Almost two-thirds of public sector HR professionals say their department is not equipped to manage change, even though 96 per cent want personal responsibility for facilitating it. People Management magazine reported that seventy-six per cent of the 161 professionals surveyed by consultants Penna said a lack of direction or leadership means their energy is wasted. Fiona Ellis from Bath Consultancy Group adds her view.

There are definitely challenges in regards to managing change for HR in the public sector. To cite an example, Bath Consultancy Group has been working with a Government department helping HR handle mergers. This is both for senior managers at SCS level and also departments who need support to transition to a new role or function.

Managing change of this sort is extremely valuable for HR Business Partners. It immediately establishes a good working relationship with a new manager. It also establishes credibility, allowing important conversations to take place over the first 100 days of the new manager's role.

It is easy for HR to be consumed in organisational design, without having the time or feeling able to support broader change issues. This means a valuable opportunity for strategic contribution to the change process is being missed.

Equipping managers as well as HR to cope with a newly merged organisation is common across the public sector. HR should be able to facilitate the strategic process, team design, and integration of cultures as well as helping manage the changes. Bath Consultancy Group's post-merger transition support helps HR manage the change and leaders to deal with transitions more effectively.

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