Introducing digital to the workforce: maximising digital implementation and increasing workforce engagement and adoption

A blog by Hannah Rogers, workpal, Lead Partner in Organisational Effectiveness

Last month, we explored the case for digital and that digital transformation is no longer an option but a necessity. This is further amplified through the recent publication of the NHS Long Term Workforce Plan with many actions around train, retain, reform underpinned by digital including digital learning models, digital literacy and capability, and modernising the environment in which people work.

However, introducing digital technologies to a workforce requires a thoughtful and strategic approach. It has been widely reported that more than 70% of digital change programmes fail with the primary reasons not relating to the technology itself and more to do with not focusing enough on people, culture and creating the right conditions for introducing and embedding digital solutions.

In this article, we’ll delve into some of the key areas that are crucial for success.

1. Alignment with the strategic agenda is paramount. As I write this, I can’t imagine that there are many leaders that would introduce a digital solution without believing that it was the right thing to do. What matters is being clear on what the problem or opportunity is, how it’s going to achieve business goals, what difference it’s going to make, and considering it alongside other digital change programmes and initiatives to avoid change fatigue and ensuring the right resources can be allocated. As digital is often a distributed responsibility, i.e., not exclusively owned by a specialist digital function, it’s important to take a whole organisation view of digital change and by doing this, you ensure that the change is going to deliver quantifiable benefits and maximise engagement across all levels of the organisation.
2. Understanding existing work practices and culture. Implementing digital into a workforce, you open the door to a breadth of new possibilities surrounding how people work. This might be through the introduction of work-from-home initiatives providing employees with flexibility regarding their place of work. Or enhancing collaboration and communication in allowing the instantaneous sharing of documents, instant messaging, and video conferencing to name a few. This enhanced connectivity can in turn enable new relationships to develop and extend access to expertise. However, each organisation has unique processes and workflows that need to be considered within its digital strategy. By closely observing and involving employees, organisations can identify pain points and opportunities for improvement, and tailor their digital strategy to its unique needs and ensuring a smooth transition to digital tools and processes.
3. Adopt ‘human-centred user design’ principles. At the heart of successful digital integration lies the user experience. It’s easy to bring in new technology based on what it offers and as a result the user can be forgotten and when this happens, we see resistance, low levels of engagement, and often lower levels of productivity through an inefficient solution. Focusing on user-friendly interfaces, intuitive navigation, and personalised interactions, organisations can empower employees with a level of self-service. By empathising with users, conducting usability tests, and iterating based on feedback, organisations can foster a positive people experience and encourage widespread adoption of digital solutions. This article provides a deeper insight around the value and how to execute a user-centred design process.
4. Build awareness and engagement. By default, we fear what we don’t understand and while this issue isn’t unique to digital change, it is often heightened with technology as for some it is less familiar or comfortable. When people don’t understand or aren’t supported, they are likely to reject solutions and new ways of working, so the importance of building awareness and engagement is vital at an employee and leadership/management level. This is especially important in NHS organisations that are large, complex, and often have a distributed workforce where building engagement must rely on formal and informal networks, as well anything that is centrally managed. We all know the critical role that leaders and managers have in enabling change and the value of them being champions and role models. Engagement should happen at the earliest opportunity through a process of co-creation and the time to do this should be factored into any change plan. As referenced in the NHS Topol Review, “technological solutions are adopted, diffused and sustained more successfully if the patients and healthcare staff using them have built them together. Patients, citizens, and staff should therefore be encouraged to work and learn together to co-design solutions and, where appropriate, co-deliver these”.
5. Develop digital behaviours and capabilities. We know that digitalisation is only going to increase and by developing digital capabilities, behaviours, and the surrounding culture we can enable faster change and adoption. These behaviours include being iterative, adaptable, open to learning, and proactive in leveraging digital tools to improve work and services. Encouraging a growth mindset and providing ongoing digital skills training can empower employees to embrace technology, optimise their workflows, and collaborate effectively in the digital environment. When introducing anything new, it is of course necessary to ensure those that are affected have the right capabilities. We hear a lot about digital capabilities, and I am asked frequently what this means and of course it depends on what is required. Understanding where people are starting from and what the skill gap is can inform targeted training programmes to equip people with the knowledge and confidence to use digital technologies effectively.

As reflected above, introducing digital transformation to a workforce requires a holistic approach that encompasses user-centred design, strategic alignment, and continuous improvement. Putting people at the centre of digital initiatives and addressing their needs, organisations can foster a culture of innovation and empower employees to embrace digital tools and behaviours. Successful digital integration enhances productivity, employee satisfaction, and organizational agility, ensuring long-term success in today’s rapidly evolving digital landscape.

If you want to read more, the NHS Topol Review, does a deep dive into all the topics mentioned in this article and provides extensive insight into the relationship between digital transformation and the workforce. There are also a suite of resources available via NHS Futures and the People Digital Portfolio.

In August we will be taking a deeper dive into digital behaviours and capabilities so look out for that and we will also be releasing the date of our next webinar scheduled for October. In the meantime, to optimise this programme it’s vital to hear your thoughts, your own experiences, any questions that you may have, and what else would be helpful for us to share in the future. Get involved to shape our Digital Workforce future!