for patients through shorter stays, fewer admissions, fewer repeat visits and potentially shorter waiting times.

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  8. Part of: Staff engagement and communication , Career planning and development , Health and wellbeing, rewards and benefits

    This case study is about how Frimley Health NHS Foundation Trust have been able to reduce vacancy rates and improve retention by actively listening and responding to staff.

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  9. These resources are designed to empower employers to support staff in their 40s and 50s.

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  10. Part of: Supporting new starters and newly qualified staff , Career planning and development , Developing a retention strategy

    This case study shows how Cumbria, Northumberland, Tyne and Wear NHS Foundation Trust developed an approach to 'grow its own' nursing workforce, rather than rely exclusively on recruitment of existing nurses.

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  11. Part of: Supporting new starters and newly qualified staff

    West Suffolk NHS Foundation Trust were competing for healthcare support workers (HCSWs) with larger, better-known hospitals nearby.

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  12. Part of: Staff engagement and communication , Supporting new starters and newly qualified staff

    This case study shows how engaging with staff and the local community helped Northern Lincolnshire and Goole NHS Foundation Trust overcome recruitment challenges and reduce healthcare support worker (HCSW) vacancies.

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  13. Part of: Developing a retention strategy

    This case study shows how the Northern Devon Healthcare NHS Trust developed a new workforce strategy to reduce staff turnover, with a focus on healthcare support workers (HCSW).

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  14. Part of: Staff engagement and communication , Developing a retention strategy

    To address financial pressures and concerns around care quality, East Lancashire Hospitals NHS Trust set themselves the ambitious goal of entirely eliminating agency spend on healthcare support workers.

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  15. Part of: Supporting new starters and newly qualified staff , Flexible working to support work-life balance

    Brighton and Sussex University Hospitals NHS Trust found a key challenge in tackling emergency department doctors' low levels of satisfaction, high rates of burnout and high turnover was because of the way shifts were organised.

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