| 21 March 2025
In the UK, healthcare systems are under significant strain. Rising demand, an ageing population, and workforce shortages are making traditional care models increasingly unsustainable. At the same time, the role of technology in healthcare is rapidly expanding, with digital health solutions transforming how care is delivered. To keep pace, the workforce must be equipped to learn new digital skills and adopt agile, innovative ways of working.
One solution to these challenges is service and role design, which ensures that the right people with the right skills are in the right roles to deliver safe, effective, and efficient care.
Service and role design explained
Service and role design is about aligning workforce capabilities with the needs of the healthcare system to create roles that are fit for purpose now and in the future. It involves understanding the changing demands on healthcare services and designing roles that ensure patients receive the best care possible.
Effective service and role design involves creating new roles or adjusting existing ones, ensuring that healthcare professionals have the right skills, training, and support to meet the evolving needs of their patients.
Role design: This focusses on defining clear roles and responsibilities for healthcare staff, ensuring that each role is designed to maximise the use of skills and training, improve job satisfaction, and enhance patient care.
Service design: This involves mapping out the entire patient journey, identifying bottlenecks, and redesigning processes to improve patient flow and experience.
It’s important to note however that the two aren’t separate strategies but act as two interdependent components of integrated business planning. For example, before defining or developing workforce roles, services must be designed or redesigned to meet patient needs effectively and the structure of services dictates what roles are required, their scope, and how they interact. Conversely, service design is constrained by existing workforce capabilities and role structures. If the workforce lacks the necessary skills, new service models may not be viable.
An example of service and role design in action is at Royal Berkshire NHS Foundation Trust. Here they introduced Advanced Level Practitioner (AP) role which was part of a workforce redesign aimed at improving cost-effectiveness and patient care. The AP role took on many functions traditionally held by other professional groups, such as carrying out routine tests and simplifying patient pathways. This role not only improved patient safety but also provided better career progression opportunities and greater recognition of skills. Additionally, it allowed for a more flexible workforce and improved resource allocation without compromising service delivery. Nurses, occupational therapists, psychologists, and social workers were able to progress into this role, with tailored training to fill skills gaps and complement existing knowledge. The success of this initiative is one example that highlights how service and role design can be used to address workforce challenges and improve healthcare outcomes.
Introducing effective service and role design
Building a workforce that is prepared for the challenges of tomorrow requires a thoughtful and strategic approach to service and role design. This process involves more than just filling vacancies, it’s about shaping roles that align with the evolving needs of the healthcare system. It’s also a process that supports attraction and retention of staff, accumulation of experience and improved staff wellbeing. Clear and well-designed roles can lead to higher levels of job satisfaction among staff, reducing turnover and improving retention.
Some key strategies for achieving this include:
Skills and capabilities mapping
Understanding the current skills within the workforce is essential to identifying capability gaps and areas of strength. This mapping process informs decisions about which roles need to be created, altered, or enhanced to meet both immediate and future demands, ensuring that the workforce is prepared to tackle new challenges as they arise.
Building flexible roles
The healthcare sector is constantly evolving, and as such, roles must be adaptable to meet shifting service demands. Redesigning job descriptions and responsibilities to be more flexible ensures that roles are fit for purpose, encouraging multidisciplinary collaboration and promoting a culture of continuous learning and professional development.
Integrating digital skills
With the increasing reliance on digital tools and technologies in healthcare, integrating digital skills into existing and new roles is crucial. Empowering healthcare professionals with the ability to navigate digital platforms and data-driven solutions will not only improve patient care but also drive efficiencies and enhance overall service delivery.
Supporting leadership development
Strong leadership is fundamental to the success of any healthcare organisation, particularly as the sector faces rapid change. Developing leaders who can guide teams through transformation, foster innovation, and drive the adoption of new ways of working is key to ensuring the workforce remains agile and responsive to future needs.
Salisbury NHS Foundation Trust, is one example where a leadership development programme was implemented to equip managers with the skills needed to lead teams through organisational change. The programme focussed on building resilience, improving communication, and empowering leaders to drive service improvements. By investing in leadership development, the Trust ensured that its leaders were well-prepared to navigate challenges, inspire their teams, and support innovation in patient care.
Collaboration across sectors
As the healthcare landscape becomes more integrated, roles must be designed to encourage collaboration across various sectors, such as social care, mental health, and public health. This cross-sector collaboration ensures that healthcare teams can offer holistic, patient-centred care that meets the diverse needs of individuals.
An example of this can be seen with the South East London Integrated Care Board (ICB), where health professionals across different sectors, including social care and public health, have come together to create a more integrated approach to care. By working together, these teams are better able to meet the complex needs of patients, ensuring that all aspects of their health and wellbeing are addressed in a coordinated manner, ultimately improving patient outcomes and efficiency in service delivery.
Summary
Service and role design is more than just reshaping job descriptions or adding new titles. It’s about creating a workforce that can deliver high-quality care while responding to the complex needs of the healthcare system in the future. By focussing on skills development, flexibility, and collaboration, we can ensure that the healthcare workforce is equipped to meet tomorrow’s challenges.
Want to know more?
At Skills for Health, we’re committed to supporting the healthcare sector in helping to build a workforce that is prepared for the future of care.
Find out more about our service and role design services.