The aim of our Investors in People (IiP) journey is to enable all of us to contribute our best and be involved in making ongoing positive changes in our workplace.
Our corporate objective of ‘Better Workplace’ sets out our priorities for creating a great place to work and growing our great community.
Our Workforce Strategy sets out how we aim to achieve this, and has Investors in People (IiP) at the core, reaffirming our commitment to the National Staff Governance Standards.
Making work better together is one of the key enablers of better patient care.
Our engagement with IiP assesses us as an employer, providing external benchmarking and assurance, continuous improvement opportunities and accreditation for achieving high workplace standards and being a great place to work.
IiP is an international global benchmark which is recognised in over 66 countries and working with them will provide us with an independent assessment of areas for improvement and celebration.
IiP provides a consistent framework that helps us to align all our initiatives within a holistic approach, including iMatter, Collaborative Conversations and other values and culture work. External benchmarking from IiP then provides NHSGGC with an independent assessment of areas for improvement and celebration.
Investors in People assesses organisational standards across 3 broad areas:
Leading
How much trust is there between leaders, colleagues and teams??
Do we together live up to our values, and inspire the right kind of culture?
Supporting
Are colleagues and teams rewarded for doing well?
Improving
Are we as ready as we can be for any changes the future might bring?
Following the pilot and achievement of IiP accreditation at the Inverclyde Royal Hospital, colleagues and teams working within corporate services, including Estates and Facilities at our non-acute sites, have also successfully achieved the Investors in People standard.
Investors in People continues to make great progress across the organisation, and NHSGGC is aiming to continue our Board-wide work with Investors in People (IiP) in the next cycle of assessments.
Continuously learning about our opinions and viewpoints is essential to ensuring we can continue to grow and develop our workplace.
Frequently Asked Questions
Why did we choose Investors in People?
Over the years we have done a great deal of work to support staff and ensure that as an employer, NHSGGC is doing its best for staff. iMatter is the framework to develop our culture and collective leadership. It now includes the development of our staff mental health and wellbeing plan. Since the launch of iMatter, we have been looking for a way to assess and benchmark how well these efforts actually improve NHSGGC as a place to work for our staff and how we compare with other employers.
IiP is a key element of our Workforce Strategy and reaffirms our commitment to the Staff Governance Standards.
What is the aim of IiP?
The aim of IiP is to enable our staff to be involved in making ongoing positive changes. Our long term objective is to embed good people management practice in the core of services. The IiP process supports NHSGGC to put staff at the front and centre of our organisation. The IiP approach emphasises partnership working, collaboration and team working across staff groups and also along management and directorate lines.
What are the benefits of IiP?
Improved staff motivation and morale.
Provides independent in-depth insight into organisation culture and practice.
Gives a clear road map and route for progression.
Provides a consistent framework against which we can conduct internal and external benchmarking of people processes and performance.
Enhances organisational reputation and is also a factor for being a more desirable employer to attract the people we need.
Alignment of key people issues to the organisation’s performance and goals.
All these contribute to enhanced patient experience and quality of care.
Who was involved?
IiP assessment has been rolled out across Acute and Corporate sites in five clusters, 344 Senior Managers and Medical Consultants
A randomly selected 5% sample of all colleagues were invited to take part. Of that sample 25% were senior managers, invited to in-depth discussions. 75% of the sample were staff groups invited to workshops for in-depth discussion.
This comprised of:
1310 – Members of staff taking part. That’s approximately 16 working weeks or 594 hours of dialogue with staff about what’s working well and what could be improved.
344 – Senior managers who took part in online interviews with IiP specialists.
337 – Face to face focus groups.
38 – Assessors who supported the focus groups.
What did we find?
What we do well as an organisation:
Our staff told us we were getting quite a few things right, such as:
Operating in line with our NHS values, adopting and living the values
Empowering our staff
Making decisions
Setting objectives
Our approach to recognition and reward where staff are recognised for excellence
Designing roles that were fit for purpose
Creating autonomy in roles so our staff can give their best
Enabling collaborative working with colleagues
Supporting learning and development
Creating a culture of continuous improvement
Understanding the external context
Areas where we could do better
• Creating Transparency and Trust, specifically for leaders to provide more clarity around the organisations purpose, vision and objectives.
• Deploying the right people at the right time, specifically that recruitment and selection is fair, efficient and effective and fits with the organisations objectives and that any room for improvement in process (within the national policy and process) or queries, concerns and escalations are prioritised. Staff are also looking to be kept updated of plans around staffing challenges.
• Improving through internal and external resources, that the investment we make in our people is evaluated and the results are used to improve performance.
• Focusing on the future, specifically for leaders to communicate more around future priorities (staff want to know what/how things are happening and what/how to prioritise).
• Embracing Change, specifically when change happens it is communicated in a timely and transparent way across the organisation.
What happens next?
There are 5 Investors in People clusters across our Corporate and Acute Sector sites. Each Cluster has developed their own improvement plans, tailored to respond to feedback from colleagues in the cluster.
The IiP Clusters are:
Corporate Cluster
The Corporate Cluster is chaired by Anne MacPherson, Director of Human Resources and OrganisationalDevelopment and supported by Paul Cogan, Senior OrganisationalDevelopment Advisor.
The Corporate met the standards of IiP and achieved accreditation in April 2022.
The cluster is made up of all the corporate directorate office staff and the Facilities and Estates staff who work in discreet units, such as the Decontamination Unit and the Laundry (i.e. the Corporate and Facilities staff not based on acute sites).
They included staff from the following directorates:
Chief Executives Office
Board Medical Directorate (Excludes pharmacy as is covered as are in all hospitals sites, but incudes staff at Clarkston Court )
Board Nurse Directorate
Board Administration
Corporate Communications
Finance
Human Resources & Organisational Development
Non-Acute site eHealth (non-site based, Call centre in Hillington and Paisley Smithhills Street and Westward house)
Public Health (including contact tracing, test and protect recovery and COVID Vaccinations)
Non-Acute site Estates and Facilities (Cowlairs FM, Cowlairs Estates, Inverclyde CDU, Laundry)
Clyde Cluster
The Clyde Cluster is chaired by Melanie McColgan, Director for the Clyde Sector, led by Louise Watson SChief AHP Clyde and supported by Julie Pearson, Senior Organisational Development Advisor.
The Cluster is made up of all staff at :
Royal Alexandra Hospital in Paisley
Vale of Leven Hospital
Inverclyde Royal Hospital
Inverclyde Royal Hospital was a single site pilot in 2021 and is now been included in the Clyde Cluster.
North Cluster
The North Cluster is chaired by Neil McCallum, Director for the North Sector, led by Alison Leiper, Chief AHP for the North Sector and supported by Claire Robertson, Senior Organisational Development Advisor.
The Cluster is made up of all staff at
Glasgow Royal Infirmary Campus
Stobhill Hospital
Lightburn Hospital
Rowanbank Clinic
Leverndale Hospital
South Cluster
Jamie Redfern, Director of Women and Children’s Services is the Chair for the South Cluster, supported by Sue Tanner, Human Resources Manager South Sector and John Scrimgeour, Senior Organisational Development Advisor.
Sites in the South Cluster is made up of staff at:
Queen Elizabeth University Hospital Campus
Queen Elizabeth University Hospital
Institute of Neurological sciences
Spinal injuries Unit
WestMARC on two sites QE and Yoker
QEUH Maternity Unit
Royal Hospital for Children
Laboratory Medicine
New Victoria Ambulatory Care Hospital
West Cluster
The West Cluster is chaired by Susan Groom, Director of Regional Services and supported by the West Cluster Senior Organisational Development Advisor and Nicola Bailey, Head of Human Resources for Regional and Diagnostics.
The Board Partnership Agreement was developed jointly by the Board and the Trade Unions/Professional Organisations representing staff. The Agreement is designed to ensure staff are effectively involved in influencing the shape and implementation of decisions that affect their work, and offer managers the means where staff views can be considered before taking the decisions for which they are accountable. We are delighted to support this Board Partnership Agreement and commend it to you. Currently under review the updated version will be linked when available.
Facilities Agreement
The Facilities Agreement was developed jointly by the Board and the Trade Unions and Professional Organisations representing staff and has been designed to establish a formal policy and procedure on trade union/professional organisation facilities. In developing the agreement, cognisance was taken of the legal requirements placed on the Board, the Staff Governance Standard and the Partnership Information Network Policy and Practice. Currently under review the updated version will be linked when available.
Corporate Staff Partnership Forum
Like other Staff Partnership Fora, the Corporate Staff Partnership Forum serves as a collaborative platform designed to foster open dialogue between staff and management, aiming to strengthen organisational governance and advance shared objectives. Its purpose is to enable meaningful consultation on corporate workplace matters, support transparent decision-making, and promote culture of partnership where issues are jointly discussed and resolved. Membership of the Forum includes Corporate Directors and Staff Side Representatives.
Area Partnership Engagement Process
In early 2022, the Area Partnership Forum agreed engagement process documents which outline the process for bringing papers to the Area Partnership Forum for both Acute and Community and the process for seeking staff side representation for meetings. Please click on the link above to access Forum Minutes and access to APF engagement documents. If you require further information on either process, please contact the APF Administrator by emailing Kirstin.McKenzie@ggc.scot.nhs.uk.
The Employee Director is a Non-Executive Director member of NHS Greater Glasgow and Clyde (NHSGGC) and Co-Chair of the Area Partnership Forum. They work in partnership with the Board and its Executive Management to provide advice on workforce issues directly affecting NHS Greater Glasgow and Clyde. Working alongside the Employee Director are 2 Staff Partnership Leads and an APF Administrator.
Directly accountable to the Chairman of the Board and elected as the Chair of the Staff Side, the Employee Director and Employee Director’s Office is the Board’s conduit for 15 Trade Unions/Professional Organisations, and takes forward staff side views to influence Board Policies and to ensure that staff interests are properly reflected in Policy Development and encourage the ethos of Partnership Working.
Portraying positive behaviours and encouraging collaborative working, the Employee Director’s Office work with the Board to achieve its objectives and represent the views of NHS Greater Glasgow and Clyde staff by influencing debate and discussion.
To find out more about the Team and to access Trade Union/Professional Organisation or further information regarding the Area Partnership Forum (APF) and partnership working, please click on the tiles below.
If you require to speak with your Trade Union Lead or your local Staff Partnership Fora Staff Side Lead or Deputy Staff Side Lead, please see the contact lists below
Contact Details
Trade Union and Professional Organisation Leads
Contacts – Trade Union and Professional Organisational Leads
British and Irish Orthoptists Society (BIOS), Vacant (please refer to the BIOS website)
Local Staff Partnership Fora Staff Side Leads and Deputies
A Staff Side Lead and Deputy Staff Side Lead is elected through the Employee Director’s Office on a 4 year term to represent the Area Partnership Forum at your local Staff Partnership Forum. If you are required to contact either, please see contact details below.
This year the Chair, Prof John Brown CBE, presented two awards which recognise outstanding achievement, expertise, and dedication in patient care. In common with all the other awards, these celebrate our people’s collective efforts and the lasting impact they have had on the lives of the people of Greater Glasgow and Clyde.
Andrew Thomson
One of Andrew’s patients was going through a high risk pregnancy, when her husband sadly passed away after a two week battle with cancer. On hearing the news, Andrew called to offer his condolences and also talk about how he and his team could support the patient during this heart breaking time.
Andrew has an incredible way of communicating with patients and their families, with empathy and intuitiveness in abundance.
Unscheduled and Urgent Care Services
Due to unprecedented pressures, our Urgent and Unscheduled Care services have adapted to new and ever-changing situations which have been nothing short of remarkable. From the launch of the Flow Navigation Centre and Mental Health Assessment Units, to the ongoing dedication, commitment and professionalism of our EDs, IAUs, Community Pharmacies, MIUs, in-hours and Out of Hours GP Services, who have worked tirelessly with the support of diagnostic services.
At the start of the pandemic, it became clear that those who became very ill with Covid need a place where they could be seen and assessed safely and away from non-Covid patients.
Our Community Assessment Centres were created. This significant project required input from all of the eHealth teams to ensure the centres had all the necessary telephony and IT kit. They also needed to be set up very quickly.
eHealth teams responded to the needs of the service, working above and beyond to introduce new processes to book in Covid patients outwith hospital settings. The staff showed immense flexibility and changed their hours of work and their roles. The success of the CACs was due to the commitment, flexibility and team working across eHealth to support the Board in its response to the pandemic.
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The William Cullen Prize for Excellence In Teaching and the William Cullen Prize for Service Innovation are awarded in collaboration with the Royal College of Physicians in Edinburgh.
William Cullen Prize for Innovation
Dr David Lockington is a Consultant Ophthalmologist based in Gartnavel General Hospital.
Dr Lockington identified the opportunity to transform unused rooms within the Tennent Institute of Ophthalmology library into a state of the art teaching suite for ophthalmology training. There are now three rooms which consist of an ophthalmic simulation area, a computer room for trainees and a seminar room.
The suite allowed simulated microsurgical skills to be developed and maintained during lockdowns, and is now used regularly by trainees and the wider multidisciplinary team. This development has been extremely well received by local trainees, and has addressed previously identified surgical training gaps.
Local ophthalmology training has been enhanced significantly, and to illustrate the impact, this initiative has since been replicated in other UK centres.
William Cullen Prize for Education – Joint Winners
Doctor Scott Morris is the Clinical Director for the Renal Unit, based in the Queen Elizabeth University Hospital, though which provides a full range of renal services to the West of Scotland.
This unit has for some time demonstrated a high standard of teaching and training, as evidenced by consistent and positive feedback from trainees. Trainees emerge as highly trained renal physicians, having been supported by a skilled group of established Consultants with a range of subspecialty interests.
The experience gained while attached to the unit is clearly valued by trainees, who highlight in particular the supervision they receive within the department, the supportive environment and the overall level of satisfaction working within a very strong team.
Dr Libby Ferguson and the Palliative care team based in the Marie Curie Hospice in Glasgow continue to provide an extremely high standard of clinical training which trainees recognise with positive responses to the Scottish trainee survey and National training survey.
There is a strong culture of educational governance identified within the centre. Trainees attached to the team there give very positive feedback in all areas, with Foundation trainees in particular highlighting the very supportive and educational environment provided by the team, and General Practice Specialty Trainees similarly appreciating the education and experience that is provided.
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Staff Awards 2026
The Celebrating Success Staff Awards event will be held on the evening of the 30 October 2026. It is a chance to recognise our staff from across NHSGGC and celebrate their achievements in style.
The incredible commitment, passion, professionalism, and innovation of staff is inspirational and showcases the core NHS values embedded in NHSGGC. This is what helps us to navigate even the most challenging of times.
We deliver vital services under day-to-day pressures, at the same time evolving and innovating across the Board. Our staff strive to provide our patients with the best possible experiences, and it is a testament to every staff member that, despite ongoing challenges, outstanding levels of care are provided.
Before the excitement of the Awards Ceremony on the 30 October 2026, find out about the nominees in each of the award categories, by using the links below.
The winners will be announced live on the night on our social media channels (follow the #ggcawards tag).
Staff Awards 2025
Find all the winners, nominees and more below from our 2025 Celebrating Success Awards.
Every award winner and nominee should be immensely proud of themselves for the contribution they make to the delivery of healthcare in Scotland.
Find out about the winners and nominees from each award category below.
The winners were also announced live on the night on our social media channels (follow the #ggcawards hashtag).
‘Growing our inclusive culture: Empowering everyone to promote Respect, Kindness and Equity.’
Thank you for attending the third annual NHSGGC Workforce Equality, Diversity and Inclusion (EDI) Conference, which was held on Thursday 14 August 2025, at the Queen Elizabeth University Hospital, Teaching and Learning Centre.
The workforce conference began with powerful opening remarks from Professor Jann Gardner, NHSGGC Chief Executive, followed by Dr Lesley Thomson KC, NHSGGC Board Chair. Delegates also received a comprehensive overview of the NHSGGC Workforce Equality Group Action Plan 2025-2026 from Liam Spence, Head of Staff Experience.
The 2025 EDI conference theme was “Growing our inclusive culture: Empowering everyone to promote Respect, Kindness and Equity”. The day included an inspirational keynote presentation from Dr Barbara Banda, you can view Barbara’s presentation here, presentation.
Through her consultancy, Neish Training, Gillian works across the UK with individuals and organisations in all sectors to help them fulfil their potential. The focus of her work is power, whether challenging the power inequities of racism, sexism and the other ‘isms’ or developing personal power through personal development programmes. Gillian designed and facilitates NHSGGC’s Leadership Programme for staff from Black and Minority Ethnic communities.
Led by Close the Gap, this session by Collett O’Connor explored how gender norms and stereotyping about women’s capabilities and interests can result in a segregation in the types of work that men and women do and how these can often underpin violence against women. The term ‘violence against women’ refers to violent and abusive behaviour that is carried out against women, primarily by men, as a result of their gender. This abusive behaviour can be physical, emotional, psychological, sexual or economic and stems from women’s deep-rooted inequality.
Police Scotland’s Lyndsay Brown led this session about hate crime, behaviours which are both criminal and rooted in prejudice. The legal definition of hate crime is “any crime which is understood by the victim or any other person as being motivated (wholly or partly) by malice or ill will towards a social group.”
The person experiencing hate does not always need to be in one of these groups. We looked at why the act or offence was committed and the perceptions of those involved.
This breakout was presented by Steven Reid and focuses on the importance of “reasonable adjustments” for staff with disabilities or long-term health conditions, as required by the Equality Act 2010. Steven’s talk provided strong examples of adjustments, such as changes to the workplace or working arrangements. It also specifically addresses neurodiversity, noting that it’s a natural variation and not a disorder. The presentation encourages managers to have early and sensitive discussions with staff to ensure they have the support they need to thrive at work.
Dr Noreen Shields introduced the new NHSGGC Equality Scheme for 2025-2029, which outlines the Board’s commitment to creating a more fair and inclusive workplace. The scheme incorporates engagement and feedback from staff, patients and community groups. It sets out new equality outcomes and lays out the responsibilities of managers and staff in promoting equality and tackling discrimination. It also explains the process used to identify and deliver areas of improvement and the role we all share to help create a fairer NHSGGC.
This session took delegates through some of the key principles of Speaking Up and being an Active Bystander, empowering staff across NHSGGC to challenge poor behaviours. Drawing on lessons from our Sexual Harassment: Cut It Out programme, Anthony Craig, Senior EDI Advisor, showed delegates when we challenge poor behaviours, we can shift the boundaries of what is considered acceptable within our workplace culture.
Civility Saves Lives (CSL) breakout session was delivered by Julie Pearson and covered how we treat each other at work. The aim of the CSL campaign in NHSGGC is to encourage positive workplace relationships and environments where the culture is improved by promoting the value of kind, caring and respectful interactions. The campaign also aims to raise awareness and understanding of the impact that rude, unprofessional and unproductive behaviour has and how calling it out with a compassionate approach can help to address incivility.
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Workforce Strategy 2025-2030
The Workforce Strategy 2025-2030 sets out how NHS Greater Glasgow and Clyde will support, develop, and sustain its workforce over the next five years. Building on the achievements of the 2021–2025 strategy, it responds to the changing healthcare landscape and outlines how we will continue to make NHSGGC a great place to work.
Centred around four community pillars: Safety, Health and Wellbeing; Culture and Leadership; Learning and Careers; and Recruitment and Retention – the strategy defines how we will strengthen our workforce to deliver safe, high-quality and person-centred care.
Our focus is on developing a skilled, inclusive, and adaptable workforce, supported by strong leadership, partnership working, and digital innovation. This strategy aligns with national priorities under Transform and Reform, ensuring NHSGGC’s workforce is equipped to meet the evolving needs of our patients, service users and communities.
In order to achieve the ambitions outlined within the Workforce Strategy 2025-2030, a suite of supporting strategies and plans have been developed to operationalise the actions contained within the Strategy.
Staff Health Strategy 2023-2025
NHS Greater Glasgow and Clyde continues to prioritise the health and wellbeing of our workforce. Our current and future staff are our greatest strength and this Strategy underpins the Board’s Workforce Strategy and reflects our aspirations to be a Better Workplace.
The focus of the Staff Health Strategy 2023-2025 has moved towards recovery from the COVID-19 pandemic and support to staff to improve their wellbeing as new challenges arise. We have a strong foundation to build upon as evidenced by the many initiatives that have been introduced and embedded, including the Active Staff Programme, provision of Mental Health Support and the ongoing rollout of Peer Support. None of this is possible without the help and support of local teams across the organisation and Staff Partnership colleagues. Our staff equalities forums and the Staff Health Working Groups in Acute Services and our six Health and Social Care Partnerships also have a key role to play in delivering the actions which will flow from our strategic intent.
Internal Communications and Employee Engagement Strategy 2022-2025
Engaging internal communications and high levels of employee engagement are crucial to continually developing our aim of being a better workplace. This underpins all our NHSGGC’s Workforce Strategy actions.
The NHSGGC Chief Executive and Employee Director have reinforced their joint commitment to improving the safety, health and wellbeing culture within NHSGGC, through the development of the SHaW Framework.
All staff have a responsibility for safety, health and wellbeing within NHSGGC. A set of guidance documents outlined the roles and responsibilities for employees, managers and directors.
Workforce Plan 2022-2025
Each year NHSGGC is required by the Scottish Government to develop and publish a workforce plan which sets out the strategic direction for workforce development and the resulting changes to our workforce over the next year and beyond.
The NHSGGC Workforce Plan is developed using the NHS Scotland six steps methodology and the NHS Careers Framework. Both of these workforce models enable us to take a coherent view of the workforce across all job families and sub-groups. The Career Framework in particular is a useful tool for modelling and implementing workforce change and we are promoting and encouraging the use of this tool in NHSGGC.
Local workforce planning activity is managed within the Acute Services Division and within the Health and Social Care Partnerships (HSCPs). In addition, there are workforce plans which focus on cross sector issues and plans based on service delivery models.
The workforce implications of service change and redesign are also set out in NHSGGC’s financial and service plans at Board and Divisional/HSCP level. These workforce implications highlight any planned recruitment activity and are further analysed in the project implementation documents (PIDs) which are prepared to support any significant service change and which set out the financial, workforce and equality impacts of any proposed changes.
All of the above workforce information is analysed and summarised by the workforce planners in order to develop the annual NHSGGC Workforce Plan.
To help us achieve this vision, we have three ambitions:
Attract, retain and value the most skilled, diverse and talented people from our local communities and around the world, proving we are a world-class public sector organisation.
Empower our Human Resources and Organisational Development workforce to deliver a digitally-enabled world-class recruitment and onboarding service for our future talent that is inclusive and person-centred.
Ensure use of high-quality data to drive forward workforce planning and recruitment initiatives as we strive to be a world-class public service.
Our Recruitment and Attraction Plan sets out how we will achieve these ambitions, ensures recruitment and selection is inclusive and attracts candidates from diverse backgrounds, and develops NHSGGC under our corporate objective of ‘Better Workplace’.
Workforce Equality Action Plan
The Board Workforce Equality Group (WEG) aims to further develop NHSGGC as an inclusive organisation that engages with staff across all aspects of employment, in a way that reaches to the core of our organisational values and meets and exceeds our legal requirements as an equal opportunities employer. The WEG is responsible for the NHSGGC Workforce Equality Plan. The group includes representatives from the Staff Disability Forum, the Black and Minority Ethnic Staff Network, the LGBT+ Forum, staff-side, Human Resources and the Equality and Human Rights Team.
Our staff are treated fairly and consistently, with dignity and respect, in an environment where diversity is valued.
Our data collection is legally compliant and is used to improve equality and diversity of our workforce.
We can demonstrate that we are an exemplar employer by participating in recognised equality frameworks and charters.
We have taken all the actions in our control to reduce equal pay gaps by sex, disability and ethnicity.
Staff from equality groups are fully engaged in contributing to the Workforce Equality Group.
National workforce strategies
The NHSGGC Workforce Strategy 2021-2025 has been supported, driven, shaped and complemented by a suite of national workforce strategies aimed at Scotland’s health and social care workforce.
Health and social care: national workforce strategy
It supports their tripartite ambition of recovery, growth and transformation of their workforce and the actions they will take to achieve their vision and ambition.
Health and social care delivery plan
The Health and social care delivery plan sets out the Scottish Government’s programme to further enhance health and social care services. Working so the people of Scotland can live longer, healthier lives at home or in a homely setting and they have a health and social care system that:
is integrated;
focuses on prevention, anticipation and supported self-management;
will make day-case treatment the norm, where hospital treatment is required and cannot be provided in a community setting;
focuses on care being provided to the highest standards of quality and safety, whatever the setting, with the person at the centre of all decisions; and
ensures people get back into their home or community environment as soon as appropriate, with minimal risk of re-admission.
Previous strategies
Previous strategies and plans supporting the Workforce Strategy can be accessed below
Workforce Strategy 2021-2025
Our Workforce Strategy 2021-2025 set out NHSGGC’s priorities for developing, supporting, and sustaining our workforce through a period of significant change and recovery following the COVID-19 pandemic. This strategy has now concluded and been superseded by the Workforce Strategy 2025–2030, which builds on the progress and learning from this period.
Staff Health Strategy 2021-2023
NHSGGC has been and continues to be very mindful of the need to ensure we maximise all our efforts to ensure we can support the health and wellbeing of our workforce.
Our current and future staff are our greatest strength and this strategy underpins the Board’s Workforce Strategy and reflects our aspirations to Grow Our Great Community.
In order to ensure we are best placed to reflect and recover from the COVID-19 pandemic, as well as deliver our corporate objectives and transformation ambitions we need to ensure that our workforce are supported to deliver the changes we need to make. We recognise that our staff need time to recover and reflect on the impact of the pandemic on their mental health and wellbeing and whilst Mental Health was one of our top priorities in our previous strategy it is a key component of our ambitions for our Staff Health Strategy for 2021-2023.
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