The most recent Independent Healthcare Providers Network (IHPN) industry barometer found workforce recruitment, training and development to be among the biggest challenges for healthcare quality and safety.
In response, 58% of IHPN members plan to improve employee support and wellbeing – a significant rise from 35% the previous year.
This follows research by Future Health and IHPN showing more than half (52%) of UK businesses fear NHS waiting times may cause long absences or staff leaving permanently due to sickness.
Risk to patient safety
For healthcare providers, staff shortages are particularly challenging. Absences due to illness often disrupt operations and, with fewer people providing care, risk patient safety.
Supporting staff wellbeing plays an intrinsic role in maintaining patient safety.
To mitigate this risk, one in four businesses reported to IHPN and Future Health that they are planning to offer or introduce more private medical insurance (PMI) provision in the next 12 months, while 22% intended to offer or introduce more employee or assistance programmes.
Reducing staff absence through PMI not only shows employees they are valued, resulting in a happier, more focused workforce, but also improves patient safety, linked to fewer medical negligence claims.
In organisations where there is psychological safety, strong leadership, and mutual respect, we see far fewer claims from both patients and staff.
Many litigation incidents stem not from clinical errors, but perceived neglect, poor communication, or lack of empathy.
Fostering a positive culture
Healthcare providers can reduce complaints by fostering a culture of open dialogue, transparency, and continuous learning – preventing issues from escalating into disputes.
Patient safety depends on teamwork, transparency, and a willingness to learn, encouraging staff to report near misses, speak up on unsafe practices, and collaborate across disciplines.
Employees who feel supported are more likely to stay engaged, adhere to policies, and escalate issues early, reducing both risk and downstream claim costs.
Collaboration between clinical and non-clinical teams strengthens documentation, communication, and defensibility if claims arise.
Setting the tone
Leadership must prioritise both clinical integrity and compassionate care.
Transparent HR processes, timely investigations, and addressing root causes such as workload, harassment, or systemic failures are essential.
Creating pathways for staff to speak up without fear, encouraging incident reporting, and responding empathetically to patient dissatisfaction are key.
Ultimately, complaints should be seen as a source of insight, not a threat.
The best organisations use them as opportunities – tracking trends, learning from feedback, and making changes that improve employee satisfaction and patient outcomes.
A respectful, well-functioning team improves patient interactions, builds trust, and boosts adherence to treatment.
Alongside clinical outcomes, how patients are treated on a human level can mean the difference between satisfaction and litigation.
It is important to view culture not as a soft metric, but as a tangible risk factor with measurable impact on claims frequency and severity.
Organisations with strong, positive culture have fewer claims, lower attrition, and better continuity of care, all reducing risk.
Reducing risk and costs
A positive workplace culture mitigates risk and reduces insurance costs. Investing in staff value and support reduces absenteeism, boosts retention, and lowers recruitment costs.
Issues are more often resolved internally, avoiding legal escalation and cutting overall risk costs, including insurance.
Insurers assess governance, safety initiatives, turnover, whistleblowing, and grievance resolution—all shaped by culture.
Over time, these benefits translate into improved loss ratios, more favourable underwriting, and potentially lower premiums.
Some insurers even offer enhanced coverage terms and risk-sharing models to organisations with a strong risk management culture.
