Implementing a learning solution

A regional education body for the NHS issued a contract to supply a blended e-learning and face to face training solution for all clinical and non-clinical staff. However, to deliver this contract, they needed a programme team to facilitate the contract.

A large part of the assignment was to work with several stakeholders, including Universities, digital experts, and clinicians to design, write and digitise e-learning content in-line with regional and organisational learning requirements.

What this did, was create a range of professional courses including leadership, management and administration skills, clinical skills such as phlebotomy and paediatric care and accredited modern apprenticeships for Health & Social Care Support Workers, providing organisations with a more consistently upskilled workforce – improving effectiveness and reducing risk.

As well as this facilitation of learning production and digitisation, Danielle also assumed the lead role for programme implementation and management of resources to ensure timely roll out of training into multiple NHS organisations, alongside
 the delivery of workshops which complemented the e-learning as part of the blended approach.

Although a rather complex contract, with so many contractors and organisations involved, we managed to achieve the goals of training over 100k staff across 44 different organisations. A great accomplishment all round.

Lots of stakeholders and detailed training - we've got you covered.

I.T system updates for efficiencies.

When working with clients on a discovery session, one of the most asked questions is "how do we scale up from where we are now to where we want to be?" And whilst there are many points to consider when working through and creating a plan, a common theme or blocker we see is tech and systems (or lack thereof).

That's exactly what we discovered when a local council were looking to improve their efficiencies so they could support more service users.

In this case, we discovered the team were out in the field, meeting clients all day and taking meeting notes by hand which they then spent the afternoon writing up when back in the office. Not an uncommon practice we see in business, but non the less an inefficient one that can be a barrier to making teams more productive.

We worked alongside the team and their IT department to look at how we could develop a digital solution to meet the team's needs, by creating online forms that can capture notes whilst on the go. We also worked with the team to make sure that this worked for them and that they had the right training so that they could adopt the new way of working, which we've also seen can often be a barrier to success.

The results? The team successfully adopted the new style of working, completing notes directly into digital forms whilst visiting clients, boosting their productivity so that they were able to see more clients each day. A knock on effect to this new, digital way of working was that they also noticed a reduction in follow-up visits, as the information captured was more accurate thanks to the reduced need to remember, or fill in gaps, where knowledge was lost in handwriting.

Project management - how to make sure big tech changes are successful.

Managing and implementing big system changes

A large Charity was running a large Transformation Programme which was based around improvements to their complicated network of legacy IT systems, including a system that their contact centre advisors used to provide services to clients which needed updating.

They needed a new system so that they could provide services more effectively to their clients, reducing the amount of time the client needed to spend talking to them and linking seamlessly between departments.

With over 800 employees using it, any change of system or update of process, would need huge investment in terms implementing the software, and making sure every team that uses the system can continue their processes and access data in the normal way so that day to day operations are not impacted by a change of tech – this is by no means a small feat, even the smallest change can have a big impact on operational stability, and ultimately, client satisfaction.

So Danielle worked hard to meticulously plan a large-scale roll-out programme, with input from multiple team managers (and front-line staff) so that they could manage the transition from the existing system to a new, improved one.

To do this, we helped the Chief Operating Officer to define the operational roll-out, identifying the impacts on each department, the training content and duration required in each area and how long it would take to train all users across the Charity.

We also lead the Business Readiness workstream of the programme, which comprised a team of Business Analysts and HR, operational and Training leads. They delivered process updates, departmental mergers to align teams with new processes, impact assessments for all departments across the charity and communication, engagement, and training activity for approx. 800 colleagues.

In working with the COO, and the business readiness workstream, we were able to help the charity roll out a new system to over 800 staff and train over 400 front-line workers in how to use the new system.

Document storage system implementation

When you have a team that works remotely, or perhaps working from different locations around the country (or the world), one common issue we see is how sharing documents and resources can quickly become unorganised and outdated. And that's exactly what happened to a team of Management Consultants that wanted to find a better solution to the way they worked.

Danielle spent some time with the consultants, getting the views and pain points from several people across the business to discover what their needs were for a new system that would help restore some order to the way they collaborated, and find a way to centrally manage documentation and version control so that everyone was using the correct resources at all times.

The solution we landed on, was to use a common platform that was already accessible to them; SharePoint.

We collated all the documents that were needed, categorised them and built a simple, user friendly SharePoint portal as a central space for all colleagues to access. We then set up a training session for all staff on how to use it and find the things they needed.

The outcome? You might think this is a fairly simple thing to do, but the outcome is much more than you'd think. Yes, they were able to become more efficient in the way they worked, but by not using email to share large attachments they were also able to save on mailbox sizes, so there was a considerable financial benefit to work in in this newly organised way, too.

How updating systems and processes can up-scale your business capacity.

No train, no gain. How the right training strategy helps staff retention.

How digital document management can make collaborationmore efficient

Training Programme Implementation

A UK-wide, medium-sized Management Consultancy company shared with us a new vision of a ‘People and Performance plan’ they were looking to design and implement, to help provide development opportunities for employees and improve engagement and retention.

There were facing challenges and had a clear strategy on what they wanted to achieve with the implementation of this new ‘People and Performance Plan’, but they lacked the resources to deliver it in an effective and timely manner.

Danielle worked closely with the Managing Director over the course of a few weeks to get a deep understanding of everything they were trying to achieve through this new plan, and in developing a close relationship with the Leadership Team, devised a 12-month training programme of knowledge-based training sessions, delivered by in-house experts and external training providers, that we believed would address the issues of team capability and retention rates.

Of course, with all training programmes, there needs to be a mechanism for employees to record sessions and demonstrate learning outcomes – without this, it’s hard for any organisation to monitor success and measure the outcomes against the strategy. W
e built in simple booking processes, evaluation mechanisms, attendance recording and reporting abilities and supported the development of employee Personal Development Plans to include the ability to record learning outcomes from the training programme.

After supporting the roll-out of the training programme, with excellent attendance and satisfaction rates and successful implementation of learner outcomes into their work, we’re really pleased to say that all of the goals set out in the plan were achieved, and through making training content accessible to all staff, and implementing a robust booking process, we were able to improve employee development – our overarching goal to increase staff retention and keep valuable skills within the business.