The recruitment, retention and development of an integrated urgent care telephone triage workforce: a small-scale study

• Published in: Journal of integrated care (Brighton, England) Vol. 30; no. 1; pp. 20 - 27
• Main Authors: Snell, Laura, Grimwood, Tom
• Format: Journal Article
• Language: English
• Published: Brighton Emerald Publishing Limited 08.02.2022; Emerald Group Publishing Limited
• Subjects: Access; Advisors; Career development planning; Careers; Cognition & reasoning; Cognitive skills; Collaboration; Communication; Continuity of care; Decision making; Decision support systems; Emergency medical care; Health services; Information technology; Integrated delivery systems; Morale; Nurses; Patients; Polls & surveys; Professional development; Recruitment; Respondents; Retention; Telemedicine; Triage; Workforce; United Kingdom > UK; England; Telephone triage; Integrated urgent care; NHS 111
• ISSN: 1476-9018; 2042-8685
• DOI: 10.1108/JICA-06-2020-0033

PurposeNHS 111 is a non-emergency telephone triage service that provides immediate access to urgent care 24 h a day. This study explored the recruitment, retention and development of one integrated urgent care (IUC) workforce in England, specifically the NHS 111 service and Clinical Hub.Design/methodology/approachAn online survey was distributed to the NHS 111 and Clinical Hub workforce. The data from 48 respondents were summarised and analysed thematically.FindingsThe survey respondents held a variety of clinical and non-clinical roles within NHS 111 and the Clinical Hub. The findings indicate that the IUC workforce is motivated to care for their patients and utilise a range of communication and cognitive skills to undertake their telephone triage roles. In total, 67% of respondents indicated that their work was stressful, particularly the volume and intensity of calls. Although the initial training prepared the majority of respondents for their current roles (73%), access to continuing professional development (CPD) varied across the workforce with only 40% being aware of the opportunities available. A total of 81% of respondents stated that their shifts were regularly understaffed which indicates that the retention of IUC staff is problematic; this can put additional pressure on the existing workforce, impact on staff morale and create logistical issues with managing annual leave entitlements or scheduling time for training.Originality/valueThis small-scale study highlights some of the complexities of telephone triage work and demonstrates the challenges for IUC service providers in retaining an appropriately skilled and motivated workforce.