Re-thinking the IHM managerial code of conduct
Released on 04/11/2008
The IHM is working with a group of highly influential figures in the NHS to re-fresh the IHM code of conduct for managers aimed at fostering greater trust between clinicians, managers and other staff working in the NHS.
The code of conduct was agreed as part of a roundtable discussion, hosted by the IHM in October 2008, about the damaging effects of an NHS culture characterised by relentless change, imposed targets, blame and fragmented relationships between clinicians, managers and other NHS staff.
A total of 16 key players representing including representatives of the BMA, RCN and Department of Health attended the discussion.
IHM chair Andrew Corbett-Nolan, IHM president Stuart Bain and IHM CEO, Sue Hodgetts hosted the discussion and it was facilitated by Professor Derek Mowbray, IHM fellow and expert on psychological health and well-being at work.
The debate explored the wide-ranging effects of the prevailing NHS culture, as well as possible remedies. For example, attendees discussed the problem of staff disengagement, which manifests itself in high staff turnover, high sickness and absence rates and problems attracting talent. Indeed the attrition rate among CEOs is just two-and-a-half years, as they struggle maintaining a work/ life balance and coping with the blame culture that is dominant in the NHS. The result is that NHS organisations often fail to learn, as it is more difficult to pass on knowledge when staff turnover is so high.
There is also a distinct lack of trust between managers and clinicians. Clinicians often see managers as irrelevant, which has a very damaging effect, particularly when the link between leadership and quality of service is so crucial to success.
“ We decided that we need buy–in from other professional bodies, thus taking a multi-professional approach to re-fresh the IHM code of conduct. This is an excellent way forward for all managers in the UK healthcare system,” Sue Hodgetts
This approach is aimed at fostering greater trust between clinicians, managers and other staff working in the NHS.
Attendees discussed the need for a culture based on commitment and trust between leaders and all NHS staff. Only such a culture would achieve high levels of performance and the best quality of care for patients. Rewriting the IHM code of conduct, outlining managerial behaviours, would be an important first step towards this goal.
The IHM committed to involve the membership and relevant professional bodies in this process before the end of the year.
Contact
Jaco Marais IHM Press Secretary
Email: j.marais@ihm.org.uk
Website: www.ihm.org.uk
Telephone: 020 7593 0453
Fax: 020 76201040
