It is Monday and I am confused already!
The amount,variety and complexity of news about the NHS is staggering. I am struggling to keep up!
Just over the weekend we have seen reported that the NHS has been placed 14th out of 33 European healthcare systems, we are facing an 'Armageddon' in terms of spending and that the Government cannot promise that the NHS will not be saved from cuts over the coming months. In addition to that we see at the recent CIPD OD conference various senior executives within the NHS organisation describing how organisational development is fundamental to successful change and must not be underestimated or excluded from strategic planning.
So, which one of these directions should we follow? Our last blog looked at the quandary between cutting jobs or creating change - recent coverage does not move me to change my view.
What I see, hear and experience tells me that no-one is looking after the future of the NHS and the people within it or the clients that it serves. Everyone, it seems to me, is debating and arguing about what needs to happen whilst no clear action is being taken.
Whatever the appropriate route, whatever tough decisions have to be made people need to work together with the right attitude, consistency and passion to save an organisation that serves us and protects our greatest asset - our people.
Monday, 28 September 2009
Sunday, 6 September 2009
Cutting jobs or creating change?
The news this week that the government is rejecting the advice to cut thousands of jobs within the NHS is predictable and has created a flury of commentators attacking the sense and value in hiring consultants to say the same thing i.e. to save money you have to cut jobs...
When will anyone ever recommend that to save money the organisation has to change. Change attitudes, change behaviours, change direction..?
TWP works extensively within the NHS and the themes are always the same - teams who cannot effectively manage pressure, don't have high levels of assertiveness to manage workloads, lack communication skills to articulate priorities and are led by managers who need to be developed and trusted within the organisation to make decisions and create a motivated, energised team.
The solutions to all these organisational development needs are within the grasp of the government to implement - it takes time, commitment and courage to utilise the talent within the NHS which exists in bucket loads!
The Department of Health says there are many parts of the NHS that need more jobs not less; this may well be true and I wonder how many teams are depleted due to sickness and long term absence...
If we refer to the recent report by Steve Boorman on the wellbeing of the NHS we can again see some trends about how more efficiency, team stability and productivity can be created by encouraging and fostering a workforce that is resilient, healthy and working to a common vision.
There is much to consider and no more challenging time than this to be working in the public sector but a great opportunity to create an organisation fit for the future, innovative and pioneering and optimising the fantastic talent and loyalty of every worker within the NHS!
When will anyone ever recommend that to save money the organisation has to change. Change attitudes, change behaviours, change direction..?
TWP works extensively within the NHS and the themes are always the same - teams who cannot effectively manage pressure, don't have high levels of assertiveness to manage workloads, lack communication skills to articulate priorities and are led by managers who need to be developed and trusted within the organisation to make decisions and create a motivated, energised team.
The solutions to all these organisational development needs are within the grasp of the government to implement - it takes time, commitment and courage to utilise the talent within the NHS which exists in bucket loads!
The Department of Health says there are many parts of the NHS that need more jobs not less; this may well be true and I wonder how many teams are depleted due to sickness and long term absence...
If we refer to the recent report by Steve Boorman on the wellbeing of the NHS we can again see some trends about how more efficiency, team stability and productivity can be created by encouraging and fostering a workforce that is resilient, healthy and working to a common vision.
There is much to consider and no more challenging time than this to be working in the public sector but a great opportunity to create an organisation fit for the future, innovative and pioneering and optimising the fantastic talent and loyalty of every worker within the NHS!
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