NHSE People and Remuneration Committee – Tuesday 10 June 2025 

Key items discussed

• The Committee discussed the importance of ensuring continuity of critical workstreams during the organisational transition, emphasising that any actions proposed for closure should clearly indicate where responsibility will sit in the future structure.
• Members discussed the initial NHS England voluntary redundancy scheme noting risks around potential loss of key talent and emphasised the need for clear retention and support messaging.
• The Committee endorsed plans to strengthen organisational culture, including a joint cultural diagnostic with the Department of Health and Social Care, investment in outplacement support, and supported pausing and revising the line management development programme to reflect the new organisational context. 
• Challenges in people management and HR alignment were discussed, with support expressed for introducing performance dashboards and further strengthening mediation practices. 
• The Committee considered a proposal to adjust the NHS Supply Chain Chief Executive’s remuneration in line with market benchmarks and emphasised the importance of a clear public narrative regarding performance-related pay. 
• The Committee endorsed proceeding with an expression of interest phase for the voluntary redundancy scheme and supported the intention to develop a broader scheme after structural confirmation. 
• The approach to colleague engagement and support regarding the organisational change was accepted, and it was agreed that the revised line management development materials will be shared before relaunch of the programme. 
• The People Management Improvement Plan was endorsed. 
• The Committee endorsed the NHS Supply Chain Chief Executive remuneration recommendation in principle, subject to Departmental and Treasury approval.

NHSE People and Remuneration Committee – Wednesday 2 July 2025 

Key items discussed

• Management and Leadership Development – updated on the national programme to strengthen line management capability and embed the NHS Leadership Compact. Members noted the need to address gaps in basic management skills and to focus on developing cultural leadership and accountability across the system.
• The Committee discussed the potential introduction of a statutory register or barring mechanism for NHS managers, noting a targeted approach to address serious misconduct without creating excessive compliance burdens.
• The Committee discussed exploring the establishment of a College of Executive and Clinical Leadership but raised concerns regarding long-term funding, governance arrangements, and accessibility for leaders in smaller organisations.
• NED Development – An update was provided on the work to strengthen non-executive and chair pipelines, including progress on diversity in appointments. 
• Senior Appointments – The latest position on senior appointments, including any proposed changes to processes, role profiles or governance, in the context of wider structural change and leadership transition were discussed by the committee. Performance report – highlighted challenges including; shortages of mental health and learning disability nurses, and the impact of removing the level 7 apprenticeship route. 
• Members discussed the need to align national workforce plans with local service delivery, address reliance on international recruitment, and integrate digital and technological roles into workforce strategies. 
• An operational update was provided on foundation programme allocations, which had concluded successfully, and challenges faced by newly qualified nurses and midwives in securing suitable roles.
• Progress on streamlining statutory and mandatory training was welcomed, and members encouraged continued efforts to relieve operational burden on staff. 
• An update was provided on Physician Associate regulation, with members supporting robust integration and clear professional standards.
• An update on the planned transfer of Choices College was presented, with members assured of continued strong outcomes and secure governance arrangements. The importance of safeguarding learners during the transition and ensuring long-term sustainability was emphasised.

Publication reference: Public Board paper (BM/25/25)(Pu)