CIPD People Impact Tool: North Yorkshire Council case study

In January 2025, North Yorkshire Council used CIPD’s People Impact Tool (PIT) to carry out a strategic review of its HR service. This followed local government reorganisation in 2023, which saw eight authorities merge into a single unitary council. The HR function played a central role in this transformation. Not only did the service lead the legal and structural integration, but it was also key to shaping the new organisational culture.

The council sought to review its HR service following the busy LGR transition and assess if the People function was aligned with future needs. The PIT offered an opportunity to pause, reflect, and gain a fresh perspective on the impact, effectiveness and readiness of the HR provision.

How the council got ‘buy in’

North Yorkshire Council adopted a tiered engagement approach for colleagues ahead of launching the tool:

• HR Colleagues: The tool was introduced during a dedicated HR event, featuring a presentation by CIPD. This helped build trust and understanding from the outset and allowed colleagues to ask questions to alleviate any concerns.
• Senior Leaders and Managers: Engagement with SLT and management was facilitated through Directorate leadership teams, leveraging strong existing relationships between the HR service and senior leaders.
• Employees: North Yorkshire Council has in place a NY1000 consultative representative group to reach employees across the organisation. This group was invited to engage with the People Impact survey. 

Senior leaders and managers provided positive feedback about the HR service, which was valuable assurance following the significant organisation-wide transformation that had taken place. HR colleagues themselves also demonstrated confidence in the team’s capability, training and support.

The PIT showed that the HR service could benefit from raising its profile across all stakeholders. This could include active engagement with people managers. Some employees do not realise that the valuable services they interact with, like organisational development or learning and development, are included under the HR umbrella and part of the People function. 

The tool also identified an opportunity for HR to play a greater role in leading and influencing a strategic approach to AI and technology across the council where pilots are currently isolated and not joined up.

Overall, the results were positive for the HR service. The PIT demonstrated that the workforce appreciates the professional knowledge and inclusive practice of their People function.

North Yorkshire Council offered the following guidance:

• Use the tool to gain objective, professional insights which can be aligned with future planning.
• Invite external benchmarking as a healthy and constructive improvement approach.
• Secure buy-in early- it takes time to engage employees across the organisation.
• Explain the purpose of the tool to HR colleagues and be mindful to their questions and concerns—position the tool as developmental, not as a precursor to restructure.
• Think about timing - there’s never a perfect time, but undergoing significant change means it needs to be managed carefully.
• Use what it tells you – do defined and SMART planning with the findings otherwise it’s a lost opportunity.

Supporting HR services: LGA partnership with CIPD