Virtual Working
The ELFT Quality Department (Quality Improvement and Quality Assurance) have have regularly practised virtual working methods and since the outbreak of the COVID-19 we have been testing and learning more about how to work in this way.
Please find in this collection some stories, learning and recommendations from our experiences so far, and further guidance we’ve found from others working virtually too. We hope this learning will help us support communication and collaboration across ELFT and beyond.
All stories of how the Trust is using QI to adapt to the crisis are available here >>
QI/QA Department ‘tests’ remote working
On Friday the 13th March (was that a sign?) we conducted our first ‘test’ of total remote working. Little did we know then that this way of working would quickly become the norm for millions of workers across the globe. It became apparent that we would need to do a longer test. So, based on our learning from the first day we then ‘tested’ remote working for one week from the 16-20th March.
As with all improvement work we first developed our theory and asked a series of questions with predictions (Table 1.) predicting that if we used social platforms and software (‘MS teams’, ‘WebEx’ and ‘MS SharePoint’) appropriately we would be able to communicate and operate as normal.
Table 1. We asked a series of questions and made predictions
How did we do this?
We used the Plan, Do, Study, Act (PDSA) approach which informed our learning
1st test cycle – ‘one day of remote working’
Plan: Plan the test, including the plan for collecting data
We want to work remotely for one day
We predict that the team would accept the challenge to work remotely.
- Who: The QI team ( 17 members).
- What: Use virtual platforms such as WebEx and MS teams to enable virtual meetings and remote working
- When: 13th March
- How: conduct one ‘business’ meeting in the morning for QI team using MS teams and a second ‘social’ meeting in the afternoon for both QI and QA using WebEx
- Data collected: Number of team’s members accepting invitation; feedback from team; review of technical issues.
Do: Run the test on a small scale
What happened?
- All team members who were present at work attended
- Some technical difficulties were experienced but resolved in real time
- Both sessions lasted 30 mins
- Morning session for business, afternoon session – social connection and fun
- Team asked about their experience and would they be willing to test a week of remote working
Study: Analyse the results and compare to the predictions
- Conducted on time and successfully
- Minimal issues with technology but resolved quickly
- All staff happy with suggestion to test for week
- Established key learnings (fig. 1)
Act: We can adapt, abandon, adopt – plan for our next test for week commencing 16 March 2020
Figure 1
Our 1st challenge for our daily ‘15 minutes of fun’- wearing your silliest hat to the meeting
2nd test cycle – ‘one week of remote working’
On Monday 16th March we planned and conducted our second ‘test’ of total remote working but this time for one week. Globally, more and more organisations were doing the same and there was an abundance of literature being circulated to inform remote working (we have provided some links)
Plan: Plan the test, including the plan for collecting data
We want to work remotely for one week
We predict that the team would accept the challenge to work remotely.
- Who: The QI team (17 members).
- What: Use virtual platforms such as WebEx and MS teams to enable virtual meetings and remote working
- When: 16-20th March
- How: conduct one ‘business’ meeting in the morning for QI team using MS teams and a second ‘social’ meeting in the afternoon for both QI and QA using WebEx. Develop weekly objectives with the team for work allocation. Use SharePoint for document collaboration. Assign a ‘host’ for each meeting.
- Data: Number of team’s members accepting invitation; feedback from team; review of technical issues. Feedback from team using ‘menti.com’ survey to enquire what went well? What didn’t and what we could do to improve?
Do: Run the test on a small scale
What happened?
- All team members who were present at work attended
- Some technical difficulties were experienced but resolved in real time
- Both sessions lasted 30 mins
- Morning session for business, afternoon session – social connection and fun
- Conducted a menti.com survey at the end of week
- Progress of the objectives for the week were monitored daily and changed as priorities changed.
Study: Analyse the results and compare to the predictions
- Conducted on time and successfully
- Minimal issues with technology but resolved quickly
- Staff reported fatigue with back to back meeting, risk of loneliness and that some felt there may be a risk of micro-management
- Overall it was reported that remote working was going well however, there were concerns expressed over long-term sustainability and staff wellbeing
- Established key learnings (fig. 2)
Act: We can adapt, abandon, adopt – using the key learnings from the test on what we can do to improve (fig 2.)
Figure 2
As we move forward continuing this unknown dynamic journey, it seems we will be continuing our remote working for some time but going forward will adopt the suggestions to improve.
The team were also asked in as few words as possible word what would you suggest to others embarking on remote working, the team said….
Some further highlights…
After works drinks ‘pub’ quiz using Pareto chart
Group exercise – Day 3 ’15 mins of fun’
Lunch portrait – Day 2 ’15 mins of fun’
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Quality Improvement Department ‘tests’ virtual Pocket QI training
During March we have all been presented with many differing challenges, one such challenge for the QI Department was to explore how we continue to build skills for QI within ELFT during such a challenging time. As with other areas in the trust we must rapidly adapt to the current situation. So, on the 25th March the QI department hosted module1 of ‘Pocket QI’ (cohort 30) for 22 people virtually for the first time. However, our team recognised that to achieve a positive and interactive experience for delegates, we would need to adapt our content and delivery for a virtual event, utilising the technology available and learning how to do this very quickly.
Our theory was that we would be able to successfully conduct a virtual webinar teaching session to an unlimited number of people.
In our test we asked a series of questions and made predictions
How did we do this?
We used the Plan, Do, Study, Act (PDSA) approach which informed our learning
Plan: Plan the test, including the plan for collecting data
We want to conduct webinar training virtually and tested the method for one session over a period for 4 hours.
We predict that candidates would accept invitation and that method would be well received. In addition, that the interviewers would find it an effective way conduct the recruitment process.
- Who: Up to 30 Delegates, three improvement advisors and two technical team members.
- What: Inform, prepare and invite the delegates; conduct webinar using WebEx as virtual platform
- When: 25th March for 4 hours
- Data: Number of delegates accepting invitation; feedback from both delegates and facilitators; review of technical issues.
Do: Run the test on a small scale
What happened?
- Both team members (IA’s) scheduled to facilitate we unable to attend so two other IA’s stepped in to take over
- 22 out of 30 delegates accepted the invitation to attend the webinar.
- The webinar started as planned with 30-minute sign up time prior to start
- Facilitators asked for interaction from delegates throughout the session
- Some technical difficulties were experienced but resolved in real time
- Session lasted 2 hrs 45 mins inclusive of 3 x 10-minute breaks
- Delegates asked to rate their experience by answering “Would they recommend virtual Pocket QI?”
Study: Analyse the results and compare to the predictions
- Webinar conducted on time and successfully
- Minimal issues with technology but resolved quickly
- 22 delegates (>50 %) started the session with 19 completing the session (fig. 1)
- Feedback from delegates (fig 2)
- 13 delegates would recommend virtual QI webinar citing reasons (fig 2.)
- Feedback from facilitators (fig 3)
- Established key learnings (fig. 4)
Figure 1: Number of delegates starting and completing session
Act: We can adapt, abandon, adopt – plan for your next test in April
We will adapt and use our key learnings in figure 4 will inform our next PDSA cycle.
Figure 3. Feedback from the facilitators
Figure 4. Key learning and recommendations:
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QI data team ‘tests’ virtual assessment centre & interviews
As with other areas in the trust we must rapidly adapt to the current situation. So, on Wednesday 25th March the QI department conducted our first virtual assessment centre and virtual interviews. Applying improvement methodology enabled learning from this experience, important not only for the department but also the whole trust.
Our theory was that we would be able to successfully conduct a virtual assessment centre and interview for pre-existing candidates scheduled for interview and appoint a successful candidate.
In our test we asked a series of questions and made predictions
How did we do this?
We used the Plan, Do, Study, Act (PDSA) approach which informed our learning
Plan: Plan the test, including the plan for collecting data
We want to conduct assessment and interviews virtually and tested for one-episode assessments for seven candidates and interviews for three candidates.
We predict that candidates would accept invitation and that method would be well received. In addition, that the interviewers would find it an effective way conduct the recruitment process.
- Who: Data team and candidates
- What: Inform, prepare and invite the eight candidates; conduct assessment for all candidates and shortlist at least two for interview. Using WebEx as virtual platform
- When: 25th March for 4 hours
- Data: Number of candidates accepting invitation; feedback from both interviewers and candidates; review of technical issues; successful appointment of candidate.
Do: Run the test on a small scale
What happened?
- Seven out of eight candidates accepted the opportunity to attend the assessment centre.
- All but one candidate connected easily but a call from tech team enabled connection, also background noise was initially an issue but resolved with a discussion.
- The interviewers provided an introductory ice breaker to test connectivity and use of the technology and to put candidates at ease.
- The interviewers realised that the interviews took less time and therefore adjusted their timings half way through.
- All seven completed the assessment centre successfully and three candidates were shortlisted for interview of which one was successfully appointed to the position.
Study: Analyse the results and compare to the predictions
- All candidates were assessed and interviewed successfully
- There were minimal issues with technology
- We appointed a successful candidate
- Established key learnings (Figure 1)
- Positive feedback from candidates reporting a smooth process:
Act: We can adapt, abandon, adopt – plan for your next test
We will adapt and use our key learnings in figure 1 will inform our next PDSA cycle.
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Setting up a WebEx account at ELFT
This resource is to assist ELFT staff in the setting up a WebEx account for virtual meetings.
Click on the image to open.
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How to Use Cisco Webex Meetings: Quick Start Guide
This short video from Verizon gives you a quick overview into WebEx meeting, how to schedule and initiate a virtual event.
Once you have set up your WebEx account at ELFT (using this guidance) you can log in here https://elft.webex.com/
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What is Microsoft Teams?
At ELFT we have been exploring Office 365 apps including Microsoft Teams. Teams is great at bring people together quickly and easily, for focussed collaboration using channels, and 1:1 instant chat and video conferencing, and larger group chat with video conferencing.
Watch this short introductory video and find out more about Teams here >>
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Introduction to Teams for NHS.net users
Microsoft Teams is now available for all NHS.net users in England. Please visit this page for further guidance >>
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Microsoft Teams Quick Start Guide
Please use this guide to help you get going with Teams for instant messaging and video conferencing using your NHS.net account.
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A basic guide to using Microsoft Teams within the NHS
Please use this simple guide produced by Forid Alom to get going with Microsoft Teams. All NHS staff with an nhs.net email now have the ability to use this software for communication and collaboration using instant chat and video conferencing.
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Teams Video Tutorials
Please find further support for Microsoft Teams in the form of video tutorials. Including a Quick Guide to Chats and Teams; How to Create a Teams Meeting in Outlook; Channels & Private Channels in Teams; Notification Settings in Team Channels; Sharing Documents in Teams; Document Storage in Teams; Accessing Documents in Teams using the Files Tab; Teams on your Mobile Device; How to Manage your Team in ‘Teams’; Adjust the screen settings on Teams; Status Message in Teams; Downloading Teams to your Desktop.
Related Resources
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Zoom – How to set up an account
Zoom is another web conferencing platform. Please use this guide to set up an account for free. You only need a Zoom account to schedule and initiate a web conference, guests can join your video conference without having a Zoom account.
All NHS.net users now have access to Microsoft Teams, which can be used for live chat and video conferencing. At ELFT we also use WebEx for video conferencing. Please find details of these platforms within this collection.
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Quality impact assessment for service change during Covid-19
We encourage ELFT services to use this form to describe the change that has taken place, and work through the questions to identify likely impact, mitigations put in place, alternative service models developed and how this may impact the future shape of the service.
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Shaping our future
This set of questions is intended to help us describe what our services might look like in the future. The prompts in the framework are intended to help us learn from the changes that have taken place during covid-19 (what has worked, and what hasn’t), taking a population health and equity lens from the outset, and integrating quality, performance, value and population health in the true meaning of the triple aim. It builds on the initial Quality Impact Assessment that has already been carried out.
Click on the image to open this document.
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The Remote Work Survival Kit
What is this?
The Remote Work Survival Kit is a crowdsourced document, created in response to the COVID19 Coronavirus, to help those who are trying to:
- Implement remote working in their organisation.
- Set themselves up to work from home.
- Protect their business, their staff and teams from effects of this and future pandemics.
Who’s it by?
Curated by Chris Weston, CIO adviser – often via video call, and often WFH. Managed global distributed teams, and Dominic Mason, Global digital strategy consultant. Works from home 95% of time, accompanied by Puddles the Springerpoo.
Inspired by the Coronavirus Tech Handbook and the brilliant work done to bring the tech community together to help build tools and information services by Newspeak House.
The current PDF release can be found at http://bit.ly/remoteworksurvivalkitv2. The PDF is a formatted document for wider sharing but is not a replacement – more information will always be found in this Google document. If after contributing you would like to add your name please do so in the Contributors section.
Would you like to contribute?
This is your document, please add your suggested edits!
If you make changes to this document, they will show up to the curators (Dom and Chris) as suggested edits so they can be formatted into the document.
Please use the styles that Google provides: Normal text, Heading 1, Heading 2, etc.
There is a WhatsApp group to discuss the content of this document, which can be found at https://chat.whatsapp.com/I8AHAveA1BtCWqVRBgXRr9. “I am not sure but is this helpful?” queries, and random pictures of dogs to cheer people up, can be posted into the #Random WhatsApp group at https://chat.whatsapp.com/CMaO8FicnkMHATEjuhNqxO.
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Social togetherness, physical distancing
Take a look at this blog from Pedro Delgado, Head of Europe and Latin America for IHI, who shares some thoughts about how we stay socially together during times of physical isolation.
Click on the image to go to the article.
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15 Questions About Remote Work, Answered
The coronavirus pandemic is expected to fundamentally change the way many organizations operate for the foreseeable future. As governments and businesses around the world tell those with symptoms to self-quarantine and everyone else to practice social distancing, remote work is our new reality. How do corporate leaders, managers, and individual workers make this sudden shift? Tsedal Neeley, a professor at Harvard Business School, has spent two decades helping companies learn how to manage dispersed teams. In this edited Q&A, drawn from a recent HBR subscriber video call in which listeners were able to ask questions, she offers guidance on how to work productively at home, manage virtual meetings, and lead teams through this time of crisis.
Read more in this Harvard Business Review article by Tsedal Neeley
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Playbook for Remote Working
Please learn from this Remote Working Playbook from the Hargraves Institute.
Based on years of experience working with remote team leaders and team members in a range of organisations, The Remote Working Playbook includes simple but highly effective working habits and actions.
Record your goals and progress and discover tips and advice that can be adopted by leaders and members of remotely working teams in any organisation, right now, today.
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