Despite all its challenges, the pandemic has provided Governments, business leaders and citizens the space and time to look at the world through different lenses.  However, the public service is, and will remain, the most people-intensive of any industry sector. 

Working in front-line, service fulfilment and back-office roles, public servants fulfil key roles across the value chain for the delivery of public services to citizens and businesses.  The opportunity for Government administrations is to plan, design and implement a totally new experience for its workforces.  One that balances the service needs of citizens and businesses with the specifics of the many public servant roles that are required.  And which incorporates new ways of working and the development of new skills and competencies to manage and deliver services effectively in the post-pandemic world.

To meet this objective, senior leaders should focus first on the key prerequisite: providing public servants with enhanced capability and capacity to manage and run their organizations more effectively and provide them with an enhanced employee experience. For this, they need to adopt people-centric approaches to design and implement the future ways of organizing work.

In terms of enhancing overall public service experience in the post-pandemic word, BearingPoint has identified 3 key priorities for people-related transformation:

  • Rapidly introduce a permanent new ways of working organizational environment and culture for public servants, enabled by collaboration and innovation platforms, and based on emerging leading practice.
  • Develop the new skills and competencies within the workforce that they need to manage and deliver services in the post-pandemic and digital world.
  • Enhance the strategic planning process and realization of new ‘flexible workforce’ models for public services organizations.

Examples of our work with public sector organizations in relation to improving the employee experience, designing new ways of working and developing new management and leadership skills for public servants include:

  • Completion of a Pan-European study on the experiences of over 3,500 front-line public servants and civil servants in 8 countries during the pandemic.
  • Delivering improved service to civil servants through the implementation and support of shared CRM and HRMS applications for payroll, employee HR services and learning and development for a national government shared service centre.
  • Designing and implementing a major workforce development program for a national defence organization to enhance the capabilities of its managers using an Active Manager Approach.
  • Planning of works and organizing an important relocation for the central administration of a French ministry – more than 4000 civil servants, move from 18 places to one – This include PMO, HR issues, Change management, FM Shared services design, localization of departments.
  • Strategic workforce planning work with our solution TIRESIAS to adapt the size and competencies of a French State Operator to support its new issues.
  • Real estate master plan for an important French Metropole (Local Authority) to define a better allocation for its offices, residential building, unaffected buildings, technical areas and schools in the Metropolitan Area.

Would you like more information?

If you want to get more information about this subject please get in touch with our experts who would be pleased to hear from you.

Toggle search
Toggle location