Hello PPMA members and friends

Following the success of our recent webinar with The Staff College, we’re pleased to share this insightful blog from presenter Gayle Hudson. In a world of AI, increasing pressure and constant change, emotional intelligence remains one of the most important skills for People Services and OD professionals. Read the blog below, and if you missed the webinar, you can also watch it on demand here.

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In public services, everything is pushing us towards speed: faster decisions, faster delivery, faster change. Add AI, tighter budgets, rising demand and increasingly polarised workplaces, and it becomes even more important for People Services and OD professionals to help organisations slow down enough to understand themselves and one another well.

This is where emotional intelligence (EQ) matters. Goleman’s four domain EQ model – self-awareness, self-management, social awareness and relationship management- offers a practical framework for making sense of human needs in a world that prizes efficiency but still depends on trust, judgment and human connection.

As more task-focused work becomes automated, the emotional and relational work becomes more, not less, important.

For people services and OD professionals, that means emotional intelligence is not a soft extra. It is part of the job. It starts with us, and we model it for others in how we show up, how we notice and navigate our emotions and how we help teams stay connected when everything around them is accelerating.

Self-awareness

Self-awareness is about noticing what is happening in us as it happens. It means recognising our thoughts, emotions, body signals and habitual reactions, then getting curious about the values, assumptions or fears sitting underneath them.​

In people services and OD, this matters because we are often working in emotionally charged territory of change, restructures, conflict, stretched managers, political pressure and anxious teams. If we are unaware of our own triggers, we are more likely to react from habit – rescuing, defending, shutting down or smoothing over too quickly – rather than responding with objectivity.

This is the first challenge in an AI-shaped world. When pace increases, reflection often decreases. Yet the faster things move, the more important it becomes to pause and ask: what am I noticing in myself right now, and what impact am I having on others?

Self-management

Self-management is what we do with that awareness. It is the capacity to regulate ourselves, stay with discomfort and choose a response that fits our values rather than our first impulse.​

For people services and OD professionals, self-management is visible in the small moments that shape bigger outcomes: pausing before replying in a heated meeting, slowing the tempo when tension rises, holding boundaries under pressure and resisting the urge to fix everything too quickly. These are not minor interpersonal skills. They are part of how we create steadiness in systems that are often overloaded and emotionally reactive.

This also has a modelling effect. Managers learn as much from how we work as from what we say. If we can stay grounded in ambiguity, recover when we are triggered and look after our own energy over time, we give others permission to do the same.​

Social awareness

Social awareness is about reading the emotional climate around us. It includes empathy, perspective-taking and the ability to sense what is happening in a team or wider system, not just what is written in the formal update.

This is especially important in workplaces experiencing rapid change, sharper polarisation and increasing conflict. Under strain, people can become more defensive, less curious and quicker to make assumptions about one another. Teams can split, conversations can harden, and important voices can disappear.

People services, and OD professionals can help leaders counter that drift by asking better questions: What is the mood in this team? Who is not speaking? What might people be worried about but not naming? How is stress narrowing empathy, attention and perspective?

Social awareness is about understanding the system well enough to intervene wisely. It helps us notice what sits beneath resistance, where trust is thin and what conditions people need in order to stay engaged and work well together.

Relationship management

Relationship management is where emotional intelligence becomes visible in culture. It is about how we communicate, influence, give feedback, handle conflict, repair trust and help people stay in relationship when the pressure is on.

As public services chase efficiency and delivery, relationships can easily be treated as secondary. Yet when conflict is ignored, feedback is poorly handled, or trust is allowed to fracture, performance suffers anyway and often at a far greater cost.

People services, and OD professionals have a key role here. We can create spaces where difficult conversations are practised, not avoided. We can support managers to develop their own EQ and relational leadership skills, supporting teams to name tensions before they turn into entrenched divisions.

In an AI world, this is part of the human edge. Technology can support the process, but it cannot do the relational work of staying present, owning impact, repairing rupture and helping people reconnect. That work still belongs to us, humans.

Emotional intelligence gives people services and OD professionals a practical framework for doing that work well. In a faster, more polarised and more pressured environment, the real challenge is not simply to keep up. It is to help organisations stay human while they change.

• When the pace and pressure rise, what are you modelling emotionally, and what one small shift could you make?

• In relation to a team/manager you support – What is one small change in how you listen, respond or communicate that could make the biggest difference right now?

Gayle Hudson June 2026

Is an Associate with The Staff College and leads the “Emotionally Intelligent Leadership” programme

Hello PPMA members and friends

Following an excellent webinar delivered by conference and awards sponsor Senatus Consulting on the role of AI in workplace investigations, Managing Director Karen Wise has shared this thought-provoking blog post. In it, she explores some of the key issues organisations should consider as AI becomes increasingly embedded in workplace processes and decision-making.

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AI is increasingly being used in all aspect of HR, including workplace investigations – our area of specialism. Used carefully, AI can be incredibly helpful. However, it is just a support tool, and is not a replacement for professional judgement, critical thinking or procedural fairness.

What HR professionals should be mindful of when using AI

• AI outputs are only as reliable as the information provided to them.
• Confidentiality and data protection obligations must always be considered before uploading information into AI tools. Investigations contain identifying or sensitive personal data.
• AI cannot detect subtle interpersonal dynamics, hidden motives or behavioural nuances. For example, AI cannot help you determine if there has been collusion.
• Rewriting text with AI can alter nuance, tone or meaning, even where the facts remain technically correct – a summary could appear accurate, but the nuance may be lost. Authors should always make sure they make the final decision on the phrasing of each sentence in an investigation report.
• If you are using AI in the writing of reports or letters, this should be declared.

Practical ways AI can support workplace investigations

• Use AI to analyse the investigation report using different “personas”. When you give AI an instruction, add a sentence that asks it to respond from the perspective of an HR professional, a lawyer or a trade union, for example. Using a range of “personas” helps you analyse your findings from different perspectives.
• When a case is complex, AI can help generate timelines. When doing so, instruct AI to identify inconsistencies, contradictions or missing events. Be specific in your instructions, to avoid AI ‘hallucinations or assumptions.
• Ask AI to identify gaps in the investigation report – from missing references to areas requiring further enquiry.
• Use AI to highlight where reports drift into opinion rather than evidence-based factual findings.

When used thoughtfully, AI can improve the robustness of an investigation and quality assurance. However,  organisations still require experienced investigators to exercise judgement and maintain accountability.

If you want to know more, please watch our recent PPMA webinar on AI in investigations: https://youtu.be/JHWjYakRjKM

Karen Wise, Managing Director, Senatus Consulting

Hello PPMA members and friends

As I begin my term as President of the PPMA, I have been reflecting on the challenges and opportunities facing our profession and the vital role that HR and OD leaders play across public services.

The world around us continues to change at pace. Organisations are navigating significant financial pressures, increasing service demands, workforce challenges and a rapidly evolving legislative and political landscape. Expectations around workplace culture, employee wellbeing, inclusion and governance have never been higher.

There has never been a more important time for the public service people profession to have a strong, confident and influential voice. That is why I am pleased to introduce the Presidential theme for 2026–2028: The Golden Square.

The Golden Square is built around four interconnected pillars that I believe are fundamental to the future success of our organisations and our profession:

Civility, Dignity and Respect
Creating workforce cultures where people feel valued, supported and do the same for the people we serve so that we are all able to thrive.

Governance and Statutory Responsibility
Ensuring that people professionals are enabled to ensure organisational governance and decision-making is not optional and a fundamental safeguard.

Professional Standards and Agility
Supporting HR and OD professionals to develop, adapt and respond to the changing needs of our workforce and communities.

Workforce Leadership
Championing the strategic role of people leadership in delivering better outcomes within  public services.

These four pillars are not separate priorities. Together, they form a framework for strengthening our profession and enhancing the contribution that HR and OD professionals make across public services every day.

Over the coming months, we will be bringing the Golden Square to life through a series of focused workstreams led by our Vice Presidents and supported by our PPMA ambassadors and growing network of members.

These workstreams will focus on key areas including governance, professional standards, dignity and respect, membership growth, and regional engagement. They will provide opportunities for members to contribute, share expertise and help shape the future direction of our profession.

The success of the Golden Square will not be measured by a single campaign or initiative. It will be measured by the strength of the conversations we have, the partnerships we build, the standards we champion and the impact we make together.

PPMA has always been at its strongest when members come together to share ideas, challenge thinking and support one another. I hope the Golden Square will provide the platform for exactly that.

I look forward to working with our Board Members, Vice Presidents, Ambassadors, Members and Partners as we embark on this exciting journey of change ahead together.

Sandra Farquharson
President, PPMA

Hello PPMA members and friends

As we enter Pride Month 2026, our focus must also continue to stretch beyond celebration.

Pride is an annual reminder that building an inclusive world is not the job of the people who do not experience belonging to continuously battle for it alone. It is a shared responsibility that belongs to all of us.

Did you know that there are more than 50 pride flags?  True equality requires consistent, year-round allyship from every professional, organisation, and community member.

This month, the PPMA urges you all to lead and support change boldly, and focus on driving measurable progress.

Here is how we can all contribute to lasting change:

• Educate Continuously: Support LGBTQ+ networks so that people can take the time to learn and truly understand the evolving challenges facing the LGBTQ+ community, particularly trans and non-binary individuals.
• Foster Belonging: Actively build your spaces where everyone feels safe to bring their authentic selves to the workplace and do your bit beyond too.
• Challenge Bias: Speak up against discrimination and review systemic practices to eliminate harm and isolation in daily life.
• Champion LGBTQ+: Strengthen Allyship, invest and spotlight diverse views, and provide opportunities to actively listen to the experiences of others.

Creating an equitable future requires daily, deliberate actions from every single one of us. Simply having a bias for kindness is a great place to start, and a gift to the world.

Let’s use this month to sharpen our focus, reflect and strengthen our commitment to equality for all.

Sandra Farquharson, PPMA President and Director of HR and Organisationa Development, Hackney Council

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