Resources

115 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: 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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  3. Part of: Flexible working to support work-life balance , Career planning and development , Recruiting, developing and retaining staff

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

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  4. 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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  5. Part of: Staff engagement and communication , Supporting the experienced workforce , Recruiting, developing and retaining staff

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

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  6. 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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  7. 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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  8. 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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  9. 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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  10. 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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  11. 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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  12. 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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  13. We have established a network of acute trusts sharing good practice, learning and insight in relation to the Model Hospital. We are now looking for staff within mental health and ambulance trusts to become Trust Ambassadors.

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  14. Part of: Creating a culture of compassionate and inclusive leadership

    Sets out how providers should carry out developmental reviews of their leadership and governance using the well-led framework.

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  15. Part of: Culture and leadership

    Following an overwhelming response, 13 NHS trusts have been selected to join the first cohort.

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