In a move intended to free up much needed funds for medical professionals, speed up improvements in the NHS and drastically slash waiting lists, Prime Minister Sir Kier Starmer has announced the abolishment of NHSE. Citing a significant duplication between the activities of NHSE and the DHSC, the changes aim to clamp down on wasted and repeat functions by creating one single team.
With such a significant transformation plan and many people inputting into its future, it has all the hallmarks of being easily derailed or disrupted. To navigate through this transition as smoothly as possible, change teams must plot all mitigating factors, be iron clad on the benefits it's working towards and ensure leadership remains strong, transparent and unwavering.
The first step must be to ensure the DHSC's vision and mission are articulated with clear goals, objectives and Key Performance Indicators (KPIs) in mind. A core part of any successful strategy is identifying benefits and how they can be targeted, measured and communicated. Long-term benefits are the drive behind transformation, ensuring positive change for good and in this case, additional funding for the NHS. Defining a robust and clear strategy from the outset will be of utmost importance and will inform all elements of the programme moving forward.
Strong and experienced leadership is essential for the success of a programme of this scale. Any large scale merger needs the right people with the right skills and, in this case, individuals that have knowledge of the NHS and the challenges that an organisation of this nature faces. To build the right team, pinch points in the existing one must first be identified so that clear leadership roles, decision making and reporting structures can be established and gaps can be filled. Stripping down the existing team where necessary enables the right people to be appointed, something that has already begun following the announcement of the NHS Transformation Executive Team.
To enable the merging of NHSE activity into the DHSC, leaders need to review and optimise existing processes. By conducting an audit of which tools are being used and by whom, leaders can build up a plan to standardise workflow, providing a level of uniformity across the organisation that will help to streamline activity, boost efficiency and deliver the benefits expected.
Ensuring technology and systems used are reviewed and optimised is critically important. To enable systems to be integrated seamlessly, leaders need to plan for data migration, access control and consider cybersecurity measures, preparing for any errors or risks that might crop up. It's also essential to provide necessary training on any new technology to ensure staff are well equipped and confident when the changes are brought in.
At the heart of any change programme are people, so plans and engagement need to be as empathetic as possible. Maintaining employee engagement and morale will be one of the biggest challenges facing leaders during this transition, which is likely to take several years. To overcome difficulties and mitigate risks in this area, transparent and frequent communication about the change stages is needed from the outset, along with the rationale behind them. Leaders should also provide support and training for employees who will need to adapt to new structures or systems.
Effective change management and a robust communication strategy must come hand-in-hand. Leaders must develop a detailed transition plan outlining clear timelines and milestones. This will guide the communication strategy which should encompass multiple channels to ensure clarity and transparency. Showing empathy is vital when addressing concerns about redundancies, promotions and career growth, and establishing feedback mechanisms such as anonymous boxes, dedicated emails or scheduled face-to-face meetings will help to address employee concerns and ensure everyone feels heard.
Legal and compliance issues may arise due to HR sensitivities surrounding mass redundancies. To remain compliant, decision makers should address labour laws, union agreements and other legal obligations as they review contracts and regulatory requirements. Understanding the emotion of such situations, and not just focusing on processes and systems, will ensure that any job-related insecurities are handled with care, and the most amount of respect for those involved.
To ensure a smooth transition for all, different stakeholders need to be identified and communicated through a variety of ways. This is where the mapping and measuring of goals will prove useful, as quick wins can be demonstrated to stakeholders, showing progress and boosting morale.
With such a huge programme, the challenges will be plentiful, but the potential for improvement vast. A strong, skilled and experienced leadership team is essential, along with a robust plan and strategy. These measures will help ensure a smooth transition with minimal disruption to and, if handled well, delivery of the promised benefits could be achieved.
