Cultivating a thriving workforce in primary care

In the dynamic world of primary care, the art of nurturing a thriving workforce is essential. Dive into the challenges, strategies, and culture of healthcare management.

CREDIT: This is an edited version of an article that originally appeared on Practice Index

In the ever-evolving realm of primary care, our workforce remains a steadfast challenge. Before the NHS, healthcare came with a price tag, and a visit to the doctor was reserved for emergencies or those who could comfortably afford it. Times have changed dramatically since then. We’ve transitioned from mere firefighting to managing long-term conditions and addressing health concerns patients once deemed insurmountable. Our practices have adapted accordingly; we’ve shifted from single-handed GPs handling all aspects of care to larger patient lists becoming the new norm.

Facing the recruitment and retention conundrum

Recruiting and retaining GPs remain ongoing hurdles, and it’s essential to prepare our practices for the challenges ahead. The NHS Long Term Workforce Plan for England offers a glimpse into the future of general practice. Recent years have witnessed a push towards working at scale, with Integrated Care Systems (ICBs) replacing Clinical Commissioning Groups (CCGs), and Primary Care Networks (PCNs) becoming further integrated into the primary care landscape.

So, what does this mean for practices? The introduction of Additional Roles Reimbursement Scheme (ARRS) roles within PCNs has expanded the range of healthcare professionals available to support our patients. No longer do GPs bear the sole responsibility for every patient need; we can now leverage roles tailored to modern practice challenges.

Overcoming financial constraints

Financial pressures on practices have intensified with the latest five-year funding deal, making it challenging to compete with secondary care providers purely on a financial basis. To attract and retain top talent, we must create an appealing workplace.

First impressions matter

As the saying goes, “You never get a second chance to make a first impression.” Candidates form lasting impressions during interviews, and we, as employers, must ensure that our image aligns with reality. Language, both spoken and written, should accurately reflect our workplace culture. However, creating a positive impression goes beyond the initial encounter.

Understanding candidates’ perspectives

When advertising roles, do we truly comprehend what “essential” and “desirable” qualifications mean to potential candidates? How do these criteria influence who applies for our positions? Streamlining our recruitment processes ensures candidates experience a seamless introduction to our organisation. Effective onboarding routines are also crucial; they should convey a message that says, “You’re joining a fortunate team.”

The challenge of staff retention

Retention remains equally challenging, especially when negative narratives about general practice abound in the media. We must assess our organisational culture—does it foster positivity, encourage open communication, and support staff? Are we mindful of the work-life balance? Accountability for empowering staff to make informed decisions is paramount.

The role of appraisal

Following successful recruitment and retention, the appraisal process becomes the next hurdle. While doctors and nurses undergo re-validation, GPs face external appraisal. Nevertheless, internal appraisals should not be underestimated. They serve as a valuable tool for practice management, offering a chance to reflect on the past year and plan for the future. Engaging staff in frank discussions about their ambitions and aspirations can prevent frustration and misunderstanding. Aligning organisational values with staff objectives and appraisals contributes to workforce well-being.

Undoubtedly, our staff are our most valuable resource and often the most substantial expense. Nurturing positive working relationships is a sensible investment. We spend a significant portion of our lives working alongside colleagues, and a long-term, positive working culture stems from content and motivated staff.

In a constantly evolving landscape, our adaptability as practice managers and GP partners is vital. By embracing change, enhancing recruitment and retention strategies, fostering a positive culture, and conducting meaningful appraisals, we can nurture a thriving workforce that ensures the continuity of exceptional care in primary practice.