Meet Kelly Halse, Head of Referral Bookings Department at CHEC

• Post Date : February 1, 2026
• Career
• 4 minutes read

Cultivating an Empowering Environment

When Kelly first joined the RBMC, she immediately recognised the incredible dedication and fast-paced energy of the team. “The commitment was clear from day one,” Kelly recalls. “Everyone was working at such a high capacity, and I saw a fantastic opportunity to channel that energy into a more supportive and balanced atmosphere.”

Driven by a passion for people-first leadership, Kelly and her management team focused on evolving the department’s dynamic. By introducing more flexible pacing, fostering open communication, and embracing an “open-door” philosophy that removed traditional corporate barriers, they helped the department find a new, sustainable rhythm. 

Today, that collaborative spirit is the heartbeat of the office. “The people are what make this place special,” Kelly says. “We have a diverse group where everyone is eager to help one another. With our directors working right alongside the team and knowing everyone by name, there is a genuine ‘One Team’ feel that makes every day rewarding.”

The Power of Motivation and Recognition

Kelly is a firm believer that praise is just as important as performance. To keep morale high and energy “fresh,” the RBMC now utilises a variety of motivational tools:

• The “Lucky Locker”: A fun way to reward staff with treats and surprises.
• Performance Awards: Celebrating achievements with “Love2Shop” vouchers, wine, and gifts.
• The Achievement Board: A healthy bit of competition where staff strive to see their names at the top.
• Random Acts of Kindness: From “Star of the Month” to simply recognising someone who has been particularly helpful, these small gestures have led to a 15% improvement in CHEC’s Great Place to Work survey results.

Investing in the Collective

One of the most significant changes under Kelly’s leadership has been the focus on the team collective. By standardising training and creating clear “brackets” for skill levels, she has ensured that knowledge is shared rather than gatekept.

“When I started, we had very few Level 3 staff. Now, we aim to get everyone to Level 3,” Kelly explains. This doesn’t just reduce risk in the patient journey; it makes the staff feel invested in. The team has even started attending live surgeries and endoscopy procedures in Accrington. This first-hand experience allows them to speak to patients with genuine empathy and authority.

Career Progression

Kelly’s philosophy on progression is simple: if you have the ambition, CHEC will find the pathway. By giving staff more autonomy, team members are attending and leading their own meetings and taking ownership of their role.

The results speak for themselves. The RBMC has seen a significant drop in attrition, with staff now moving up rather than out. Recent success stories include:

• Internal Promotions: A former member of the phone team recently stepped up into a Team Leader role.
• Cross-Departmental Growth: Staff have successfully transitioned from the RBMC into IT and Procurement.
• Rapid Development: New recruits are reaching Level 2 status faster than ever thanks to structured support from Team Leaders.

“I say to the team: you shouldn’t necessarily think about staying in this seat forever,” Kelly says. “You should think about what is next for you in this business. If they move on and move up, I’ve done my job.”

Are you looking for a career where your growth is a priority? Click here to explore our current vacancies and join a team that values your progression as much as you do.