The sensitivity of data held within the public domain is often quoted as a reason to avoid adopting modern technologies. This has traditionally meant that the public sector has lagged behind its private counterparts in the adoption of digital transformation projects. However, COVID-19 brought this long-held belief into question as staff were required to adapt quickly to new ways of working, and the mindset now is very much more forward-thinking than it has been historically. Many heads of department are now looking for ways in which information can be streamlined, made more accessible to those that need to see it and costs reduced.
Maintaining a multitude of different information systems is costly, especially for specialist systems with limited functionality or only a small number of users. By embracing a more comprehensive, modern information management system, organisations can see improved efficiency and throughput, lower costs and increased data security. Of course, one of the challenges of embedding a new IT system is managing the change in operating methods within the existing working culture and this can traditionally be resistant to change.
With a growing number of vacancies in emergency services jobs, it is no surprise that many consider launching a digital transformation project to be poorly timed and unnecessary. However, in reality, this could be considered an opportunity to not only embrace more modern and efficient methods of working, but to bring new recruits into the new system, removing the need for them to rely upon existing ways of working before being required to adapt, all whilst still settling into a new position.
The public sector would be wise to begin to consider ways in which new recruits could contribute towards the implementation of modern technology projects, including in the fields of Artificial Intelligence (AI), robotics and infrastructure. Recruiting technically literate individuals will not only simplify the launch of these projects into existing information architecture but the enthusiasm of new recruits can be contagious. They can be instrumental in supporting existing personnel in adopting the new processes, methodologies and techniques required to appropriately engage and buy-in to the success of the project. This user engagement is likely to improve the speed of the rollout and to deliver long-term customer satisfaction.
The difficulties come when not only are existing staff overstretched and covering multiple vacancies, but recruitment efforts are not proving fruitful. It is not possible for digital transformation projects to succeed without the buy-in and support of the end users and if these projects are forced onto an already stretched workforce, they will be met with understandable levels of resistance. Despite significant efforts to recruit people to blue lights careers, the public sector is suffering from a reputation of poor pay, long hours and employee burnout, which is not attractive to school and university leavers.
Until such time as these issues are addressed, other methods of recruitment and upskilling will be necessary but these have to be managed internally by the organisations affected, and there will be subtle differences between each public sector organisation, depending on their staffing levels, operating culture and required outputs.
Options that organisations would be wise to consider include upskilling and reallocating existing personnel, paying close attention to their individual desires and aspirations to ensure that any such changes to their roles and responsibilities will benefit them as much as the organisation. Outsourcing jobs to specialist organisations can save time and money where there is little time or appetite to recruit or conduct specialist activities in-house, particularly for short-lived projects or for functions that are notoriously difficult to recruit for.
Hiring in contract staff can be an effective short-term strategy where efforts to employ permanent employees have proven unsuccessful but the work is imperative to business function. Recruiting temporary staff can also be an effective way of upskilling existing employees, who can use contractors as mentors, in order that when their contract ends, permanent staff will be better placed to take on additional responsibilities. This strategy can highlight talent that already exists within the workforce and be a powerful motivator in supporting staff in shifting to a positive culture that is ready to adopt sensible and pragmatic changes that are aimed at making it easier for them to do their jobs.
Data Careers are specialists at building effective teams for the public sector, and we can help you too. We have wide ranging experience across a number of sectors and functions and our strategies are tailored to address your specific situation and needs.
Please contact us to discuss your current issues and to find out how we can help you to address them.
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Data Careers Ltd 2nd Floor Langton & Moat House Bird Street, Lichfield, Staffordshire WS13 6PY
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