Happy staff with the right skills

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)
    • Buurtzorg, Netherlands: Nurses are given the opportunity to self-manage through an organisational philosophy that values collective ambition. Nurses are given autonomy to organise their work in an effective way. Buurtzorg Nederland – a nurse led model of care (In our Community, 2013)
  • 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)


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