As the workforce landscape evolves, practice managers must understand shifting trends and engage with staff to ensure continued motivation, connection and high performance in their teams
CREDIT: This is an edited version of an article that originally appeared on NHS Employers
Post-pandemic, a range of terms have emerged to describe shifts in workforce behaviour, particularly in response to changes in working conditions. One of the first of these was the “Great Resignation,” a period when many employees left their jobs after delaying decisions during the pandemic, often out of loyalty to their colleagues.
This was followed by the concept of “quiet quitting,” where disillusioned employees withdrew discretionary effort, no longer working beyond their contracted hours or going outside their job descriptions.
Next came “rage quitting,” where employees left their jobs in frustration, especially those who were required to return to the office after being allowed to work from home during the pandemic. While this trend was widespread in many sectors, the NHS, where remote working is less common, did not experience it as strongly.
The most recent term is the “Great Disenchantment,” describing employees who feel stuck in their roles but are unable to leave due to a less buoyant job market. This has led to rising disengagement, lower productivity and a lack of support for change.
Although the NHS has historically maintained high levels of employee motivation and connection to its purpose, it remains uncertain whether this new trend will have a significant impact on healthcare professionals.
For practice managers, understanding the current mood in the job landscape is crucial. As workforce dynamics shift, it’s important to recognise that factors such as job market conditions, workplace culture and staff expectations are influencing retention and engagement. Practice managers should be aware of these broader trends, as they may affect their ability to retain staff, maintain morale and drive positive change.
Monitoring these shifts and addressing the underlying causes of dissatisfaction can help practice managers proactively respond to challenges, ensuring their teams remain motivated and engaged, even during times of uncertainty.
Start Purposeful Conversations
It’s essential for practice managers to engage in collaborative conversations with staff to set clear and reasonable workload expectations. These discussions should not only focus on current tasks and responsibilities but also consider broader factors that may influence staff well-being and performance. Being aware of the labour market mood – both nationally, locally and within your practice – is crucial for understanding the context in which your team is working. Nationally, the labour market may be experiencing trends such as lower job security or less opportunity for job mobility, which can contribute to feelings of stagnation or disengagement.
On an individual level, each team member may have their own perceptions of the labour market and personal career prospects, which can influence their level of commitment and engagement. By considering these factors in your conversations, you can ensure that workload expectations are not only realistic but also aligned with the current mood of your team.
Help Staff Connect to Their Roles
In any organisation, it’s crucial to help employees understand how their individual role connects to the broader purpose of the practice. This sense of purpose fosters motivation, engagement and job satisfaction. In healthcare settings, such as GP practices, the “Great Disenchantment” might not be as immediately obvious. Healthcare professionals are often deeply connected to their work, driven by the mission to provide quality care and make a tangible difference in patients’ lives. However, as the workforce landscape changes and external factors evolve, it’s essential for practice managers to conduct regular check-ins with staff.
These conversations allow you to gauge any shifts in morale or disengagement that may arise, even among those who are typically highly motivated. With ongoing changes in the job market, the rising cost of living and other external pressures, staff may start to feel disconnected despite their deep commitment to their roles.
In conclusion, practice managers play a crucial role in navigating the changing dynamics of the workforce and supporting staff through periods of uncertainty and disengagement. By staying attuned to broader workforce trends, initiating purposeful conversations and helping staff reconnect to their roles, managers can maintain a motivated, engaged and resilient team.
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