Personalised care means that people have choice and control over the way that their care is planned and delivered. It is based on what matters to them and their individual strengths and needs.
It is only with personalised care that we can be confident we are responding to individuals’ needs, and that we are able to reach out and connect with local communities and people, regardless of background or circumstance.
The ‘NHS Long Term Plan’ states that personalised care will become ‘business as usual’ across the health and care system, and ‘Universal Personalised Care: Implementing the Comprehensive Model’ sets out how this will be achieved. This change is necessary to improve the quality, appropriateness and efficiency of the care and support offered to people using the NHS – but it can be challenging for the people working in it.
The introduction of personalised care means that the workforce needs to work differently, so supervision and support systems need to be redesigned to facilitate this and performance measures need to align with personalised care expectations.
Personalised care is not just a change in approach for frontline staff. It has implications for the leadership of organisations and of systems, as well as people working in business support functions, and people working in partner organisations that are part of the wider health and care system.
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Skills for Care and Skills for Health have produced guidance for people who are responsible for undertaking the required changes to embed personalised care in the health and social care sector.
Explore the key areas you need to consider when introducing personalised care in your workforce. See practical tips to support the implementation of the required workforce changes to ensure that staff feel confident, skilled and supported to work in personalised ways.
The guidance is built around six key areas that you need to consider when implementing workforce change to support personalised care:
- systems change
- culture change