Beyond the numbers: building a sustainable NHS workforce for 2025 and beyond…
The way we discuss our NHS workforce is evolving. Staff are not just a number or a target on a balance sheet; people are rightly recognised as critical enablers of sustainable care delivery. This pivotal shift was the focus of our recent webinar, where we brought together influential voices from across the system. Together, we unpacked the 2025/26 priorities and operational planning guidance through the lens of workforce transformation.
Sue Hodkinson, Director of Client Partnerships at Patchwork and former NHS Executive Director of People, opened the discussion with a remark that set the tone for the session:
“We need to move away from thinking about workforce as a cost, and instead think of it as an enabler of good care.”
With workforce expenditure comprising around 65% of total NHS budgets, this perspective shift couldn’t be more urgent. While the guidance remains largely financially focused, the group emphasised that achieving a sustainable future for the NHS calls for more than just reducing costs. Instead, the need is for smarter, more human-centred ways of working.
Flexibility and sustainability
Amanda Grantham, Turnaround Director and Transformation Director, at East London Foundation Trust, echoed this sentiment, emphasising the inherent connection between financial and workforce sustainability. She explained, “The only way you’re going to get financial sustainability is by having a sustainable workforce model. You need the right people, in the right place, working in a way that works for them.”
This demands systems that place flexibility at their core, eliminating unnecessary barriers while fostering long-term resilience. A promising step in this direction has been the changes to statutory and mandatory training requirements. By simplifying processes and enabling staff to move more easily between roles, the system is laying the foundations for greater workforce agility to meet the needs of both individuals and services.
It’s also worth noting that flexibility delivers benefits not only for staff but for budgets as well. Amanda highlighted this dual advantage, stating, “If you can improve well-being and flexibility, often your cost savings will drop out at the bottom of that as well.”
Retention is always a critical focus
Beyond flexibility, retention emerged as a clear priority. The economic argument is compelling; research consistently shows it is far more expensive to backfill a role than to retain an existing staff member. Yet, many systems continue to struggle with addressing the underlying causes of turnover.
The consensus was clear: investing in retention is not optional. Whether through improving flexibility, ensuring access to professional development opportunities, or enabling clear career progression, the NHS must place greater focus on understanding and meeting staff needs to encourage long-term engagement and loyalty.
The multiple roles of data
Richard Lucas, Head of Data at Patchwork, highlighted another vital component of workforce transformation – the power of data. He emphasised, “One of the biggest blockers to workforce transformation is the lack of integrated data. Trusts often don’t know exactly where their people are or how they’re being utilised.”
Without clear visibility, any effort to plan effectively will inevitably fall short. By adopting platforms like Patchwork to integrate and streamline workforce data, Trusts gain the clarity needed to move from a reactive approach to proactive, strategic planning. However, technology alone isn’t the answer. “It’s about aligning the technology to your workforce vision – then using it to join up all the moving parts”.
Building the future
At the heart of this conversation lies a simple truth: behind every budget line is a person. The future of the NHS depends on how well it values, supports, and enables its people. To build a more sustainable and effective system, we must abandon the idea of workforce as a problem to be managed. Instead, we need to foster collaboration, utilise data effectively, and ensure technology is designed to serve the workforce it supports.
By working together, 2025/26 can be a turning point – a moment when the NHS becomes not only financially sustainable but also rooted in resilience, humanity, and care. Beyond the numbers, this is the opportunity to build a system that truly reflects the incredible people at its core.