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Active staff motivation

Active staff motivation and management 

Human resource management is underdeveloped in many healthcare organizations. It is often transactional, traditional and risk averse. It often lacks a strategic perspective and is generally not prepared to challenge current practice. While many of the high performing organizations featured in this report have taken an innovative approach, they also appreciate that these initiatives must be built on a platform of basic good practice.

Failure in this area can fatally undermine staff commitment to the values of the organization and their support of its leadership. These practices must start right at the recruitment stage by ensuring that staff not only have the right skills but that they understand and support the values of the organization. The recruitment of people who are resilient in the face of change seems to be an important factor. Induction into the organization is taken seriously and is compulsory, even for top managers.


Staff have clearly defined roles supported by systems for ensuring that they get high-quality feedback and appraisals that are linked to rewards and based on metrics that are meaningful. As well as recognizing and rewarding good performance, the best organizations are also rigorous about dealing with poor performance, behavior at odds with the values of the organization and absenteeism. There is a strong business case for a focus on staff well-being and the experience of staff.


These foundational processes need to be part of a wider approach to quality governance found in the best organizations where the Board plays a key role in setting objectives and values and ensure that these are upheld and permeate the organization.

Case Studies


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