Top NHS officials take part in reverse mentoring scheme led by Muslim staff

In a move stirring both praise and pushback, senior NHS executives have begun taking part in a “reverse mentoring” program guided by Muslim employees, aimed at fostering understanding around religious and cultural experiences within the UK’s healthcare system.

Under the initiative, spearheaded by the NHS Muslim Network, figures like Chief Strategy Officer Chris Hopson and Director for People Em Wilkinson-Brice have committed to quarterly sit-downs with Muslim staff members to discuss their lived experiences in the workplace. Each meeting is set to last at least an hour, with the goal of building awareness and empathy among the service’s top brass.

The program follows the internal release of a guide for “New Muslims” within the NHS, which offers information on Islamic conversion and religious practice. It encourages modest attire in accordance with Islamic teachings—suggesting loose-fitting clothes that cover the body, except for the face, hands, and feet. Some critics argue that such guidance could clash with hygiene standards required in sterile clinical settings.

The Department of Health and Social Care confirmed it allocated over £2,600 of public money to support the NHS Muslim Network during the 2022/23 fiscal year. Meanwhile, both Hopson and Wilkinson-Brice received six-figure salaries, raising questions among critics about spending priorities at a time when the health service is under immense strain.

Supporters say the initiative is a step toward inclusivity in an increasingly diverse NHS workforce. However, others view the effort as part of a broader trend toward what they describe as performative policies, diverting attention from the real challenges facing the nation’s health system—long wait times, staffing shortages, and crumbling infrastructure.

As voters grow more frustrated with the NHS’s ongoing woes, initiatives like this one have become a lightning rod in the debate over whether political leaders are truly tackling the service’s core issues—or just papering over the cracks with PR-friendly gestures.

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