In 2022, only 4% of people were employed in digital roles throughout the public sector, highlighting the need to embrace technology, upskill internally and produce better outcomes for everyone. The way to do it is by employing public sector employees as ‘change agents’.

Usually recruited from within the organisation, change agents help to manage the relationship between the organisation and the individual for a smooth digital transformation. The best change agents have extensive experience in department processes and technology and can offer moral support to those cautious of change.

Full-time change agents can be expensive and may divert some of the best and most productive people from a team. So organisations should make smart decisions about how a change agent programme is staffed, managed and supported.

As part of Microsoft’s Innovate Together programme, the Change Agent programme aims to train at least one person in every public sector service to be a catalyst for change. Delivered through expert training sessions and an online community of UK public sector change agents, the programme will provide a platform for the rapid exchange of ideas and solutions to maximise your journey to digital transformation.

This article offers insights into the powerful role of the change agent and allows you to register for the next Change Agent training programme in June 2023, open to those from Local Government organisations.

Delivering transformation benefits on the ground with a change agent

A change agent supports strategic transformations to deliver benefits locally on the ground. They also act as transformation conduits from a technology and a culture perspective. On one hand, they need to supply the central team with regular progress reports and flag up potential issues. On the other hand, they need to win over colleagues and support them in embracing new technologies and ways of working that may be unfamiliar to many.

Using technology to overcome complexity

Given the right training, change agents can match an organisation’s needs with the technology that it already has and advise on other opportunities. The Change Agent programme provides training on a whole host of transformational technologies such as AI and Power Automate, along with insights into how to leverage the tech you are likely already using day to day, from Microsoft Teams to SharePoint.

The training also equips participants with an understanding of the principles of change, how to lead and support change, different learning styles and meeting accessibility requirements through technology; providing attendees with the confidence, theory and practical examples to embrace and lead change within their own organisations.

Confidence in these ‘softer skills’ is crucial in enabling change within a complex industry, which is why one day in the five-day Change Agent programme option is dedicated to providing attendees with the skills to enable change. This content is delivered by industry experts; supporting colleagues to adopt digital tools requires empathy and an understanding of human psychology as well as knowledge of the products being used.

The programme also offers a bespoke version for managers within local government, providing them with sessions on how to support their teams with change, as well as technology specific sessions. This is imperative to fostering a culture of change through a top-down approach.

What really brings the training to life is the real-world examples of how other public sector organisations have leveraged these technologies as the catalyst for change within their own teams. After completing the sessions, the change agents are invited to join a digital community of alumni to further share best practice, providing access to a wider support network at anytime, anywhere.

Even where organisations across the public sector provide completely different services, most have shared common problems and therefore benefit from understanding what technologies others have implemented to resolve these issues. For example, many have a similar approach to technology-enabled time and task management, automation of document ingestion, and reporting. Collaboration between change agents should therefore be encouraged, even if that means overcoming competitive instincts.

How change agents enable transformations that differ in scale

Whilst all public sector transformations differ in scale and scope, the success of a change agent depends on a close understanding of how people respond to – and eventually accept – the introduction of technology into their working life. Leaning on a community of change agents continues to be an invaluable resource to previous alumni.

Large scale transformations could include the introduction of a new HR system. For a smaller transformation, a change agent might help a local council save time on admin by enabling the adoption of some simple digital tools. The Change Agent training programme looks at a wide range of common problem statements and the technologies that help to address some of those issues, with digital breakout rooms to discuss and collaborate.

The first key to achieving measurable benefits from change lies in finding opportunities for efficiencies that might start small or incrementally but can then scale across an entire organisation. The second key is to persuade colleagues to collaborate with the transformation programme and embrace technologies that empower them to do more with less. This usually begins by showing them that change is possible, even on a small scale. This is why change agents benefit from training in technology acceptance strategies throughout the course.

Acquiring change-agent skills

Change agents can be full-time professionals who are qualified to optimise a large-scale programme, or enthusiastic volunteers who work within their teams to deliver measurable results on the ground.

Giving these proactive individuals a forum to update their skills and coordinate their efforts adds value to any organisation’s transformation effort by enhancing its collective intelligence. In other words, a coalition of change agents is greater than the sum of its parts.

Change agents can benefit from learning new skills and putting them into practice at the same time. This is often more efficient than attempting to accelerate onboarding with an intense training schedule at the outset. Enabling new recruits to gradually build their confidence through practice lessens the risk of overwhelming them with too much information. Not all change agents are volunteers; some are nominated by their manager to gather insights on the transformation programme, or to develop their career.

The Microsoft Change Agent programme

This free programme is a national initiative designed to support local and regional government (LRG) in its digital transformation efforts. It is open to Microsoft customers, and offers a five-day version aimed at the ‘change agents’ within an LRG organisation, and a two-day version for managers.

The training employs industry experts from Microsoft and Socitm, and experienced local authority staff to help prepare delegates in theories of change, using a wide variety of Microsoft technologies to address common industry problem statements. Delegates will have the opportunity to learn and engage with others in similar roles across LRG. The programme also provides an opportunity for participants to join a collaborative network of Change Agent alumni practitioners, while learning about digital transformation technologies such as Power Platform, Power Automate, and Power BI.

Read more about our Change Agent programme and partnership with Socitm in the Financial Times – Equip the public sector with digital skills for better government.

Find out more

Microsoft Learn for government
Microsoft Adoption Score
Microsoft Enterprise Skills Initiative
Digital Skills Hub

About the author

I am an Account Technology Strategist (ATS) at Microsoft, with an MSc in managing and leading IT systems change. I help customers understand how Microsoft products can solve business problems, and I lead the Change Agent programme within the Innovate Together programme. I’m passionate about technology acceptance and supporting scalable, sustainable change across public services.

The post Digital public services: How to drive transformation with change agents appeared first on Microsoft Industry Blogs - United Kingdom.

Using hard data as a starting point, we explore the changing world of hybrid work. Guided by our own experiences of neurodivergence and disability, we debate how a more collaborative and accessible approach can drive efficiency across the public sector. In most cases we find that it can be done using technology that governments already possess.  

As a former policy advisor with hands-on experience of shaping equality legislation, these issues are all very close to my heart. 

Aligning leaders and teams to make hybrid work, work

The first episode of the Public Sector Podcast Series, season four, is The Future of Work – Facing the Hybrid Challenge. In it, Microsoft’s Henry Rex, industry advisor, and Rakhi Sachdeva, modern workplace specialist, discuss findings from the latest Work Trends Index report. The numbers reveal a significant disconnect between managers and teams around attitudes to remote working. 87 percent of remote employees reported feeling confident in their productivity at work, while only 12 percent of managers felt the same way about the performance of their remote teams.  

Managers can benefit from investing more trust in their teams and using soft skills to ensure that everyone gets access to the vision and culture of the organisation, which is key to productivity. Helping staff learn new skills ‘on the go’ improves both retention and productivity. We also discuss how a more flexible approach to work can empower individuals who have differing needs to be more effective. Building trust between management and staff enables everyone to align around the public service mission; as Henry Rex points out, people often join an organisation for the money, but stay there for the culture.

Neurodivergence and the innovation challenge

In episode two, Innovate Together, Microsoft account technology strategist, Andrew Boxall, talks about managing change in government and how it can enable staff to embrace more productive and collaborative ways of working. Along the way we discuss our shared experiences of being neurodiverse in the workplace, which provides insights into the challenges of data-driven innovation. 

Addressing bias and differing learning styles enables public servants to collaborate better across organisations. The Innovate Together initiative, supported by Microsoft, aims to accelerate innovation and best practice sharing across the public sector. Trailblazers like Norfolk County Council provide an inspirational example of how advanced techniques such as robotic process automation can drive efficiency.  

Success depends on leaders who set an example and have the initiative to share their learnings. All our guests agreed that making better use of existing tools is a great way to achieve incremental efficiency gains in government, and start building confidence. 

Extending accessibility and inclusion to drive productivity 

In episode three, Accessibility, Equality, Diversity, and Inclusion, I speak to Maria Grazia Zedda, senior EDI manager at HS2, who is severely deaf. Maria Grazia speaks movingly about overcoming the challenges of disability and hardship when she arrived in London as a young woman. London is also where she found support on her career path and discovered her vocation, improving accessibility in the workplace for everyone. These uplifting experiences are captured in her first novel which is to be published in her native Italy. 

Maria Grazia welcomes the adoption of new technologies that enhance accessibility and inclusion, such as minicoms and auto-captions (Live Captions in Microsoft Teams), the use of which was accelerated by remote working. The momentum now needs to be maintained so that inclusion becomes a fundamental principle of the workplace and the built environment. 

Explore episodes from our previous series 

Our previous three podcast series provide fascinating insights into how efficiency in the public sector could be improved with fresh thinking.  

Public Sector Podcast Series – Season One

In Public Sector Podcast Series – Season 1, guests discuss how citizen services can be enhanced using new digital technologies. Further episodes explore the challenges of managing security across government in a digital world, and overcoming the barriers to legacy estate reduction. Hindsight is also explored as a means of understanding past mistakes and improving government performance in the future.

Public Sector Podcast Series – Season Two

Public Sector Podcast Series – Season 2 builds on these themes, looking at how citizen identity in government can be managed simply and securely. The challenges of hybrid work, and the uses of geospatial data science in the context of the government’s levelling-up agenda, are also up for discussion. A highlight from series two is the episode that draws lessons from the Environment Agency’s experience of digital transformation. Cross-government data sharing also comes under scrutiny.

Public Sector Podcast Series – Season Three

Public Sector Podcast Series – Season 3 digs deeper into data sharing and how citizens engage with government. We assess the government’s Green agenda and the challenge of data literacy in driving innovation across the public sector. And what, we ask, do young people think about entering public service? We devote an episode to figuring out the changing face of apprenticeship in a hybrid world.

Find out more

Successful trial of the Microsoft and Socitm Change Agent programme

Our innovation – Norfolk County Council

Microsoft 365 Collaboration Blueprint for UK Government – Microsoft Industry Blogs – United Kingdom

How the public sector can streamline operations and innovate with intelligent automation – Microsoft Industry Blogs – United Kingdom

About the author

Aaron has worked at Microsoft as an industry advisor for central government for the last four years. Before that he spent twenty-five years in the public sector across a number of departments, in both central and local government, leading on technology policy and strategy. Most notably, he worked on the creation of the Equality Acts (2006 and 2010), the Public Sector Equality Duty and the translation of the EU Accessibility Regulations over to the UK. Outside of his day job, Aaron lectures on accessibility, inclusion and neurodiversity at local institutions and across the wider tech sector.

The post How to make government more effective in a hybrid world: podcast series appeared first on Microsoft Industry Blogs - United Kingdom.

The role of technology is growing across all sectors. Therefore, it’s no surprise to find a corresponding surge in demand for technical skills. According to TechNation, tech jobs now make up 10 percent of all job vacancies. Despite this, many organisations often struggle to find candidates with the experience and knowledge they need. This is especially the case for advanced and specialist skills, such as data analytics, network security and AI.

The shortage of suitably qualified professionals for existing roles – let alone the estimated three million new UK tech jobs by 2025 – poses a major challenge to our economic recovery, productivity and growth.

Addressing the skills gap and creating new learners

To help tackle the widening digital talent gap, Microsoft launched Get On 2021 last October. Our five-year commitment focusses on driving technology adoption and increasing access to tech skills. As a result, we aim to empower more learners and boost the UK’s productivity and competitiveness.

Our specific commitment is to help 1.5 million people build tech careers across all industries, by empowering them with in-demand skills. We are also focussed on connecting 300,000 people to tech job opportunities through programmes such as the Microsoft Apprenticeship Network.

Living the life of a learner

At the heart of our Get On 2021 commitment is a belief that every person in the UK – whatever their background, life stage or career history – should have access to the skills, knowledge and opportunity needed to achieve more in a tech-enabled world.

It’s this conviction that underpins our new campaign to widen access to learning opportunities and empower more people to build in-demand skills.

We wanted to better understand the challenges and opportunities faced by learners across the UK. So, we recently set out to learn ourselves from people who are building tech careers. In our new campaign, #OwnYourStory, we share the tales of Amelia, Enrique and Poornima; three individuals with experiences that will resonate with learners and provide food for thought for leaders seeking to empower their workforce.

Enrique is at the very start of his tech career, having completed a digital apprenticeship after his GCSEs. Amelia has switched to a new career as a data analyst apprentice after working in care. And Poornima is a developer with a clear passion for lifelong learning and professional development. All three are in 10 of the most in-demand roles today.

Owning their story

Enrique, Poornima and Amelia have taken bold steps to start new chapters at different stages of their lives. They share a united passion for technology and, in reimagining themselves, they offer inspiration to others who may seek to unlock their own potential.

They also remind me why it is so important for organisations to think differently about attracting and developing diverse talent. It’s through a digital apprenticeships that Amelia and Enrique are unlocking their potential in a technology career. Additionally, Poornima reflects that she is often underestimated as a woman in her industry. Their personal experiences will resonate with many and may provide further inspiration for leaders on why it’s important to place diversity and inclusion at the heart of talent planning as well as sourcing talent from non-traditional pools such as through apprenticeships.

Above all, it’s hard not to feel inspired by Enrique, Poornima and Amelia’s zest for learning and development. They show that learning is a journey, not a destination. They show the potential that can be achieved with the right skills, knowledge and opportunity. It’s their enthusiasm and personal ambition that I see every day amongst other learners. And it’s a constant reminder of what can be achieved when we invest in learning and development.

Over the coming weeks, we’ll share more thoughts on how we can close the digital talent gap and empower more learners across the UK to own their story. In the meantime, I’d like to invite you to view Enrique, Poornima and Amelia’s stories. I would love to hear how learning has empowered you, or your team, in the comments below.

Find out more

Meet our learners: Discover how digital skills helped unlock their potential and how you can get started

Discover the report: Unlocking the UK’s Potential with Digital Skills

About the author

Simon is passionate about unlocking the potential in every person and organisation and has been with Microsoft since 1999. In his role as UK Chief Learning Officer, Simon is responsible for leading the learning culture and skilling strategy in the UK and driving the execution for customers, partners, employees, and future generation skilling. Prior to this, Simon has held several senior positions at Microsoft, leading several businesses across the UK and EMEA.

The post Empowering learners to build fulfilling tech careers appeared first on Microsoft Industry Blogs - United Kingdom.

Despite a minor slow-down at the turn of the year, primarily triggered by the political uncertainties in UK and ongoing global economic pessimism, the country’s manufacturing industry seems back on the track for growth. According to Microsoft’s AI research report, ‘Accelerating Competitive Advantage with AI’, both investment and employment are on the rise. Meanwhile, the UK government’s 2019 Industrial Strategy initiative will see £110 million of funding injected into AI development for the sector.

Our manufacturing is a global leader when adopting emerging digital transformation strategies such as AI, with the report revealing more than half of UK manufacturers (51%) are currently using AI to some degree, an increase of 3% since 2018. However, the sector faces challenges regarding the pace and scale of AI adoption.

Allaying Fears

A key challenge the sector faces is the fear among unions and workers about the risks automation poses to jobs, despite acknowledgement that these emerging technologies could give the much needed boost to productivity and safety. These concerns must be addressed and allayed if the industry is to truly move forward on its AI-led digital transformation.

The AI research report provides some interesting insights: we see more than half of UK manufacturing leaders (54%) saying they don’t understand how their organisation’s AI solutions arrive at their conclusions, while 51% admit they would not know what to do if they ever disagreed with their AI’s recommendations. Although lower than the national average (63% and 57% respectively), this still leaves a lot of room for uncertainty – and improvement – especially as UK manufacturers try to build on the positive beginnings and move towards becoming fully AI-enabled organisations.

Strong industry leadership is essential. Business leaders must to immerse themselves in the technology, fully getting to grips with how it works, where in the value chain it can be most beneficial, and what to do when teething problems or conflicts occur.

This challenge is appropriately described in the words of Mark McNally, Challenge Director UK Research and Innovation:

‘Leaders need to understand what you hope to achieve and what steps you need to take to get there. The capabilities of AI are growing, but you need to know what you are trying to fix before implementing anything. The danger is having a technology solution looking for a problem. The capabilities of AI are growing, but you need to know what you are trying to fix before implementing anything.’

An internal disconnect

Alongside the operational challenges, there’s also an important cultural impact to consider. In a sector where automation is increasingly commonplace, workers continue to feel uncomfortable about the effect this may have on their job roles. If leaders cannot communicate where, why, and how their organisation’s AI solutions are working, it’ll be difficult to create a culture where workers are empowered to re-skill. Teams need to participate and work alongside machines, rather than feel threatened by them.

Our research indicates a situation in which leaders are not telling and staff are not asking. 95% of staff say they’ve never been consulted by their boss about the introduction of AI. In the same vein, 85% of leaders claim workers have never approached them about AI either. And when asked if teams in their organisation are able to share knowledge and experiences from using the technology to help each other, 39% of manufacturing leaders said ‘yes,’ but only 26% of staff agreed.

The way ahead

Richard King, Sales Director, Manufacturing at Microsoft UK, explains a roadmap for the way ahead.

‘For manufacturers, there are broadly four stages of the AI journey: driving visibility and insights; creating predictability; automation and being prescriptive; and being cognitive and autonomous. Currently, organisations tend to be largely operating at stage one. So, to derive full value from AI, they need to start accelerating their progress. And that is as much about a cultural transformation as it is a technological one.’

It seems, then, that the biggest barriers to the UK manufacturing industry’s move through King’s ‘four stages’ and into full AI implementation at scale are more cultural than technical.

Staff at all levels need a chance to re-skill and help shape the technology’s impact on their day-to-day work. Employees on the front-line need reassurance about their future job prospects in an automating sector. And communication needs to flow freely in both directions to foster a culture of collaboration, inclusiveness and responsible use.

As Nancy Rowe, Head of Inclusion & Diversity at digital transformation firm Publicis Sapient, puts it:

‘From a structural perspective, organisations must instil processes for educating leaders, managers and employees across the business. They have to know what inclusion looks like, then help people build the skills required to be an inclusive manager or team member.’

Meanwhile, Rina Ladva, Sector Director Manufacturing & Resources UK appropriately summarises the next steps:

‘In an industry that, compared to others, is forging ahead on its AI-led digital transformation, it is vital organisations ensure they know exactly what problems they are trying to solve while keeping their eyes firmly fixed on the humans too.’

If UK manufacturing factors in these insights, it will be well positioned to achieve its vision of being among the largest five manufacturing and industrial nations globally by 2021.

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