Why Retaining Senior Doctors Matters

Senior doctors are the backbone of the NHS, yet they are leaving at an alarming rate. This isn’t just a workforce issue; it’s a profound loss of wisdom, continuity, and care expertise.

According to the British Medical Association, 60% of hospital doctors and 50% of GPs in the UK are aged over 45, the group that is most likely to be considering early retirement.

The loss of their valuable expertise and skills exacerbates strain on health systems that are already under pressure from a growing and ageing population. When they leave, the NHS loses not only capacity and capability, but also stability, culture, and hope.

For every doctor that leaves, pressures worsen for those who stay, increasing the likelihood that they too will leave the profession

(BMA Medical staffing in the NHS Report 2024)

This cohort carries decades of clinical judgement, leadership and mentoring experience that cannot be quickly or cheaply replaced. The BMA estimates the minimum cost of replacing a consultant obstetrician is £365,000, and a salaried GP is £295,000 (BMA, 2024). Given these pressures, it is clearly in the interests of healthcare employers to retain this highly valuable workforce for as long as possible.

When senior doctors leave the NHS, it loses not only capacity and capability, but also stability, culture, and hope

Both NHS England and the BMA recommend that employers enable senior doctors to apply their skills and experience in roles that support their health and wellbeing.  The most effective retention strategies sit at the intersection of the doctor’s values, mission, and vision, and those of the organisation. Retaining senior doctors in the NHS is not a “nice to have” – it is a critical strategic and economic priority.

Retaining senior doctors like us demands more than generic wellbeing offers or one-size-fits-all job plans; it requires intentional, values-aligned redesign of roles, careers and cultures that allow us to contribute sustainably and with renewed purpose. It also means that we must actively listen to ourselves and find out what matters most to us. Only then can we really create opportunities for renewal, continuity and high-quality service.