ABSTRACT
This account of practice gives an overview and insight into the learning from a co-designed leadership development programme for Allied Health Professionals (AHPs) across two NHS Integrated Care Systems. The AHP community that completed the courses consisted of acute and community trust, mental health, local authority, and SCAS (paramedics) working in the healthcare system across the full range of AHP roles during the Covid-19 pandemic. Working in partnership the programme was co-designed, engaging participants in the design process before and throughout the delivery of the programme. The entire programme was delivered online to a cohort of forty-two AHPs who had volunteered to be participants. The overarching aim of the programme was to support AHPs and promote their career progression through developing confidence and capability in their leadership practice. by meeting the following objectives: (1) developing and enriching understanding, and practice, of systemic leadership;(2) developing Keats' concept of 'negative capability' (Ou 2009) - creativity and action in the midst of uncertainty and ambiguity;(3) strengthening voice, confidence, and influence, as a valued leader in the system. A set of quantitative evaluation criteria were collectively agreed and these were run before and after the programme. Further to this several qualitative questions were asked before the programme to inform its design and post-programme to deepen insight into the process and experience of participants. This was very helpful in learning from the experience and in informing future work of this nature. The programme was designed utilising an innovative delivery method using techniques and approaches that had been developed through the Covid-19 pandemic with face-to-face delivery being unavailable. The aspiration was to work in depth with a medium-sized cohort as a community of learning and leadership practice.
ABSTRACT
Purpose>The purpose of this paper is to look at how workplaces can create a healthy corporate culture as a hybrid way of working comes into force. The pandemic has made many businesses rethink their corporate culture strategy, and this study addresses how to regain and sustain a positive long-term culture. This is done by exploring aspects of pre-pandemic work life, how businesses can continue this going forward, and additional ways to ensure employees are fulfilled – all while providing a safe environment to work in.Design/methodology/approach>The author analyses pre-pandemic working culture, impartial report findings, third-party research, and her deep understanding and domain expertise in human resources (HR) to guide the reader in identifying key components of an effective corporate culture during this fast-paced, disruptive era. The study provides background context and offers three main ways on how to successfully achieve this.Findings>The findings from this study demonstrate three main ways in which HR leaders can enhance the working environment and how this can have multiple positive business outcomes. Driving and living core values from the most senior positions all the way through the workforce, changing values which are no longer fit for purpose, creating new workplace networking opportunities and recognising colleague contributions, especially during times of uncertainty, are all critical components of long-term culture success. The findings demonstrate how this is not only beneficial for a business but for the workforce too – helping retain important talent and also attracting new employees.Originality/value>The study fulfils an identified need to analyse and inform on forward-looking corporate culture trends and challenges amid the pandemic.