Transformation roundtable - Aligning Workforce and Organisational Change (Morning Session) Summary note: 9 July 2025

Georgia Rudin (GR) hosted the LGA transformation roundtable focused on aligning workforce and organisational change. The session highlighted the importance of investing in people as a key strategy for long-term success, and transformed workforce is often more adaptable, creative, responsive and receptive to change. The presentation from Dean Shoesmith, Chief People Officer at the London Borough of Croydon, detailed the Council’s journey through organisational change and workforce development.

Dean Shoesmith, Chief People Officer at the London Borough of Croydon 

Dean Shoesmith (DS) outlined the severe financial and governance crises faced by Croydon Council, including issuing three Section 114 notices and accumulating £1.4 billion in debt. The Council is now undergoing a major transformation programme, supported by central government, to rebuild services and financial stability. 

The Future Croydon programme aims to modernise Croydon Council by overhauling outdated systems and processes. The Council currently operates with fragmented IT systems and limited digital access. A major Oracle improvement programme is underway, incorporating automation and AI to streamline operations and improve accessibility. 

Croydon Council is addressing workforce challenges by developing structured career and skills pathways, reviewing its pay and grading system to remain competitive and ensure equal pay, and centralising corporate services to improve efficiency. Cultural transformation and strong governance are also key priorities, with a focus on aligning workforce development to support long-term change. The Council’s commitment has been recognised by the CIPD, awarding it People Development Partner status - the first council to receive this - highlighting its strategic focus on building a transformation-ready workforce.

How did Croydon successfully encourage staff engagement and attendance at workshops and sessions, noting that this is often a challenge?

DS explained that Croydon Council faces challenges engaging staff who work outside the central office, especially those not connected to the Council’s digital network. Change fatigue also affects participation, as some staff feel disillusioned by past efforts. To overcome this, the Council focuses on co-creation, honest communication, and demonstrating tangible outcomes from staff input, which helps rebuild trust and increase engagement over time.

Was the general workforce involved in designing the leadership programme, or only management?

The leadership programme was developed in two stages. First, through a workforce initiative called "Crossing the Threshold," staff shared their views and emotions about past issues at Croydon Council, which helped shape the People and Cultural Transformation Strategy. This strategy included seven key pillars based on employee feedback. Second, a management conference built on this work, identifying specific challenges and development needs through a structured analysis.

Was working with partners part of the change management approach and culture, and how did Council staff respond to the changes?

DS explained that when he first joined the organisation, Croydon Council had a top-down, hierarchical culture with little staff engagement. For example, black staff felt completely underdeveloped and that contributed to a racist environment. One of the first things the council did was to develop a positive action talent development programme through a company called Olmec which has a programme called, “Black on Board,” which has been hugely successful in other councils. The most recent investors in people assessment says it is one of the single most important things symbolically and practically, that the Council has done. The council also partnered with the Race Equality network and Old Mac to design the contents

What was the process used to identify the learning needs of managers? Was it a self-assessment survey or something else?

The Council used a self-assessment process, during a facilitated managers’ conference with over 400 participants, to shape the leadership development programme. Managers were asked what skills they needed for both ongoing work and future transformation. Their input informed the programme’s content, which also included modules co-designed with subject matter experts and external partners like the LGA. The result was a blended learning approach combining theory with practical, locally relevant tools.

How do you deal with the deeply ingrained sense of negativity, the general apathy to change and the “nothing will change with this anyway” type of attitude?

DS explained that changing the culture in Croydon Council has been challenging, but there is a desire for improvement. A powerful example was presenting jointly at a scrutiny committee, where staff shared their lived experiences and the positive changes they’ve seen. These personal stories have had a strong impact at both political and organisational levels.

What was the evaluation process for the training programme?

The Council used a multi-layered evaluation approach, inspired by Fitzpatrick’s model, to assess the leadership programme. This included initial feedback (“happy sheets”) and OPQ32 personality assessments completed by managers at the start and end of the programme to measure development. Participants also evaluated the content and value of the programme, which received high satisfaction scores (around 85 per cent+). The Council aims to link these outcomes to resident impact through broader surveys, using OPQ32 as a key evaluation tool.

Croydon isn’t currently affected by local government reorganisation, but given how significant this issue is, have you considered how it might impact your plans if and when it reaches London councils?

DA explained that Croydon’s severe financial crisis may not be resolved through local government reorganisation, as no changes to the structure of London boroughs are currently planned. With £1.4 billion in debt and £70 million in annual repayments, the Council faces a unique and serious financial challenge. Given the worsening state of the UK’s public finances, government intervention is unlikely which is a major issue for both Croydon and any future government.

During the roundtable discussion, participants discussed the issue of “change fatigue” and inconsistent engagement. The need for staff ownership and input was emphasised. DS described the challenge of engaging middle managers (the “sticky middle”) and where communication and leadership often break down between senior leadership and frontline staff. He highlighted the need to incentivise this group by showing them the personal and operational benefits of change, especially since they’re often overwhelmed with day-to-day pressures. The importance of streamlining bureaucracy to free up managers for more value-added work was emphasised. 

The group reflected on the importance of clear, simple communication in managing change, especially for frontline and long-serving staff, as well as the importance to explain the “why” behind transformation in relatable terms, and to ensure communication is two-way. The idea of co-developing a basic tool to help staff and managers understand and navigate change, including models like the change curve was raised. 

The question about how organisations can effectively engaging remote staff, especially in maintaining momentum and meaningful conversations was raised. DS responded by stressing the importance of going to staff—physically or virtually—on their terms, integrating into their existing routines rather than imposing centralised approaches. Focusing resources on short, targeted work (rather than spreading too thin) helps maintain engagement and progress.