LGR is one of the most significant transitions a public sector organisation can face. As councils merge, restructure or re-design service delivery, the scale of change reaches far beyond governance and operating models, it reshapes the people, culture and capability of the workforce.
The people impact at the heart of LGR
While discussions around LGR often begin with statutory requirements, governance and structures, it is people who feel the change most acutely. Employees have understandable concerns about job security, future reporting lines, grading, and organisational identity. Cultures and processes that have developed independently over many years suddenly need to align.
At times like these, visible, consistent leadership becomes essential. When the people aspect of transformation is not prioritised, organisations risk losing key talent, seeing morale drop, and experiencing operational disruption even before new structures have settled. A people‑centred approach is not only the ethical choice, but also the strategic one.
Building clarity before change begins
A successful reorganisation starts with a clear, detailed understanding of the current workforce. HR and people leaders need visibility of team capacity, skills, pressure points, and where critical posts sit. This foundation allows organisations to anticipate duplication, vulnerabilities or inefficiencies that may emerge when services are combined.
Without this clarity, structural design becomes reactive rather than strategic. Misalignment, grading inconsistencies and potential equal pay issues become far more likely, ultimately slowing progress and increasing cost.
Harmonising roles, grading and organisational structure
When embarking on LGR the careful alignment of job descriptions, pay frameworks, responsibilities and reporting lines must be at the fore. Achieving consistency across multiple legacy organisations is a complex process - one that must balance compliance with organisational design and cultural integration.
When alignment is rushed, confidence in the new structure can be undermined. Employees may be left unsure of expectations, and HR teams can face increased employee relations challenges. Transparent communication and rigorous planning are key to creating a structure that is both fair and future ready.
Identifying capability gaps early
Structural change has a way of highlighting capability gaps that may previously have gone unnoticed. Digital, data and cyber skills are commonly in high demand, alongside legal, governance, commercial, project delivery and frontline operational capability.
Failing to address these gaps early can slow transformation activity and increase reliance on costly interim resources. By planning proactively, HR and people leaders can ensure the new organisation is equipped with the right skills to deliver both immediate requirements and long‑term ambitions.
Protecting day‑to‑day delivery
One of the biggest challenges during LGR is that HR operational demands don’t pause. Recruitment, employee relations casework, onboarding, payroll, induction, wellbeing support and wider engagement activity must continue uninterrupted.
Without additional support or structured capacity, organisations face risks such as delays to service delivery, increased sickness absence or burnout, and inconsistent customer outcomes. Protecting business as usual operations is critical to maintaining trust with employees, service users and external partners throughout the change process.
Using LGR as a catalyst for workforce transformation
Despite the pressures, LGR presents a rare opportunity to build stronger, more modern and more efficient workforce structures. With the right approach, HR and people leaders can use this moment to:
Strengthen leadership capability and culture
Modernise ways of working and embed digital practices
Improve mobility, progression and talent pipelines
Reduce long‑term workforce gaps
Create more efficient and responsive organisational models
Supporting organisations through LGR
Reed Talent Solutions partners with public sector bodies throughout every stage of LGR. Our support includes workforce analysis, statement of work‑driven project delivery, interim capacity for transformation, and targeted talent solutions to ensure continuity during complex change. Operating across leading public sector frameworks, we offer a compliant and streamlined route to securing the expertise organisations need at pace.
Our aim is simple: to help organisations maintain stability, protect critical services and move through LGR with confidence.
If your organisation is preparing for, or already navigating LGR, we’re here to help. Reach out to the team today to discuss where we can support you through reorganisation and beyond.
