Real leaders, happy workers – Happy staff with the right skills
The people who care for me, and their leaders are inspired, motivated and skilled
We will have achieved this when…
The people involved in my care are well trained and supported. They have clear career paths and their leaders coach and inspire them.
Better recruitment and training of nursing staff and general health and social care staff. (Healthwatch Lewisham)
Training and development in the skills required for person centred care for large cohorts of clinicians – such as health coaching, motivational interviewing, risk communication and eliciting people’s values and preferences. (National Voices 2020)
We need leaders who are confident in their own skills and therefore seek to encourage their staff. (Speech Therapist, North West London)
Local teams are given the freedom to use the skills of different health professionals and technology to meet the needs of their local area.
National government should allow local areas the flexibility to collaborate to develop models of person-centred care, building on the best of what is happening now, with clear accountability for how well this is done. (National Voices 2020)
All staff are empowered to be responsible for the patients and the services. (Manager, Central London)
Staff are able to spend more time with me, as there are enough of them to meet demand – this allows them to remain sensitive to my needs.
I am anaemic and I often feel like my doctor has the attitude that I am wasting her time – she cuts me off – this makes me feel like there is a huge time pressure in my appointments and this makes me feel even more uncomfortable. (Young person via focus group)
Time to care – All healthcare staff I see are constantly busy, they are trying really hard to care as best they can but their workload is huge – it would really make a difference if they had a bit more time to look after patients. (Patient via online workshop)
Feel there is often a lack of staff compassion. (Older person via focus group)
All staff involved in my care have the right skills for the job – this includes training people like receptionists and developing staff to meet the changing needs of my community.
A common complaint is how rude receptionists are – recently I went to one and I felt like she just did not care – she asked questions such as: why are you here, rather than how can I help you? She didn’t direct me to the waiting area – so I did not know where I was going. (Young person via focus group)
Every time there is a reorganization, experienced and skilled staff are made redundant leaving a big gap – the care, compassion and how to deliver care is learned from these competent senior staff. (Patient via online workshop)
We need a workforce fit for now and the future. (Nurse, North London)
Staff on the ground need the skills and the capacity to deliver the types of care that patients need. (Operations Director, South London)
Leaders of different organisations work together with me and other patients to bridge boundaries and share knowledge and information.
[We need to enable] devolved leadership, including the involvement of lay/citizen leaders. (National Voices 2020)
Sharing of ideas and contacts creates a feeling of us all being involved and knowing that others feel the same. (Nurse, North London)