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NHS 111 is a non-emergency telephone triage service that provides immediate access to urgent care 24 h a day. This study explored the recruitment, retention and development of one integrated urgent care (IUC) workforce in England, specifically the NHS 111 service and Clinical Hub.

An online survey was distributed to the NHS 111 and Clinical Hub workforce. The data from 48 respondents were summarised and analysed thematically.

The survey respondents held a variety of clinical and non-clinical roles within NHS 111 and the Clinical Hub. The findings indicate that the IUC workforce is motivated to care for their patients and utilise a range of communication and cognitive skills to undertake their telephone triage roles. In total, 67% of respondents indicated that their work was stressful, particularly the volume and intensity of calls. Although the initial training prepared the majority of respondents for their current roles (73%), access to continuing professional development (CPD) varied across the workforce with only 40% being aware of the opportunities available. A total of 81% of respondents stated that their shifts were regularly understaffed which indicates that the retention of IUC staff is problematic; this can put additional pressure on the existing workforce, impact on staff morale and create logistical issues with managing annual leave entitlements or scheduling time for training.

This small-scale study highlights some of the complexities of telephone triage work and demonstrates the challenges for IUC service providers in retaining an appropriately skilled and motivated workforce.

The NHS needs to adapt as never before to maintain and plan for an integrated and sustainable multi-professional workforce, spanning all health and care sectors. This cannot happen without system leaders embracing workforce transformation at scale and enabling system-wide collaboration and support for multi-professional learning and role development. “By learning together, we learn how to work together”. The paper aims to discuss these issues.

The case studies included in this paper provide evidence of the ability of NHS systems to adopt integrated workforce models at scale. The case studies were chosen to demonstrate how system-wide change is possible, but still requires a partnership approach to innovation, strategic workforce planning and commissioner support for new models of care.

With partnership working between arm’s length bodies, commissioners, educators and workforce planners, the NHS is more than capable of generating a transformed workforce; a workforce able to continue providing safe, effective and joined-up person-centred care.

The focus of this paper is integrated workforce development undertaken by Health Education England from 2017 to the date of drafting. The case studies within this paper relate to England only and are a cross-section chosen by the authors as a representative of Health Education England activity.

The NHS needs to find ways to use the wider health and care workforce to manage an ever-increasing and diverse patient population. Silo working, traditional models of workforce planning and commissioning no longer provide an appropriate response to increasing patient need and complexity.

The evolution of the NHS into a joined-up, integrated health and social care workforce is essential to meet the aspirations of national policy and local workforce need – to centre care holistically on the needs of patients and populations and blur the boundaries between primary and secondary care; health and social care; physical and mental health.

This paper contains Health Education England project work and outcomes which are original and as yet unpublished.

Discusses the interpretation of nursing statistics, the problem of counting how many nurses there are in the workforce, and the need to be aware of how statistics are compiled when presenting numerical data to support arguments relating to nursing and the nursing workforce. Argues that NHS workforce statistics provide considerable evidence for claiming that there is a significant decline in the number of nursing staff doing the work of nursing in the NHS. Explains that although there was an increase in the number of qualified nurses working in the NHS throughout the 1980s (over a ten‐year period the number of qualified nurses increased by 22 per cent), the increase in qualified nursing staff has not compensated for the loss of student learners in the workforce. Emphasizes that during the last three years for which figures are available, however, these gains have been wiped out, and the number of qualified nurses has declined to pre‐Project 2000 levels.

This paper is a personal description of the NHS Health and Well‐being Final Report (Department of Health, 2009a), which reviewed the health and well‐being of the NHS workforce. The review was commissioned by the Department of Health and concluded that significant associations could be found between staff health and well‐being and organisational performance. The review calls for improved emphasis and leadership on NHS staff health matters.

As increasing numbers of older people retain their teeth for longer, the result is a dramatic change in both the volume and type of dental treatment required. In response to the ageing population issues, changing dental needs, a shortage of NHS dentists, and the creation of new roles in the dental profession, both the UK Department of Health and British Dental Association have emphasised the importance of dental workforce planning and in particular to estimating the size and skill‐mix of the dental team. The dental team includes such professions as dentists, hygienists, therapists and technicians. The purpose of this paper is to present collaborative work between operational researchers and dental public health researchers, and as such is the first academic project to utilise operational research (OR) techniques to address issues surrounding predictions on demand and supply of dental activities in England, with recommendations on the necessary skill‐mix of the dental team.

A three‐stage model has been constructed to predict demand for dental treatment, dental workforce supply and optimisation of the skill‐mix of the dental workforce team over the next 20 years. A cost‐benefit study is included and Monte Carlo simulation is used for sensitivity analysis.

The findings reveal a significant shortage in dental workforce supply, both currently and projected for the short‐term future.

Demand for dental treatment is certain to rise over the next 20 or more years. An ageing population coupled with trends in increased tooth retention will have a significant impact on the need and demand for dental care amongst older people in the future. This research makes a series of recommendations in order to expand public care provision in a cost‐effective manner.

There is an urgent need to provide recommendations on the desirable skill‐mix of dental teams, and their cost‐effectiveness. This paper presents novel collaborative work between operational researchers and dental public health researchers, and as such is the first academic project to utilise OR techniques to address issues surrounding predictions on demand and supply of dental activities.

The purpose of this paper is to provide an introduction to the existing regulations relating to the obligations of the NHS to its employees and to discuss whether the NHS is overburdened with these regulations.

Provides an overview of the current employment regulations and their impact on the NHS. The authors conducted a literature search in August 2009 on EMBASE, HMIC, MEDLINE, PsycINFO, HEALTH BUSINESS ELITE (1995‐2009) using the terms “NHS employee”, “NHS employer”, “Employment laws”. The reference sections of retrieved papers were hand‐searched for further relevant references.

The NHS seems to differ from other employers in several aspects. It has always remained high in political agenda, and has had to face high public expectations. The NHS has a huge workforce from a variety of disciplines regulated by different external agencies. There are several areas where it seems that the NHS is struggling with the obligations to its employees. The law regarding the employment contract, redundancy and termination of contract puts the NHS management, as revealed in many case laws, in several legal dilemmas. The working time directives, time off work provisions and the rapidly changing health and safety obligations do not give flexibility and thus create practical problems to the human resources department. The ever‐growing financial obligations seem to be challenging even the very existence of the NHS.

The value of this paper is in drawing attention to the fact that existing employment law is complex and consists of several complicated statutes. The NHS is also going through a period of rapid changes, in trying to set and meet stringent and unrealistic national targets and thereby putting enormous pressure on its management and workforce. The NHS is therefore struggling in several areas with the obligations to its employees.

To report on trends in the number of learning disability nurses working in the English National Health Service (NHS).

The paper provides secondary analysis of data from NHS workforce statistics.

Over the period 2008 to 2011, there was a decline of 23 per cent in the number of whole time equivalent learning disability nurses employed by the NHS. While the decline may, in part, be explained by a parallel reduction in NHS inpatient beds for people with learning disabilities, unevenly distributed reductions in the number of community nurses in different English regions are harder to explain.

A better understanding of the numbers of learning disability nurses working in different sectors, given the roles expected of them, is essential to workforce planning and training plans.

Learning disability nurses are crucial to modern community based learning disability services. In this context, the number and distribution of them is important.

Addressing recruitment and retention problems in the health and social care workforce is now a key priority. However, there are shortages in some key staff groups, for example, nursing and social workers. Efforts to address these problems have focused primarily on boosting staff numbers, but in order really to address these issues for the long term, we need to think more radically about how the health and social care workforce is configured.

Illustrates how the NHS workforce‐review team looks at the area of medical workforce planning and some of the problems that planners face.

Describes a structure for workforce planning and examines some of the challenges workforce planners and those working in the human‐resources field face.

Argues that workforce planning is more than simply number crunching; it requires the application of both art and science skills.

Demonstrates how the workforce is calculated in terms of the need, demand and supply for the future.

Highlights the important advantages, for individual organizations as well as for society as a whole, which can result from successful workforce planning.

Fills a gap in the literature about whether workforce planning is an art or science.

This analysis of the literature examines the implications of the changes in the National Health Service workforce and the ramifications for multi‐professional working practices, patient care and delivery of health services. Changes in medical working practices and education, together with the increasing numbers of doctors, have resulted in proposals for nurses to extend their role and the removal of professional restrictions. Whilst the numbers of nurses in the workforce have marginally increased, the qualified nurse ratio has declined, as has the balance between medical and registered nurses. Few attempts have been made to evaluate these changes in relation to the quality of service and patient outcomes. The changing roles of nurses and their value need to be quantified. Demographic trends, together with international shortages and the lack of educational capacity have also been understated. Adequate and accurate workforce information should be regularly collated and analysed.