Our mission is to change the way people feel about recruitment. Through solving problems we build relationships, demonstrate excellence and find opportunities. Our first thought isn’t ‘Who can we place?’ it is ‘What is the problem and how can we help you solve it?’
One + Many is our guiding principle. It’s a simple way of defining how we work and deliver better – as a business and as individuals. We recruit, gain insights and share knowledge as a community. It’s how we demonstrate value to our clients. It’s how we attract great candidates. It’s how all of us come together to have an impact that’s greater than the sum of our parts.
One good person on their own can achieve great things, solve problems, pass on knowledge and make a huge impact.
One good person supported, inspired and helped by a community of equally excellent people will achieve more. Good people, made better.
You are a client with a challenge or a candidate looking for one. Your challenges, ambitions and success measures (rational and emotional) are unique to you. You want to make an impact and leave a valuable legacy. We will find the person or the challenge for you.
One exceptional person supported by many. Be part of a group of people who help each other when asked. Solve problems, share and receive knowledge and insights, inspire and teach. Good people making each other better.
We behave like a community. Whether interim, client or recruiter, we help each other solve problems. We gain insights and share knowledge. But as with any community, it requires a commitment. We are here to help each other deliver better, faster and more assuredly. Being part of the community means you’ve made that commitment.
But it’s not for everyone. We still work with clients and candidates around their recruitment needs who are not part of the community.
Our vision is for the Practicus Community to be recognised as the way to identify + solve business problems. We believe that if we help enough people identify + solve their business problems then we will change the way they feel about recruitment. And that’s our core purpose.
Here are the services we provide within our community to make that a reality:
After training over a thousand leads and clinical staff in the use of Quality Improvement (QI) tools, I am passionate about skills and capability building for NHS staff. If we always do what we have done, we will get the same results.
Research shows that mental health problems in the workplace cost UK employers £26 billion per year, averaging £1,035 per employee. In fact, the vast majority of people will be impacted by mental health problems at some point in their life.
Having spent over 12 years in the NHS in a variety of consulting roles – mainly focused on transformation and turnaround challenges – I have seen huge change. Some of this has been progressive but unfortunately, a lot has been unsuccessful, failing to deliver both sustainable benefits for patients and staff, or efficiency gains and financial improvement.
Mark Chapman, CEO at Alliance Medical Group talks to us about the benefits of being part of the Practicus Community and how it can be
It would be around the “connectivity of care” and effective seamless “handovers” – or dare I say it, have no “handovers” at all!
t is widely known that with every “hand off” at least 1-2 days delay are inbuilt into the patients journey – which can lead to more mistakes, confusion around who has done what already, deterioration of the patient, re-reviewing patients and Community out of-hospital staff having difficulty locating and receiving patients.
The purpose of this event was to discuss the current issues surrounding women in Life Sciences and the various ways women can succeed in senior positions.
The NHS is steeped in history and tradition, and has a strong surrounding infrastructure to support regulatory compliance, but sometimes this can lead to compartmentalisation of roles. I would change the way we think about clinical governance and how it sometimes gets separated out from operational and financial activity.
The value and place of the NHS is not in question, nor is its contribution to the quality of all our lives. But something needs to change if policies on personal responsibility are to embed more widely
The purpose of this event was to discuss the current issues surrounding women in Life Sciences and the various ways women can succeed in senior positions.
f I could change one thing (politics aside) it would be to take a sledge hammer and open the whole lot up, take away the barriers, share information openly and work as a truly single organisation, only then will we be able to get to the root cause of our problems and solve them together.
Now that the CEO of Lloyd’s of London, John Neal, has released his strategy aimed at shaping the future of the world’s (re)insurance market, we
For the longest time, healthcare providers in both the public and independent sector have depended on agency staff, particularly around nursing, in order to meet their organisational objective.
On Tuesday 9th April, we ran our ‘HR High Tea: Reward Strategy – Achieving more with Less’ event at Albert’s- Beaufort House in Chelsea to discuss ways companies can do more for less in the HR reward space. The session was led by Nik Butcher from Chuangyi Group.
It would be for evolving health and care systems to have available the workforce they really require. Fundamentally, we are in a place where the services that are there to support the health and care needs of individuals, do not have the key individuals they need to do so. For several years now, it has been well-recognised that professionals in key disciplines are in desperately short supply.
It would be with management structures. The great companies have one thing in common: a world-class management system. One that cascades from top to bottom of the organisation, allowing management of their business at all levels and a clear line of sight from board to shop floor.
’d use the average income per specialty information to achieve standardisation of funding to providers across the NHS. National data exists or can be generated that would provide a basis for comparison to a peer group of similar providers at a specialty level.
When the NHS celebrated its 70th Birthday in 2018, the government announced £20bn a year in extra funding by 2023. As NHS leaders announced their
Have you ever been in one of those situations where you really don’t fit in but have the good fortune to meet someone who thinks
by Carl Stevenson At the end of 2018, Practicus coordinated a roundtable – hosted by Alliance Healthcare – that brought together leaders from independent healthcare
by Darren Tolhurst, CEO. It’s taken us 15 years but we think we’ve finally cracked it! We set out in 2004 to change the way
by Lawrence Hill. A night of open, honest discussion around the art of the possible. There’s a lot of excitement about Business Intelligence (BI) tools
by Carl Stevenson, Managing Consultant. I wrote recently that the workforce problem facing independent health due to Brexit was really an intensification of long-standing hiring
by Carl Stevenson, Managing Consultant. There may be six months to go before the UK leaves the European Union but the EU worker tap has
In this series, we interview a respected change leader to discuss the successes and hard lessons that made them who they are today. This month,
By Lawrence Hill. Traditionally, executive search has always been about… well, searching for the right executive. But a recent survey conducted across 16 UK sectors
In this series, we interview a respected change leader to discuss the successes and hard lessons that made them who they are today. This month,
by Ben Culora. As boardrooms across the world grapple with shaping a data-driven future for their business, there is real danger in believing the need
In this series, we interview a respected change leader to discuss the successes and hard lessons that made them who they are today. This month,
As pressure on Outpatients performance increases, we speak to Steve Gasking, an interim transformation director with more than a decade’s experience in acute environments. With
It’s interesting the ideas that come up in conversation when you are networking with people who share your interests. Take the example of two Scottish
Idris Kamara interviews Aya Ferguson about effective ways to improve the success of Higher Education change initiatives. It’s no secret that there is a bit
by Natalie Allen. As someone who places senior interim executives into companies, I often find that many still have a mythological fear about choosing interims
Good people are driven by purposeful and fulfilling engagements. We create opportunities for people to make a positive impact; on an individual, on an organisation, on society — beyond the 9—5. We respect personal values and align beliefs.
Our people look beyond the ‘now’. Our collective wisdom empowers individuals and drives long term relationships. Together we can identify future opportunities and turn hindsight into foresight.
Our people have the humility to listen and the courage to speak. They acknowledge that input from others helps them to perform better. Courage is doing the right thing even when it is the more difficult, less popular route.
Every day, in every area, we motivate and reward our people for living these values.
We believe in creating opportunities for people to make a positive impact on society. Every year we come together as a company to choose a charity to raise money for. We create a programme of events and get our clients and candidates involved too. On top of that, we are all given two volunteering days (fully paid) each year to support the community initiatives we’re involved in outside of work.
