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Key employees involved in the implementation process

Which employees are decisive for a successful implementation? And how and when should they be included in the implementation process? Read in the fourth article out of eight - here about the key employees regarding implementation.

When a new technology is to be implemented, it is recommended to set up an interdisciplinary implementation team. The task of the team is to prepare, follow and lead the implementation process in the organization. In this article, we take a closer look at the key employees and their functions related to implementation. The key employees can be both those who are part of the interdisciplinary team, and those in the staff group who will work with the technology on a daily basis.

In the project DISH (Digital & Innovation Skills Helix in Health), the interdisciplinary team is also referred to as a Learning Innovation Unit (LIU).

The composition of the interdisciplinary team

The composition of the interdisciplinary team obviously depends on the technology in question and which staff groups that will be using the technology. Generically speaking, it is recommended that the composition is as below:

  • One manager who drives the process
  • One representative from administration/ IT-department
  • Representatives from the health professionals (one representative from each profession)
  • One representative from the company providing the technology
  • An end user representative (this is not always relevant)

Roles, deliveries and competencies in the interdisciplinary team

Each participant in the interdisciplinary team must have a clearly defined role. This is also to clarify which qualifications the participant contributes with and how much time they have available for working in the interdisciplinary team. The participant must be able to plan the deliveries that he or she is responsible for so that it fits in with other tasks and responsibilities in the organisation.

Helpdesk

The interdisciplinary group is not responsible for establishing a helpdesk function but must ensure that it exists. They must describe:

  • The collaboration between the helpdesk and the company that delivers the technology;
  • What kind of helpdesk function there is available for the health professionals during the implementation;
  • Periods where the pressure on the helpdesk is expected to be higher. Here they must ensure that the necessary resources are available so that they can provide service even during the peak-period

Superuser structure

The interdisciplinary team must also decide whether a superuser structure should be established and, if so, they should consider:

  • There should be a super user representing all professions in the team
  • There should be super users both on the day, evening and night team
  • The profile of a super user should not be a technology enthusiast, but rather:
  1. a) a person who is either in the middle of the group in terms of digital / technology readiness or
  2. b) have strong professional competencies; or
  3. c) have good relations with colleagues and managers

Change communication

The interdisciplinary group must prepare a discussion paper for the team that will work with the technology. The presentation will include the questions like:  "What will be my new role if technology takes over the work I used to do?" It is important that the health professionals understand the roles of the various professional groups in the team both during and after the implementation. Here, it is particularly important that change communication is prepared adressing the new roles that the various professional groups will have after the implementation. How will the technology affect the relationship between the different professional groups? How will the technology affect the relationship between the healthcare professionals and patients / citizens? This can be followed up with ongoing success stories. Sekoia sells implementation and profit realization as an integral part of their technological value proposition. Former implementation specialist at Sekoia, Thea Boje Windfeldt says that profit-taking is very much about commitment and clear roles among the employees. After implementation, the super users will in particular focus on expanding the use of the technology to other areas and workflows.

New competencies

It can per see become a motivating factor if one can describe what kind of new competencies the health professionals acquire in connection with on-the-job training and the introduction of a new technology. In this context it is also important to validate the competencies, so that they can be assessed in connection with continued education and career development.

The end-users

The interests and needs of the end-users must be analysed, including whether it is necessary to make special interventions to ensure that the interests of the end-users are taken into account throughout the implementation process.

The health professionals will often associate with the end-users and, if necessary, speak for them. They must therefore be confirmed in that the end-user aspect is taken into account in the implementation process.

Involvement of the affected employees throughout the implementation process

Sundhedsekspressen, a consulting company, has for many years supported the implementation processes of health and welfare technology in both municipalities and hospitals. They emphasize that the involvement of employees throughout the implementation process (from planning over implementation to operation) is crucial for the success of the implementation.

- There must be created a space where employees can contribute and be heard during the implementation process, says Else-Marie Lønvig and Lene Sjøberg from Sundhedsekspressen.

At the Hospital of Southern Jutland, the managers and employees, who are to be trained in the use of a new digital solution, are involved in the process through meetings held before and after the training.

- Involvement takes place using the Shared Decision Making method so that all angles are disclosed, and all wishes and needs are heard and met, says Trine Ungerman Fredskild, chief consultant and project manager at the Learning and Research House at the Hospital of Southern Jutland.

Sundhedsekspressen also have many years of experience in using the evidence-based method Motivational Interview. The method is a tool to ensure motivation among employees, especially employees who are sceptical about an impending change process. (The method was partially developed by clinical psychologists William R. Miller Stephen Rollnick).

Other activities and initiatives related to technology implementation

  • The PPI-Guide ( Opi-guiden) consists of tools and cases: from ideation over innovation-process to implementation of health and welfare technology.
  • The network for implementation of video consultations focuses on the specific challenges associated with implementing and harvesting the benefits when implementing video consultations.
  • The international project DISH focuses on the lack of competencies of healthcare professionals in relation to the use of the many digital solutions that are continuously introduced in the healthcare system.

Photo:  fauxels/Pexels

In a series of eight articles, Welfare Tech focuses on the essential parameters for a successful implementation. Link to the other articles: 

1. How to prepare for the implementation of new technology in the health and care sector

2. How an interdisciplinary effort during technology implementation ensures the subsequent harvest of benefits

3. Key activities in connection with the implementation

 

 

Contact

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Karen Lindegaard

Senior Consultant

Welfare Tech

International cooperation, Cluster development, Business development

T: +45 2461 1931

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Skype id : karen.santos.lindegaard

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Welfare Tech is​ co-financed by the Danish Ministry of Higher Education and Science and The European Regional Development Fund.

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