Inside NHS Boardrooms: Talent Trends and Insights

Our Healthcare team partners with NHS clients across the country in the recruitment of Chairs and Non-Executive Directors for NHS Trusts and Foundation Trusts. We work with provider organisations including mental health, acute, community, and ambulance Trusts. We also partner with Integrated Care Boards to appoint Non-Executive Director roles. We often collaborate with Nominations Committees to find individuals with specific expertise to bring to the Board, supporting the development of diversity and the balance of Board expertise. 

In this article, we explore the key themes shaping the current landscape of NHS Board recruitment. 

Expertise 

There is a growing demand for expertise in digital, data, analytics, transformation, and organisational design. As organisations strive to increase productivity and reduce costs, we anticipate this trend will continue, with a strong focus on organisation-wide transformation. 

This shift towards digital transformation is not just about adopting new technologies but also about rethinking organisational structures and workflows to enhance efficiency and patient outcomes. 

Chair Roles: Not for the Faint-Hearted  

The complexities of the NHS operating environment make the recruitment of Chairs a critical appointment. Our research indicates that Chair candidates are increasingly thoughtful about their applications, undertaking extensive due diligence to evaluate risks. The role of a Chair in an NHS Trust involves navigating a myriad of challenges, from financial pressures to regulatory compliance and stakeholder management.

Chairs must possess a deep understanding of the healthcare landscape, strong leadership skills, and the ability to drive strategic initiatives while maintaining a focus on patient care and safety. The heightened scrutiny and expectations placed on Chairs mean that candidates are more meticulous in their preparation, ensuring they are well-equipped to handle the demands of the role. 

Currency of Experience  

We are seeing more Non-Executive Directors who are currently in full-time executive roles. Boards value their current experience and connection to innovation, particularly in digital and analytics. 

These individuals often have firsthand experience with the latest advancements in healthcare technology and management, making them valuable assets in guiding Trusts through transformative changes. Their ongoing involvement in executive roles ensures they remain at the forefront of industry developments, which can be leveraged to drive progress within NHS Trusts. 

Time Commitment  

Based on our own discussions and interactions, it is clear the average time Non-Executive Directors spend on Trust business is increasing, reflecting the complexity of the current operating environment. In our next edition, we will explore how Trusts are managing this to maximise the contributions of Non-Executives with limited working hours. The increasing demands on Non-Executive Directors necessitate a more strategic approach to time management and resource allocation.

Trusts are implementing various strategies to support non-executives, such as providing additional administrative support, leveraging technology for efficient communication, and prioritising key areas of focus. By optimising the use of non-executives' time, Trusts can ensure that these valuable contributors are able to make meaningful impacts despite their busy schedules. 

First-time Non-Executive Directors  

There has been a rise in the number of Non-Executive Directors who are new to the NHS. Trusts are seeking skills and diversity in specific areas and are attracted to candidates who bring broader perspectives. The inclusion of first-time Non-Executive Directors introduces fresh ideas and diverse viewpoints to NHS Boards. 

Trusts are increasingly recognising the importance of diversity in driving innovation and improving governance. By welcoming first-time non-executives, Trusts can benefit from a wider range of expertise and perspectives, ultimately enhancing their ability to address complex challenges and deliver high-quality healthcare services. 

Our Healthcare team remains committed to partnering with NHS clients to identify and recruit the best candidates who can navigate these challenges and drive positive change within Trusts.

By staying attuned to emerging trends and adapting our recruitment strategies accordingly, we aim to support the development of robust and effective NHS Boards that are well-equipped to meet the demands of modern healthcare.

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