IHM Code of Conduct Review
The IHM is working with a group of highly influential figures in the NHS to re-fresh the IHM code of conduct for managers aimed at fostering greater trust between clinicians, managers and other staff working in the NHS.
The code of conduct was agreed as part of a roundtable discussion, hosted by the IHM in October 2008, about the damaging effects of an NHS culture characterised by relentless change, imposed targets, blame and fragmented relationships between clinicians, managers and other NHS staff.
A total of 16 key players representing including representatives of the BMA, RCN and Department of Health attended the discussion.
IHM chair Andrew Corbett-Nolan, IHM president Stuart Bain and IHM CEO, Sue Hodgetts hosted the discussion and it was facilitated by Professor Derek Mowbray, IHM fellow and expert on psychological health and well-being at work.
The debate explored the wide-ranging effects of the prevailing NHS culture, as well as possible remedies. For example, attendees discussed the problem of staff disengagement, which manifests itself in high staff turnover, high sickness and absence rates and problems attracting talent. Indeed the attrition rate among CEOs is just two-and-a-half years, as they struggle maintaining a work/ life balance and coping with the blame culture that is dominant in the NHS. The result is that NHS organisations often fail to learn, as it is more difficult to pass on knowledge when staff turnover is so high.
The consultation so far is evolving into two work streams; a code of engagement- looking at behaviour to support quality improvement and the actual code itself. Ken Jarrold, who was responsible for launching the previous Code is acting as an overseer of the process.
Derek Mowbray is working on behalf of the IHM to 'refresh' the IHM Code of Conduct. The discussion document is available to download and any comments should be sent to enquiries@ihm.org.uk
