{"id":11626,"date":"2026-07-01T10:17:58","date_gmt":"2026-07-01T09:17:58","guid":{"rendered":"https:\/\/www.rldatix.com\/en-uki\/?p=11626"},"modified":"2026-07-01T10:17:59","modified_gmt":"2026-07-01T09:17:59","slug":"why-workforce-efficiency-gains-stall-and-what-it-takes-to-unlock-them","status":"publish","type":"post","link":"https:\/\/www.rldatix.com\/en-uki\/resources\/why-workforce-efficiency-gains-stall-and-what-it-takes-to-unlock-them\/","title":{"rendered":"Why workforce efficiency gains stall and what it takes to unlock them\u00a0\u00a0"},"content":{"rendered":"\n<p><\/p>\n\n\n\n<p>Following my session at the HFMA Northwest Branch Annual Conference,&nbsp;I\u2019ve&nbsp;been reflecting on one of the most consistent themes I see when working with NHS organisations:&nbsp;&nbsp;<\/p>\n\n\n\n<p><strong>We are not short of insight; we are short of conversion.<\/strong>&nbsp;&nbsp;<\/p>\n\n\n\n<p>Across the NHS, opportunities for workforce efficiency and productivity are being&nbsp;identified&nbsp;every day.&nbsp;&nbsp;<br>The data exists.&nbsp;&nbsp;<br>The variation is visible.&nbsp;&nbsp;<br>The potential impact is significant.&nbsp;&nbsp;<\/p>\n\n\n\n<p>And yet, in many cases, those opportunities never fully translate into sustained operational change.&nbsp;&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">A \u00a3320m opportunity hiding in plain sight\u00a0\u00a0<\/h2>\n\n\n\n<p>In my session, I shared findings from&nbsp;RLDatix&nbsp;Workforce Efficiency Assessments conducted across 50 NHS Trusts.&nbsp;&nbsp;<\/p>\n\n\n\n<p>What stands out is the scale and consistency of the opportunity:&nbsp;&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>\u00a37m+ average productivity opportunity per Trust<\/strong>\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>\u00a3320m total identified opportunity across the cohort<\/strong>\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li><strong>Clear, repeatable patterns of variation in workforce deployment<\/strong>\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<p>This&nbsp;isn\u2019t&nbsp;about isolated inefficiencies;&nbsp;it\u2019s&nbsp;systemic. Across organisations, similar opportunities&nbsp;emerge&nbsp;time and again&nbsp;when workforce data is benchmarked and analysed consistently.&nbsp;&nbsp;<\/p>\n\n\n\n<p>The opportunity is real.&nbsp;&nbsp;<br>And&nbsp;it\u2019s&nbsp;measurable.&nbsp;&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">So why does progress stall?\u00a0\u00a0<\/h2>\n\n\n\n<p>One of the biggest misconceptions is that organisations struggle because they lack visibility.&nbsp;&nbsp;<\/p>\n\n\n\n<p>That\u2019s&nbsp;rarely the issue.&nbsp;&nbsp;<\/p>\n\n\n\n<p>In most cases, the challenge lies in what happens&nbsp;<strong>after<\/strong>&nbsp;the insight is&nbsp;identified.&nbsp;&nbsp;<\/p>\n\n\n\n<p>Too often, opportunities get stuck:&nbsp;&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>At the reporting stage, where variation is acknowledged but not actioned\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>In review cycles, where findings are discussed but not operationalised\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Between teams, where ownership is unclear\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Outside of day-to-day workflows, where change\u00a0isn\u2019t\u00a0embedded\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<p>In other words, the gap&nbsp;isn\u2019t&nbsp;in&nbsp;identifying&nbsp;opportunity;&nbsp;it\u2019s&nbsp;in&nbsp;<strong>converting that opportunity into sustained change<\/strong>.&nbsp;&nbsp;<\/p>\n\n\n\n<p>But beneath these structural barriers sits something more subtle.&nbsp;&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">The workforce stories organisations tell themselves\u00a0\u00a0<\/h2>\n\n\n\n<p>Every organisation has workforce stories.&nbsp;&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>\u201cOur vacancies are driving agency spend.\u201d\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>\u201cWeekends are just harder.\u201d\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>\u201cOur sickness is under control.\u201d\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>\u201cOur bank simply can\u2019t fill demand.\u201d\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<p>These&nbsp;aren\u2019t&nbsp;unreasonable assumptions. Most are built on years of operational experience and reinforced by management information that&nbsp;appears to confirm&nbsp;them.&nbsp;&nbsp;<\/p>\n\n\n\n<p>But having worked with more than 50 organisations and analysed workforce data across thousands of rostered units, one pattern is remarkably consistent:&nbsp;&nbsp;<\/p>\n\n\n\n<p><strong>The stories are often only part of the truth.<\/strong>&nbsp;&nbsp;<\/p>\n\n\n\n<p>And when assumptions become accepted truths, they can unintentionally limit where organisations look for improvement.&nbsp;&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Looking beyond the obvious\u00a0\u00a0<\/h2>\n\n\n\n<p>The organisations making the most progress&nbsp;aren\u2019t&nbsp;necessarily those with the fewest challenges.&nbsp;&nbsp;<\/p>\n\n\n\n<p>They\u2019re&nbsp;the ones willing to ask a different question:&nbsp;&nbsp;<\/p>\n\n\n\n<p><strong>\u201cWhat if the&nbsp;story&nbsp;we\u2019re telling ourselves isn\u2019t the whole story?\u201d<\/strong>&nbsp;&nbsp;<\/p>\n\n\n\n<p>That shift in thinking often uncovers opportunities hiding in plain sight.&nbsp;&nbsp;<\/p>\n\n\n\n<p>What the data often reveals instead&nbsp;&nbsp;<\/p>\n\n\n\n<p>\u201cVacancies are driving our bank and agency spend\u201d&nbsp;&nbsp;<\/p>\n\n\n\n<p>This is one of the most common assumptions and on the surface, it often appears correct.&nbsp;&nbsp;<\/p>\n\n\n\n<p>In one organisation, temporary staffing reports showed&nbsp;nearly 16,000&nbsp;hours requested to cover vacancies.&nbsp;&nbsp;<\/p>\n\n\n\n<p>But when this was compared with the actual vacancy position, the numbers&nbsp;didn\u2019t&nbsp;align:&nbsp;&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Temporary staffing demand equated to\u00a0<strong>100+ WTE.<\/strong>\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Actual vacancies were closer to\u00a0<strong>37 WTE.<\/strong>\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<p>The gap&nbsp;wasn\u2019t&nbsp;due to unexplained vacancies.&nbsp;&nbsp;<\/p>\n\n\n\n<p>It was&nbsp;<strong>hidden unavailability<\/strong>:&nbsp;&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Annual leave\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Sickness\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Training\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Maternity leave\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<p>Planned workforce models assumed around&nbsp;<strong>22% unavailability<\/strong>.&nbsp;&nbsp;<br>The reality was closer to&nbsp;<strong>30%<\/strong>.&nbsp;&nbsp;<\/p>\n\n\n\n<p>The implication is significant.&nbsp;&nbsp;<\/p>\n\n\n\n<p>Recruitment still&nbsp;matters, but&nbsp;improving how availability is understood and managed&nbsp;represents&nbsp;a far more immediate opportunity.&nbsp;&nbsp;<\/p>\n\n\n\n<p>The question shifts from&nbsp;<em>\u201cHow many vacancies do we have?\u201d<\/em>&nbsp;&nbsp;<br>to&nbsp;<em>\u201cHow much of our workforce is actually available to deliver care?\u201d<\/em>&nbsp;&nbsp;<\/p>\n\n\n\n<p>\u201cWeekends are just harder\u201d&nbsp;&nbsp;<\/p>\n\n\n\n<p>Almost every&nbsp;organisation accepts higher temporary staffing usage at weekends as inevitable.&nbsp;&nbsp;<\/p>\n\n\n\n<p>And the data does show increased demand, particularly on Sundays.&nbsp;&nbsp;<\/p>\n\n\n\n<p>But the deeper question is:&nbsp;<strong>why?<\/strong>&nbsp;&nbsp;<\/p>\n\n\n\n<p>In many organisations, that increased demand&nbsp;isn\u2019t&nbsp;unpredictable.&nbsp;&nbsp;<br>It follows&nbsp;<strong>consistent, repeatable patterns<\/strong>.&nbsp;&nbsp;<\/p>\n\n\n\n<p>Which leads to a different conversation:&nbsp;&nbsp;<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>If demand is predictable, why is it managed reactively?\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Should elements of that demand be built into baseline workforce planning?\u00a0\u00a0<\/li>\n<\/ul>\n\n\n\n<p>At the same time, many assume bank fill is stronger at weekends due to enhanced pay.&nbsp;&nbsp;<\/p>\n\n\n\n<p>In reality, staff&nbsp;engagement is often&nbsp;<strong>more consistent across the week<\/strong>&nbsp;than expected, particularly when technology is used to proactively match shifts to available workers.&nbsp;&nbsp;<\/p>\n\n\n\n<p>The issue&nbsp;isn\u2019t&nbsp;simply weekend pressure \u2014&nbsp;it\u2019s&nbsp;whether predictable demand is being planned for effectively.&nbsp;&nbsp;<\/p>\n\n\n\n<p>\u201cWe understand our sickness\u201d&nbsp;&nbsp;<\/p>\n\n\n\n<p>Every organisation&nbsp;tracks&nbsp;sickness. Many have well-developed wellbeing strategies.&nbsp;&nbsp;<\/p>\n\n\n\n<p>But averages can be misleading.&nbsp;&nbsp;<\/p>\n\n\n\n<p>In one case, overall sickness sat at&nbsp;<strong>around 5%<\/strong>, appearing well controlled.&nbsp;&nbsp;<\/p>\n\n\n\n<p>However, within the clinical areas driving the highest temporary staffing demand, sickness exceeded&nbsp;<strong>8%<\/strong>.&nbsp;&nbsp;<\/p>\n\n\n\n<p>In another organisation, a major programme targeted musculoskeletal absence, yet data showed&nbsp;<strong>mental health-related absence<\/strong>&nbsp;was the largest contributor to operational pressure.&nbsp;&nbsp;<\/p>\n\n\n\n<p>The interventions&nbsp;weren\u2019t&nbsp;wrong.&nbsp;&nbsp;<br>They just&nbsp;weren\u2019t&nbsp;focused on where they could have the greatest impact.&nbsp;&nbsp;<\/p>\n\n\n\n<p>Organisational averages support reporting, but they rarely tell the full operational story.&nbsp;&nbsp;<\/p>\n\n\n\n<p>\u201cOur bank can\u2019t fill demand\u201d&nbsp;&nbsp;<\/p>\n\n\n\n<p>Supply constraints are real, but supply&nbsp;isn\u2019t&nbsp;always the limiting factor.&nbsp;&nbsp;<\/p>\n\n\n\n<p>In one organisation, bank fill rates stalled at around&nbsp;<strong>79%<\/strong>.&nbsp;&nbsp;<\/p>\n\n\n\n<p>The assumption: insufficient bank workers.&nbsp;&nbsp;<\/p>\n\n\n\n<p>But the operational reality was different.&nbsp;&nbsp;<\/p>\n\n\n\n<p>Shifts were typically released with&nbsp;<strong>less than five days\u2019 notice<\/strong>, despite demand being visible weeks in advance through the roster.&nbsp;&nbsp;<\/p>\n\n\n\n<p>Earlier visibility creates flexibility.&nbsp;&nbsp;<br>It enables planning.&nbsp;&nbsp;<br>It reduces last-minute escalation.&nbsp;&nbsp;<\/p>\n\n\n\n<p>The constraint&nbsp;wasn\u2019t&nbsp;just supply; it was&nbsp;<strong>timing and access<\/strong>&nbsp;to opportunity.&nbsp;&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">From insight to execution: closing the gap\u00a0\u00a0<\/h2>\n\n\n\n<p>These examples highlight a consistent pattern:&nbsp;&nbsp;<\/p>\n\n\n\n<p>The barrier&nbsp;isn\u2019t&nbsp;identifying&nbsp;an opportunity.&nbsp;&nbsp;<br>It challenges assumptions and embeds change into how decisions are made every day.&nbsp;&nbsp;<\/p>\n\n\n\n<p>Benchmarking alone is not enough.&nbsp;&nbsp;<\/p>\n\n\n\n<p>Yes, it makes variation visible.&nbsp;&nbsp;<br>Yes, it highlights where action is needed.&nbsp;&nbsp;<\/p>\n\n\n\n<p>But&nbsp;<strong>visibility does not equal impact<\/strong>.&nbsp;&nbsp;<\/p>\n\n\n\n<p>To unlock the \u00a3320m opportunity&nbsp;we\u2019ve&nbsp;identified, organisations need to focus on three critical shifts:&nbsp;&nbsp;<\/p>\n\n\n\n<p><strong>1. Embed insight into operational workflows\u00a0\u00a0<\/strong><\/p>\n\n\n\n<p>Insights must move beyond reports and into the tools, processes and decisions that shape daily workforce deployment.&nbsp;&nbsp;<\/p>\n\n\n\n<p><strong>2. Create clear ownership for change\u00a0\u00a0<\/strong><\/p>\n\n\n\n<p>Opportunities need accountable ownership not just at board level, but within operational teams who can drive and sustain improvement.&nbsp;&nbsp;<\/p>\n\n\n\n<p><strong>3. Enable continuous, not one-off, optimisation\u00a0\u00a0<\/strong><\/p>\n\n\n\n<p>Workforce efficiency is not a one-time exercise. It requires ongoing visibility, tracking and adjustment as demand evolves.&nbsp;&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">What this means for the NHS\u00a0\u00a0<\/h2>\n\n\n\n<p>The findings from these 50 Trusts point to a significant system-wide opportunity.&nbsp;&nbsp;<\/p>\n\n\n\n<p>But more importantly, they highlight a critical truth:&nbsp;&nbsp;<\/p>\n\n\n\n<p><strong>The NHS does not need more&nbsp;insight;&nbsp; it&nbsp;needs better enablement to act on it.<\/strong>&nbsp;&nbsp;<\/p>\n\n\n\n<p>Closing the gap between insight and execution is where the real value lies.&nbsp;&nbsp;<\/p>\n\n\n\n<h2 class=\"wp-block-heading\">Looking ahead\u00a0\u00a0<\/h2>\n\n\n\n<p>At&nbsp;RLDatix,&nbsp;we\u2019re&nbsp;continuing to evolve how we support organisations to move from insight to action, not just&nbsp;identifying&nbsp;opportunities but helping teams operationalise and sustain them.&nbsp;&nbsp;<\/p>\n\n\n\n<p>This is the thinking behind our RLD Intelligence capability, connecting workforce insight directly with decision-making and delivery.&nbsp;&nbsp;<\/p>\n\n\n\n<p>Because if the opportunity is already visible, the next step is making it real.&nbsp;<\/p>\n\n\n\n<div class=\"wp-block-buttons is-layout-flex wp-block-buttons-is-layout-flex\">\n<div class=\"wp-block-button\"><a class=\"wp-block-button__link wp-element-button\" href=\"https:\/\/rloffice365.sharepoint.com\/:u:\/r\/sites\/InternationalMarketingTeam\/Shared%20Documents\/General\/Marketing%20Plan%20FY27\/Events\/HFMA%20ONF%20Conference\/DoubleTree%20by%20Hilton%20Hotel%20%26%20Spa%20Chester.m4a?csf=1&amp;web=1&amp;e=10ccuM\" target=\"_blank\" rel=\"noreferrer noopener\">Link to session<\/a><\/div>\n<\/div>\n\n\n\n<p><\/p>\n\n\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Following my session at the HFMA Northwest Branch Annual Conference,&nbsp;I\u2019ve&nbsp;been reflecting on one of the&#8230;<\/p>\n","protected":false},"author":40,"featured_media":10866,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[1,50],"tags":[386,387,388,389],"class_list":["post-11626","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized","category-blog","tag-rldintelligence","tag-workforce-efficiency-assessment","tag-wea","tag-nhs-workforce-management","primary-category-blog"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v25.5 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Why workforce efficiency gains stall and what it takes to unlock them\u00a0\u00a0 | RLDatix<\/title>\n<meta name=\"description\" content=\"Health &amp; care resources from RLDatix: Why workforce efficiency gains stall and what it takes to unlock them\u00a0\u00a0. 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