As the UK’s health and care sector rapidly evolves to meet digital transformation targets, there’s a question mark over whether the workforce feels supported and equipped with the skills needed for such a significant transformation to succeed.
Last year, Integrated Care Systems (ICSs) leaders flagged concerns that the sector would struggle to meet its digital ambitions without first ensuring the workforce is effectively supported.
With these concerns in mind, Steven Hurst, Director of Corporate Learning at Arden University explores how health and care organisations can upskill their workforce effectively to keep pace with digital transformation. He also discusses how degree apprenticeships and learning pathways can help bridge the skills gap, ensuring healthcare professionals are equipped and motivated to use these tools effectively.
New systems, familiar challenges
The UK health and care sector is undergoing a significant digital transformation, with ICSs playing a pivotal role in meeting national digitisation targets. From implementing electronic patient records (EPRs) to building interoperable systems, technological advances promise to revolutionise patient care by enabling faster, more accurate decision-making and improving efficiency across the board.
However, as the tools and systems evolve, a critical question looms over the workforce tasked with implementing and using these technologies: can the workforce keep pace? And crucially, are healthcare leaders doing enough to ensure teams feel supported throughout this immense period of change?
The NHS’s Frontline Digitisation Programme launched in 2021, marking a significant step forward in modernising health and care services. By moving from paper-based records to digital patient databases, the health and care sector aims to make patient information accessible across care pathways, improving collaboration and efficiency. Despite the progress, workforce and training issues remain significant barriers to meeting these goals, as highlighted in the NHS’s Confederation report. It also stated that leaders also recognised “the need to invest in people and the workforce alongside the investment in technology”, stressing that if the right balance isn’t achieved and the workforce isn’t effectively supported, “digital transformation ambitions won’t be realised”.
The challenge is twofold. First, equipping the workforce with new skills to use advanced technologies effectively. Second, addressing the cultural and psychological impact of such widespread transformation. Without regular, targeted engagement efforts, staff risk feeling overwhelmed and under-supported, which could derail even the most ambitious plans.
The path to successful digital adoption is as much about people as it is about technology.
What upskilling to a digital future looks like
Managing a digitalised workforce requires a distinct set of leadership qualities and management skills, as the dynamics of the workplace evolve with technological advancements. Leaders must not only understand cutting-edge digital tools and systems but also foster a culture of adaptability and innovation to keep pace with rapid changes. Effective communication, data-driven decision-making, and the ability to guide teams through digital transformation are crucial competencies. This makes upskilling vital – not just for employees but also for the leadership teams themselves as it will ensure they can support, inspire, and maximise the potential of a tech-savvy workforce in a digitally driven environment.
Traditional leadership often emphasised hierarchy, authority, and stability, relying on established processes and long-term strategies to guide organisations. While these qualities remain valuable, the digital era demands a more dynamic and agile approach. Unlike conventional leadership, which may focus on maintaining the status quo, modern digital leadership prioritises adaptability, rapid problem-solving, and continuous innovation to thrive in a fast-changing landscape.
Additionally, where traditional leadership might have been top-down, digital-first leadership encourages collaboration, cross-functional teams, and empowering individuals at all levels to contribute towards transformation. This shift reflects the need to balance structure with flexibility, ensuring organisations remain competitive and resilient in an increasingly digital world.
The role degree apprenticeships play
Degree apprenticeships offer healthcare organisations the unique tools to address this particular workforce readiness. These programmes combine practical on-the-job learning with academic study, enabling professionals to upskill while remaining in their roles. Covering topics such as strategy, leading teams and organisations, financial management and managing digital transformation, these courses allow NHS employees to develop a strong skillset and mindset that reflects the sector’s current and future needs.
This model benefits both employees and employers. For workers, it provides an opportunity to enhance their career prospects while staying financially secure. For employers, it addresses specific skill shortages within their organisation. To illustrate the impact degree apprenticeships can have on healthcare digitisation, consider the following example. A medium-sized NHS trust in the Southeast initiated a bespoke training programme for clinical staff to improve data interpretation and patient record management. They partnered with a local university to offer apprenticeships tailored specifically to their needs. Within 18 months, the trust reported a 32 per cent reduction in time spent on administrative tasks and noted improved patient outcomes thanks to better decision-making supported by accurate data.
This shows how prioritising workforce education can lead directly to operational efficiency and better care delivery. While 40 per cent of staff may have the basic digital skills needed for everyday tasks, a significant proportion may struggle with these fundamentals. From digital coordinators to clinical informatics specialists, degree apprenticeships can fill crucial roles in the delivery and maintenance of cutting-edge health technology.
Practical steps for supporting the workforce
Here’s how leaders can ensure their teams feel supported and capable during this digital transformation. First, conduct skill audits: before introducing new systems, map out the digital capabilities across your organisation. Identify gaps and prioritise roles that require immediate training. Second, invest in tailored training. Generic training sessions won’t cut it. Digital literacy training should be role-specific, with a practical focus on how employees can use digital systems to improve their daily workflows. Third, communicate a clear vision. Staff need to understand why digitisation matters and how it will improve their ability to deliver care. Regular engagement through town halls, workshops, and one-on-one discussions can foster stronger buy-in from teams. Fourth, foster collaborative learning. Encourage knowledge sharing between teams. Those with advanced digital skills can mentor colleagues, reducing learning curves and increasing workplace camaraderie. Fifth, leverage external expertise. Partner with universities, private training providers, and digital consultancies to outsource specialist training, particularly for roles requiring advanced technical expertise. Finally, use learning platforms. Explore modern e-learning platforms that offer flexible, accredited courses in key areas such as senior leadership management, health and care management, and EPR functionality.
The bigger picture
Amid widespread discussions about funding constraints and operational inefficiencies, it’s tempting to focus primarily on technical infrastructure during the digital transformation process. However, without addressing the human element, even the most sophisticated systems risk being underused. Upskilling the workforce isn’t an optional add-on; it’s a core component of digital transformation.
A long-term commitment to professional development, supported by innovative learning models like degree apprenticeships, is critical. Not only does it empower individuals, but it enables organisations to harness the full potential of modern technology.