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Restructuring and team integration in the public sector
We were contracted to work with a District Council initially for a 12 month period to manage a significant period of change when three teams had to combine to deliver The New Communities Service. We had to ensure that the right employees were in the right places and that individuals and teams had the ability to deliver on their objectives. We also had to take account of the fact that the broader environment meant that the Service must respond flexibly and effectively to changes in demand.

All employees were taken through a structured programme, which included

  • a review of current methods and processes in place to deliver the Service
  • a review of the roles and responsibilities of individuals and their contribution to the delivery of the Service
  • identifying and implementing improvements in the delivery of the Service

A key objective for the Sagegreen team was to work with the people, processes and procedures already in place, but to help the organisation to optimise their use and to transfer this learning to individuals within the organisation who could then apply this to other members of their teams.

Whilst there was always a very genuine commitment to provide great service from individuals this had not been harnessed in the most effective manner. Now, in contrast, individuals and teams are able to deliver on their commitments to key stakeholders including residents of the district, business partners and political partners.

The programme, which was extended to 18 months, successfully realigned the members of the teams with the delivery of making the district ‘a great place to live and work’ – a common agenda. This was realised through an improvement in the understanding of both individual and team objectives and most importantly, what it takes to deliver these on time and in full to fulfil the expectations of their ‘stakeholders’.

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