LeighFisher puts cultural and behavioural change at the heart of everything we do. And cultural change needs to be reflected in organizational change if it is to succeed and be sustainable. Our government clients look to us to challenge their existing organizational structures, come up with options for re-design, and work with their HR professionals to design and implement new models and processes. The introduction of efficiencies, rationalization of services and properties, and increased responsiveness to customer service priorities all give rise to the need for organizational change.
Many public sector organizations have traditionally been organized on a service by service basis. Once processes are organized around the needs of the customer, it becomes more important for service lines to work together. For example, to date there has been limited co-ordination at a local level in the UK between the National Health Service and the Social Services departments of local authorities, despite the fact that both may service the needs of the same individuals. Increasingly there is a need for social services and health to be organized therefore as an integrated service. Similarly in local authorities, the property department has typically been organized as a standalone entity, with little connection to the front-line services departments. Increasingly public sector organizations are confronting the need to organize their property portfolios to respond to rapidly changing service needs.
LeighFisher advises chief executives and human resources professionals on organizational design, resourcing, appraisal and incentive programs, and related areas. Specifically, we have specialist experience in Transfer of Undertakings Protection of Employment (TUPE) regulations and secondment and virtual partnership models where approximately 2,600 staff from the public sector have been transferred over the past 10 years.
