I'm Director of Nursing at Betsi Cadwaladr University Health Board, responsible for health services across two Welsh counties. My patch includes one large district general hospital, five community hospitals and community and primary care services. I work across all these sites, keeping remote working to a minimum.
It’s hard to believe that only three years ago, before the start of the COVID-19 pandemic, senior managers and supporting corporate functions were on location five days a week, working alongside their colleagues in meetings, and chatting informally in corridors, canteens and offices.
If they were lucky, they would also have opportunities to speak with patients – always a positive and enjoyable thing for me, it being a reminder of the human side of our work in nursing and the reason most of us do it.
If someone had described our current ways of working to me just four years ago, I would have probably imagined it fanciful and unrealistic. Yet I sometimes now drive to work to sit in front of a computer screen for much of the day. I attend meetings virtually, some lasting three hours long, often without a break, before dialling into the next one.
Is this an effective way to work? Does it make for a meaningful and satisfying working life? What type of workplace culture does it promote?
In many cases, partner organisations who previously joined us in person now work remotely. I understand the cost and time saving opportunities, but I do miss being able to knock on someone’s door, have a conversation over a cup of tea and find an agreeable solution to something without having to schedule a virtual formal meeting.
The current ways of working appear to be here to stay, in the main. Much office space has been re-purposed, having not been used since the pandemic. If we directed all senior managers and corporate staff to come back every day, there would not be sufficient office space. This is often cited as a major reason why we can’t return to on-site working.
I always enjoy working with people, getting to know them and having those shared moments during the working week that can provide some much-needed light relief in challenging circumstances. I also generally find face-to-face meetings more productive, creative and meaningful. People build working relationships, trust and organisational identity.
If I were to spend too much time working remotely, I would worry about my lack of visibility. I would miss the essential time I currently grasp to walk around, engage with staff and patients, listen to what’s important to them, make them feel valued and heard and to model the behaviour that, as a Director of Nursing, I would like to see.
I accept it’s not realistic to expect us to go back to how we used to work. and there are some clear benefits to the technology of remote systems to get people ‘together’ from different locations and to hold meetings quickly when necessary.
I would like to retain these benefits of remote working while also directing a minimum amount of time for face-to-face work. I see the hugely positive impact of having met and spoken with colleagues and patients in person. This could never be replaced by a face on the screen.
It’s hard to believe that only three years ago, before the start of the COVID-19 pandemic, senior managers and supporting corporate functions were on location five days a week, working alongside their colleagues in meetings, and chatting informally in corridors, canteens and offices.
If they were lucky, they would also have opportunities to speak with patients – always a positive and enjoyable thing for me, it being a reminder of the human side of our work in nursing and the reason most of us do it.
If someone had described our current ways of working to me just four years ago, I would have probably imagined it fanciful and unrealistic. Yet I sometimes now drive to work to sit in front of a computer screen for much of the day. I attend meetings virtually, some lasting three hours long, often without a break, before dialling into the next one.
Is this an effective way to work? Does it make for a meaningful and satisfying working life? What type of workplace culture does it promote?
In many cases, partner organisations who previously joined us in person now work remotely. I understand the cost and time saving opportunities, but I do miss being able to knock on someone’s door, have a conversation over a cup of tea and find an agreeable solution to something without having to schedule a virtual formal meeting.
The current ways of working appear to be here to stay, in the main. Much office space has been re-purposed, having not been used since the pandemic. If we directed all senior managers and corporate staff to come back every day, there would not be sufficient office space. This is often cited as a major reason why we can’t return to on-site working.
I always enjoy working with people, getting to know them and having those shared moments during the working week that can provide some much-needed light relief in challenging circumstances. I also generally find face-to-face meetings more productive, creative and meaningful. People build working relationships, trust and organisational identity.
If I were to spend too much time working remotely, I would worry about my lack of visibility. I would miss the essential time I currently grasp to walk around, engage with staff and patients, listen to what’s important to them, make them feel valued and heard and to model the behaviour that, as a Director of Nursing, I would like to see.
I accept it’s not realistic to expect us to go back to how we used to work. and there are some clear benefits to the technology of remote systems to get people ‘together’ from different locations and to hold meetings quickly when necessary.
I would like to retain these benefits of remote working while also directing a minimum amount of time for face-to-face work. I see the hugely positive impact of having met and spoken with colleagues and patients in person. This could never be replaced by a face on the screen.
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