25 March 2026
Outplacement and career transition support for 1200 ICB staff in the North of England
ICBs are in the midst of significant organisational change. With large swathes of staff impacted, they are approaching specialist talent partners, that have a deep understanding of the current recruitment market, to support their people through the uncertainty and help them to successfully transition into new roles.
This case study, of a career transition and job-search programme commissioned by a large ICB in the North of England, illustrates what practical, compassionate workforce transition looks like in practice, and how responsible NHS employers can help staff through large-scale restructures.
This kind of support not only helps staff through a challenging period in their lives, for ICBs under financial pressure, these are important interventions that help them better manage cost control, while maintaining morale and their organisational cultures.
The challenge
From the outset, the brief was clear: support their 1200 employees through uncertainty, help maximise internal redeployment opportunities, and ensure that those leaving the organisation were equipped to move forward with confidence.
Our approach
Seymour John designed a programme to address these priorities, combining communication, application support, interview preparation and, where required, future-focused job-search training.
The programme began with online presentations to all 1200 staff, in June 2025, giving them an overview of the ongoing support available over the following months. The initial session covered practical guidance on job applications, interview preparation, career planning and external job search support, alongside advice on resilience and managing change.
The programme was designed to give people clarity at an early stage and help them focus on constructive next steps during a difficult period.
As the organisational restructure progressed, the support offer evolved in line with the needs of the workforce. Seymour John’s role has been to provide timely, relevant help at each stage rather than a one-size-fits-all intervention.
The original proposal anticipated two broad phases:
- Support for employees applying for roles within the new structure
- Job search training for those leaving through voluntary or compulsory redundancy.
This approach reflected the ICB’s aim to promote internal redeployment, wherever possible, while also treating those exiting the organisation with fairness and respect.
The importance of maintaining morale and productivity, during times of transition cannot be underestimated. When colleagues see peers being treated well, it helps maintain engagement among retained staff, reduces sickness absence, and helps prevent productivity dips that can create hidden costs or require agency cover. ICBs already face tight workforce budgets; proactive redeployment and career-transition support can offer significant redundancy-spend savings.
The programme is now at a key live stage. Seymour John is currently supporting staff who are taking voluntary redundancy, while at the same time helping those who remain in the organisation to optimise their applications and prepare for interview. This includes guidance on NHS Jobs and TRAC applications, improving “additional information” responses, and building confidence in answering competency-based interview questions. These workshops have been designed so employees can book sessions around their diaries, ensuring the support is accessible and practical during a demanding period.
What has been particularly important is the flexibility of the support model. The assistance has been tailored to reflect differing needs across staff groups and pay grades, recognising that some colleagues need broad-based practical advice, while others benefit from more personalised coaching.
The offer has therefore remained responsive to the realities of the restructure and the likely number of exiting staff, with the programme adjusted accordingly as the process has unfolded.
Looking ahead, the next phase will focus on those who are unsuccessful in securing a role within the new structure. These individuals will be supported through dedicated Job Search Training to help them compete effectively in the external market. This will include job search strategy, CV and cover letter support, LinkedIn and online branding advice, interview techniques and agency engagement, with enhanced and executive-level support available where appropriate.
The result
Feedback so far has been extremely positive, with staff feeling they are getting valuable advice at a critical stage of their career planning; and a sense of feeling supported by their employer during what is without doubt a traumatic and challenging period for all concerned.
25 March 2026