Whaley, VikiHay, JonathanKnight, KateRooney, Cath2023-11-162023-11-162023-12-04Whaley, V., Hay, J., Knight, K. H., & Rooney, C. (2023). The impact of rotational models on workforce stability in UK clinical settings. British Journal of Healthcare Management, 29(12), 1-11. https://doi.org/10.12968/bjhc.2023.00061358-057410.12968/bjhc.2023.0006http://hdl.handle.net/10034/628273This document is the Accepted Manuscript version of a Published Work that appeared in final form in [British Journal of Healthcare Management], copyright © MA Education, after peer review and technical editing by the publisher. To access the final edited and published work see https://www.magonlinelibrary.com/doi/abs/10.12968/bjhc.2023.0006Background/Aims: To ensure that the NHS workforce remains engaged and productive, rather than leaving the profession, underlying factors that cause attrition must be addressed, and strategies implemented to strengthen retention rates and workforce sustainability. This study aimed to assess the impact of models that allow staff to rotate through different roles and organisations on workforce stability. Methods: Project leads employed by organisations within NHS Cheshire and Merseyside integrated care system who had conducted a rotational model were recruited via purposive and snowball sampling. A total of 11 project leads took part in semi-structured interviews about their experiences of the rotational models. Results were analysed using thematic analysis. Results: Respondents identified considerable benefits of the rotational models, both for staff and their organisations. Rotational pathways enhanced the transferability of the workforce, with staff developing the knowledge and skills to work across boundaries. Conclusions: The broader implementation of rotational models could help to mitigate the recruitment and retention challenges that healthcare organisations such as the NHS are currently experiencing.https://creativecommons.org/licenses/by-nc-nd/4.0/NursingJob rotationJob satisfactionWorkplace retentionArticle1759-7382British Journal of Healthcare Management