Rapid responses are electronic comments to the editor. They enable our users
to debate issues raised in articles published on bmj.com. A rapid response
is first posted online. If you need the URL (web address) of an individual
response, simply click on the response headline and copy the URL from the
browser window. A proportion of responses will, after editing, be published
online and in the print journal as letters, which are indexed in PubMed.
Rapid responses are not indexed in PubMed and they are not journal articles.
The BMJ reserves the right to remove responses which are being
wilfully misrepresented as published articles or when it is brought to our
attention that a response spreads misinformation.
From March 2022, the word limit for rapid responses will be 600 words not
including references and author details. We will no longer post responses
that exceed this limit.
The word limit for letters selected from posted responses remains 300 words.
What the pandemic has required over the last two years to support NHS employees in delivering safe consistent clinical practice has been flexibility of its workforce. . This has included changing your working environment, working across teams, working differently, delivering different skill sets and to different patient groups. There has been a degree of expectation and willingness for that to occur despite on occasion, personal sacrifices for the welfare of the country.
Out of that prolonged period of uncertainty and challenge, there will be some "good and less good practice" delivered/observed/learnt.
Embedding positive flexible evidence-based changes going forward, I would suggest need to considered by all parties.
What I hear from some colleagues is that that is not necessarily the case:
-Salaried GPs working fully offsite using telemedicine technology to successfully deliver timely patient interactions for the last two years, expected now to fully return on site.
-Staff previously shielding offsite but delivering their work outcomes, understandably feeling reluctant to return fully to work environments with closed ventilation in multi-occupancy offices.
Trialling transitional hybrid work flexibilities balancing (if occupationally achievable) time both offsite and on-site with colleagues work patterns denied. Generating feelings of "mistrust" and questions raised. "Why should you have more flexibility" with regards to peers who do not have underlying significant immunosuppressive disorders. The perception of not being seen as a team player. Reasonable adjustments under the equality act 2010 not always fully considered and explored.
- Potential moving from NHS employer recommended flexible attendance/sickness absence management processes for the last two years, to pre-pandemic formal operational target driven delivery system. Perhaps not appreciating that a phased balanced graduated individualistic strategy may be better for all parties recognising the last two years challenges.
The NHS people plan emphasises staff health and well-being as being important factors going forward. And so being "authentic" in responding to that "promise" may lead to better bilateral respect (employer-employee interface) and improved retention.
Re: Solving retention to support workforce recovery post-pandemic-authenticity and flexibility may help
Dear Editor
What the pandemic has required over the last two years to support NHS employees in delivering safe consistent clinical practice has been flexibility of its workforce. . This has included changing your working environment, working across teams, working differently, delivering different skill sets and to different patient groups. There has been a degree of expectation and willingness for that to occur despite on occasion, personal sacrifices for the welfare of the country.
Out of that prolonged period of uncertainty and challenge, there will be some "good and less good practice" delivered/observed/learnt.
Embedding positive flexible evidence-based changes going forward, I would suggest need to considered by all parties.
What I hear from some colleagues is that that is not necessarily the case:
-Salaried GPs working fully offsite using telemedicine technology to successfully deliver timely patient interactions for the last two years, expected now to fully return on site.
-Staff previously shielding offsite but delivering their work outcomes, understandably feeling reluctant to return fully to work environments with closed ventilation in multi-occupancy offices.
Trialling transitional hybrid work flexibilities balancing (if occupationally achievable) time both offsite and on-site with colleagues work patterns denied. Generating feelings of "mistrust" and questions raised. "Why should you have more flexibility" with regards to peers who do not have underlying significant immunosuppressive disorders. The perception of not being seen as a team player. Reasonable adjustments under the equality act 2010 not always fully considered and explored.
- Potential moving from NHS employer recommended flexible attendance/sickness absence management processes for the last two years, to pre-pandemic formal operational target driven delivery system. Perhaps not appreciating that a phased balanced graduated individualistic strategy may be better for all parties recognising the last two years challenges.
The NHS people plan emphasises staff health and well-being as being important factors going forward. And so being "authentic" in responding to that "promise" may lead to better bilateral respect (employer-employee interface) and improved retention.
Only time will tell.
Regards
Prof Harj Kaul
Competing interests: No competing interests