Keeping everyone onboard
Following the decision to abolish NHS England, the healthcare sector is undergoing a time of huge change. This is prompting questions about how to ensure a seamless transition when introducing a transformation programme.
With so many moving parts, there’s lots of scope for things to go wrong and for people to feel like they’ve fallen through the cracks. But with careful consideration, a transformation project can be delivered smoothly, cause minimal disruption to staff and achieve its targets.
1. Outline clear goals
Setting clear goals, objectives and Key Performance Indicators (KPIs) is essential for establishing a clear mission. Long-term benefits are the drive behind any transformation project. Identifying and understanding how to target them will shape the project’s trajectory. It’s also key to establish how to measure and communicate shared goals.
2. Build a considered change team
Transformation programmes of all sizes need the right people with skills and specialist knowledge in the relevant sector. To build a strong team, pinch points must first be identified so that the right roles can be established and appointed.
In some cases, it might be necessary to assess the strengths of the existing team to open up space for new people to move in. An example of this has been the replacement of the NHS England Executive Group with the NHS Transformation Executive Team to drive project delivery.
3. Review and optimise processes
Leaders must take inventory of existing tools and processes in order to build a plan to standardise workflow across an organisation, which will help to:
- streamline processes
- boost efficiency
- deliver the benefits being targeted
With organisations becoming increasingly digitised, reviewing and optimising technology systems, tools and software is an integral part of this process. Conducting an audit like this will help leaders to pre-empt any errors or risks that might crop up later down the line.
4. Take a people-first approach
People are at the heart of every change programme, so remaining empathetic towards their concerns is vital. Leaders must explain the rationale behind the change so people understand why it’s being done, as well as offering opportunities to upskill the workforce.
Demonstrating care for staff by providing support and training for employees who will need to adapt to new structures or systems, such as new technology platforms, will foster trust among employees.
5. A robust communications strategy
Change is personal, so communicating throughout the process is a must. Outlining clear timelines and milestones of the transition plan will help people to understand not only what to expect throughout the change journey, but what is also expected of them, easing nerves and dispelling uncertainty.
A strong communications strategy should extend across multiple channels to ensure clarity and transparency. It will also encompass feedback mechanisms, such as scheduled 121s, anonymous boxes or specific email channels. Using these channels will help everyone to voice their concerns and feel heard.
Times of transition can be uncomfortable. But by taking a few necessary steps, workers at all levels can feel supported, heard and kept in the loop throughout a project. This approach will ensure a seamless transition in times of change.