We’ve all heard that digital transformation is paving the way for more efficient and effective workforce management in healthcare. But in practice, implementing a new workforce management solution takes more than just technology: it requires time, careful planning, and, above all, collaboration across all levels of the organization and with external partners.
At the 2025 e-Health Conference in Canada, three healthcare leaders shared their experiences on this topic and their message was clear: digital workforce transformation is as much about the people and partnerships supporting the solution as it is about the solution itself.
Here are five key lessons from the symposium featuring:
Anne Baldwin,
Director of Change Management & Adoption, Canada Health Infoway.
Greg Reid,
Chief Executive Officer, Fred Douglas Society.
Mark Coburn,
Executive Director, Tri-County Mennonite Homes.
1- Integrated systems drive continuity of care.
One of the most pressing challenges identified was the fragmentation of workforce tools, as scheduling, payroll, HR, and finance systems often operate in silos. Anne Baldwin emphasized that integrated digital solutions reduce manual effort and allow staff to work “to their full scope,” while also generating actionable insights from workforce data. “Technology should do what it does best,” she said, “so people can focus on what they do best.”
Greg Reid reinforced this point, noting that without such integration, healthcare organizations struggle to meet union obligations and adapt to ongoing staffing pressures. He noted that this situation is especially true in provinces like Manitoba, where funding has remained flat for over a decade.
2- Frontline engagement is non-negotiable.
Both Reid and Coburn shared lessons from past implementations. Reid recalled a failed rollout years ago that stemmed from excluding frontline staff and key leaders. “The system didn’t work for the people using it,” he said, “and the cost to reverse that was substantial.” In contrast, their current project includes end-users from the outset, a move that has made all the difference.
Coburn echoed the importance of early engagement, explaining how his team consulted separate groups (payroll, HR, scheduling, and management) before choosing a new platform. “Buy-in was critical,” he said. “We ensured everyone saw demos and had a say.”
3- Choose a partner, not just a vendor.
All three panelists agreed: digital transformation is a long-term journey, not a one-time transaction. Baldwin was adamant that “besides leadership support, the partnership is the most crucial thing.” She stressed the need for vendors who are committed, flexible, and understand the complexities of Canadian healthcare, specifically around collective agreements.
Coburn emphasized the value of choosing a healthcare-specific solution built in Canada: “We’ve tried tools designed for other industries. They didn’t work for our needs.”
4- Plan for change… And resistance.
A major theme of the discussion was change and adoption support. Baldwin emphasized that senior leadership must offer not just verbal support, but also time and resources. She recommended setting clear expectations with staff, particularly around what can (and cannot) be customized. Even after implementation, it’s important to create feedback loops.
Reid shared how his team used peer “champions” and even visual signals, like red shirts for go-live support staff, so that the staff working on the unit didn't have to feel awkward about asking for help. “We were bracing for resistance,” he said, “but the openness to change surprised us, in a good way.”
5- Adjust expectations from AI and analytics.
While optimistic about AI’s potential, panelists stressed the importance of combining it with human oversight, because new technologies are not magic wands. Predictive scheduling, variance analysis, and budgeting tools were highlighted as promising areas. However, as Baldwin pointed out, “AI can show patterns, but the human lens will always be needed to act on them.”
Conclusion: What these 5 lessons point to
This symposium made one thing clear: Canadian healthcare organizations need the right tools and trusted, long-term partners.
That’s exactly where LGI Workforce Pro stands out. As shared by panelists from Tri-County Mennonite Homes and the Fred Douglas Society (both users), this Canadian-made, fully integrated platform is designed specifically for the realities of healthcare. It streamlines scheduling, payroll, and compliance, while giving staff user-friendly tools to manage their work more efficiently.
Want to see it in action?
Schedule a demo to explore how LGI Workforce Pro can support your healthcare organization.
