Hello PPMA members and friends

Karen Wise is Managing Director of Senatus Consulting and she recently ran an incredibly popular webinar for us on the pros and cons of using AI effectively in workplace investigations. Karen has also shared a blog post with us on the importance of writing a comprehensive grievance investigation report. If you missed the webinar you can watch it here.

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When I first started out, I was taught that the purpose of an investigation report was to present the case in a way that meant can Employment Tribunal panel could easily understand it. The report provided the Employment Tribunal with all the relevant jigsaw pieces so that they could easily see the overall picture.

Over time, I developed the view that the investigation report should also be written in a way that makes the Commissioning Manager’s job easier to make a fair and informed decision.

Whilst these views still remain important, we have to remember that the reason an investigation report is being written is because someone has raised a concern. So, it is also the individual at the centre of the investigation who the report is written for.

When an individual raises a concern, they will be holding a good number of puzzle pieces, but they don’t hold all the pieces. Based on those limited pieces, they understandably form a picture of what they believe has happened. For me, the investigation report should be written in a way that enables the complainant to see all the evidence/jigsaw pieces that have been found during the investigation. In doing so, the complainant will learn about events, decisions or context that they perhaps were previously unaware of. Sometimes those additional pieces help bring clarity and understanding; at other times, the evidence that has come to light can be difficult or uncomfortable to read.

So, when drafting an investigation report, or reviewing it as a decision-maker or HR practitioner, ask yourself: is the report written in a way that enables the complainant to understand what happened, and why it happened – and therefore the rationale behind why their concerns have been substantiated or not. Remember, investigation reports are not written for just one audience; they are read by decision-makers, HR professionals, Employment Tribunals, and, most importantly, the complainant.

Karen Wise, Managing Director, Senatus Consulting

Hello PPMA members and friends

Our blog post this week comes from our new sponsors Zellis who are sharing insights into one of the most critical issues facing local government today…workforce culture under pressure. In it they explore how workforce culture is shaped during periods of sustained change, why it matters more than ever, and what practical steps councils can take to protect trust, consistency and confidence as they move through reorganisation.

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Councils continue to operate under sustained financial pressure, workforce shortages and continuous reform, recruitment, retention and wellbeing remain among the most pressing challenges facing the sector, as consistently highlighted by the Local Government Association’s workforce data and research.

At the same time, many councils are preparing for, or already experiencing, large scale local government reorganisation that will reshape structures, roles and ways of working across England.
In this context, workforce culture is no longer a background consideration. It is a critical factor in whether change is absorbed, resisted or sustained.

Pressure reveals the reality of workforce culture

Under sustained pressure, workforce culture stops being defined by intent and starts being defined by experience.

Across public services, people remain strongly motivated by purpose. However, confidence in the employer can fall quickly when uncertainty increases, communication is inconsistent, or basic people processes feel unreliable. The current wave of local government reorganisation brings all these pressures together at once, often over extended periods.

During mergers and transitions, employees can face unclear futures, duplication of roles, changes to organisational structures and prolonged ambiguity. In this environment, workforce culture is shaped less by formal messages and more by how consistently people are treated and how clearly decisions affecting them are explained. In practice, it is shaped directly by workforce decisions, leadership behaviour and the quality of everyday employee experience.

Workforce culture lives in everyday people experience

While it is easy to talk about culture in abstract terms, workforce culture is far more tangible.

It shows up in whether people are paid accurately, whether workforce data can be trusted, whether policies are applied consistently across legacy organisations, and whether systems support or complicate day-to-day work during transition.

Analysis of large scale public sector change from the Institute for Government highlights the risks that reorganisation places on workforce capacity, leadership bandwidth and organisational grip, particularly when structural reform sits alongside longstanding financial pressures.

For employees, these issues are not experienced as abstract delivery risks. They affect financial security, dignity and confidence. During reorganisation, these experiences often intensify as systems are aligned and processes are harmonised.

For councils navigating transition, improving workforce culture rarely starts with values statements. It starts with reducing friction in the employee experience and focusing on the people issues that matter most during change.

Leadership shapes workforce culture when change is uncomfortable

Pressure does not just test systems. It tests leaders.

Local government reorganisation places leadership behaviour under particular scrutiny. Employees notice how decisions are made, how openly uncertainty is handled, and whether people across legacy organisations experience change fairly and consistently.

Workforce culture is strengthened when leaders explain trade-offs clearly, acknowledge what is still evolving and base decisions on transparent information. It is weakened when communication is sporadic, decisions feel reactive, or different groups experience markedly different treatment.

This is why workforce culture can shift quickly during reorganisation. Leadership behaviour sends powerful signals, long before new structures formally come into being.

Systems quietly sustain or undermine workforce culture

Workforce culture is relational, but it is sustained by systems.

Reorganisation places significant strain on workforce data, payroll processes and organisational structures. Fragmented information, manual workarounds and weak baselining introduce risk at exactly the moment councils need clarity and confidence.

Where leaders have reliable workforce insight, decisions feel more equitable and credible. Employees experience greater consistency, even when outcomes are difficult. Trust builds not because change is painless, but because it is handled competently and transparently.

How councils protect workforce culture during reorganisation

Councils that maintain strong workforce culture through reorganisation tend to focus on a small number of high impact priorities.

They prioritise trust critical workforce processes such as pay accuracy, workforce data and governance. They make leadership visibility practical through regular, honest communication. They use insight rather than instinct to guide workforce decisions. And they remain realistic about what can change quickly versus what will take more time.

Most importantly, they recognise that workforce culture is shaped every day of transition, not just at formal milestones.

Workforce culture as a strategic capability

In today’s local government landscape, workforce culture is not a soft issue. It directly affects retention, engagement, service continuity and the credibility of reform.

As councils move towards new unitary structures and operating models, workforce culture becomes a strategic capability. It sits at the intersection of leadership behaviour, people systems and employee experience.

During reorganisation, workforce culture will surface whether leaders choose to engage with it or not. The difference lies in whether it becomes a source of stability or an added risk.

Closing thought

Workforce culture under pressure is something many in the PPMA community recognise. The way we lead, the systems we rely on, and how fairly people experience work all shape trust, especially during periods of significant change. As councils move through reorganisation and ongoing workforce transformation, getting the foundations right becomes even more important.

Zellis works closely with local government organisations facing these challenges, with a focus on supporting confident leadership, fair workforce outcomes and resilient people management. You can read more about our work with councils by clicking here.

Hello PPMA members and friends

As the dust now settles on our 2026 PPMA Annual Conference, I’ve been reflecting on more than just a successful and inspiring event this year; I’ve been thinking about what a landmark era this has really been for our Association. It was a wonderful two days of learning and deep thinking, and I want to share a huge thank you with everyone who made it happen.

A Note of Gratitude

An event like this is always a collective effort. We owe big thanks and heartfelt gratitude to:

• The Organising Team: Our brilliant PPMA support teams and Board Members who worked hard behind the scenes to create such a high-impact learning environment for our Members.
• Sponsors & Exhibitors: For their ongoing support for the space to develop our collective thinking and for showing us the innovations that help to drive our Sector forward.
• Our Speakers & Facilitators: For sharing the insights that challenged our thinking and pushed our professional boundaries.
• The Submissions, Shortlist of Winners & Winners: For sharing your exceptional performance in commitment to communities.
• The Judges: For your time and care in reviewing the exceptional work submitted for the Excellence in People Management Awards.

A Golden Legacy: Pam Parkes
Pam Parkes’ Presidency has been truly historic. Leading us through the PPMA’s 50th Golden Anniversary, Pam has been exceptional in bridging our rich history with our future. From our “Gold” milestone celebrations to the vital work of Sector Reform, she led with one simple, unwavering mantra: “It’s all about the people.”

By championing this throughout our 50th year, Pam has left a lasting legacy. She has reminded us all that our profession is the heartbeat of public service, ensuring the Association enters its next half-century stronger and more focused than ever. We thank Pam for her wisdom, her advocacy, and her heart.

Looking Ahead: The Golden Square

As I step into the Presidency, I am honoured to build on this golden foundation. My vision for this next chapter is anchored in:

“THE GOLDEN SQUARE, DIGNITY, RESPECT, AND GOVERNANCE.”

My goal is to lead a new era of people governance in Public Services where every interaction is built on dignity and respect. By empowering agile leaders to secure statutory influence, we can provide the professional assurance needed for safe, civil, and inclusive organisations.

Together, we will ensure that HR and OD professionals are not just in the room, but the architects of a professional, empowered, proud and truly human Public Service workforce.

Sandra Farquharson, PPMA President 2026 – 28

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Hello PPMA members and friends

As we approach this year’s PPMA Conference & Awards, it’s a valuable moment to reflect on the importance of coming together as a community, particularly at a time when our sector continues to navigate change, challenge and opportunity.

The conference remains a key date in the PPMA calendar. It’s more than just an event; it’s an opportunity to step back from day-to-day demands and focus on the bigger picture, where we are as a profession and sector and where we’re heading.

Time to step back — and think forward

With a packed programme of expert speakers, panel discussions and sector perspectives, this year’s conference will explore the issues that matter most right now, from workforce challenges and organisational development to leadership, innovation and the future of the sector.

Across the two days, attendees can expect a mix of keynote sessions, interactive discussions and opportunities to engage, all designed to encourage both learning and open dialogue.

In addition, the conference provides valuable time to engage with our sponsors and exhibitors, who play a key role in supporting the event and the wider PPMA community. It’s an opportunity to explore the latest products, services and innovations shaping the sector, and to have meaningful conversations about how these solutions can support your organisation’s goals.

Our aim is that every person leaves not only informed, but inspired, with fresh ideas, practical insights and new perspectives to take back into their workplaces.

The value of connection

One of the defining strengths of the PPMA Conference is the opportunity it provides to connect.

Bringing together HR and OD professionals from across the industry creates a unique environment for sharing experiences, exchanging ideas and building relationships. These conversations are often just as valuable as the sessions themselves and continue well beyond the event.

Celebrating our industry

As part of the conference is the PPMA Gala Awards Dinner, a highlight of the two days.

It’s an opportunity to recognise and celebrate the innovation, dedication and achievements across our sector, while also bringing everyone together in a more informal and celebratory setting.

Looking ahead

This year’s conference will also mark an important moment for PPMA, as we look ahead to the next chapter of leadership.

We look forward to welcoming Sandra Farquharson as incoming President and to continuing to build a strong, collaborative and forward-thinking community together.

Whether you are attending for the first time or are a regular at the conference, we look forward to welcoming you to Birmingham this April.

If you’ve not yet booked there are a few tickets left, check out our website for more information.

Hello PPMA members and friends

Last Sunday was International Women’s Day and with a theme of ‘Give to Gain’,  it’s a reminder of the progress women have made in the workplace, while highlighting the responsibility we all share to go further. In this post, our President Elect, Sandra Farquharson talks about the importance of women in our profession and sector continuing to champion one another, support wellbeing, and create the conditions for women across the Public Sector to lead, influence and succeed.

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The HR Profession is heavily dominated by women, yet men are often disproportionately represented in senior leadership positions.  It is time to not only celebrate the tremendous talent of our women, but to act as leaders to ensure that we are strategic allies, champions and advocates for other women across the Public Sector.

The PPMA proudly provides insights, visibility and influence across the Public Sector to help us to shape and lead on empowering women within the workforce, acknowledging the significant difference that we all make. Balancing professional aspirations with domestic responsibilities is often a challenging core element of many women’s lived experience, yet it is exactly this that makes our contribution to the workplace so highly valuable. It is also important to point out that the lived experience is not uniform, it varies significantly based on race, ethnicity, and identity.

Wellbeing is such an important part of our success as women are often the primary providers of empathy and conflict resolution, in both their working and home lives, they face a unique set of challenges to their own success. When your job is to support others through layoffs, mental health crises, or workplace conflict, your own emotional reserves can run dry. Prioritising wellbeing is what allows women to stay in high-impact roles without burning out.

Success often depends on having the boundaries and support to manage these competing demands without sacrificing health. It is important to understand and celebrate the collective power of women giving to each other. Giving your time and your experience to other women allows us to have the strategic thinking space that fully appreciates the unique challenges that we share.

We don’t have to do this alone. You can reach out to another woman in our profession and offer some of your time to coach or mentor them, and especially those who may not typically have access to those resources. There are a lot of myths about what it takes to be a leader. Each one of us can be one. ‘Give to gain’ means that we will continue to make progress towards achieving a fairer and more inclusive workforce and our support for one another in turn will be of the greatest benefit to society as a whole.

Sandra Farquharson, PPMA President Elect and Director HR and OD, London Borough of Hackney

Hello PPMA members and friends

Our post this week is in video format and is from our President Elect Sandra Farquharson. In it she talks about her recent participation in the PPMA Awards as a judge and the phenomenal work that she has had the difficult task of shortlisting, her excitement about the upcoming Annual Conference and why you should attend. She also explains more about the call out for PPMA Vice President Roles and what’s involved as well as some great reasons to be a PPMA member.

Find out more about all of the things that Sandra mentioned on our website.

Hello PPMA members and friends

This recently published summary from CIPD HR-inform of the Employment Rights Act 2025 outlines one of the most significant overhauls of UK employment law in recent years, with major reforms set to impact both employers and workers. It highlights the key changes and implementation timelines organisations need to be aware of.  This blog post is a synopsis of the article and you can read the full piece:  CIPD_Employment_Rights_Act_Summary 1

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The Employment Rights Act 2025 represents one of the most significant overhauls of UK employment law in decades, introducing a broad suite of reforms designed to modernise workplace rights across Great Britain. Based on the official summary of the Act’s provisions, these changes will be phased in from 2026 through 2027 and will fundamentally reshape how employers and workers interact.

A New Era for Workers’ Protections

The Act delivers substantial enhancements in employee rights and protections:

Statutory Sick Pay (SSP):
From April 2026, SSP will be payable from the first day of sickness and to all workers, regardless of earnings level. This replaces the old system where employees needed to meet a lower earnings limit and wait three days before entitlement.

Parental and Paternity Leave:
Parental leave and paternity leave become day one rights — meaning employees qualify for these from their very first day of employment rather than after a qualifying service period.

Fair Work Agency:
A new enforcement body — the Fair Work Agency — will be established to consolidate enforcement of statutory rights, support workers with claims, and act on their behalf in tribunals.

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 Major Protections and Employer Obligations

Fire and Rehire Banned in Most Cases:
The Act makes “bullying” fire and rehire practices (sacking an employee only to rehire them on worse terms) automatically unfair in many contexts, with limited exceptions tied to genuine financial necessity.

Stronger Protection from Sexual Harassment:
Employers must now take all reasonable steps to prevent sexual harassment — including harassment by third parties such as clients or customers.

Trade Union Rights:
From the outset, the law widens trade union protections, overturning parts of previous restrictive legislation and strengthening balloting and political fund arrangements. Employers are also required to formally notify employees of their right to join a union.

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 Phased Reforms Through 2026 and 2027

The act introduces changes across multiple areas of employment law on a structured timeline:

 October 2026 (major HR responsibilities kick in):

• Employers must take all reasonable steps to prevent sexual harassment.

• Trade union access and information duties begin.

• Collective bargaining and tipping protections (among others) start moving forward.

• Time limits for bringing tribunal claims are extended.

 January 2027:

• The qualifying period for unfair dismissal protection drops from two years to six months.

• The cap on unfair dismissal compensation is removed, allowing awards to better reflect loss.

• Bereavement leave rights are expanded for a wider set of circumstances.

• Flexible working becomes the default unless employers can justify refusal.

 Other 2027 Protections:

• New rights for zero-hours and low-hours workers (e.g., minimum notice of shift changes and rights to guaranteed hours contracts) are introduced.

• Large employers will need action plans on gender pay gaps and menopause support.

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 What This Means for Employers and Employees

Overall, the Employment Rights Act 2025 marks a transformational shift in UK workplace law. Workers gain greater security, earlier access to key family and health rights, and stronger protections against unfair treatment. Employers must adapt to a more proactive compliance environment, with enhanced enforcement mechanisms and expanded duties — from preventing harassment to facilitating trade union engagement.

CIPD HR-inform are a trusted guidance resource and is available free to all PPMA members!

Hello PPMA members and friends

As we build momentum towards #PPMAHR26, we’ve invited some of our speakers to share a preview of what they’ll be bringing to the event. Over the coming weeks, we’ll be spotlighting these sessions to give you a taste of what’s in store. To kick things off, Kate Enver, Corporate Head of Communications, HR & OD at Runnymede Borough Council, and Juliette Alban-Metcalfe, CX at Real World Group, look ahead to their session ‘Creating a Thriving Culture at Pace’. They’ll share the inspiring story of how Runnymede Borough Council transformed its organisational culture within just 12 months, following the receipt of a Best Value Notice that explicitly highlighted cultural challenges.

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Organisations often talk about culture change as if it’s a very slow, almost tectonic process, something that can be marginally shifted over years, maybe decades, and only with the right alignment of stars, strategies, and senior leaders. But what happens when you don’t have years? What happens when the need for cultural transformation isn’t a strategic aspiration, but an urgent requirement?

That’s the question at the heart of our upcoming session, Creating a Thriving Culture at Pace. It’s a story rooted in real pressure, real stakes, and real leadership, the kind that emerges not from job titles, but from collective responsibility.

Runnymede Borough Council found itself in exactly that position. A Best Value Notice had highlighted culture as a critical area of concern, placing the organisation under intense scrutiny. The clock was ticking. The expectations were high. And the margin for error was slim. Yet within just 12 months, the Council achieved a level of cultural improvement that many organisations struggle to reach in far more forgiving circumstances.

How?

That’s the part we’ll explore together, not just through theory, but through lived experience.

Kate Enver, Corporate Head of Comms, HR & OD at Runnymede Borough Council, and Juliette Alban‑Metcalfe, Chief Executive of Real World Group, will share the inside story of how leadership was mobilised across the organisation. Not just senior leadership, leadership everywhere. Because one of the most powerful lessons from Runnymede’s journey is that culture doesn’t shift when a small group of people work harder. It shifts when a whole organisation starts pulling in the same direction.

Before you join us, it’s worth reflecting on one question:

What would it take for your organisation to change at pace, not in theory, but in reality?

Most of us instinctively think of barriers: capacity, resistance, legacy behaviours, competing priorities. But Runnymede’s experience invites a different perspective. It suggests that even under immense pressure, culture can move quickly when three things align:

• Clarity of purpose, not slogans, but shared understanding of why change matters now.
• Distributed leadership, people at every level feeling empowered to act, influence, and model the culture they want to see.
• Psychological safety, the confidence to speak honestly about what isn’t working, and the trust to try new approaches without fear of blame.

These aren’t abstract concepts. They are practical levers and when aligned they create momentum.

The session is an invitation to think differently about what’s possible in your own context with the right tools to assist you. Whether you’re facing external scrutiny, internal challenges, or simply the ambition to build a healthier, more engaged organisation, the Runnymede story offers a powerful reminder: pace and positivity are not opposites. Under the right conditions, they reinforce each other.

So, as you prepare to join us, consider this:

• If your organisation needed to transform its culture in the next 12 months, where would you start and who would you bring with you?

We’re looking forward to joining fellow public‑sector leaders to reflect on how we can collectively create the conditions for people and organisations to thrive at pace.

Kate Enver, Corporate Head of Comms, HR & OD Runnymede Borough Council

Juliette Alban‑Metcalfe, Chief Executive, Real World Group

Book your place now at ppma.org.uk/ppmahr26