The workforce supply project at Royal Papworth Hospital NHS Foundation Trust

Our learning from the workforce supply project

“Within Papworth the project really emphasised that communication is key, especially amongst peers. Initially myself and my colleagues did quite a lot of work on a local level to make sure that staff felt informed and involved in the project and this spread across all stakeholders of the trust. 

“Following our recoding of staff on our Electronic Staff Records (ESR) and reaching out to team leads to gather accurate reports of our workforce structure, we were able to look at the age and gender of our workforce, numbers of apprenticeships within the trust as well as the turnover and vacancy rates. This allowed us to highlight any gaps in our workforce.  

“For example, we established that radiology had substantial gaps in their workforce, we were able to forge really good links with the radiology team and together we then looked at what could be done and how these gaps could be closed. This work allowed wider teams to collaborate with us and contribute their ideas around how recruitment and retention could be improved which was very positive. 

“We established there was a lag when we pulled our ESR data and it wasn’t showing the most accurate picture of our workforce at the time, we therefore focused on trying to make sure that it matched with the workforce structure at the time as much as possible. This further emphasised the need to build those links with wider teams and service leads to find out exactly who they had in their team to create a real time report. This resulted in the creation of an ESR template to help our ESR team know exactly what staff data we needed pulling.  

“Initially we did struggle to communicate with some of our wider teams and get them on board. We held engagement events to further reach out to these groups and really pushed what the project was and how we could help individual teams. These included us presenting back the data we had collected for each service, which the teams found useful and encouraged support for the project. Once we had established communication with these groups, we were then able to create links and work closer with corporate teams like HR and finance to really drive the project forward within the trust. We were able to showcase how we were going to support each team which really helped boost service leads motivation to be a part of the work. This was incredibly important as they were key to the project moving forwards.” 

The difference at Papworth following the project and how it helped the organisation

“This project highlighted that we had quite a high turnover of our band 5 staff and it emphasised that we needed to look at how we upskilled and retained our staff. Consequently, conversations started around advanced competencies in different areas. 

“Having more accurate ESR data made a really big difference as we were able to pull accurate reports about our workforce. This data started conversations about what could be done in the future and the sustainability of our workforce. These were important conversations as I think overall, we have reached a point in the NHS where we can no longer rely on people coming to us. We must work harder as employers to bring new staff on board. 

“We were able to showcase our forum for our support workers that was set up at Papworth before the start of the project, we found that other trusts did not have this, so we were able to share our learning to support others set up their own.” 

The value of HEE’s input

“HEE provided a wealth of supportive information through webinars, drop-in sessions and weekly catch ups with Suhailah. This support really got me and the project rolling as I was able to ask questions to gain a better understanding of the project work as well as seek advice with any issues I faced. The HEE webinars really helped me understand the workforce and the wider HEE projects that were also ongoing.” 

“This project helped sow the seeds for what needed to happen going forwards within Papworth. It started conversations with wider teams such as HR, business intelligence and finance. We were able to dig deeper into the data we gathered and were able to encourage teams such as radiology to undertake risk assessments and log when the safety and quality of services were impacted by staffing levels. This helped produce an audit trail to evidence the need for improved staffing so that safe, quality care was being delivered. 

“Hearing and seeing how clinical teams were being challenged to deliver safe, quality care was tough at times. The project put me in a position where I could affect change and make a difference and improve both staff and patient experiences. There is a direct correlation between services being optimally staffed and skilled, and the delivery of safe, quality care to the populations we serve.  

“Throughout the project we worked well with our communications team and before I left, we had started to work on developing a more comprehensive website, with a separate section for AHPs and prospective employees, showcasing the amazing opportunities we offer at Papworth and how to get in touch.   

“Another positive outcome of the project was our collaboration with the integrated care system (ICS) partners and AHP faculty members. We were able to showcase a lot of the work that had started, such as the ESR template we devised. This template was then shared across the ICS and with Cambridge and Peterborough AHP faculty who used it to map their staff data.  

“From the staff data we collected we were able to look at specific areas which subsequently lead to the creation of subgroups within the AHP faculty. I sat on the return to practice (RtP) subgroup where we put together an informative webinar for staff across the ICS on behalf of the AHP faculty which was well attended and received good feedback.” 

Personal impact of the project

“Personally, the project provided an insight into what it is like to sit on the other side of the fence as well as the workings of the hospital, the workforce and where the hospitals priorities lie. I found it really fascinating and I think if every AHP had the opportunity to spend a week learning about all that goes on behind the scenes in their organisation it would be brilliant because it really does open your eyes to what is possible.

“As a result, I have grown both personally and professionally. I have had to present to key stakeholders, write a business case and host a webinar, all of which I had never done before. Being involved in this project has taught me a lot about the language used at leadership level. It has taught me about finances; budgets, all the different projects that are up and coming, the funding that's available for them, as well as the financial constraints. The project has allowed me to build the skill set required to then undertake the role I am in now.”