Talking heads

Grace Marguerie, associate director of HR, human resources team in the Finance, Strategy and Transformation Directorate

Grace Marguerie, associate director of HR

"I'd like to see a workforce that is diverse and inclusive. Where staff are engaged, motivated and empowered, with the freedom to make decisions and the tools to drive their own career development.

"We are dynamic and thrive on working in a collaborative, creative and agile way to maximise performance. A culture of high trust, ownership and respect. Where our values and behaviours are embedded and role-modelled by all and everyone understands the role that they play in achieving the organisation’s vision and ambitions."

Pall Jonsson, associate director, science policy and research programme team, in the Science, Evidence and Analytics Directorate

Pall Jonsson, associate director

"The world around us is evolving incredibly quickly at the moment. Not only have we had to deal with the disruptive nature of COVID-19, but we are seeing advances in new transformational therapies. We also have new opportunities associated with our ability to harness the increasing data generated in the health and care systems.

"In 5 years’ time I would like to see that we had demonstrated – to the public and our systems partners – that we are important, relevant and able to deal with change. I would like us to be able to offer trusted guidance in emerging areas, such as digital health. And I would also like to see our ‘digital office’ upgraded so that we can work more collaboratively and in a more agile way."

Suzie Panek, payroll and audit team leader, finance team, in the Finance, Strategy and Transformation Directorate

Suzie Panek, payroll and audit team leader

“My work involves helping to resolve payroll, pension and expense issues. Previously, I worked for a council for over 16 years and the culture there was very different. I really appreciate it here for being so committed to caring for and developing staff. And for the resources that are put in to communicating with the workforce. This is a friendly place to work and people at all levels tend to be approachable and supportive.

"I wouldn’t want to change any of the above, of course, so more than anything, I hope that I am still able to say the same in 5 years’ time. I do think that the pandemic should bring about some positives in the way we do things too. Using office space for collaboration work, home working and affording greater flexibilities about when we complete tasks. This will help to juggle family demands and should bring a better work-life balance for many. It would be a shame, though, if less face-to-face contact with colleagues eroded any relationships.

"I think that we will continue to grow and prosper and this, in turn, will result in some decisions having to be made at a lower level than they are currently. Managed correctly, this could be very positive as it should give those on the ground a greater voice. I have my own ideas about improving my areas of work and perhaps in 5 years’ time some of these will have been implemented.”

Catherine Quigley, senior service delivery manager, strategy and governance team, in the Digital, Information and Technology Directorate

Catherine Quigley, senior service delivery manager

“In the first lockdown a number of people were unable to work and had taken the opportunity to declutter their home. Clearing out wardrobes, loft space and sheds in order to see what was important and use it again.

"I would like to see some of the same decluttering of our own in the next 5 years. Can we ask ourselves the difficult questions about the tasks and functions that we perform to ensure they are all important? And not better suited within a different public sector organisation, or stopped? Then focus on what is truly important and make it the best it can be.

"A clear out can be cathartic, bringing a renewed sense of purpose and energy. In 5 years’ time, we will be at the other end of our strategy with a new goal and I hope, a more focused and less cluttered home."

Holly Irwin, manager – engagement and directorate support, social care and leadership team, in the Health and Social Care Directorate

Holly Irwin, manager – engagement and directorate support

“We employ so many talented and experienced staff. It would be great to see their full potential harnessed through more flexible and autonomous ways of working.

"I would also like to see a future where guidance for social care is not seen through the lens of health. In 5 years, I would hope we’d have contributed positively to the growing interest in evidence-based practice within the social care sector.”

Pilar Pinilla-Dominguez, principal scientific adviser, NICE International and scientific advice team, in the Centre for Health Technology Evaluation

Pilar Pinilla-Dominguez, principal scientific adviser

“I’d like us to continue delivering robust evidence-based guidance and support to patients and the NHS. In doing so, I believe that we should place greater emphasis in assessing the real value that technologies offer to patients and the NHS once they are in the system. And play a bigger role in disinvestment decisions. I see sustainability and equality being 2 crucial pillars to any recommendations that we make. This should also apply to any decision or policy implemented internally within the organisation.

"I would like this to be a place where collaboration between staff thrives. Where people from different teams can work with and in other teams on a flexible basis, based on their expertise, career aspirations and interest. We can then make the best use of technology, independent from where we physically are. I would like this to be a place where people speak to each other. A place where we have mechanisms to coordinate activities and engagements in order to make efficient, strategically oriented decisions and avoid duplications.

"I would like for those collaborations to also extend to other partner organisations. Providing an opportunity to develop skills and knowledge of the ecosystems across which we operate. In fact, I would like for these to also extend beyond the UK and cover international partnerships. We have a real influence in the international arena, and we should continue learning from and with international stakeholders. This will help us to improve our work and also benefit others by sharing our learnings and expertise. Working together to improve health and wellbeing outcomes for the population worldwide."