As the NHS looks towards the future with hope of improvement and efficiency, the workforce will be central to this. In order to keep up with the improvement that is needed to make patient services better, critical issues such as recruitment and retention, wellbeing, and skills development need to be overcome.
To find out how the NHS can overcome some of these challenges and deliver top-quality care, National Health Executive hosted the NHS workforce 2025 online conference.
Empowering NHS Leaders Through Continuous Learning
In today's rapidly evolving healthcare landscape, the importance of continuous learning cannot be overstated, particularly for NHS leaders. For the first panel discussion, we explored how empowering leadership through ongoing education is crucial for navigating the complexities of the modern healthcare system.
The esteemed panel, including Sean Pusey from Pearson, Corinna Thomas from NHS England, Amy Fornah from South London and Maudsley NHS Foundation Trust, and Adele Kendrick from South West London and St George's Mental Health NHS Trust, shared their insights on the emerging skills necessary for the future of the NHS. With a workforce of over 4.5 million, the NHS is at a transformative juncture, where understanding and adapting to new skills is paramount.
Sean Pusey highlighted that communication remains the most critical skill across healthcare roles, emphasising the need for effective collaboration, patient care, and teamwork. As we look towards 2030, the integration of technology, particularly AI, will reshape the roles within the NHS, making emotional intelligence and leadership skills increasingly vital. The panel discussed the importance of reskilling and upskilling to ensure that NHS leaders are equipped to meet these challenges head-on.
Corinna Thomas elaborated on the evolution of leadership and management training programmes, driven by the recommendations from the MESSENGER review. This review called for a unified set of leadership standards to enhance the professional status of NHS managers. The introduction of accessible and flexible training options, including apprenticeships and bite-sized learning, will enable more individuals to engage in their professional development.
Adele Kendrick emphasised the importance of relational skills, including open communication and empathy, in promoting strong team dynamics and enhancing staff morale. As leaders navigate the complexities of the NHS, the ability to build collaborative relationships will be essential in delivering high-quality patient care.
Amy Fornah shared her personal journey through a leadership apprenticeship, highlighting how it has transformed her confidence and career progression. Her story exemplifies the impact of continuous learning, not only on individual growth but also on team development and organisational success.
As the panel concluded, the panellists provided valuable advice for those apprehensive about embarking on their learning journey. Embracing continuous learning, seeking support, and recognising the diverse ways of learning can empower NHS leaders to thrive in their roles.
Workforce Digital Skills
In the second panel, delegates explored a pressing issue facing the NHS today: the digital skills gap. With nearly 47% of NHS staff lacking essential digital skills, the need for a comprehensive digital workforce plan has never been more urgent. The discussion featured insights from key industry leaders, including Angus Wallace, Lee Rickles, Emma Scatterty, and Paula Baird, who shared their perspectives on how to effectively bridge this gap.
The NHS Digital Workforce Plan sets an ambitious goal of upskilling over 300,000 staff by 2030. This plan is not just about keeping pace with technology; it is about modernising NHS services, driving innovation, and ultimately improving patient care. The panel discussed the importance of digital literacy and leadership development, highlighting that these capabilities are no longer optional but essential for the future of healthcare.
One of the key themes that emerged during the conversation is the need for a cultural shift within the NHS. Paula Baird emphasised that digital and data capabilities must be embedded into the DNA of workforce development. This requires a coordinated approach that engages leaders at every level to foster a digital mindset within their teams. As Lee Rickles pointed out, the focus should be on building competency and capability rather than merely ticking boxes with qualifications.
Collaboration and continuous learning are also central to this transformation. Emma Scatterty discussed the importance of creating a supportive environment where staff can learn and test their digital skills without fear of failure. This aligns with the broader goal of fostering a culture of innovation and adaptability within the NHS.
Looking towards the future, the panel expressed optimism about the potential for change. Angus Wallace pointed out that universities are now incorporating digital training into medical and nursing courses, ensuring that the next generation of healthcare professionals is better equipped to navigate the digital landscape. Furthermore, the development of online training resources provides accessible opportunities for current staff to enhance their skills.
Oleeo Keynote
In first keynote of the day, Oleeo delved into the pressing challenges facing NHS recruitment and how AI and automation can provide innovative solutions. With a projected shortfall of 360,000 staff in the next decade, the NHS is at a critical point. Samir Khalil from Oleeo, with over 25 years of experience, shared insights on how intelligent automation has already made significant strides in improving hiring efficiency across various organisations.
The NHS landscape is undeniably challenging, with increasing competition from other trusts and private healthcare organisations. Samir emphasised the importance of adopting new recruitment strategies to effectively navigate these challenges. He discussed how the NHS has historically faced limitations in accessing modern recruitment tools, which have hindered its ability to compete for top talent.
One of the key takeaways from the keynote is the role of intelligent automation in streamlining the recruitment process. For instance, UHB has reduced its time to hire by nearly 30%, while Royal Papworth has seen a remarkable 58% decrease in vacancy rates. These successes demonstrate the potential for automation to revolutionise the way NHS trusts operate.
Moreover, Samir introduced various AI tools that can enhance diversity, improve user experience, and optimise sourcing and selection processes. By removing gender-biased terminology from job descriptions and utilising conversational agents to support candidates, the NHS can foster a more inclusive and efficient recruitment environment.
Training & Development
In the ever-evolving landscape of healthcare, the NHS stands as the largest employer in the UK, with its workforce being its most significant asset. Whilst navigating the challenges of recruitment and retention, the importance of training and development cannot be overstated. In our next leaders' debate, panellists delved into the pivotal role of apprenticeships in shaping the future of the NHS workforce.
With over 350 apprenticeship roles available and more than 20,000 apprentices employed in 2023 alone, the NHS is making strides in addressing workforce shortages. These apprenticeships not only provide paid work but also offer valuable training that covers both clinical and non-clinical roles. This model allows individuals to earn while they learn, paving the way for long-term careers in healthcare.
The expert panel, made up of leaders from health education and apprenticeship programmes, discussed practical strategies to future-proof careers within the NHS. They highlighted the necessity of collaboration between educational institutions and health organisations to ensure a steady pipeline of skilled professionals. The conversation emphasised the need for a joint approach that includes policymakers, universities, and local employers to create a sustainable workforce.
Additionally, the panel addressed the challenges associated with funding and the complexities of navigating various financial support systems. With many potential recruits deterred by the convoluted funding landscape, there was a call for simplification to make these opportunities more accessible to a broader audience.
Reflecting on the insights shared in the conversation, it becomes clear that fostering a culture of continuous learning and professional growth is essential. By prioritising training and development, the NHS can not only retain its existing workforce but also attract new talent to meet the demands of a changing healthcare environment.
Aptem keynote
The NHS faces numerous challenges, particularly in the areas of training and apprenticeships. In the second keynote of the day David Devine, Chief Sales Officer at Aptem, investigated how technology can provide solutions to these pressing issues.
David highlighted the importance of the apprenticeship levy, which is not only a tool for attracting new talent but also a means of upskilling existing staff. As the NHS grapples with tight budgets, the efficient use of these funds is crucial. One of the significant hurdles discussed was the struggle to balance clinical duties with the demands of study time. This often leads to burnout among staff, which can ultimately affect patient care.
The inconsistency in training quality across various NHS trusts was another concern. David pointed out that technology can help bridge this gap by providing robust reporting tools that can monitor success rates and identify areas needing improvement. By employing technology such as training management systems, NHS organisations can ensure that their training provisions are not only compliant but also practical.
The conversation also delved into the often-overlooked aspect of cognitive needs among learners. David emphasised that undiagnosed cognitive needs could lead to poor retention rates and reduced achievements. With the right technology, NHS trusts can implement screening processes that are non-threatening and accessible, helping to identify learners who may require additional support.
As the NHS plans to scale up its apprenticeship programme over the next decade significantly, David emphasised the importance of adopting efficient technological solutions. These tools can streamline administrative tasks, allowing tutors and learners to focus on what truly matters—education and patient care.
Recruitment
In the sixth session of the conference, the focus shifted to the pressing issues surrounding NHS recruitment, a topic that has garnered significant attention due to the current workforce challenges. With the NHS being the UK's largest employer, employing over 1.4 million staff, the recruitment landscape is more critical than ever, especially with over 100,000 vacancies reported in 2023 alone.
The expert panel, consisting of Mike Tresise, Jamie Coates, and Lucy Murcott, shared valuable insights into the complexities of recruitment within the NHS. They discussed the implications of the recent recruitment freeze and how it affects not only the hiring of new staff but also the internal progression of existing employees. Mike likened the NHS to a whale, highlighting the unique challenges faced by different trusts and departments, which often operate like a school of fish, each with its own needs and pressures.
The discussion also touched on the importance of collaboration in recruitment efforts. Lucy shared her experience of combining recruitment events across multiple NHS trusts in the Black Country, which proved to be a successful strategy in attracting talent while streamlining the application process. This collaborative approach not only saved resources but also provided candidates with a clearer understanding of their options within the NHS.
One of the most significant challenges discussed was the need to attract younger generations, particularly Gen Z, into healthcare roles. The panel agreed that the current portrayal of the NHS in the media often focuses on negative aspects, which can deter potential applicants. They emphasised the importance of showcasing the positives of working in the NHS and creating a more appealing narrative around healthcare careers.
As the conversation progressed, the panel explored the role of technology in recruitment. They emphasised the need for a more efficient application process that is less daunting for candidates, particularly those under 30. The need for skills-based and values-based hiring was also stressed, as it can help break down barriers that many applicants face.
Will Laing keynote
For the final keynote of the conference, the pressing issues surrounding the NHS workforce were explored, guided by the insights of Will Laing, Operations Director of the NHS Workforce Alliance. With over 30 years of experience in the NHS, Will brought a wealth of knowledge to the table, particularly regarding the challenges of contingent labour.
The NHS is currently navigating a complex landscape marked by the delicate balance between cost and capacity. Will highlights that while funding is essential, the capacity to deliver quality care remains a significant concern. The waiting lists are growing, serving as a clear indicator that the NHS is operating below the required capacity levels.
As the NHS grapples with these challenges, Will shares insights from recent reports. These reports indicate a concerning trend: for the first time in months, waiting lists have increased, raising alarms about staff morale and the overall health of the service.
One of the primary focuses of the NHS Workforce Alliance is the supply of clinical and non-clinical agency staff. Will discussed the ongoing efforts to reduce reliance on agency staff, with NHS England setting ambitious targets to cut agency use by 30%. However, he cautioned that reducing agency staffing doesn't always equate to cost savings, as evidenced by the pressures faced by NHS trusts to maintain staffing levels.
Will’s keynote also touched on the importance of insourcing and outsourcing as strategies to enhance service delivery. Insourcing allows the NHS to contract private organisations to deliver services using NHS facilities, while outsourcing involves private entities providing both services and the necessary infrastructure. These approaches aim to increase capacity while managing costs effectively.
Will emphasised the need for transparency in data to drive better decision-making within the NHS workforce. As the landscape continues to evolve, understanding the outcomes and impacts of staffing strategies will be crucial for ensuring the sustainability of the NHS.
Equality, Diversity & Inclusion (EDI)
In the final session of the conference, the panel discussion brought more experts together to explore the pressing issues of equality, diversity, and inclusion (EDI) within the NHS. With statistics revealing that only 10.3% of leadership roles are held by ethnic minorities, the conversation highlighted the urgent need for change in a workforce that serves a diverse population.
The panel, featuring Usman Malik, Jacynth Ivey MBE, Nazir Makda, and Asmina Islam Chowdhury, examined the importance of representation, not just at the workforce level but also in leadership positions. Jacynth Ivey pointed out that a truly inclusive workforce should reflect the community it serves, stating: “A truly inclusive workforce would be representative of the community.”
This sentiment echoed throughout the discussion, emphasising that representation is crucial for improving patient care and outcomes.
One of the significant challenges identified was the underrepresentation of ethnic minorities in leadership roles. Despite a workforce comprising 24.2% ethnic minorities, the leadership statistics remain disheartening. The panellists agreed that organisations need to take a hard look at their practices and consider the systemic issues that hinder progress.
Sponsorship and mentorship emerged as other key themes across the conversation. Usman Malik highlighted the disparity between training and actual advancement for ethnic minority staff, stating, “Ethnic minority staff are overtrained, over mentored, but under sponsored.” This lack of sponsorship often results in talented individuals not progressing to leadership roles, perpetuating the cycle of underrepresentation.
The discussion also shed light on recent EDI initiatives within the NHS. Nazir Makda shared insights from an anti-racism allyship campaign that aimed to create an inclusive culture by linking sponsorship with actionable change. The success of this initiative was evident in the recruitment of two Band 7 midwives from a BAME background, a significant achievement in a previously underrepresented area.
As the panel wrapped up, the importance of leadership in fostering an inclusive culture was reiterated. The panellists stressed that actual change requires commitment from the top and a willingness to challenge existing systems. Asmina Islam Chowdhury noted, “If staff don't feel safe in an organisation, they are less likely to speak up when they see something negative.”
This panel discussion served as a call to action for all stakeholders within the NHS to engage in meaningful conversations about EDI. The journey towards inclusivity is ongoing and requires collective effort.
To access all of the valuable insight that was passed on from the expert panellists, or just rewatch the conference in full, catch the sessions on demand here.
