Addressing Diversity Challenges in NHS Digital Leadership

The NHS is on a transformative journey in digital, data, and technology, working to modernise outdated systems, make better use of data to improve patient care, and introduce updated patient record systems, while simultaneously looking to adopt exciting and emerging technologies such as AI. However, alongside these technical advancements, there remains a critical need to address diversity challenges within leadership roles. Like many public sector organisations, the NHS faces ongoing challenges with gender, background, and sectoral diversity in leadership, all while keeping up with the ever-changing demands of digital transformation.

Diversity challenges in Digital, Data, and Technology leadership roles aren’t unique to the NHS, they’re a common issue across public sector organisations working through digital modernisation. These challenges often come from systemic biases, limited access to mentorship or networks for underrepresented groups, and a history of not building inclusive talent pipelines in tech and leadership. Many leaders in this space come from local government or other public sector roles, where diversity gaps in digital leadership often mirror those seen in the NHS. While there’s plenty to learn from other sectors, making those lessons work in the NHS requires a tailored approach. The focus should be on blending external expertise with strategies that tackle internal barriers to inclusivity.

As the NHS accelerates its digital transformation, the roles of Chief Information Officers (CIOs) and Chief Digital Information Officers (CDIOs) are rapidly evolving. Challenging the remit and responsibilities of these roles is essential, especially with the growing reliance on AI, machine learning, and data-driven decision-making. This shift has expanded the scope of these roles, requiring leaders not only to oversee systems but also to drive innovation and influence organisational culture. Ensuring that diverse leaders are prepared for these evolving responsibilities is critical to the success of digital reform. Investing in the upskilling of existing digital, data, and technology professionals within the NHS is essential due to the rapid growth of AI and other digital technologies. Encouraging knowledge transfer through peer collaboration with other NHS digital leaders and external mentors can further strengthen leadership pipelines.

Inclusivity goes beyond recruitment; it extends to the working environment and organisational culture. To attract and retain diverse leaders, the NHS must re-evaluate aspects such as flexible working patterns, which are particularly important for those balancing professional and personal responsibilities. Hybrid models that support 2-3 days of remote work can significantly enhance the attractiveness of leadership roles.

Implementing robust DEI initiatives ensures under-represented groups feel supported and included. Representation is key to fostering an environment where diverse voices are valued and empowered to contribute to the NHS’s digital strategy. At a time when some public figures are stepping back from supporting EDI initiatives, it becomes even more critical for NHS leaders to take on this responsibility. This is vital not only for driving innovation and addressing health inequalities but also for building trust and ensuring the NHS reflects the diverse communities it serves.

However, recruitment processes play a pivotal role in shaping diversity within leadership teams. The NHS can benefit from inclusive candidate attraction strategies, ensuring that job descriptions and promotional materials are accessible and appealing to a broad range of candidates. Training for hiring panels is equally important, enabling them to ask the right questions and assess the transferability of skills from professionals outside the NHS. Addressing unconscious bias at every stage of the process is crucial to creating equitable opportunities for all candidates.

Transition support is another critical area. Leaders entering the NHS from other sectors often possess the technical expertise required for enhancing digital services but may struggle to navigate the complexities of the NHS’s stakeholder landscape. This is particularly relevant as ethnic minority representation in senior managerial positions is at 11%, indicating a need for bold hiring decisions and a commitment to support these leaders. Structured support during the first three to six months, such as identifying key stakeholders, understanding stakeholder and clinician priorities, and aligning with organisational goals, can help these leaders transition effectively and deliver impact more quickly.

The future of digital leadership in the NHS hinges on adaptability, collaboration, and innovation. As the demand for digital services grows and technology continues to evolve, the NHS must position itself as an inclusive and forward-thinking organisation capable of attracting the next generation of leaders.

By drawing inspiration from other sectors, investing in talent development, and embracing inclusive practices, the NHS can foster an environment where diverse leaders can truly thrive. With the right strategies, it can ensure its digital, data, and technology reforms are driven by leadership teams that are as innovative and inclusive as the future they’re working to create.

Helen Marshall Associate Director – Health
Andrew Gillen Senior Consultant – Digital, Data and Technology