Retention Charter action 3.1

Action 3.1: Continually promote the retention of psychiatrists through ‘stay conversations’ and proactive measures to help them achieve their career goals.

Action 3.1 is part of Domain 3 of the RCPsych's Retention Charter for employers - which relates to supporting psychiatrists' career planning and those considering leaving.

What stage is your organisation at?

Use this maturity matrix to assess what stage your organisation is at, in terms of Action 3.1. 

  • Individual ‘stay conversations’ occur regularly with psychiatrists and are embedded into organisational processes to explore what will help them to continue working in the organisation. These include enquiring about what is going well in their working lives and what could be improved.
  • Managers/supervisors have regular team-level conversations about factors impacting work satisfaction and retention within their department/s.
  • A systematic approach exists to collating and acting on feedback about the experience of Psychiatrists within the organisation, such as NHS Staff Survey data.

  • Managers/supervisors offer regular ‘career conversations’ with psychiatrists, to help them reflect on their development, identify and achieve career goals.
  • Coaching and continuing professional development are available for psychiatrists to enhance their personal and professional development.
  • Psychiatrists’ work and commitment are appreciated with specific positive feedback and communication about how this contributes to improved quality of care and organisational performance.

  • The organisation demonstrates effective learning and continuous improvement in metrics related to staff experience and the retention of psychiatrists, such as evidencing annual improvements in NHS staff survey scores.
  • There is evidence of applying learning and good practice from external organisations/bodies relating to proactive staff retention initiatives.
  • Psychiatrists feel confident that their organisation can address issues that might otherwise hinder their career satisfaction or development, including issues relating to specific staff groups and personal situations, enabling them to continue working with appropriate adjustments as required.
  • The organisation offers creative and flexible career development opportunities, supporting psychiatrists to pursue their specific interests and talents.

Advice and recommendations

  • Offer ‘stay conversations’ at regular intervals throughout a psychiatrist’s employment and provide training for managers/supervisors in how to conduct these effectively. Consider an increased frequency of ‘stay conversations’ for new starters such as after 30 and 60 days in their role.
  • Offer ‘careers conversations’ at regular intervals throughout a psychiatrist’s employment to develop understanding of their career goals and how the organisation can support them to achieve these.
  • Consider offering a drop-in service with senior medical leadership where psychiatrists can request and engage in the above ‘stay conversations’ and ‘career conversations’ on an ad-hoc basis.
  • Provide training for managers/supervisors to enhance their skills in conducting these conversations effectively.
  • Provide regular communication to psychiatrists about the positive impact of their work, sharing data relating to positive patient and carer experience and organisational performance at relevant departmental meetings.
  • Provide and/or support coaching training for psychiatrists in the organisation to coach other psychiatrists, providing structured and time limited support to help them achieve specific desired developmental goals or overcome specific challenges.
  • Review the organisation’s continuing professional development (CPD) offer for psychiatrists, ensuring that they have sufficient access to internal and external training and development opportunities. Use allocated study budgets flexibly to support psychiatrists with aspirations to complete specific courses or qualifications, including considering rolling over of budgets across financial years.
  • Analyse retention and work satisfaction data by staff group and location. Design and implement improvement projects aimed at addressing specific metrics relating to the retention and job satisfaction of psychiatrists.
  • Offer a range of opportunities for flexible working for psychiatrists, considering their preferences and any commitments outside of work, allowing them to progress their careers whilst implementing appropriate modifications to working patterns.
  • Ensure flexibility within job planning and appraisal processes whereby Psychiatrists can request and be supported to make changes to their roles, as appropriate.

Links and resources