I worked for network rail as a risk analyst and gained risk mgt and project mgt qualifications plus a host of significant experience on major programmes Like crossrail, working across all major disciplines (civils, track, signalling, ole telecoms etc.)
in that time (and particularly in the final 2 years of my employment from 2019 to 2021 I was effectively doing the work of two people as colleagues in my team who left were not replaced (and the team already had a lean structure prior to their departures).
all I wanted was some recognition for the effort and quality of work that I was putting in, and to be given the opportunity to progress within the organisation
In terms of recognition I was told the fact that I was doing the work of two people was nothing special because there were many colleagues in the same position.
In terms of career progression, when I suggested to an hr director that the company could consider having a salary banding system that recognised that people (while nominally in the same post) had differing levels of professional experience and qualifications the guy laughed in my face.
it was at that point that I decided to leave and get a job with a consultancy and significantly increase my salary and career opportunities.
Having done so it is quite possible that I could at some point be sent back to nr to work as a consultant, except not only will they have to pay my significantly increased salary, they will also have to pay the contractor overheads and profit margins.
If I was to be placed on nr the cost would be at least double what they were paying me and most likely somewhere between 3 to 6 times more.
now risk is only one of many specialist disciplines within nr, but the same scenario is being played out across all specialist disciplines within nr. The organisation won’t pay people what they are worth, those people then leave and work for consultancies leaving nr with a deficit of resources that they seek to fill through outsourcing to consultancy firms at massively increased costs.
this is only one aspect of inefficiency in the rail industry against a backdrop of a much wider range of issues (driven by inadequate strategic direction and decision making) that is replicated right across the public sector.
So be careful with your catcalls about “if you don’t like it leave”, because that is exactly what people are doing and it is one of the number one detriments to economic, efficient and effective delivery within the public sector. Especially when those people can’t be replaced even by consultancy firms (for example specialist teaching discipline vacancies).
