Ensure sufficient HR capacity and expertise

Why it matters

While future ICB mergers are less likely to be going through the same scale of staff reduction as ICBs in 2025/26, continued organisational change is probable, particularly if new boundaries do not reflect current clustering arrangements. Constraints in HR capacity and capability can impact leaders’ ability to meet transition milestones, for example payroll providers being unable to meet the scale of organisational change.

Merging ICBs also face additional HR complexity in implementing their restructures alongside the formal transition. Most notably, the national voluntary redundancy scheme stipulates that staff who would be transferred between ICBs as part of the merger process and as new boundaries are drawn, would not be eligible for voluntary redundancy. This can mean delays to when staff could be transferred to new organisations, as well as prolonged uncertainty. 

ICBs merging in later phases, particularly in 2027, may face challenges in delivering their legal transition if HR capacity is reduced through ongoing restructures at the same time as merger demands increase.  

What works in practice

Having a strong, professional HR function was seen as critical to managing workforce processes, consultation requirements and organisational change effectively. 

Advice from ICB leaders

• If possible, mitigate capacity challenges by bringing in additional external HR capacity to supplement in-house provision.