9 October 2025

Achieving high retention and staff satisfaction in NHS imaging

Image shows a woman in a flower print dress standing in front of an MRI machine

At a time when many imaging departments across the UK are facing shortages of staff, North West Anglia NHS Foundation Trust’s (NWAFT) imaging department has managed to retain colleagues and reports high levels of staff satisfaction.

We spoke to Rachel Nolan, Assistant Imaging Services & Professional Lead at NWAFT, who feels that flexible working, as well as ensuring a clear career path for imaging staff, are the key ingredients for the high levels of retention.

Rachel takes us through how the department has embraced flexibility, in many forms – from some of the more traditional forms of flexible working such as flexi-time through to introducing innovative practices such as home working for reporting radiographers.

The imaging services at NWAFT span two acute sites and five community sites, and are supported by a team of 300 staff.

Ultrasound

“I’m surprised when I hear so many people in the profession talk about flexible working requests being denied by managers – flexibility feels like a basic expectation in our department. We introduced flexible working 20 years ago, and it’s just a core part of our working culture.

The key is give and take. There’s an awareness, and of course the expectation, that the hours must meet service needs. But giving people a level of flexibility, means you get that and more back from your team. This makes it easier to fill gaps, and to get all hands on deck when we’re experiencing high levels of demand.

Radiography

A people centred culture

All of the factors outlined above have helped us to foster flexibility both from staff and for staff. The team understands that during certain periods – such as peak annual leave – flexi days may not always be feasible.

However, by prioritising flexibility, we’ve cultivated a genuinely adaptable culture built on mutual trust and a “give and take” ethos. This means everyone is willing to step up and support each other when needed. Handling peak times is a lot easier when everyone is willing to chip-in!

Another key factor in staff retention is our clearly defined career pathways. The opportunity to progress – and to be supported at every stage – has helped create a strong learning culture where people can envision a meaningful future within the team.

Overall, our people-centred approach has led to high levels of engagement and retention, as well as lower sickness rates across the department.