NHS Employers Strategic Workforce Forum

The NHS Workforce: Building the Future Through Collaboration, Innovation, and the ICB Model

As someone who works closely with NHS organisations at LinkedIn, I’ve witnessed firsthand the enormous challenges facing the NHS workforce. The pressures of increasing demand, staff shortages, and evolving healthcare needs require bold, collaborative solutions. I recently had the opportunity to attend the NHS Strategic Workforce Forum, where healthcare leaders gathered to discuss the future of workforce planning and development. This forum made it clear: the future of healthcare depends on how well we innovate, collaborate, and scale our successes across the country.

One of the most significant shifts underway in the NHS is the move toward an Integrated Care Board (ICB) model. This new approach brings together groups of NHS trusts within regions to share best practices, streamline decision-making, and work towards collective goals. While this model promises greater efficiency and collaboration, it also highlights some challenges—particularly the speed at which change can be implemented and the complexity of decision-making across multiple stakeholders.

Setting the Stage: A Time for Change

Daniel Mortimer, Chief Executive of NHS Employers, opened the forum with a sense of unity. The NHS is at a crossroads, and its workforce strategy must evolve rapidly to meet both current and future demands. As the NHS transitions to the ICB model, facilitated by NHS Employers, the focus is on collective action and shared learning across regions.

But one question continues to arise: How do we communicate our successes at scale, and how can we accelerate the pace of change?

Building the Profession for the Future: Skills for Tomorrow

A standout session led by Tom Simons, Chief HR and OD Officer at NHS England, delved into how the NHS workforce can be shaped for the future. The emphasis was on building a workforce that is not only equipped with the necessary skills but is also adaptable to the evolving landscape of healthcare.

Simons highlighted the importance of identifying key skills that will be essential for future professions within the NHS. By focusing on skills development and aligning training programmes with future workforce needs, the NHS can ensure that its employees are prepared to meet the challenges of tomorrow. This proactive approach to workforce planning is critical as healthcare continues to evolve.

During his talk, Simons also referenced the Darzi report, which outlines the serious challenges the NHS faces. Despite the report's findings that vital signs remain strong, it acknowledges that long waits for treatment have become normalised and that too much of the NHS budget is spent on acute care. With a staggering ￡37 billion starved from investment, the NHS is at a critical juncture. Staff engagement has diminished significantly, and the goodwill that once characterised the workforce is dwindling.

Moreover, there is a pressing need for building the capabilities and expertise that support service transformation and cultural change within organisations. The forum reinforced the idea that building a profession for the future is not just about addressing current shortages but also about cultivating a culture of continuous learning and development. Innovative training programmes and resources are vital for equipping healthcare professionals with the tools they need to succeed.

Leadership Expectations: Key Components for Success

As we look ahead to the future of the NHS workforce, the expectations for leadership are evolving, and it's clear that effective leadership goes far beyond traditional decision-making. Observing the discussions from the recent NHS Strategic Workforce Forum, it’s evident that the key to successful leadership lies in creating a positive and productive workplace culture. Professor John Amaechi OBE highlighted several leadership qualities that resonate strongly with the challenges healthcare leaders face today. Leaders must set clear expectations for collaboration, accountability, and mutual respect among colleagues, establishing a foundation for success through shared understanding. They must also practice self-regulation, demonstrating emotional intelligence and resilience, which not only helps them navigate challenges with composure but also inspires confidence in their teams.

From a LinkedIn perspective, these insights are crucial as we support leaders in healthcare and other sectors in connecting with their teams and growing professionally. Approachability and the ability to build strong connections within teams are vital in today's increasingly remote and hybrid work environments, where leaders need to encourage open sharing of ideas and feedback. LinkedIn plays a role in facilitating these conversations and enabling leaders to be more visible and approachable in their leadership style.

Amaechi also emphasised the importance of self-care for leaders and the integration of Diversity, Inclusion, Belonging, and Sustainability (DIBS) principles. These are particularly relevant as the NHS and other sectors aim to build more resilient and inclusive workforces. LinkedIn’s platform can help support this by providing leaders with the tools to communicate, collaborate, and drive meaningful change across their organisations.

Unlocking the Power of AI in Healthcare

Another important topic was the role of AI in transforming healthcare delivery. AI has the potential to alleviate some of the workforce pressures by automating administrative tasks, supporting clinical decisions, and improving patient care outcomes. However, integrating AI thoughtfully within the ICB structure remains a challenge.

Luke McKend’s presentation as Senior Director at LinkedIn showcased how LinkedIn is embedding AI into all its products to make recruiters more efficient. AI-driven tools are helping organisations find the right talent faster by automating aspects of recruitment and providing data-driven insights. Additionally, our learning products interact with users to create tailored learning experiences that can help shape and propel careers by building clear career paths.

Discussion and Appetite for Change

What was especially encouraging about the forum was the level of engagement from attendees. After each presentation, all tables were encouraged to discuss the topics raised, and the energy in the room made it clear that there is a real appetite for change. NHS trusts are not only eager for guidance on how to do more with shrinking resources but are also committed to tackling the rising demand across the system.

Importantly, the NHS is also focused on identifying talent within the workforce that can be given the opportunity for career development. By nurturing this talent and providing pathways for advancement, the NHS can ensure a more skilled and engaged workforce ready to meet future challenges. With the goal of growing the workforce from 1.6 million to 2.4 million in the next 15 years, it’s imperative that we support this ambition through effective workforce planning and development.

The ICB model provides a framework for this change, but it’s clear that leadership, communication, and collaboration are needed to make it a success. NHS trusts are looking to platforms like LinkedIn to support them in cultivating collaboration, sharing successes, and driving innovation.

Final Thoughts: From Planning to Action

The NHS Long Term Workforce Plan has embraced the ICB model as a vital foundation for future workforce planning. By focusing on effective execution, we can turn plans into action. Empowering regional groups within ICBs to communicate, collaborate, and celebrate their successes will be key in driving positive change across the NHS. The future of healthcare hinges on our capacity to scale successful initiatives, and LinkedIn is excited to partner in this transformative journey.