Change is inherent within the public sector across federal, state and local governments. From elections to reform and Machinery of Government transitions (MoG), public servants undergo constant and complex change. The nature of these changes is often large-scale and widespread.
The ripple effect is felt deeply. From disrupted workflows to evolving mandates, public servants are increasingly being asked to adapt, regroup and realign. With growing change fatigue across the sector it’s clear that: more support is needed to help people through the emotional strain of change, not just the structural change.
A change in government can mean more than a new or re-elected candidate or government, it can trigger a complete overhaul in how departments are structured, with agencies taking on new functions and mandates to achieve campaign promises.
This has played out recently at both state and federal levels. In Queensland, the election of a new government triggered a large-scale change of departments and responsibilities across the public sector. While federally, the incumbent party returned, leading to reshuffles in ministerial portfolios and changes due to new priorities.
MoG changes, authorised by Administrative Arrangements Orders or decisions made by either the Cabinet or Prime Minister, are complex and long-term by nature. They involve significant reallocation of responsibilities between departments, merging or splitting of agencies and the redeployment of staff. These reforms can take years to fully embed, requiring sustained effort and support.
What makes change in government so unique, and often more challenging, is the nature of the workforce. Many public servants have long tenure in their roles, having built deep expertise and institutional knowledge over years, sometimes decades. As a result, the idea of change, particularly moving roles or stepping outside the public service, can feel unsettling or even overwhelming.
Unlike many private sector restructures, the public sector has formal redeployment processes embedded into Enterprise Bargaining Agreements (EBAs). These typically include a 12-week or longer redeployment period where designated employees are supported to seek other opportunities internally.
This period can be emotionally taxing. Many affected employees haven’t updated a resume in years, let alone interviewed or reconsidered about their career path. There can be limited understanding of their transferable skills or how to position themselves for new opportunities, especially outside of government.
Leaders face unique pressure, too. Many are expected to reapply for their own roles while managing team morale, driving delivery and helping their people through uncertainty. Supporting these leaders to build personal and team resilience is critical, not just to weather the storm, but to lay the foundation for future culture and performance.
Career transition and outplacement coaching providers play a vital role in helping public servants through these challenging periods. The most beneficial support is grounded in a deep understanding of how the sector operates, focused not only on the mechanics of departmental structures, but also on capability building and emotional resilience of public servants.
Coaching gives employees time and space to explore career goals, reflect on their capabilities and proactively prepare for what’s next. It helps them make informed decisions, whether that’s pursuing an internal opportunity, navigating an Expression of Interest or considering a move outside government.
Expert coaches bring value through resume guidance, interview preparation and support in mapping and articulating transferable skills. For those leaving the public sector after many years, this is particularly critical.
For leaders, coaching often focuses on change leadership, emotional intelligence and rebuilding team culture in the aftermath of change. Once restructures are finalised, leaders are tasked with setting a new direction, reigniting engagement and helping teams move forward. This stage of “rebuild” is just as important as the change itself.
As Australia’s public sector continues to evolve in response to shifting policies, fiscal constraints, complex geo-political events and community needs, workforce resilience will be the key to long-term success.
Investing in tailored career transition and outplacement support is no longer a nice-to-have, it’s a strategic imperative. By helping public servants take ownership of their careers, build confidence in their capabilities and navigate change with support, governments can ensure their workforce remains engaged, resilient and future-ready.
Change is inevitable. But with the right support, public servants can move through it with purpose.
