Resources

363 resources of type Shared learning ×

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  1. Part of: Staff engagement and communication

    This case study is looking at how Sheffield Teaching Hospitals NHS Foundation Trust has placed emphasis on staff engagement as part of its programme of quality improvement.

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

    This resource is a result of collaborative working between NHS Employers and the British Medical Association. It is general guidance that sets out the ways in which good rostering practice can be used to develop effective rotas

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  3. This guidance assists care home managers to prevent pressure ulcers.

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  4. 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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  5. Part of: Staff engagement and communication , Recruiting, developing and retaining staff

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

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  6. 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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  7. 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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  8. 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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  9. 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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  10. 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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  11. 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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  12. 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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  13. 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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  14. 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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  15. 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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