Five professions in long-term care poised to change forever with digitalization

The research delves into how digitalization is influencing practices and processes in the LTC sector. Until now, most studies have focused on the perspective of the elderly or caregivers, neglecting the impact on the organizations providing care. Previous analyses have also highlighted that digitalization in elderly care services was progressing more slowly compared to other healthcare sectors.

Our study aimed to answer two questions which till now have received little attention: How are digital technologies affecting actors, practices, relationships, and roles in the sector? And what skills and professional profiles are needed to manage this transformation? The research aims to fill this gap, exploring whether and how these technologies are redefining operations, enhancing productivity, and impacting the well-being of both workers and users.

An in-depth analysis of 30 case studies was conducted using a mixed-method approach that combined interviews, technology mapping, desk analysis, and scouting for technological innovations in residential, home, and semi-residential care settings.  The findings reveal compelling evidence of an accelerated digitalization process, particularly affecting residential care. Home care settings have greater potential for growth and for designing new service models incorporating technology.

Here are some of the home care technologies we analyzed and presented at a recent SDA Bocconi conference:

• Telerehabilitation for Parkinson’s patients using augmented reality and virtual reality tools. Equipped with a headset and sensors, the patient can carry out exercises independently or connect remotely with a professional.

• Smart platforms address fragmentation in home care services by integrating and managing socio-health data from local health units, social care services from municipalities, and private services all in one virtual space. Service providers can coordinate and digitally manage the entire service delivery process, from creating integrated care plans to collecting data and monitoring electronic records.

• In residential care, sensors placed in residents’ rooms detect movements and flag critical situations, such as falls, especially during night shifts. This continuous monitoring allows patients to retain more autonomy and reduces the workload on staff, enhancing overall care quality.

• Advanced residential care facilities are experimenting with data-driven systems to improve planning, understanding current needs, and predicting future demands. Data from various sources, including residents’ electronic medical records, support managerial decision-making.

Adopting these technologies has altered work dynamics. In fact, many caregivers have experienced an improvement in the quality of their professional lives because they can dedicate more time to high-value activities, such as direct patient interaction, instead of repetitive mechanical tasks.

Digital technologies demand a rethink of professional roles and a revision of the skills needed to work effectively in the sector. Staff must be trained not only to use these new technologies but also to manage interactions with caregivers and patients more collaboratively and integratively.

Implementing digital solutions requires close collaboration among technology providers, health and social services providers, and families. A co-creation approach, involving multiple stakeholders (users, caregivers, and professionals), is proving essential for the successful adoption of these innovations.

The entire LTC sector’s organizational structure is being affected, with top and middle management having to oversee and guide the transformation, breaking down cultural barriers that impede progress. Care professionals must understand which tools are appropriate for which users, and some will need to train caregivers on the new technologies.

The professions and roles that are most enriched (or need to be built from scratch) include:

• Care manager. With digital tools and data, this role, which coordinates care for users and caregivers, will be able to offer more personalized services. Responsibilities are analyzing data, setting precise intervention priorities, redesigning user pathways by integrating different providers and care settings, and training users and caregivers on technology..

• Data analyst. This role is tasked with interpreting and utilizing electronic information, and making it accessible on an aggregated level.

• IT manager: This position will evolve to scout for available technologies and foster communication between technology suppliers and users. In larger organizations, a dedicated operational unit may even be required.

• Advocacy manager: Given the complex regulatory environment of the health and social services sector, accelerating the adoption of new technologies may depend on regional authorities, the revision of rules on tariffs and reimbursement,, and new standards for providers using digital innovations. Advocacy for these needs with stakeholders (institutional and non) is crucial.

• Marketing manager: Although not always extensively developed in the health and social services sector, marketing will be necessary to effectively communicate the value of new technologies so as to attract both users and staff.

In summary, the digitalization of the LTC sector represents a profound and necessary change, requiring not only technological innovations but also significant investments in developing professional skills and managing organizational transformation.

Future research could explore how emerging technologies and big data analytics can further enhance personalized and predictive care for the elderly and how the skills of middle and top management should evolve in response.

Francesco Longo, Andrea Rotolo, Maria Vittoria Bufali. La digitalizzazione del settore Long Term Care. Fabbisogni manageriali e nuovi portafogli di competenze per le aziende e i professionisti. Research for CERGAS SDA Bocconi.