Resources

110 resources about Culture and leadership ×

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  1. Stuart Palma, Professional Head of Allied Health Professions at NHS Improvement, reflects on the importance of investing in professionally diverse leadership teams.

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  2. Part of: Creating a culture of compassionate and inclusive leadership , Inspiring improvement across the NHS

    Evidence-based national framework to guide action on improvement skill-building, leadership development and talent management for people in NHS-funded roles.

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  3. Part of: Developing a retention strategy

    Staff retention is an important factor in the long-term workforce picture for the NHS. We are working with trusts to support improvements in staff turnover rates through a direct support model and the provision of national learning resources.

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  4. Part of: Flexible working to support work-life balance , Career planning and development

    This case study explores how a focus on flexible working and staff development helped a trust improve their staff retention.

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  5. Part of: Developing a retention strategy

    This case study explores how a retention improvement strategy can be implemented in a trust undergoing major change.

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  6. Part of: Staff engagement and communication , Supporting the experienced workforce

    Two case studies highlighting the work Southend University Hospital NHS Foundation Trust have done to improve staff retention.

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  7. 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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  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

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

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  10. 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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  11. 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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  12. 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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  13. Part of: Clinical leadership — a framework for action

    Pippa Nightingale, Chief Nurse, Chelsea and Westminster NHS Foundation Trust, on becoming a clinical leader.

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  14. We’re part of a five-year partnership with Virginia Mason Institute and five NHS trusts to support them to develop a ‘lean’ culture of continuous improvement which puts patients first.

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  15. We have recently relaunched our Model Hospital Trust Ambassador programme and are looking for staff within acute trusts to join this national network.

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