Why training and development are so important at the NHS

Recent discussions and analyses, including insights from the King’s Fund report, have underscored the critical need for a transformation in leadership styles within the healthcare sector. A departure from the conventional ‘heroic’ leadership model towards a more collaborative and engaging approach is being advocated. Malcolm Grant, chair of the NHS commissioning board, echoes this sentiment, emphasizing the necessity for innovative and effective leadership that empowers managers and clinicians to thrive.

However, the challenge lies in implementing this shift amidst ongoing NHS reforms and budget constraints. The essence of successful management, capable of enhancing patient care and meeting financial and operational objectives, hinges on engagement—not just with the healthcare community but also across various service boundaries. For managers to excel in this environment, access to comprehensive training and development is indispensable.

Our recent survey reveals a concerning trend: 78% of managers perceive a direct threat to patient care stemming from inadequate staff training and development. This deficiency has led to decreased team morale, diminished confidence among staff, and a decline in standards, as reported by 87% of respondents, potentially endangering patient safety.

Despite efforts by the Department of Health, the NHS Leadership Academy, and think tanks like the King’s Fund to bolster leadership skills, a significant portion of managers (24%) report a lack of necessary support for their professional growth. The absence of a universal appraisal system further complicates access to essential training and support, making it dependent on the priorities of individual department heads or managers. The situation is exacerbated by financial limitations, preventing even the most dedicated managers from providing crucial training and support.

The scarcity of training opportunities is not new, often being one of the first areas affected by cost-reduction initiatives. Yet, the question arises: what is the cost of such cutbacks on the development of managerial leadership within the NHS?

NHS managers are currently navigating a complex web of relationships that require careful attention and nurturing, particularly as they confront budget cuts. Not all these interactions are smooth; many present significant challenges that necessitate managers to adopt a proactive and bold leadership stance.

Entering this new era of engaging leadership mandates a robust commitment to training and development at the core of the NHS ethos. The Institute of Healthcare Management (IHM) stands committed to offering continuous professional development for managers, ensuring top-tier leadership quality and optimal patient care. Sue Hodgetts, IHM’s chief executive, reaffirms the organization’s dedication to equipping managers with the necessary tools to lead effectively and foster a high standard of healthcare service.