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Hamilton J, Wilkie C. An appraisal of the use of secondment within a large teaching hospital. J Nurs Manag. 2001;9(6):315-20doi: 10.1046/j.0966-0429.2001.00257.x.
Hamilton, J., & Wilkie, C. (2001). An appraisal of the use of secondment within a large teaching hospital. Journal of nursing management, 9(6), 315-20. https://doi.org/10.1046/j.0966-0429.2001.00257.x
Hamilton, J, and Wilkie, C. "An appraisal of the use of secondment within a large teaching hospital." Journal of nursing management vol. 9,6 (2001): 315-20. doi: https://doi.org/10.1046/j.0966-0429.2001.00257.x
Hamilton J, Wilkie C. An appraisal of the use of secondment within a large teaching hospital. J Nurs Manag. 2001 Nov;9(6):315-20. doi: 10.1046/j.0966-0429.2001.00257.x. PMID: 11879478.
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J Nurs Manag. 2001 Nov;9(6):315-20. doi: 10.1046/j.0966-0429.2001.00257.x.

An appraisal of the use of secondment within a large teaching hospital.

Journal of nursing management

J Hamilton, C Wilkie

Affiliations

  1. Northern General Hospital NHS Trust, UK.

PMID: 11879478 DOI: 10.1046/j.0966-0429.2001.00257.x

Abstract

INTRODUCTION: This study was undertaken in a large teaching hospital in Sheffield. It explores the use of secondment as a vehicle for practice, service and career development.

AIM: To provide us with an understanding of the ways in which we utilize secondment opportunities, with a view to developing good practice guidelines that will help both the individual and the organization to maximize the potential in each secondment post.

METHOD: A survey of nursing staff who had been on secondment during the previous year. Questionnaires were used to gather data from the senior nurse in each specialty directorate to develop an organizational (seconder) perspective and 20 secondees to provide an individual (secondee) perspective.

RESULTS: Nurses tended to be seconded from clinical roles into specialist clinical roles or non-clinical roles, predominantly in areas of research, audit, practice development and teaching. Seconded posts were new roles for individuals and the majority were relocated to new work environments. Secondment was overwhelmingly seen as an opportunity, allowing individuals to develop new skills and knowledge, progress their career and gain a broader strategic perspective. However, there were a number of barriers to progress: lack of role definition for the organization and the individual; uncertainty about the future; falsely raised hopes that secondments would be extended; uncertainty about status; and difficulties adjusting to a new environment and culture within unrealistically short timeframes.

CONCLUSIONS: Secondment use has become widespread throughout the National Health Service (NHS) and is a very positive and popular vehicle for staff and service development. The potential benefits are high but must be offset against the risks. This paper introduces an organizational risk assessment matrix which can be used to inform the development of effective secondment ventures.

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