I was about to write my regular(ish) blog about all things relating recruitment and an unexpected arrival – my new daughter was born 4 weeks earlier than expected. A welcome surprise, perhaps not the 2 am wake up from my partner, but amidst the chaos and gloom just amazing.
I am not going to write a soppy lament about the joys and challenges of parenthood, that has been overdone – and we have Instagram for that. Neither is this a hagiography or the NHS. The nation is proud of the institution but most of us in professional jobs, whilst vocally support this service, we take Pascal’s wager and use our private medical insurance if we get sick or have a condition that needs fixing. We middle classes are good like that!
What I write about is an experience that might teach most of us not to assume, not to rush to judgements about things we know little of and to speak up for in a way that is not done. Everyone has their political views of the NHS – how it should be funded and how much and that is not an argument for this piece. This is about observing the people involved and the processes at play and how they work and how they are made to work and what we in the private sector might learn from this. (Discuss)
At the beginning of all labours, there is that nervous tension (partner), disbelief (me) that this was really happening, especially 4 weeks before it was meant to. At 2am its never easy to process what is happening. However, the call was made, and advice given – get to the maternity unit. On arrival, despite the pressures of the ward, we are greeted professionally and given a name and given reassurance. Quickly, and again in the knowledge that this is life changing event our (named) midwife was with us quickly and explained what she was going to do – (Monitor baby – premature and breech) and because of this was arranging a conversation with the on-call Registrar.
As events progressed, time became critical and decisions had to be made – caesarean or natural (with the risks that presented) but at no point was there pressure just honest communication, presenting the options and timelines. One factor not often considered in these situations is shift changes. This is a potential weak link in any communication chain; however, these were structured, clear and precise. Added to that carried with humour and affection – with only one focus – my partner and me.
The Anaesthetist and Surgeon even made a visit to explain the process and the effect of the drugs (this was all at about 6am on a Saturday morning. (Who says we don’t have a 7-day NHS) … Happy to say all went well and everyone ended up well and healthy. After the surgery, I had to go back to the unit to collect my things and wait for my partner to be moved to the ward. In the 15 minutes or so I was waiting and reflecting on events, one of the midwives in the ward made me a cup of tea.
As I looked at their rather empty roster (shortage of staff), I realised that this is business as usual for this team – for us it was a momentous event our lives and the service and treatment was delivered like it was the first time for them. Thanks, are not enough.
Removing my emotion and putting my rational hat on – this stuff doesn’t happen by accident. The organisation, training, leadership and management (yes management) that goes into this is incredible. The communication and process to make this happen smoothly is something to appreciate and learn from.
My point at the top of the piece is that many worship the NHS as if it is some kind of mythological deity that is beyond criticism, but when push comes to a shove, comments from many in the private sector somehow ascribe to stereotypes that those from the public sector lack a work ethic, aren’t commercial and are somehow entitled. How this can be so after 10 years of wage freezes, I struggle with but that’s the thing about stereotypes, they are based on lazy assumptions. It also is quite common in recruitment circles to assume that the public sector can’t rival the private sector for skill experience etc…
It would appear, given the crisis we are in now that those that for years have derided such institutions and are sceptical of these structures are now grateful for the value.
We need t recognise that leadership, dedication, commitment and skill are not the preserve of one sector – and despite misguided ideology, the profit motive is not necessarily the overriding need to produce the desired outcomes.
jonhull1968 