The UK public sector is undergoing a once-in-a-generation transformation—one that will fundamentally rewire the management and delivery of public services. In times of change like this, the role of HR is more critical than ever.
Yet, one of the enduring complaints from HR professionals is the lack of recognition, influence, or a seat at the decision-making table.
Is this an issue caused by external perceptions, or is it one that HR itself must address? If HR is to secure the influence it desires, I believe it must take responsibility for shaping its own destiny, changing perceptions through actions not words.
There can be no doubt that HR professionals should be at the forefront of reorganisation, leading the thinking and design of the future public sector landscape.
This is not merely about job structures and operational processes – it’s about ensuring that the right talent, culture, and leadership are in place to navigate and sustain transformation.
The same principle applies to other major challenges, such as sustainability and the integration of AI. These are issues which go beyond the specialists in environmental or IT teams; they are deeply rooted in people, leadership, and organisational culture. These are HR’s domain and we have to claim our place at the table.
We also have to challenge the status quo and established ways of thinking.
If we were designing local government – or indeed many other public services – from scratch today, it would not look or function the way it currently does.
Much of what exists has been shaped by incremental change rather than a fundamental reimagination. HR has a responsibility to demand that organisations wipe the slate clean and transform by fundamentally doing something different to meet future demands.
Understanding the depth of change required is crucial to driving the transformation successfully. HR must assess how reorganisation affects people, structures, and service delivery. This means using data-driven insights to evaluate workforce planning, skills gaps, and cultural dynamics while appreciating the financial and operational realities that drive change.
Insight alone is not enough.
HR must translate knowledge into a clear programme of action. Moving beyond compliance and policy enforcement, we need to become architects of transformation. Applying principles akin to zero-based budgeting, we must rethink organisational design from the ground up, selecting only the most effective tools and discarding outdated practices. This kind of radical thinking is essential if we want to build agile, future-ready organisations.
At the heart of this transformation is the development of people, leadership, and culture. HR must take ownership of equipping leaders with the skills they need to navigate change. Leadership in the transformed public sector will require new competencies—digital fluency, organisational psychology, and change management are as important as financial and service delivery expertise. Structural changes alone will not drive transformation; culture is key. We must lead efforts to foster a culture of adaptability, collaboration, and accountability.
The workforce of tomorrow will demand new skill sets. HR must champion reskilling initiatives that focus on digital capabilities, innovation, and new ways of working. We also need to collaborate beyond traditional HR boundaries. We must work closely with IT, finance, and service leaders to confront change more boldly and holistically.
The perception of HR as a support function rather than a strategic driver must change. If we want to break out of the traditional narrative of being administrators rather than partners in transformation, we must challenge that assumption through the value we create. That means positioning HR as an enabler rather than a gatekeeper. We must engage with technology teams to integrate digital transformation into workforce planning, partner with finance to align workforce investments with long-term organisational goals, and work alongside operational leaders to ensure that changes in service delivery are supported by the right people strategies.
When an organisation fails, the most visible signs are often financial shortfalls or operational breakdowns. However, these failures are nearly always rooted in people and leadership challenges. HR must own this reality and position itself as the guardian of organisational resilience. If we do not step up to this challenge, we cannot blame others for our lack of influence.
HR has historically been a self-doubting profession, often undervaluing its own potential. But the truth is that we have a unique and indispensable role in shaping the future of the public sector. Now is the time to make the case for HR’s strategic importance – not by waiting for recognition, but by demonstrating our value through action.
Those who invest now in understanding emerging technologies, experiment with new approaches to talent, and build capabilities in change leadership will be the colleagues who thrive in uncertain times. They will also ensure their organisations deliver better public services.
HR must seize this opportunity to lead the thinking around public sector reorganisation, sustainability, and workforce transformation. The public sector is being rewired, and HR must ensure it is at the heart of the transformation. If we fail to position ourselves as essential to these discussions, we will have only ourselves to blame.
