Thread by @Dr_R_Acres

In light of #MedTwitter's latest binfire (teabag-gate)

I think it's useful to note that in an environment in which trusts are directly employing insufficient numbers of staff on unacceptable rates of pay; they need to consider non-pay factors which they can affect... 🧵

Transport/Parking: Paying to park at work is an additional tax on working that we resent. As potentially the largest employer in the local area what do you know about how staff get to work and why?
Do you have safe, reliable, green transport options which are acceptable to staff?

Food/fluid: Are there free tea/coffee/squash/cold water in your staff rooms?
Are there nutritious, delicious, cheaply-priced/free food options available for all your staff at all times of day and night?

Staff Space: Do all your staff have a rest and eating area away from patients and relatives which you provide (doctors' mess which is paid by subscription doesn't count)?
Do you provide separate space for and encourage staff to sleep on night shifts?

Work Space: Does every member of staff have a space to work sufficient to do their job? (e.g doctors need private office space with phone access and a computer with microphone and webcam; each ward must have a relatives room and probably a meeting/seminar room)

Equipment/Processes: Does all your equipment work reliably (incl IT)?
Is the right equipment available in a sensible place (e.g cannula sizes)?
Who is responsible for stock?
Do all of your processes, including at the most local level make sense? Are they clear to new staff?

Pay: Does everyone in your organisation get paid correctly and on time, every time?
If this fails (rarely) does a single easy phone call or email sort it out with immediate effect?

Support Staff: Are all your staff enabled to do their USP/the most fulfilling part of their job as much of the time as possible?
This is both where your staff are most valuable and what makes them feel valued.
Adequate support staff to enable this is a shrewd investment.

Minimise additional asks/unpaid work: If you're constrained by a staff member's banding/salary scale then either don't ask them to take on other unpaid responsibility or pay them for it.
Examples include specialty link nurses, doctor rota management, departmental QI leads.

None of these things are perks.
They're basic requirements.
Getting them right to improve retention is within the power of @NHSEngland trusts right now.
They are required independent of #FullPayRestoration. /end🧵

@TheBMA @theRCN @unitetheunion @NHSEmployers