Change Management in the NHS: A Guide for Internal Communicators

Effective change management is essential for any NHS organisation, and internal communication plays a pivotal role in its success. Whether you’re implementing new systems, processes, or policies, change inevitably evokes a wide range of emotions among staff, from excitement to fear. This guide outlines eight key steps to ensure your NHS change management communication are supporting your change management projects effectively.

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Why Internal Communication Matters in Change Management

Studies show that 70% of change initiatives fail. Effective internal communication can significantly reduce the risk of failure, helping your staff understand, engage with, and ultimately embrace change. Here are eight steps to ensure your communication strategy supports successful change in your NHS Trust.

1. Understand the Change Inside Out

Before you begin communicating, you must thoroughly understand the change project. Take time to research and answer the following questions:

What is the change, and what does it replace?
What is the purpose of the change?
Who is affected, and how?
What are the timelines and desired outcomes?
Who is leading the change, and who is involved?

This foundation allows you to build a robust communication plan that addresses the needs of all stakeholders. A detailed understanding of the project will also enable you to clearly articulate its goals and benefits.

For more guidance on NHS-specific change management, visit the NHS Leadership Academy’s Change Model.

2. Group Your Staff and Anticipate Their Reactions

NHS change initiatives impact different staff groups in varying ways. Segment your audience based on their involvement and anticipated response to the change:

Directly involved: These are staff directly affected by the change and may need frequent updates.
Indirect beneficiaries: Staff who will benefit but aren’t directly involved.
Inconvenienced: Those temporarily affected by disruptions caused by the change.

For each group, consider their potential concerns, emotions, and expectations at different stages of the process. Developing personas for these groups will help tailor your communication plan to their needs, ensuring that each message resonates effectively.

Learn more about creating employee personas from the CIPD’s Guide to Workforce Segmentation.

3. Map Your Change Management Internal Communications Plan

Next, map out your communications strategy using a timeline. This should detail who needs to be communicated with, what channels to use, and how often communication should occur. Consider a multi-channel approach to reach different staff effectively, including:

Email: Use targeted emails for detailed updates.
Intranet: Post regular news and updates.
Employee engagement apps: Use for real-time communication.
Face-to-face: Arrange in-person or virtual meetings for crucial discussions.

Determine the frequency of communication based on audience needs. Those directly involved may require frequent updates, while others may only need periodic summaries.

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4. Create Clear and Reassuring Communications

Now that you’ve mapped your plan, it’s time to create your communications. Each message should follow the structure of Why, What, and How:

Why: Explain why the change is necessary and how it benefits the organisation and staff.
What: Outline what the change involves.
How: Explain how the change will be implemented and its impact on the recipient.

Focus on answering the key questions: What does it mean for me? and What’s in it for me? Tailor the language and tone to suit different groups, ensuring that each message is relevant and supportive.

For tips on crafting messages that resonate, explore Mind Tools’ Communication Skills Guide.

5. Engage Key Stakeholders in Your Communication Plan

Consider the different stakeholders who should be involved in your communication plan:

Project team: Ensure they are informed about communication plans at each stage.
Senior leaders: Even if they’re not involved in delivering messages, keep them updated to ensure they can support their teams effectively.
Advocates: Identify staff who are likely to support the change and can act as ambassadors to positively influence others.

Involving senior leadership and advocates from the outset will enhance the credibility and impact of your communication strategy. According to McKinsey, organisations with engaged leadership are 2.4 times more likely to achieve successful transformations.

6. Listen and Provide Space for Feedback

Communication is a two-way street. Staff need to feel heard throughout the change process. Provide safe spaces for staff to share their thoughts, concerns, and emotions. This could be through:

Focus groups: Offer a platform for open discussion.
Surveys: Collect anonymous feedback.
1:1 meetings: Encourage line managers to check in regularly with their teams.

Additionally, you should monitor this feedback and adjust your communications where necessary to address concerns or clarify any misunderstandings.

For more on active listening and engagement, check out Gallup’s Guide on Employee Feedback.

7. Prepare for Change – and Be Ready to Adapt

Change management rarely goes exactly to plan. Prepare for the unexpected and be ready to adapt your NHS change management communication strategy if things change. Three common scenarios to plan for include:

Project delays: Update staff promptly if there are timeline changes.
Rumours: Use proactive communication to dispel misinformation.
Staff feedback: Act on feedback and incorporate staff suggestions into the plan where possible.

Anticipating these scenarios and reacting swiftly will help maintain trust and transparency.

For more guidance on managing organisational change, visit NHS England’s Change Management Resources.

8. Review and Learn from the Process

Once the change project is complete, take time to evaluate the effectiveness of your communication strategy. Ask yourself:

Did the communications achieve their goals?
Were staff well-informed and engaged?
What could be improved for future projects?

Seek feedback from both staff and project leaders to gain a comprehensive understanding of what worked and what didn’t. This reflection will provide valuable insights for future change initiatives.

The Key to Successful Change: Communication that Resonates

For change to succeed, staff need to buy into it. Your internal communications strategy must be designed to influence opinions, reduce uncertainty, and create understanding. By ensuring your NHS change management communication are well-timed, clear, and empathetic, you’ll help your staff adapt more smoothly, ensuring the overall success of the change project.

How NewZapp Trusted Delivery Supports NHS Change Communications

At NewZapp Trusted Delivery, we provide the tools NHS organisations need to communicate effectively. Our email platform allows for visually appealing and targeted messages, fast delivery, and in-depth engagement analytics—ensuring that you can monitor the effectiveness of your communication strategy. To learn more about how we can help streamline your NHS communications, get in touch today.

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Darren Hepburn

Operations Director

Passionate about using my 30 yearsof owning my own businesses to help create better workplace environments. A Bon Jovi loving TikTok junkie. I spend most of my time thinking about the impact technology is having on our society. And my pug Winston…