Public Sector

For many years, being a Local Government Chairman meant managing administration — signing approvals, responding to requests, and overseeing routine matters. But times have changed.

With greater autonomy now comes greater responsibility — not just to act, but to deliver. And in this new era, the biggest shift is not in structure. It’s in how leaders lead.

Autonomy doesn’t just transfer control from federal to local levels. It transfers accountability. Citizens now look to you, and not Abuja for results. That spotlight brings a new challenge: are your leadership systems ready?

The Real Shift: From Oversight to Leadership

In councils across Nigeria, Chairmen are learning that authority is no longer enough. Teams are bigger. Budgets are larger. Expectations are rising. Yet many councils still operate with outdated leadership models — where control is centralised, and decision-making slows down when the Chairman is unavailable.

The real challenge now is not only what you decide, but how you lead others to act.

This was the focus of Rwanda’s Imihigo system, where mayors sign annual performance contracts with measurable goals, reviewed publicly. Beyond the contracts, the real breakthrough came when district leaders were trained to set direction, track execution, and hold their own teams accountable. Leadership became a process — not a personality.

Similarly, in the Philippines, the Local Government Academy has been used to develop mayors and municipal leaders through structured coaching, peer learning, and leadership diagnostics. Over time, councils that invested in leadership saw better service delivery and improved citizen engagement.

These cases show that in a decentralised system, it’s not policies alone that drive progress it is leadership capacity.

What Holds Leadership Back in Many Councils

In our work across Nigeria, we’ve seen four challenges that weaken public sector leadership at the local level:

Reactive, Not Intentional Leadership
Many councils respond to issues as they arise but don’t set a clear performance rhythm that drives focus week by week.

Leadership Gaps Below the Chairman
When Heads of Department aren’t equipped to lead independently, all decisions funnel upwards, slowing action and breeding frustration.

Lack of Team Alignment
Councils often operate in silos. Directors pursue different agendas, and performance reviews rarely happen. Without shared goals, delivery is inconsistent.

Weak Accountability Culture
Because feedback and follow-up are informal or absent, underperformance is tolerated and the system slowly accepts delay as normal.

How We Help Build Leadership That Delivers

At H. Pierson, we help Chairmen and their executive teams strengthen leadership from the inside out, using systems, routines, and coaching that embed performance into daily operations.

Here’s how:

Leadership Development & Coaching

We work with Chairmen and top officials to clarify leadership styles, improve decision-making, and develop successors who can lead without waiting for directives.

Culture Transformation

We help councils move from compliance-based environments to performance-driven ones where people take ownership and execution is expected, not requested.

Performance Management Design

We support councils to introduce structured systems: scorecards, check-ins, and measurable reviews. These create follow-through, even when priorities shift.

Leadership Is the Culture You Create

Chairman, the people you lead take cues from how you lead. If meetings lack clarity, they do the same with their teams. If accountability is optional, it becomes the norm. Leadership is not just your personal example — it is the environment you tolerate or change.

The question isn’t whether you’re in charge. It’s whether your team knows how to perform without your daily push.

Final Thought

Autonomy gives you the platform. But leadership gives you the results. And the councils that will stand out in this new era are not the ones with the biggest budgets, they arethe ones with the strongest leadership systems.

Chairman, now is the time to build the kind of leadership that outlasts your tenure and transforms how your council performs.

Let’s build leadership that works not just for now, but for what’s next.

Across Nigeria, the pressure on local governments to improve service delivery is growing. But when conversations turn to digital transformation, many councils assume it means expensive software, complex platforms, and years of IT procurement. That perception has slowed progress.

In reality, true digital change at the local level does not begin with buying technology. It begins with using what already exists.

Digital transformation for local governments is not about equipment. It is about mindset. And it does not require a big leap. It begins with a small shift: from paperwork to visibility, from delay to data, from disconnected teams to informed leadership.

From Paper to Progress: Why It Matters

For decades, councils have relied on manual processes. Attendance sheets written in longhand. Memos carried from one office to another. Projects tracked in individual notebooks. These methods often delay decisions, bury information, and hide problems until they become urgent.

The alternative is not a million-naira ICT platform. It is practical, incremental steps. The goal is not perfection, but progress.

One example comes from Uganda, where the Local Government Management and Information System (LGMIS) began as a low-cost solution to digitise planning and budgeting at the district level. It used simple forms, spreadsheets, and basic email reporting. Within a year, delays in budget reporting dropped significantly, and local officials were able to monitor expenditure in real time. The success came not from tools, but from structure.

In the Philippines, small councils called barangays use Google Forms and SMS to submit monthly reports. The national government supports this model by keeping the technology simple and the training practical. Councils that were previously invisible in performance discussions became visible — and accountable.

These are not wealthy systems. They are thoughtful systems.

What Digital Looks Like for a Council That Is Just Starting

Here are examples of what a digitally enabled council can start doing right now, using tools already in their environment:

WhatsApp for Departmental Reporting
Create closed groups where each department head shares short weekly updates with photos and summaries. This builds a shared view of progress and encourages internal accountability.

Excel for Project Tracking
Maintain a shared spreadsheet listing projects, timelines, budgets, and current status. Updating this weekly gives Chairmen and Secretaries a real-time understanding of where attention is needed.

SMS for Community Updates
Send short messages to ward leaders or community groups. For example: “New health centre opens Monday in Ward 3” or “Drainage repairs begin on Market Road this week.” When people are informed, they are more engaged.

None of this requires external funding or heavy ICT infrastructure. It requires leadership to decide that visibility, speed, and consistency matter.

Digital Is Not a Department. It Is a Leadership Discipline

Many councils have ICT departments, but these are often limited to repairing printers or managing emails. That is useful, but it is not transformation.

Digital transformation begins when leadership asks three simple questions:

How do we reduce delays in getting updates?

How do we track what is working and what is not?

How do we communicate quickly with citizens?

The answers often lie in tools your teams already know how to use. The real challenge is making these tools part of the way the council works — every week, every month.

How H. Pierson Supports the Shift

At H. Pierson, our Digital Skills School is built for exactly this context. We support local governments to start small, move smart, and build lasting habits.

We help councils with:

Digital Process Mapping
We sit with your teams to understand paper-based workflows and show how they can be converted into basic digital steps using available tools.

Performance Dashboards
We help your teams track project status, staff performance, IGR progress, or citizen feedback. The goal is not data for its own sake. It is data that can drive follow-up and results.

Digital Execution Clinics
We train teams to use WhatsApp, Excel, and other advanced tools as frameworks for delivery, not just communication.

We build systems around the tools you already have.

Final Thought

Chairman, going digital does not mean going big. It means going visible.

The most effective councils in the coming years will not be the ones with the most expensive platforms. They will be the ones where leaders can open a file, send an update, or track a project without waiting for someone else to do it for them.

Transformation begins with clarity. Clarity begins with structure. Structure begins with simple digital habits.

Start small. Start smart. Start now.

Across Nigeria, local governments are being asked to do more — with more control over their budgets, programmes, and direction. Autonomy is no longer theoretical. It’s real. But with it comes a question that many Chairmen are quietly asking:

Do our people have the skills to deliver on our plans?

All over the country, strategies are being written and launched. Yet communities see limited change. The truth is, progress doesn’t depend on documents — it depends on the people who carry them out. And that’s where many councils are struggling.

The Missing Link Is Capacity

What we see again and again — is that the problem isn’t ambition. It’s ability. Execution requires more than good intentions. It requires practical, everyday skills: planning work, managing teams, tracking results, and adjusting as needed.

This is not just a Nigerian reality.

In Ghana, the government launched the District Performance Assessment Tool (DPAT) a performance-linked grant system for district assemblies. Early on, results were mixed. But when the Ministry of Local Government and its partners introduced structured training programmes on budgeting, procurement, and M&E for district officials, performance improved. More districts met their targets and qualified for additional funding.

In Bangladesh, under the Local Governance Support Project, Union Parishads (local councils) were given modest discretionary funds but also trained in participatory planning, financial reporting, and service delivery monitoring. The result? A measurable increase in citizen satisfaction and project completion rates across dozens of rural communities.

In both cases, what changed performance wasn’t just money or mandates. It was skills.

Where the Gaps Show Up

In our work across Nigeria, we’ve observed three consistent skill gaps in local government:

Limited Planning and Execution Ability
Officials often struggle to break plans into tasks, assign roles, and monitor follow-through. Projects drift because no one owns the process.

Weak Data and Tracking Skills
Many councils do not track results consistently. Even where data is collected, it’s rarely analysed or used to guide decisions.

Poor Communication and Collaboration
Silos, poor reporting, and unclear team roles slow things down. Many officers haven’t been trained in the basic soft skills required to work across departments.

How We Support Councils to Build Capability

At H. Pierson, our Learning Schools are built around the real challenges that Nigerian LGAs face. We help councils build skill, not just awareness with practical, hands-on programmes that reflect their level of maturity.

Strategy Execution School

Focused on converting goals into action: planning timelines, assigning tasks, and tracking delivery.

Leadership & Governance School

Equips Chairmen and department heads with tools for aligning teams, reviewing progress, and setting a culture of performance.

Digital Skills School (Tailored for Low-Tech LGAs)

We train officers to use basic digital tools like Excel, WhatsApp, Google Forms, for data capture, reporting, and internal communication. Nothing complex. Just useful. We can also deliver more advanced knowledge depending on the needs of the Local Government Staff.

Soft Skills School (Designed for Practical Application)

We build interpersonal skills like team communication, conflict resolution, accountability, and clear reporting , all essential for daily delivery.

We combine these with action learning and post-training support helping teams apply their new skills on real assignments and measure results over time.

Why This Matters Now

Autonomy only works when backed by capability. If your team doesn’t know how to execute, autonomy won’t lead to impact, only more frustration. But when people are trained and supported, the results speak for themselves: faster projects, better reporting, fewer excuses.

Final Thought

Chairman, your leadership sets the tone but it’s your team that drives the results. When they grow in capability, the council grows in credibility.

And that’s the shift we need: not more plans, but more people who know how to carry them out confidently, competently, and consistently.

Dear Chairman,

For the first time in decades, Local Government Chairmen across Nigeria are not merely implementers, they are now primary architects of grassroots development.

The recent shift toward autonomy marks a turning point. Yet autonomy, by itself, does not guarantee impact. It merely removes the excuses. What separates councils that deliver from those that don’t will come down to one thing: strategic governance.

Why Capability Now Matters More Than Cash

Without the right strategy, autonomy risks becoming a decentralisation of failure. Many councils, now in charge of their budgets and priorities, will discover that resources without direction can quickly become waste.

Local Government strategy must begin with four critical, questions:

1. Where must we be by 2029 to stay relevant? (Vision)

2. Why do we exist beyond elections? (Mission)

3. What matters most to our people? (Values)

4. What few high-impact actions will get us there? (Strategic Choices)

At H. Pierson, we distil this into a practical approach that moves your team from mission to measurable execution. It aligns leadership, departments, simplifies decision-making, and ensures that every initiative serves a clear outcome.

Global Lessons: What Strategic Local Government Looks Like

Kenya – Makueni’s Health Transformation Through Devolution

Following the 2010 Constitution, counties in Kenya gained more fiscal control. Makueni County stood out by creating Makueni Care, a low-cost health scheme funded jointly by citizens and the county government. It now serves over 200,000 people. The secret? A clear local mission, community buy-in, and discipline in focusing on one flagship outcome.

Malaysia – Local Governance Driven by Results

In Malaysia, local councils implemented Performance-Based Budgeting (PBB), linking every allocation to pre-agreed service delivery metrics, from waste collection frequency to market licensing efficiency. Regular performance reports are published, and underperforming departments are openly reviewed. The result is a culture where autonomy is tied to accountability, not just authority.

Both examples show that autonomy without performance management is hollow. What made these councils succeed was their ability to focus, prioritise, and deliver visibly.

What Nigerian LGAs Must Now Prioritise

As your 2025 budget cycle begins, here are three principles that can reposition your council:

1. Concentrate 70% of your spend on two flagship priorities, for example, local job creation and health service delivery. Resist the pressure to do everything.

2. Institute a Local Performance Dashboard, tracking monthly data on IGR, project status, and citizen satisfaction. It must be simple enough to share via WhatsApp.

3. Introduce Performance Contracts for department heads — reviewed in quarterly public forums. Let your leadership team sign what they intend to deliver.

These actions are not bureaucratic formalities — they create structure, build momentum, and anchor your legacy.

How We Partner

At H. Pierson, we have supported public sector strategy across Nigeria and Africa for 35 years. Our work with Governments focuses not only on writing documents, but on building decision-making muscle that lasts.

We offer:

· Strategy Development Retreats to co-design your council’s mission, priorities, and delivery model

· Quarterly Strategy Clinics to monitor execution and address bottlenecks in real time

· Digital M&E Tools (optional) to track performance and communicate progress with citizens

But more than tools, we bring the mindset needed to govern with clarity, courage, and consequence.

Final Thought

Autonomy is not a finish line — it is a starting block. And at this moment in Nigeria’s history, the best local governments will not be the richest but the most strategic.

You now hold the pen. What story will your council write?

The health of any government, especially at the local level, is inextricably tied to its ability to manage public resources effectively. But in many parts of Nigeria and across Africa, financial management systems remain underdeveloped, opaque, or overly reliant on manual processes. This not only limits service delivery but also exposes institutions to inefficiencies, leakages, and public distrust.

Local governments sit at the frontline of development, responsible for the daily realities of citizens, from infrastructure and healthcare to education and waste management. Yet many operate without robust financial accountability systems or clear strategies for generating sustainable revenue. As national budgets tighten and donor flows become increasingly conditional, the ability to internally mobilize and responsibly manage resources has become a defining factor for local government resilience.

What’s needed is a two-fold shift.

First, financial accountability must move from theory to practice. This means institutionalizing clear frameworks for budgeting, expenditure tracking, and public financial reporting. Equipping finance directors, auditors, and local executives with the skills to apply these frameworks in real-world contexts is critical.

Second, governments must rethink revenue generation—not just in terms of raising taxes, but in unlocking value from local assets. Whether through tourism, agriculture, mineral resources, or digital platforms, local governments must design innovative, context-appropriate strategies to boost internally generated revenue while ensuring fairness and inclusivity.

This approach builds more than financial muscle; it builds autonomy and credibility.

Through its Financial Management & Budgeting programs, H. Pierson supports subnational entities in creating transparent, efficient, and future-ready financial ecosystems. Because when local governance is backed by financial discipline, communities thrive—and development becomes a lived reality, not a distant plan.

In today’s governance environment—marked by increased citizen awareness, digital transparency, and economic uncertainty—trust has become one of the most valuable currencies a public institution can hold. But trust is not simply granted; it is earned, consistently, through the deliberate application of ethical leadership.

Unfortunately, across many tiers of government, ethics often takes a back seat to policy urgency and political expediency. The result is a growing deficit of public confidence, with citizens disengaged, development partners wary, and internal accountability structures weakened. From contract awarding and procurement processes to service delivery and citizen engagement, ethical lapses silently erode the effectiveness of government actions, no matter how well-intended.

To reverse this trend, ethical governance must be more than an aspirational value—it must be a practical, strategic focus embedded into institutional culture. This requires more than just codes of conduct. It demands capacity-building programs that help public servants understand not only what is expected of them, but why integrity-driven leadership is key to sustainable progress. Ethics training must be scenario-based, contextualized, and aligned with the realities of everyday government work.

Moreover, systems must be re-engineered to reinforce ethical choices, from clear escalation mechanisms and whistleblower protections to the automation of sensitive processes that reduce discretionary abuse.

As government leaders face growing pressure to show impact and legitimacy, ethical governance is emerging not just as a compliance issue but as a leadership imperative. When institutions operate transparently and with integrity, public trust follows—and with it, the political and social capital needed to drive meaningful reform.

H. Pierson’s Ethical Governance solutions support government leaders in building cultures that uphold public trust, because leadership without integrity is a risk no nation can afford.

Across Africa—and particularly in Nigeria—the past year has underscored a single, uncomfortable truth: governance without capacity is a broken promise. From the ripple effects of subsidy removal and currency reform, to rising inflation, youth unemployment, and deepening public trust deficits, leaders at all levels are being challenged not only to design better policies—but to deliver them with competence, clarity, and compassion. Add to that the pressures of digital transformation, climate-driven migration, security concerns, and international trade shifts, and it becomes clear: this is a defining moment for the African public sector. But while policy is shaped in documents, impact is shaped in people.

The Silent Challenge: Leadership and Institutional Readiness

Often, the loudest reforms fail not for lack of vision, but due to execution gaps:

-Weak financial controls at the subnational level -Misaligned local development efforts -Ineffective engagement with citizens

-Limited capacity to monitor digital transformation

-Ethical lapses that erode public confidence

In the background of every major reform or geopolitical shift lies a crucial question: are public servants equipped to carry the weight of national change?

The Opportunity: A Different Kind of Investment

Nation-building doesn’t just happen in parliaments—it happens in meeting rooms, classrooms, and council chambers, where government officials make thousands of small decisions that shape lives.

To ensure those decisions reflect vision, resilience, and strategy, there must be ongoing investment in capacity building—not just for technical skills, but for leadership, ethics, digital literacy, public finance, and stakeholder engagement.

This is not about ticking boxes. It’s about building a public sector that can hold the line under pressure, adapt quickly, and lead with credibility.

As Africa stands at the intersection of reform and renaissance, the quality of our governance will determine whether our institutions can deliver stability, inclusion, and sustainable growth.

Capacity must come before complexity.

It’s not only the right thing to do; it may be the most strategic investment of our time. Are you interested in exploring public sector leadership, financial accountability, or governance readiness? Let’s have a conversation.

learningsolutions@hpierson.com

Digital transformation is increasingly essential for federal and state governments in Africa due to its potential to address key challenges and drive socio-economic development.

1. Improved Service Delivery and Accessibility

Enhanced Public Services: Digital transformation allows governments to improve the quality, efficiency, and reach of public services, making them more accessible to citizens, even in remote areas. E-governance platforms enable citizens to access services like healthcare, education, tax filing, and social security benefits online.

Citizen-Centric Services: By digitizing services, governments can shift towards a more citizen-focused approach, reducing bureaucratic delays and eliminating inefficiencies in service delivery. Online portals and mobile applications offer round-the-clock access to services, cutting down on time and travel costs.

2. Increased Transparency and Accountability

Fighting Corruption: Digital systems reduce human intervention, decreasing opportunities for corruption. E-procurement, for example, can automate the bidding process, ensuring fairness and transparency in government contracts.

Real-Time Monitoring: Digital tools provide governments with real-time data on projects, budgets, and public services, increasing oversight and enabling better decision-making. It also allows citizens to track government initiatives, improving trust between the public and the state.

Economic Growth and Innovation

Stimulating the Digital Economy: A digital transformation strategy can help governments foster the growth of tech ecosystems and digital industries. This creates new jobs, attracts foreign investment, and opens up new economic opportunities, especially in sectors like fintech, e-commerce, and mobile communications.

Support for SMEs: Digital platforms help small and medium-sized enterprises (SMEs) gain access to markets, government contracts, and financial services, boosting local economies and reducing poverty.

4. Efficiency in Governance and Cost Reduction

Streamlining Government Operations: Digital systems can help governments reduce costs by automating routine tasks, improving workflow management, and minimizing paperwork. This is crucial for governments with limited budgets.

Resource Optimization: Digital technologies, such as cloud computing, data analytics, and AI, enable governments to optimize resource allocation, ensuring that scarce resources like healthcare, water, and electricity are efficiently distributed based on real-time demand.

5. Inclusion and Bridging the Digital Divide

Access to Underserved Communities: In many African countries, large portions of the population live in rural areas with limited access to government services. Digital platforms, powered by mobile technology, can bring essential services to these communities, helping to bridge the gap between urban and rural areas.

Empowering Marginalized Groups: Digital transformation can empower women, youth, and other marginalized groups by providing them access to education, employment, and financial services through digital platforms.

Data-Driven Decision Making

Enhanced Policy Making: Digital tools provide governments with valuable data and insights to improve policy design and implementation. With real-time data analytics, governments can make informed decisions, track progress, and adjust strategies based on measurable outcomes.

Disaster and Crisis Management: Digital technologies help governments respond more effectively to natural disasters, public health crises, and emergencies by using early warning systems, data collection tools, and communication platforms to coordinate efforts and allocate resources.

7. Building Resilience and Adaptability

Resilience to External Shocks: Digital transformation enhances government resilience in times of crisis. For example, during the COVID-19 pandemic, many African governments that had invested in digital infrastructure were better able to transition to remote work, implement digital learning, and ensure continuous delivery of services.

Adaptability to Technological Change: As new technologies like artificial intelligence, blockchain, and the Internet of Things (IoT) continue to evolve, digital transformation positions African governments to adopt these innovations and integrate them into governance processes.

8. Boosting Public Participation and Engagement

increased Civic Engagement: Digital platforms, such as social media, mobile apps, and websites, allow citizens to engage with their governments more easily, participate in policy discussions, and provide feedback. This fosters a more open and participatory governance model.

Inclusive Policy Development: Governments can use digital tools to collect input from citizens, ensuring that policies reflect the needs of the population. Public consultations can be conducted online, making the process more inclusive and reaching a wider audience.

9. Enhancing National Security and Data Protection

Cybersecurity and Data Management: As governments digitize, they need to strengthen their cybersecurity infrastructure to protect sensitive data, prevent cyberattacks, and ensure the integrity of their systems. Digital transformation includes investing in secure, reliable digital infrastructure to safeguard national interests.

Cross-Border Cooperation: Digital transformation also enables better coordination with neighboring countries on issues like border security, regional trade, and combating transnational threats such as terrorism and trafficking.

10. Supporting Sustainable Development Goals (SDGs)

Accelerating SDG Progress: Many African governments are committed to achieving the UN Sustainable Development Goals (SDGs). Digital transformation is a key enabler of this, particularly in areas like education (SDG 4), healthcare (SDG 3), economic growth (SDG 8), and reduced inequalities (SDG 10).

Environmental Sustainability: Digital tools can support sustainability efforts by improving environmental monitoring, energy efficiency, and natural resource management.

In conclusion, digital transformation is not just an option but a necessity for African federal and state governments. It enables more efficient governance, fosters economic growth, enhances public trust, and improves the quality of life for citizens across the continent.

FURTHER ENQUIRIES, CALL: +234 812 902 3329 (Charity) | +234 802 056 5056 (Ayo)

1. Improved Decision-Making

Benefit: Provides a structured approach to identifying, assessing, and managing risks, leading to more informed and strategic decision-making.
Details: By understanding potential risks and their impacts, public sector leaders can make decisions that are more aligned with the organization’s objectives and risk tolerance.

2. Enhanced Accountability and Transparency

Benefit: Promotes greater accountability and transparency in managing public resources and operations.
Details: ERM frameworks often include robust reporting and monitoring mechanisms that help ensure that risk management practices are transparent and that stakeholders are informed.

3. Increased Resilience to Disruptions

Benefit: Enhances the organization’s ability to anticipate, respond to, and recover from unexpected events and crises.
Details: By proactively identifying risks and developing mitigation strategies, public sector organizations can better handle disruptions and maintain continuity of services.

4. Optimized Resource Allocation

Benefit: Helps prioritize and allocate resources more effectively based on risk assessments and potential impacts.
Details: ERM enables organizations to focus resources on high-priority risks and areas that require the most attention, leading to more efficient use of public funds.

5. Enhanced Compliance and Legal Risk Management

Benefit: Aids in ensuring compliance with regulations, laws, and policies, thereby reducing legal risks.
Details: ERM systems help organizations stay informed about regulatory requirements and implement controls to comply with them, minimizing the risk of legal and regulatory penalties.

6. Better Strategic Planning and Execution

Benefit: Supports strategic planning by integrating risk management into the strategic planning process.
Details: ERM helps align risk management with strategic goals, allowing organizations to better anticipate challenges and opportunities and incorporate risk considerations into their strategic plans.

7. Improved Public Trust and Confidence

Benefit: Builds trust with the public by demonstrating a proactive approach to managing risks and ensuring accountability.
Details: Effective risk management practices can enhance the public’s confidence in the organization’s ability to manage public resources responsibly and deliver services effectively.

8. Enhanced Operational Efficiency

Benefit: Identifies and mitigates risks that could impact operational efficiency and effectiveness.
Details: By addressing potential operational risks, public sector organizations can streamline processes, reduce inefficiencies, and improve overall performance.

9. Proactive Risk Identification and Mitigation

Benefit: Facilitates the early identification of risks and the development of mitigation strategies before risks materialize into issues.
Details: ERM frameworks provide tools and methodologies for identifying emerging risks and developing plans to address them proactively, rather than reacting to issues after they arise.

10. Strengthened Stakeholder Engagement and Communication

Benefit: Enhances engagement with stakeholders by providing clear communication about risk management practices and outcomes.
Details: Effective ERM involves communicating risk management strategies and outcomes to stakeholders, fostering better relationships and ensuring that stakeholders are informed and engaged.

FURTHER ENQUIRIES, CALL: +234 812 902 3329 (Charity) | +234 802 056 5056 (Ayo)

In the public sector, the need for ongoing professional development is just as crucial as it is in the private sector.

Training programs can help public sector employees stay informed on best practices, adapt to changing demands and serve their communities more effectively.

In this blog, we’ll delve into the reasons why you should develop a training program for your employees, types of common training programs in the public sector and top tips on how to develop a successful one for your organisation or team.

Three Reasons Why Your Organisation Needs an Employee Training Program

1. To improve service delivery

Public sector organisations are responsible for delivering a wide range of services to the community. Training programs can help employees understand the needs of the community and develop the skills and knowledge needed to provide high-quality service.

2. To build capacity

Public sector organisations often face challenges in recruiting and retaining qualified employees, particularly in specialised areas such as IT, data or finance. Training programs can help build the capacity of existing employees and ensure that they are equipped with the skills and knowledge needed to take on more complex roles and responsibilities.

3. To foster a culture of continuous learning

It is important for all public sector employees to stay up to date on the latest policies, procedures, and best practices in their field. Training programs can help create a culture of continuous learning and ensure that employees can develop their skills and knowledge on an ongoing basis.

Our In-House training statistics from 2022 told us that employees who attended a training course found that their skills grew by 33%. This means that if employees can see the growth and change from the time and effort spent learning, they’re more likely to want to continue learning.

Four Types of Employee Training Programs for the Public Sector

There are many different types of employee training programs, but as the UK’s trusted public sector training provider, we’ve seen four specific types that are the most common for many organisations in the public sector:

1. Soft Skills Training

From verbal communication to written, soft skills training can cover various topics including how to give a strong speech, produce an engaging presentation, write an effective report or respond to complaints efficiently.

2. Compliance Training

Compliance training can differ depending on who needs it, but it can cover HR training (e.g. Equality and Diversity), business compliance training (Cyber-security awareness) or compliance for leaders training (Bullying and Harassment).

3. Specialised/Technical Training

Specialised or technical training often means hard, practical skills gained from in-depth training and hands-on practical education. From data analytics to financial reporting, this type of training can be for various job titles depending on the needs of the organisation.

4. Leadership and Management Training

It’s up to leaders and managers to ensure employees meet targets, maintain a healthy well-being and create an engaging, happy culture, all of which can be tricky, even for those who are experienced. Leadership and management training can teach various elements, from strategic planning to developing agile teams or even how to coach and mentor staff.

Five Tips for Building a Successful Employee Training Program

1. Identify the learning objectives and needs

Before designing the training program, it is essential to identify the training’s specific goals, objectives and needs. One of the most effective ways to do this is through a thorough skills gap analysis. This will help ensure that the training is targeted and focused on the areas where the employees need the most support.

2. Involve employees in the planning process

Involving employees in the planning process can help ensure that the training meets their needs and addresses any specific concerns or challenges they may have. It can also help increase buy-in and engagement with the training. Ask your employees questions such as:

What learning methods work for you?
What specific skills do you want to focus on or improve?
What kind of training will help you perform your job more effectively?

3. Use a variety of training methods

To keep things interesting and ensure the training is effective for all types of learners, consider using a variety of training methods such as workshops, group learning (In-House), half-day courses, case studies and practical face-to-face learning.

4. Use technology to your advantage

Technology can be a powerful tool for training, particularly when it comes to virtual training. Consider using online learning platforms, video conferencing tools or interactive simulations to deliver training.

5. Follow up and provide ongoing support

Training shouldn’t end when the programme is over. It is important to follow up with employees to see how they are applying what they have learned and to provide ongoing support as needed. This could include additional training sessions, coaching, or E-Learning that employees can use to continually develop their skills.

Now your training program has been completed, it’s time to evaluate how effective it was at reaching the intended goals. Here are five proven models to help you evaluate your learning and development initiatives.

Public Sector Training Program Q&A:

1. Why should you invest in a training program for employees?

From improving retention rates to boosting service efficiency, investing in a training program means you’ll be investing in your employees and the services they provide. An employee training program can also help your organisation meet its goals by building highly skilled and performing teams that are equipped for any challenge or opportunity.

2. What are the benefits of training programs for employees?

Training programs give employees the opportunity to learn a new skill, develop a current one, gain confidence and even gain a promotion. Some training topics may be dryer (or even boring) compared to others, but it’s important to highlight the benefits of learning and how it will help them improve the efficiency of their day-to-day tasks.

3. What’s the best way to identify the most effective training program for employees?

A skill gap analysis and feedback. These two things can unlock insights into the needs of the organisation and what employees want to learn. When you combine these two, you’re bound to have a successful training program. Get a free skills gap analysis using the button above.

4. How can you get key stakeholders on board with a professional training program?

You may have key stakeholders or senior staff who need convincing about the benefits of an employee training program. Two ways to gain buy-in are by:

Setting out clear objectives and the benefits for the organisation when employees achieve them
Showing feedback or input from employees to champion the idea

Source: https://blog.moderngov.com/

Older Posts

The Silent Challenge: Leadership and Institutional Readiness

The Opportunity: A Different Kind of Investment

Capacity must come before complexity.

1. Improved Service Delivery and Accessibility

2. Increased Transparency and Accountability

Economic Growth and Innovation

4. Efficiency in Governance and Cost Reduction

5. Inclusion and Bridging the Digital Divide

7. Building Resilience and Adaptability

8. Boosting Public Participation and Engagement

9. Enhancing National Security and Data Protection

10. Supporting Sustainable Development Goals (SDGs)

2. Enhanced Accountability and Transparency

3. Increased Resilience to Disruptions

4. Optimized Resource Allocation

5. Enhanced Compliance and Legal Risk Management

6. Better Strategic Planning and Execution

7. Improved Public Trust and Confidence

8. Enhanced Operational Efficiency

9. Proactive Risk Identification and Mitigation

10. Strengthened Stakeholder Engagement and Communication

Three Reasons Why Your Organisation Needs an Employee Training Program

1. To improve service delivery

2. To build capacity

3. To foster a culture of continuous learning

Four Types of Employee Training Programs for the Public Sector

1. Soft Skills Training

2. Compliance Training

3. Specialised/Technical Training

4. Leadership and Management Training

Five Tips for Building a Successful Employee Training Program

1. Identify the learning objectives and needs

2. Involve employees in the planning process

3. Use a variety of training methods

4. Use technology to your advantage

5. Follow up and provide ongoing support

Public Sector Training Program Q&A:

1. Why should you invest in a training program for employees?

2. What are the benefits of training programs for employees?

3. What’s the best way to identify the most effective training program for employees?

4. How can you get key stakeholders on board with a professional training program?

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