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Being Bold
With every news bulletin, we are given more and more pessimistic predictions of the length of this economic downturn (is that a euphemism? Or are we really in a slump?) We know that resources will become scarce, and despite the valiant efforts of our MPs to plug the hole with the vast sums they are pouring (back) into the public purse, we know that difficult times lie ahead.
And what do a lot of organisations do in times like this? They cut their training budgets!
Recent research confirms what many know – that companies who continue to invest in training their staff are more likely to maintain profitability. The survey concluded that the quality of personnel is more important in hard times than in good times and suspending staff training at the moment is a false economy.
So – we need to be bold and resist attempts to cut back on developing our greatest resource – the 1.3 million staff who make up the NHS. In fact we need to make every effort to target the resources we have imaginatively, looking for ways to get more for less, working in partnership with other agencies, developing collaborative models and creating solutions that will not only survive the coming years, but grow and thrive despite the economic climate.
Goethe says it eloquently:
“Whatever you can do, or dream you can, Begin it.
Boldness has genius, power and magic in it. BEGIN IT NOW.”
And for some insights into experiences of health managers, try reading “Trust me, I’m a health manager” – by Greg Sheridan, Charlotte Rastan and Dan Foulkes. It’s published by the NHS Institute for Innovation and Improvement.
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From The People Grower
Anne Axford is associate director for learning and development at Portsmouth PCT.
Readers' comments (2)
Paul Chandler | 23-May-2009 9:58 pm
This is good in theory, but will it always work in practice? I have stupidly been honest with my boss and let her know that I am looking for another position within the NHS, not because I don't like my work, but because I feel it is time to look for other opportunities and move on in my career. I do not feel that anyone should be penalised for wanting to move on in theor career and wanting to move jobs, especially if they feel strongly about remaining in the NHS. However, although I have been exploring new opportunities for the last year I have been blocked by my boss from attending any training/education. Every time I ask to attend a course I'm told either the proposed learning would not benefit the department or that it is not suitable. Recently the Trust offered a touch typing course for free. I am a fast typist, but not as good as I could be, so asked to attend. I was told the course would be beneath me.
Thus, although the message here is that the NHS should continue to invest in its staff development this is not the experience I am having at present. I still commit myself 120% to my current job and come up with and develop ideas for improving services.
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Anne Axford | 26-May-2009 4:11 pm
Your annual appraisal and development review meeting are the ideal opportunity to identify just what your development needs are - if you have one coming up. I hope that you are able to find a way forward through this route.
Formal courses aren't they only way of developing yourself, though. E-learning is free to access through core learning units, and staff should be able to do this in work time (though you can do it in your own time if you want to!).
keep trying!
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