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.
Personalised care and support has become even more vital during the Covid-19 pandemic and as we move into recovery, and it remains central to the care we provide. It is only with personalised care that we can be sure of supporting everyone across the country, 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 introduction of personalised care requires significant workforce development and strong leadership that's aligned with the values underpinning personalised care.
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.
Download the guidance.
How can the guidance help?
The guidance highlights the key areas that you need to consider when introducing personalised care in your workforce, and gives practical tips and prompts to support the implementation of the required workforce changes to ensure that staff feel confident, skilled and supported to work in personalised ways. It also makes suggestions about the role of workforce development in strategic aspects of introducing personalised care.
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
About personalised care
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 and, therefore, 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, such as finance, digital, human resources and communications, and people working in partner organisations that are part of the wider health and care system.