A people-focused approach to digital change for NHS trusts

For NHS trusts that are struggling with limited staff and unpredictable patient demand, it’s easy to see how new technology can fall down the priority list. The value of digitalisation, however, could lessen the pressure on the NHS during critical times such as winter health crises or when dealing with backlogs.

For trusts who are accustomed to traditional ways of working, the prospect of this can seem both daunting and difficult to achieve. To overcome this, a people-focused approach to digital change is required – with people, process and technology inherently connected and reliant on one another in any change process, digitalisation can be catalysed when implemented alongside people change.

With many trusts already having trialled change programmes, these can offer lessons to be learnt when creating change across the board. South West London and St George’s Mental Health NHS Trust, for example, has demonstrated success with the roll-out of e-referrals, which allow patients to get quicker referrals to specialist care.

While achieving positive results, trusts can benefit from a people-focused approach to ensure lasting impact of e-referral systems, and to create space for continuous digital transformation.

Serving 1.1 million people across multiple London boroughs, and employing over 2,000 staff, the trust employed a phased approach for the introduction of e-referrals. Beginning with an analysis of their vastly paper-based monthly referrals, the trust moved on to setting a ‘paper switch-off’ date to transition to the mandated use of e-referrals.

This type of phased approach that distinguishes each stage of change is vital for trusts, especially of this size. Having a clear plan in place to phase out previous systems can prevent backlogs, scattered referrals and ensure that staff keep up with the change journey.

Without a phased approach, knowledge gaps and hesitancies amongst staff can escalate, stifling change. Not only that, but without a defined switch-off date, some change processes can continue to be kicked down the road without ever being implemented.

While the trust’s phased approach to e-referrals was successful, when looking to implement lasting digital change on a broader scale, people change is also required. As present in this case, staff may have reservations about new systems which need to be addressed.

Any new system must be introduced with the people who will be using them at the heart of the process. To prevent staff hesitancy becoming a bottleneck to digital change, targeted training programmes should be a key part of the journey, making the transition to new systems seamless.

Investing in training shouldn’t be a tick-box approach, however, and training must align with the phased approach to change. While training at early stages is essential for getting employees on board, hesitancies could resurface at any stage. Monitoring the reception of new technology as it is implemented is the best way to ensure that systems such as e-referrals create long-term impact and pave the way for digitalisation in other areas.

As well as addressing skills gaps, knowledge gaps must also be addressed. Particularly for staff who have become accustomed to legacy or even paper-based systems, it can be difficult to understand why new, seemingly complicated systems are necessary.

In addition to training that builds practical skills, internal campaigns that communicate the rationale behind new systems is essential to keep staff motivated at every step of the journey. When the value of new technology is understood across the board, staff can become a positive driving force for digital change.