Investing in NHS staff wellbeing could produce economic benefits the UK desperately needs

Health emerged as a major beneficiary in the UK government’s recent spending review^[1]. It highlighted a clear ambition to modernise public services — particularly the NHS — through digital transformation and expanded use of artificial intelligence (AI).

Investments^[2] in initiatives such as a single-patient NHS record would consolidate all of a patient’s data in one place, potentially accessible through an app. It could significantly improve continuity of care and patient outcomes.

And AI adoption could streamline operations, from reducing hospital waiting times to improving productivity. AI could, for example, use predictive algorithms to triage patients^[3] more efficiently. Or it could automate administrative tasks like scheduling appointments and managing medical records.

However, amid these forward-looking reforms, the spending review overlooked a critical component of healthcare sustainability: the wellbeing of NHS staff.

Get your news from actual experts, straight to your inbox. Sign up to our daily newsletter^[4] to receive all The Conversation UK’s latest coverage of news and research, from politics and business to the arts and sciences. While technology can boost efficiency, the human element remains the bedrock of healthcare. NHS staff, grappling with burnout^[5] from relentless pressures, are at the forefront of delivering patient care. Ignoring their needs risks undermining the very advances the spending review aims to achieve. Burnout^[6] is not merely a workforce issue. It is an economic challenge. High levels of stress among NHS staff lead to increased absenteeism^[7] and worker turnover. It also reduces productivity^[8], ultimately resulting in longer waiting times for patients to be seen. Compounding this are the costs of recruitment when staff quit the service, as well as operational inefficiencies. More worryingly, these factors can directly affect patient outcomes. Overstretched and fatigued staff are more likely to make errors^[9], which can result in longer recovery times and potentially lead to costly legal consequences. Despite these realities, the spending review did not explicitly allocate resources for initiatives aimed at reducing staff workload and improving mental health support. These omissions stand in stark contrast to the government’s broader goals^[10] of increasing productivity and reducing waiting times in the NHS. Investing in staff wellbeing is not a competing priority. It is a complementary strategy that enhances the return on investments in technology and infrastructure. Healthier and supported staff are better equipped to use tools like AI effectively, translating digital advances into meaningful improvements in patient care. Financially, the case for prioritising staff wellbeing is robust. Proactive measures such as hiring more people to improve staff-to-patient ratios, implementing flexible working arrangements and providing mental health resources can yield significant returns. As an example, Public Health England’s return on investment (ROI) tool shows that workplace wellbeing programmes typically yield an ROI of £2.37 per £1 spent^[11]. Research^[12] has shown that better-supported healthcare workers make fewer errors, provide more compassionate care and can help patients recover faster. These improved outcomes translate into savings across the NHS. This could range from reduced secondary care needs – such as fewer re-admissions or shorter inpatient stays – right through to lower litigation costs linked to clinical mistakes.

And interventions focused on wellbeing can amplify the impact of other reforms. For example, reducing burnout helps staff to embrace and adapt to the technological changes — such as AI tools and integrated data systems — that they will increasingly be expected to work with. But without adequate support, there could be a greater risk of resistance among staff, or poor adoption of these technologies. This in turn would limit the potential benefits of these tech advances.

The spending review sent a clear positive message about investing in skills and technology to modernise the NHS. However, it missed an opportunity to address the fundamental role of workforce wellbeing in achieving these objectives.

Politicians must now recognise that digital transformation and human support are two sides of the same coin.

As the NHS looks to the future, a more balanced approach is needed — one that couples innovation with investment in the people who make healthcare possible. By focusing on the wellbeing of its workforce, the NHS can unlock the full potential of its modernisation agenda, ensuring that every pound spent delivers maximum value to both patients and staff.

References

1. ^{^} spending review (theconversation.com)
2. ^{^} Investments (www.gov.uk)
3. ^{^} triage patients (integratedcarejournal.com)
4. ^{^} Sign up to our daily newsletter (theconversation.com)
5. ^{^} grappling with burnout (www.nhsemployers.org)
6. ^{^} Burnout (theconversation.com)
7. ^{^} increased absenteeism (digital.nhs.uk)
8. ^{^} reduces productivity (www.england.nhs.uk)
9. ^{^} make errors (www.bbc.co.uk)
10. ^{^} government’s broader goals (www.health.org.uk)
11. ^{^} £2.37 per £1 spent (www.gov.uk)
12. ^{^} Research (pmc.ncbi.nlm.nih.gov)
13. ^{^} toodtuphoto/Shutterstock (www.shutterstock.com)