Best Practice Change Management guidelines v1

1 Crown copyright London Procurement Programme Commercial advantage for the NHS in London 1 best Practice Change Management guidelines Crown copyright London Procurement Programme Commercial advantage for the NHS in London 2 Created by: Denise Phelan, Demand Management lead, London Procurement Programme (LPP) Reviewed by: Jonathan Porter, HR Workstream Lead, St George s Healthcare NHS Trust Approved by: Mick Corti, Workstream Lead Agency, Temporary Staffing & Professional Services, LPP Release Date: 1st February 2010 Related Projects: LPP Demand Management project Sponsor: Mario Varela, LPP Programme Director Crown copyright London Procurement Programme Commercial advantage for the NHS in London 3 Table of Contents 1.

2 Introduction .. 4 2. Scope of this document .. 4 What is Change ? .. 4 What is Change Management ? .. 4 3. Aims of this 5 4. Why is Change Management important? .. 5 5. Assumptions .. 6 6. Typical Change Management activities .. 6 Step 1: Know where you re going and why .. 7 Step 2: Analyse and design .. 10 Step 3: Gain commitment .. 11 Step 4: Do it .. 11 Step 5: Reinforce it .. 12 Step 6: Sustain it .. 12 Appendix 1: Workforce Optimisation supporting documents .. 13 Appendix 2: Document sources .. 15 Crown copyright London Procurement Programme Commercial advantage for the NHS in London 4 1.

3 Introduction This document forms part of the London Procurement Programme (LPP) Workforce Optimisation initiative. This initiative aims to reduce spend on agency and bank staff through optimised workforce planning and efficiency. This document is the second in a series of documents to support the Demand Management initiative. See Appendix 1 for the full list of supporting documents. 2. Scope of this document The document is intended to provide best Practice guidance to trusts on Change Management within a programme/ project to implement Electronic Rostering or Staff Bank software or solutions.

4 What is Change ? Change in an organisation is where the elements of an organisation need to do something differently to how it was done previously. An element of an organisation can be a desktop computer or a machine, but typically the most important elements of any organisation are the staff. Even where a computer is required to operate differently due to a Change , it is usual that the staff operating that computer will also need to Change something in how they do their job. Therefore the ability of the staff to implement and accept the changes to how they do their job is integral to the success of any Change made within any organisation.

5 What is Change Management ? Change Management is typically a workstream that is added to any programme or project whose aim is to make a Change to an organisation. The importance of that workstream, and whether a separate Change Management team is created, depends on the level of impact on the staff. In general, the greater the impact of the Change on the staff, the greater the dependence on the staff for the success of that Change . Change Management workstreams tend to focus on engaging with impacted staff and guiding them through the Change to a point at which the Change has been accepted into business as usual activities.

6 Although this document applies mainly to the rostering of nursing staff, the principles of the guidance can be applied to all staff groups to ensure common processes and maximum benefit from workforce efficiency. This document is not intended to be specific to a trust type or geographic location. Crown copyright London Procurement Programme Commercial advantage for the NHS in London 5 3. Aims of this document This document is designed to complement the Guide to Effective Business Change by NHS London, which was written with an education commissioning environment in mind.

7 This document is intended to build on the generic Change Management advice supplier by NHS London by providing advice and knowledge gathered from trusts who have already implemented e-rostering and/or staff bank solutions. Together this document and the Guide to Effective Business Change should support Acute, PCT and Mental health trusts who are implementing large-scale Change through e-rostering or staff bank solutions. The Guide to Effective Business Change and toolkit can be downloaded from the NHS London website ( ) by following these links: What we do/ Developing NHS Staff/ Workforce for London/ Leading for Health/ Education and Training/ Education Commissioning Programme.

8 This document should also be read in conjunction with the OGC s Programmes and Projects Resource Toolkit ( ) and any Change Management specific guidance within your trust. 4. Why is Change Management important? One key theme which emerged from the trusts, who have already implemented e-rostering or Staff Bank software, is that such projects should not be treated solely as software implementations. Rather these projects should be treated more as large Change or transformation projects due to the impact on a wide range of staff within your trust. e-Rostering and/or staff bank solutions are not simply about switching on a piece of software in your trust: Firstly, any software, particularly e-Rostering, is only as useful as the data you input into the system.

9 Therefore you will need the participation of key staff members to identify this data and to ensure the system is fit for the purposes of individual units or departments. Secondly, to mitigate implementation costs, many trusts and system suppliers would recommend using existing staff members to act as Trainers and Super Users. Therefore, their buy-in to the solution and the implementation methods are critical to the success of the roll-out. e-Rostering and/or staff bank solutions can only be successful where the staff fully accept and implement the new ways of working: Crown copyright London Procurement Programme Commercial advantage for the NHS in London 6 Some or all staff will be the end users of the solution, or recipients of the new service.

10 The support of the staff in utilising the tool and/or new supporting processes will be essential to see any return on investment from the software/service. Communication with the impacted staff, from the earliest inception of the project throughout its entire life cycle, is key to achieving this. Staff need to be fully briefed about the reasons for the Change , the impact on them and the expected benefits of the changes. The most common reason for an e-Rostering and/or staff bank solutions failing to deliver the expected benefits is lack of acceptance and use by staff. 5. Assumptions This document assumes that your trust has not already implemented or piloted an e-rostering or staff bank solution.