To mark International Nurses Day 2025 on 12th May this blog written by our Editor-in-Chief, Dr Alison Twycross (@alitwy) reflects on how caring for nurses strengthens economies. All five EBN commentaries referred to in this blog are currently free to access by clicking here.
Healthcare systems rely on nurses, not just to provide care, but to keep whole systems running. As the largest staff group in the NHS, nurses are essential to patient safety, service delivery and population health. However, if nurses are not supported — particularly when they return from illness or are dealing with stress in the workplace – then this has an impact on the whole system. Poor staff retention, increased absenteeism and burnout lead to rising costs and lower quality of care. Simply put, caring for nurses is an economic necessity.
Mental health: the hidden costs
Mental health problems continue to pose a significant risk to the nursing workforce. A commentary in Evidence Based Nursing (EBN) (Oct 2024) shows how organisational pressures, staff shortages and emotional labour contribute to burnout and mental health problems. The cost of ignoring this is enormous – not just for the individual, but also for the healthcare system, which has to absorb the impact of increased absence and turnover. Addressing these challenges requires more than wellness webinars. It requires systemic change: better staffing, safe working conditions and leadership that recognises the emotional toll of care work. Investing in nurses’ mental health is not a luxury – it is essential for long-term sustainability and service delivery.
Supporting nurses returning to work strengthens the workforce
Another missed opportunity in workforce planning is the lack of meaningful support for nurses returning to practice. A July 2024 EBN commentary makes it clear that nurses returning to the workforce from, for example, illness, caring responsibilities or career breaks need tailored encouragement and support. Structured return-to-work programmes not only restore confidence and competence, but they also reduce the drop-out rate and help to retain valuable expertise. These are quick wins for employee retention. All that is needed is for the right investments to be made.
The experiences of nurses living with Long Covid provide a clear example of how the NHS is currently failing to support its workforce. Despite having played a crucial role during the pandemic, many are now facing inadequate occupational health procedures, inflexible return to work arrangements and a lack of understanding from line managers. Some are pressurised to return before they are ready, while others fall through the cracks of an overburdened system. This often leads to extended periods of sickness absence or, worse still, experienced professionals leaving the NHS altogether.
This is more than a personal tragedy – it is a systemic failure. The government’s NHS workforce plan must recognise this. Staff recovery and retention must be central pillars of workforce planning. This means introducing structured, compassionate return to work pathways for staff with chronic or long-term conditions such as Long Covid. Customised phased return, access to vocational rehabilitation services and training for managers to support affected employees should be the standard, not the exception. If we fail to act, we risk undermining years of experience and training just when the system needs it most.
(Guidance on best practice in supporting staff with Long Covid back to work are available from the Royal College of Nursing and the Society of Occupational Medicine.)
Inclusion isn’t optional – it’s smart
The UK nursing workforce is increasingly diverse, with a growing number of culturally and linguistically diverse staff (CALD) and internationally trained nurses. But without adequate support, this diversity is underutilised. A 2025 EBN commentary calls on educational institutions and employers to better support students and professionals from CALD backgrounds, pointing out that inclusive practises increase retention and workforce capacity. Valuing internationally educated nurses, as highlighted in an August 2024 EBN commentary, improves cultural competency and expands the talent pool in underserved areas.
Strengthening resilience in high-stress roles
Mental health nurses in high-security forensic hospitals are particularly vulnerable to burnout. A November 2024 EBN commentary highlights key resilience-building strategies – such as peer support, training and role clarity – to help staff cope with these pressures. These are not only helpful extras but also cost-effective measures that reduce turnover and ensure consistent, high-quality care in some of the most challenging clinical environments.
A smart staffing plan starts with care
For too long, workforce planning has focussed on recruitment targets without considering the human factors that cause nurses to leave. To build a strong, sustainable NHS workforce, the government needs to put the wellbeing and support of nurses at the centre of its plan. This includes:
- Clear return to work pathways for staff with long periods of sickness and other long-term conditions
- Organisational strategies to improve mental health and reduce burnout
- Comprehensive support for internationally trained and CALD nurses
- Resilience training and peer support, especially in highly stressful positions
- Tailored reintegration programmes for returnees
The economic arguments are clear: if nurses are supported, they stay. If they are well, the patients are well too. And when we look after those who look after us, our entire healthcare system – and our economy – is strengthened.
Dr Alison Twycross RN
Editor-in-Chief: Evidence based Nursing
Chair: Supporting Healthcare Heroes UK