It enables the strategic goals and vision of the hospital, trust or pct to be jointly discussed and the workforce implications to be fully understood. While recognising each partner’s role, it enables agreement to be reached on how the strategy is to be implemented in the best interests of staff, patients and service users. That strategy can then be explained fully to staff, and rolled out through engagement with the workforce.
Partnership working can be challenging. It needs commitment, time and enthusiasm from senior leaders in a trust or hospital – and from trade union representatives. It needs structures in place to ensure that dialogue happens, and that agreements reached are implemented.
It requires a commitment to work together and new behaviours built to deliver:
- trust and mutual respect
- openness, honesty and transparency
- top level commitment
- positive and constructive approach
- commitment to work with and learn from each other
- early discussion – no surprises
- confidentiality when needed.