Navigating the NHS Restructure with Resilience and Responsibility

The National Health Service (NHS) is currently undergoing one of the most significant phases of structural transformation throughout its history. With the announcements of widespread redundancies across NHS England and the proposed merging of Integrated Care Boards (ICBs), senior leaders are forced to face the implications of these changes.

What do these changes mean for the thousands of employees that are facing redundancy and redeployment?

These changes follow the ongoing evolving world of Group models being formed with NHS Trusts across the country.  NHS England’s own workforce plans, published in 2023, explained their long-term plan for modernising the health service, However the scale of current cuts was not anticipated by many of the leaders and staff, resulting in senior leaders and regional managers being tasked with implementing the change with both compassion and precision.
 

The scale of the downsizing is unprecedented and will test every part of the NHS. Senior leaders must now demonstrate resilience, communication and emotional intelligence to ensure they are positive leaders within their teams. The redeployment process must be handled with sensitivity, from all sides, including the HR teams and decision makers. This isn’t something that comes naturally to everyone. The NHS is an employer that is known for nurturing people from the very start of their careers through to retirement. This means that many involved are not only going to be saying goodbye to colleagues, but they may feel as though their NHS family is being broken up. It will be a complex process for all involved.

The Department of Health and Social Care (DHSC) could absorb some of the employees released by NHS England but it is unlikely to provide a home for the thousands affected. The question for many is: what comes next?

For those that have spent their entire careers working within the NHS, this period may feel daunting. The fear of the unknown is very real, yet this is also a time for reflection and opportunity. There are so many transferrable skills, that some may not even realise they have,

which will open doors to new sectors. NHS and ICB professionals have many highly transferable skills, including strategic planning, transformation delivery, data and digital proficiency, financial management, programme management, and strong people leadership.

The speculation surrounding the long-term role of ICBs is also fuelling uncertainty. When ICBs were first founded in July 2022, they represented a shift toward geographic specific planning. But as their current position is changing again, the role they play across communities, coordinating care and resource allocation across a population, remains vital.

As ICB structures are reconfigured, we are likely to see the creation of both new substantive posts and interim project roles. Many commissioning roles will be subject to change and growth, and this will open doors for many people. This could be anywhere across the system to achieve the best outcomes for all patients and of course, the public.

We believe, that because of these changes, the Interim job market is expected to expand. For many, the prospect of moving into the Interim market can be daunting, many will have a fear of the unknown and worry about the uncertainty of where their next role will come from.

That’s where supportive partnerships come in. At Tile Hill, we’ve spent the last eight years working closely with and supporting public sector clients and candidates through moments like this. We understand the complexities of the processes and the emotions that come along with it. Our work goes beyond matching CVs to job descriptions. We’re here to listen, to provide honest career advice, and to coach people through times of transition.

The coming months will be demanding for NHS leaders. Whether managing a team, navigating organisational changes, or undergoing redeployment, it's crucial to act according to your core principles and with an organisation who truly understands them.

Despite ongoing changes, the NHS's core mission of providing free, world-class care remains unchanged. The staff delivering this care remain its most crucial asset. As we reform the system's framework, it is vital to uphold their dignity, support their development, and acknowledge their capabilities, both within and outside the NHS. Let us help you do that.