Avinav Nigam, Founder of Tern Group, discusses the NHS staffing crisis and why, in addressing this challenge, policymakers must consider the interplay between migration policies, societal challenges, and the healthcare sector’s needs
The COVID-19 pandemic has undoubtedly cast a long shadow over the healthcare landscape, amplifying existing challenges and introducing new complexities. However, attributing the current issues solely to the pandemic would be oversimplifying a more nuanced reality.
NHS staffing crisis: A critical issue
In my view, the more critical issue is the staffing crisis directly impacting the NHS’s ability to deliver. Historically, the NHS has heavily relied on international recruitment to bridge staffing gaps. Given this, the recent Home Office announcements on December 4, which aim to restrict migration numbers, merit careful consideration. While I generally support the five-point plan to curb UK immigration, it acknowledges the unsustainable nature of recent net migration figures.
The proposed £38,700 salary threshold is deemed a fitting approach, ensuring the influx of skilled talent while addressing immediate shortages. However, concerns arise over the exclusion of dependents, potentially deterring skilled professionals. Initial responses from India indicate apprehension among key workers about a future without their loved ones, posing a risk of substantial reputational damage to the UK’s image.
The elimination of the 20% salary threshold discount for health and care workers aligns with the goal of controlling excessive immigration. While incorporating the care home sector under the CQC is a positive step, additional measures are acknowledged as necessary. A transparent, fair, and ethical migration process, addressing issues around unscrupulous middlemen, and enhancing safeguards are crucial for attracting global talent while maintaining immigration control.
Within the context of NHS staffing shortages, the impact of migration policies becomes evident, providing fertile ground for unscrupulous agencies to exploit gaps and perpetuate scam visas. The recent changes in migration policies are generally welcomed, but additional consideration is needed for the dependents’ rule. Monitoring its impact in the coming months is essential to understanding its effects on immigration numbers. Nevertheless, the overall direction of change appears sensible.
However, I would like to see more focus on protecting vulnerable migrant workers, many of whom often fall victim to the exploitative practices of unethical recruitment agencies. These individuals invested substantial amounts of money in middlemen (fees ranging from £10,000 to £35,000), only to end up being exploited financially, mis-sold on the role, encountering visa issues, suffering long working hours, and receiving little to no support when adapting to a new life in the UK.
The effects of staffing shortages and how to tackle them
Staff shortages within the NHS undermine the efficiency of healthcare delivery and take a toll on the health and wellbeing of the workforce. The incessant demands on their time and energy have led to an alarming decline in mental health across the healthcare sector, with healthcare professionals facing burnout, fatigue, and increased workloads. According to a recent study by the University of Leicester and UCL, almost half of NHS workers surveyed have left their role or are considering it.
Addressing staff shortages, therefore, requires a multifaceted approach that not only addresses immediate recruitment needs but also focuses on creating a supportive work environment offering counselling services, mental health support, support through the adaptation in the UK for foreign workers, and efforts to improve work-life balance must be integral components of this comprehensive strategy.
In conclusion, the NHS’s persistent staff shortages demand a nuanced understanding of the intricate interplay between migration policies, societal challenges, and the healthcare sector’s needs. Addressing these challenges requires a comprehensive approach that goes beyond international recruitment, encompassing policy adjustments, regulatory alignment, and strategic investments in domestic training and workforce conditions. The path forward necessitates political dexterity and collaborative efforts to ensure a resilient and sustainable healthcare system for the future.
Highlighting companies that address these challenges is crucial. TERN Group, for instance, is a platform redefining the healthcare and social care recruitment landscape by empowering users to log in, browse, connect directly, apply, hire, and schedule interviews. With this comes much greater visibility and increased autonomy for all parties, helping everyone make more informed and considered decisions. The company supports some of the largest NHS trusts and private care homes, with a cumulative demand of over four thousand five hundred professionals.
The company’s platform provides employees in India with greater decision-making authority, thereby reducing reliance on intermediaries; employers, on the other hand, get a free hiring process through a platform that provides quality, and vetted candidates who have been thoroughly audited in the source country to ensure that they are well-qualified and suitable. Once placements are made, the company acts as ‘Local Guardians’ with people on the ground to assist candidates in every step, ensuring a smoother transition and adjustment to life in a new country.
