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Body leasing in the public sector is gaining prominence as an effective way of acquiring the specialists needed for key projects. With this model of cooperation, government institutions can respond flexibly to changing staffing needs without the need for a lengthy recruitment and permanent hiring process. The article discusses the benefits and challenges of applying body leasing in public administration, including legal aspects, cost effectiveness and impact on the quality of services provided. Learn how body leasing can assist the public sector in effectively managing human resources and achieving social goals.

What is body leasing in the context of the public sector?

Body leasing in the public sector involves the temporary acquisition of highly skilled professionals from external suppliers to carry out specific projects or tasks. In this model, the public institution does not hire employees directly, but “leases” them from companies specializing in body leasing services.

These employees remain formally employed by the leasing company, but perform work for and under the direction of the public institution. Body leasing allows the public sector to flexibly acquire specialized skills that may be lacking internally, without having to go through the time-consuming process of recruiting and hiring on a permanent basis.

According to a 2019 report by the European Commission, the market for body leasing services for the public sector in the EU has reached €5.7 billion, showing the growing importance of this model in public administration.

Why has the public sector begun to take an interest in body leasing?

The public sector has begun to take an interest in body leasing for several key reasons. First, public administrations are facing increasingly complex challenges, such as digitization, energy transformation and demographic change, which require specialized competencies that are often not available internally. Body leasing allows for the rapid acquisition of experts who can support public institutions in meeting these challenges.

Second, the public sector often faces budget and staffing constraints. Hiring permanent staff involves long-term financial commitments and is a time-consuming process. Body leasing offers a more flexible and cost-effective model in which institutions pay only for the resources actually used.

Third, body leasing can address seasonal or project demands for specialists. Many initiatives in the public sector, such as the implementation of new IT systems or infrastructure projects, require a temporary increase in staffing. Body leasing allows for efficient scaling of teams up and down as needed.

A survey conducted by consulting firm Deloitte in 2020 found that 68% of public institutions in Europe consider talent acquisition as one of their top three HR challenges. Body leasing is becoming an increasingly considered option in response to this challenge.

What are the main differences between body leasing and traditional government employment?

The main differences between body leasing and traditional government employment relate to the form of employment, flexibility, cost and recruitment process.

In the traditional model, employees are hired directly by a public institution, most often under an employment contract. This involves a long-term commitment on the part of the employer, who is responsible for all employment issues, such as paying salaries, making social security contributions, providing vacations or training. The process of recruiting and selecting candidates is carried out by the institution itself, which can be time-consuming and costly.

In the body leasing model, employees formally remain employed by the leasing company, which is responsible for all the employer’s duties. The public institution “hires” the employees for a specific period of time or for a specific project, paying the leasing company an agreed rate. This gives greater flexibility in managing human resources - the institution can quickly acquire the specialists it needs and just as quickly end the cooperation when the need for their competence ends. The recruitment process is carried out by the leasing company, which relieves the burden on the public institution.

Body leasing can also be more cost-effective, especially for short-term projects. The institution pays only for the resources actually used, without incurring long-term employment costs. At the same time, rates in body leasing can be higher than for traditional employment, due to the highly specialized nature of the competencies being acquired.

However, it is worth noting that body leasing also involves certain challenges, such as integration of external employees into the team, knowledge management or potential loss of know-how at the end of the project. Therefore, the decision to use body leasing should always be preceded by a thorough analysis of needs and risks.

What benefits can body leasing bring to state institutions?

Body leasing can bring a number of benefits to government institutions that translate into improvements in operational efficiency and the quality of public services provided.First and foremost, body leasing allows the acquisition of specialized competencies that may be lacking internally. This is especially true in areas such as IT, cyber security, data analysis, project management or specialized areas of law. With body leasing, public institutions can benefit from the knowledge and experience of experts, without having to hire them on a permanent basis.

Flexibility is another major benefit. Body leasing allows you to quickly scale teams up and down depending on your current needs. This is particularly valuable for projects of limited duration or initiatives that require temporary staff augmentation. Institutions can acquire additional resources for the duration of the project and, upon completion, terminate the partnership without long-term commitments.

Body leasing can also help optimize costs. Institutions pay only for the resources actually used, without incurring long-term employment costs such as salaries, social security contributions or training costs. This is particularly beneficial for projects with limited budgets or when the need for a particular competency is intermittent.

Another benefit is the transfer of knowledge and good practices. Employees acquired through body leasing often have experience from working in different organizations and projects. They can bring new perspectives, work methods and innovative solutions to a public institution. Cooperation with external experts can also stimulate competence development of the internal team through the exchange of knowledge and experience.

Body leasing can also speed up project implementation. Acquiring ready-to-work, highly qualified specialists allows initiatives to start faster and run more efficiently. Public institutions do not have to go through the time-consuming process of recruiting and deploying new employees, which translates into shorter project implementation times.

Finally, body leasing can support innovation and digital transformation in the public sector. External specialists can bring new technologies, tools and work methodologies to an organization that accelerate the digitization of public services and improve their quality.

According to a 2021 report by consulting firm KPMG, 74% of public institutions in Poland consider competence acquisition a key challenge in digital transformation. Body leasing can be an effective tool in responding to this challenge.

What areas of the public sector can most benefit from body leasing?

The potential benefits of body leasing apply to many areas of the public sector, but some areas may particularly benefit from this collaborative model.

One such area is IT and digitization. The digital transformation of public administration requires specialized competencies in software development, database management, cyber security or data analysis. Body leasing makes it possible to acquire IT experts who can support public institutions in implementing new IT systems, developing e-services for citizens or ensuring data security.

Another area where body leasing can bring significant benefits is project management. Many initiatives in the public sector, such as major infrastructure projects, the implementation of reforms or the organization of national events, require advanced competence in project planning, coordination and control. External project management specialists can support public institutions in the smooth implementation of these projects.

The public sector can also benefit from body leasing in the area of human resources management. Bringing in HR experts can help optimize recruitment processes, implement modern employee evaluation systems or design career paths in public administration. External specialists can also support institutions in managing change and shaping organizational culture.

Another area where body leasing can be valuable is in data analysis and research. Public institutions collect huge amounts of data, the effective use of which requires specialized analytical and statistical expertise. Outside data analysis experts can help process and interpret this information, providing decision-makers with valuable insights to support decision-making.

Body leasing can also find application in fields that require unique competencies, such as law, public procurement, environmental protection or energy. Acquiring experts in these fields can support public institutions in developing regulations, conducting tenders or implementing public policies.

According to data from the Ministry of Digitization, by 2020 there will be a shortage of about 3,000 IT specialists in the Polish public administration. Body leasing could be one of the tools to close this competency gap and accelerate the digitization of the public sector.

What competencies and skills are most commonly acquired by the public sector through body leasing?

The public sector is reaching out to body leasing to acquire a variety of competencies and skills that are needed to carry out increasingly complex tasks and projects. Among the most commonly sought-after specializations are:

  • IT competencies: programmers, developers, database specialists, cybersecurity experts, artificial intelligence and machine learning specialists, data analysts, IT system architects.

  • Project management: project managers, specialists in management methodologies (e.g. Agile, Scrum, Prince2), project coordinators, risk management specialists.

  • Analysis and research: data analysts, statisticians, economists, sociologists, public policy evaluation experts, modeling and forecasting specialists.

  • Law and procurement: lawyers, procurement specialists, experts in European law, specialists in personal data protection (RODO), auditors.

  • Human resource management: HR specialists, recruitment experts, trainers, talent management specialists, employer branding experts.

  • Communications and PR: social communication specialists, PR experts, copywriters, social media specialists, graphic designers.

  • Specialized fields: engineers, environmental experts, energy experts, transportation experts, urban pla

ers, public health experts.

In addition to specific substantive competencies, the public sector is also looking for employees with developed soft skills, such as communication, teamwork, creativity, adaptability and resistance to stress. In the context of working in public administration, qualities such as ethics, impartiality and public service orientation are also valuable.

It is worth noting that the need for specific competencies may vary depending on the specific nature of the institution and the projects being implemented. For example, ministries in charge of infrastructure will need more engineers and project management specialists, while offices in charge of social policy may be looking for more data analysts and evaluation experts.

According to the World Economic Forum’s report “The Future of Jobs 2020,” among the 10 most desired competencies in the labor market in 2025 will be critical thinking, analysis and problem solving, self-organization, active learning and resilience. The public sector will have to compete for employees with these competencies, and body leasing could be one tool to attract them.

How can body leasing support the implementation of IT projects and digitization of public administration?

Body leasing can play a key role in supporting the implementation of IT projects and the digitization of public administration. The digital transformation of the public sector requires specialized technological competencies that are often lacking internally. Through body leasing, public institutions can acquire IT experts, such as programmers, developers, database specialists or cybersecurity experts, who have the knowledge and experience necessary to implement innovative digital solutions.

Outside IT specialists can support public institutions at every stage of a project - from requirements analysis and system design, through software development and testing, to implementation and maintenance. Their knowledge and experience can contribute to faster and more efficient implementation of IT projects, while ensuring high-quality results.

Body leasing can be particularly valuable for projects requiring unique or niche competencies, such as the implementation of solutions based on artificial intelligence, blockchain or the Internet of Things. Acquiring experts with hands-on experience in these areas can significantly accelerate the adoption of innovative technologies in the public sector.Z

hese IT professionals can also bring to public administration knowledge of best practices and industry standards, such as agile methodologies (Agile, Scrum), continuous integratio and software deployment (CI/CD) or IT service management (ITIL). The implementation of these practices can help increase the efficiency and flexibility of IT departments in public institutions.

Body leasing can also play an important role in ensuring cyber security. As public services become increasingly digitized, the risk of cyber attacks and data security breaches is growing. External cyber security experts can support public institutions in designing and implementing effective protection strategies, monitoring threats and responding to incidents.

Finally, body leasing can be a tool for knowledge transfer and competence building within the organization. Collaborating with external IT experts gives public administration employees the opportunity to learn from experienced professionals, acquire new skills and broaden their horizons. In the long run, this can contribute to the development of human capital and increase the ability of public institutions to implement digital projects on their own.

An example of the successful use of body leasing in the digitization of public administration can be seen in the e-Delivery project implemented by the Ministry of Digitization. As part of this project, external IT experts supported the ministry in implementing a system enabling electronic communication between offices and citizens. Thanks to the involvement of specialists acquired in the body leasing model, the project was implemented within the planned time and budget, and the e-Doręczenia system became one of the key elements of digital administration in Poland.

What is the process of implementing body leasing in government entities?

The process of implementing body leasing in public administration units involves several key steps. The first step is to identify needs and determine required competencies. The public institution needs to define precisely what skills and experience are needed for a particular project or task. This may require consultation with department heads, a competency gap analysis and a review of the scope and objectives of planned projects.

After defining the requirements, the next step is to select a body leasing service provider. A public institution usually conducts a bidding procedure in accordance with public procurement regulations. In the terms of reference (ToR), it defines detailed requirements for the qualifications and experience of the specialists sought, the scope of their duties, the duration of the project and the criteria for evaluating bids. It is important to include in the selection criteria not only the price, but also the quality and suitability of the proposed candidates.

The selection of a supplier is followed by a stage of recruitment and selection of specific specialists. The company providing body leasing services presents the public institution with candidates who meet specific requirements. The institution has the opportunity to interview and evaluate the candidates in terms of not only their substantive competence, but also their fit with the organizational culture and the specifics of working in the public sector. This stage ends with the selection of specific specialists to be involved in the project.

The next step is onboarding, which is the introduction of external employees to the organization. This includes not only formal aspects, such as signing contracts or granting access rights, but also familiarizing specialists with the goals of the project, responsibilities, work methods and organizational culture of the institution. It is important to ensure the smooth integration of external employees into the internal team and create conditions for effective cooperation.

During the course of the project, ongoing management of the work of external specialists is crucial. This includes assigning tasks, monitoring progress, providing necessary resources and information, and communicating regularly with staff and the leasing company. The public institution should designate a person or team responsible for coordinating the work of external specialists and ensuring a smooth flow of information.

At the end of the project or leasing period, there is a clearing and evaluation stage. The public institution evaluates the quality of the work of external specialists, the results achieved and the cooperation with the leasing company. Conclusions from this evaluation can be used to improve the body leasing process in the future and to decide on possible further cooperation with a particular supplier.

It is worth noting that the process of implementing body leasing may vary depending on the specifics of the institution, the scale of the project and the applicable regulations. Some entities may have more extensive procedures or additional requirements, for example, related to information security or conflict of interest. Therefore, it is important that the process is tailored to the context of the particular organization and project.

What are the biggest challenges and risks associated with body leasing in the public sector?

While body leasing can bring many benefits to public institutions, it also comes with certain challenges and risks that should be taken into account when deciding whether to use this model.

One of the main challenges is to ensure compliance with the law, in particular the Public Procurement Law. The process of selecting a body leasing service provider must be conducted in a transparent, non-discriminatory maer and in accordance with the principles of fair competition. Public institutions must ensure that the requirements and criteria for evaluating bids are precisely defined and that the selection process is reliably documented. Irregularities in this regard can lead to allegations of violations of the law and legal consequences.

Another challenge is the effective integration of external employees into the institution’s internal team and organizational culture. Employees acquired through body leasing may have different experiences, habits and expectations than regular government employees. This can lead to misunderstandings, conflicts or communication problems. Institutions must ensure that external specialists are properly introduced, roles and responsibilities are clearly defined, and conditions are created for harmonious cooperation.

A risk associated with body leasing is also the potential loss of know-how and dependence on external suppliers. If key competencies and knowledge are concentrated mainly among external employees, the institution may find it difficult to maintain business continuity once the project ends or the contract with the leasing company is terminated. It is important to ensure knowledge transfer to the internal team and to develop the competencies of your own employees during the collaboration.

Body leasing also involves legal and reputational risks in the event of illegal or unethical behavior by external employees. Although they formally remain employees of the leasing company, their actions can project the image and responsibility of the public institution for which they provide work. Therefore, it is important to include appropriate clauses on confidentiality, conflict of interest or compliance with codes of ethics in contracts with body leasing service providers.

Ensuring continuity and stability of the project team can also be a challenge. External employees may be assigned to a project only for a limited period of time, after which they return to their company or move on to other projects. This can result in frequent changes in team composition, making it difficult to maintain consistency and continuity of work. Public institutions should ensure that key specialists are engaged for a sufficiently long period of time and that there are smooth knowledge transfer processes between changing team members.

Finally, the use of body leasing may involve higher costs compared to traditional employment. Rates for the services of highly skilled professionals can be higher than the cost of hiring their own employees. Public institutions need to make a sound cost-benefit analysis that takes into account not only short-term expenses, but also the long-term effects on the organization.

In summary, managing these challenges and risks requires public institutions to take a thoughtful approach, careful planning and continuous monitoring of the body leasing process. Clear definition of objectives, selection of appropriate partners, attention to legal compliance, and investment in communication and team integration are key. When properly managed, the benefits of body leasing can outweigh the potential risks.

What regulations apply to body leasing in the public sector?

Body leasing in the public sector is subject to a series of regulations designed to ensure transparency, efficiency and compliance with the public interest. Key laws and regulations include:

The Public Procurement Law is the fundamental piece of legislation governing the process of selecting a body leasing service provider. It defines the rules and modes of public procurement, including requirements for tendering, bid evaluation criteria and contracting. Public institutions must comply with these regulations when selecting body leasing service providers.

The Labor Code and the Law on Local Government Employees apply in the context of determining the working conditions and compensation of external employees. Although they formally remain employed by the leasing company, public institutions must ensure that their working conditions comply with applicable labor laws.

The Public Finance Law regulates the planning and implementation of public expenditures. Institutions using body leasing must ensure that spending on these services complies with the principles of efficiency, economy and expediency in spending public funds.

The Regulation on the Protection of Personal Data (RODO) has important implications for the processing of personal data of external employees and the data they have access to in the course of their tasks. Public institutions must ensure adequate safeguards and procedures for data protection.

The Law on Protection of Classified Information may apply to projects related to state security or other sensitive areas. External employees may need appropriate security clearances and must follow procedures for protecting classified information.

The Law on Responsibility for Infringement of Public Finance Discipline specifies the consequences of irregularities in the spending of public funds, which may apply to the mismanagement of body leases.

In addition, depending on the specifics of the project and institution, other legal acts may apply, such as the Law on the Informatization of Activities of Entities Performing Public Tasks (in the case of IT projects) or the Law on the Civil Service (in the case of government institutions).It is worth noting that the interpretation and application of these laws in the context of body leasing can be complex and require specialized legal expertise. For this reason, many public institutions use the support of external legal advisors to develop body leasing agreements and procedures.

Public institutions must also take into account guidelines and recommendations issued by auditing and supervisory bodies, such as the Supreme Audit Institution and the Public Procurement Office. These documents, although they do not have the force of law, often contain valuable guidance on best practices and regulatory interpretation.

In summary, the use of body leasing in the public sector requires careful compliance with a number of regulations. Institutions must ensure that the vendor selection process, contract terms and service delivery comply with applicable regulations, which may require specialized knowledge and experience.

How does body leasing affect the operational efficiency and budget of public institutions?

Body leasing can have a significant impact on the operational efficiency and budget of public institutions, bringing both benefits and potential financial challenges.

In terms of operational efficiency, body leasing enables public institutions to quickly acquire specialized competencies that may be lacking internally. This allows for more efficient project initiation and implementation, without having to go through the lengthy process of recruiting and training in-house staff. External specialists often bring new perspectives, work methods and industry best practices to the organization, which can contribute to the overall efficiency of the institution’s operations.

Body leasing also increases operational flexibility. Public institutions can quickly scale project teams up or down depending on current needs, which is particularly valuable for projects with variable scope or limited duration. This flexibility allows for more efficient management of human resources and adaptation to changing priorities.In terms of budgetary impact, body leasing can bring both savings and additional costs. On the one hand, public institutions can avoid the long-term financial obligations associated with hiring permanent employees, such as salaries, social security contributions and training costs. They pay only for the resources actually used, which can be beneficial for short-term projects or those with fluctuating labor needs.

On the other hand, the rates for body leasing services can be higher than the cost of hiring their own employees, especially for highly skilled professionals. Institutions must budget not only for the employee’s salary, but also for the leasing company’s margin. In addition, administrative costs for managing body leasing contracts and coordinating the work of external specialists can increase overall expenses.

The budget impact of body leasing also depends on the efficiency of the use of the acquired resources. If outside specialists contribute to faster and more efficient project implementation, the savings from shorter project duration and avoided delays may outweigh the higher cost of hiring them.

It is worth noting that body leasing can have a positive impact on budget risk management. Public institutions can better control spending by adjusting the number and profile of external specialists to current needs and available budget. This allows for more precise financial planning and avoids the institution incurring the costs of unused resources.

At the same time, the use of body leasing requires careful monitoring and control of spending. Public institutions must ensure that the cost of services is in line with the principles of efficiency and economy of public spending. This requires a thorough cost-benefit analysis before deciding to use body leasing, and regular evaluation of its effectiveness during project implementation.

In summary, the impact of body leasing on the operational efficiency and budget of public institutions is complex and depends on many factors. When properly managed, body leasing can contribute to operational efficiency and flexibility while offering potential budgetary benefits. The key is to carefully plan, monitor and evaluate the use of this model to ensure it is optimally suited to the institution’s needs and financial capabilities.

What are the best practices for implementing body leasing in state institutions?

Implementing body leasing in government institutions requires a thoughtful approach and adherence to a set of best practices that maximize benefits and minimize potential risks.

First of all, it is crucial to precisely define needs and goals. Institutions should carefully analyze what competencies are needed, for how long and to what extent. The expected results and indicators of success should be clearly defined. Such an analysis allows better matching of body leasing services to the actual needs of the organization.

Another important practice is the careful selection of a body leasing service provider. The selection process should be transparent and in accordance with public procurement regulations. It is worth paying attention not only to the price, but also to the supplier’s experience, reputation, the quality of the specialists offered and the ability to understand the specifics of the public sector.

It is also important to ensure that the contract has adequate provisions. The contract should clearly define the scope of services, expected results, criteria for evaluating the quality of work, reporting rules, as well as procedures for resolving potential problems or conflicts. It is worth including clauses on confidentiality, protection of personal data and intellectual property.

Effective integration of external specialists into the internal team is another key practice. Institutions should ensure an adequate onboarding process, which includes not only formal aspects, but also familiarization with the organizational culture, processes and work tools. It is worth appointing a person responsible for coordinating the cooperation and support of external specialists.

Regular communication and progress monitoring are other important elements. Institutions should establish clear rules for reporting and evaluating the work of external specialists. Regular status meetings, project reviews, and interim evaluations allow you to keep track of progress and respond quickly to potential problems.

Knowledge transfer and competence development of internal employees is a practice that maximizes the long-term benefits of body leasing. It is worth planning how the knowledge and experience of external specialists will be transferred to the internal team. This could include joint workshops, mentoring sessions or documentation of processes and solutions.

A flexible approach to management is also important. Institutions should be ready to adjust the scope and form of cooperation as project needs change. This could include modifying the number or profile of specialists, changing priorities or adjusting work methodologies.

Ensuring compliance with regulations and ethical standards is also an important practice. Institutions should ensure that external specialists are aware of and comply with public sector ethical rules, as well as regulations on conflict of interest or information protection.

Finally, it is important to conduct regular evaluations and learn lessons. At the end of a project or at key milestones, it is worth evaluating the effectiveness of body leasing, analyzing both the results achieved and the collaborative process. Conclusions from such an evaluation should serve to continuously improve body leasing practices.

In summary, successful implementation of body leasing in government institutions requires a comprehensive approach that combines diligence in planning and vendor selection, effective cooperation management, attention to knowledge transfer and continuous process improvement. Adherence to these best practices allows public institutions to realize the full potential of body leasing while minimizing the associated risks.

What are the long-term effects of body leasing in government?

The long-term effects of using body leasing in public administration can be multidimensional and have a significant impact on the functioning of state institutions. Analysis of these effects is crucial to understanding whether and to what extent body leasing can be a strategic tool in human resource management in the public sector.

One of the most important long-term effects may be to raise the overall level of competence in public administration. By collaborating with highly skilled private sector professionals, public institutions can gain access to the latest knowledge, technologies and work methodologies. The transfer of knowledge from external experts to permanent employees can contribute to the development of the competence of internal teams, which in the long term can increase the administration’s ability to carry out complex projects independently.

Another important effect may be to increase the flexibility and adaptability of public administration. Long-term use of body leasing can lead to the development of an organizational culture in public institutions that is more open to change and innovation. Institutions can learn to respond more quickly to changing needs and challenges, manage projects more effectively and better align their resources with current priorities.

Body leasing can also contribute to the modernization and digitization of public administration. Long-term cooperation with IT experts and digital transformation specialists can accelerate the implementation of modern technological solutions, automation of processes and development of e-services for citizens. As a result, this can lead to more efficient government operations and improved public services.

On the other hand, long-term reliance on body leasing can carry certain risks. One of them is the potential loss of certain competencies within the organization. If public institutions rely too heavily on external specialists, this could lead to a situation where key knowledge and skills are concentrated outside the organization. In the long run, this could result in dependence on external suppliers and difficulties in managing key areas of the business on their own.

Another long-term effect could be a change in the structure of government employment. Increased use of body leasing may lead to a reduction in permanent positions in favor of more flexible forms of employment. While this may bring benefits in the form of greater flexibility and cost efficiency, it may also affect employment stability and employee loyalty to the institution.

Body leasing can also affect the organizational culture of public administration. Long-term cooperation with private sector specialists can help change the mentality and way of working in state institutions. This can lead to greater results orientation, increased innovation and improved efficiency. At the same time, it can challenge the traditional values of the civil service, such as stability and hierarchy.

In financial terms, the long-term use of body leasing can lead to changes in the structure of public institutions’ budgets. This may mean shifting funds from traditional categories of persoel expenses to external services. Depending on the efficiency of the management of this process, this can lead to cost optimization or, in the case of inefficient use, to increased spending.

In summary, the long-term effects of using body leasing in public administration are complex and can have both positive and negative impacts on the functioning of state institutions. The key is to take a strategic approach to using this tool to maximize benefits, such as increased competence and flexibility, while minimizing potential risks, such as loss of key internal competencies or over-reliance on external suppliers.

How does body leasing affect human resource development and organizational culture in the public sector?

Body leasing can have a significant impact on human resource development and organizational culture in the public sector, bringing both positive changes and potential challenges.

In the context of human resource development, body leasing can serve as a catalyst for improving the skills and competencies of internal employees. Collaborating with highly skilled professionals in the private sector creates opportunities for learning and experience sharing. Government employees can acquire new knowledge, skills and perspectives, which contributes to their professional development. This can include both hard skills (e.g., new technologies, project management methodologies) and soft skills (e.g., innovative approaches to problem solving, effective communication).Body leasing can also stimulate a culture of continuous learning in public organizations. The presence of external specialists can inspire internal employees to expand their knowledge and skills, as well as to seek new solutions and approaches to performing tasks. In the long run, this can lead to a more dynamic and adaptive work environment.

At the same time, body leasing can influence a change in organizational culture in the public sector. The introduction of private sector professionals can bring new values and practices, such as greater results orientation, flexibility or innovation. This can lead to positive changes in the way public institutions operate, increasing their efficiency and ability to adapt to changing conditions.

However, it is worth noting that the impact of body leasing on organizational culture can also be a source of tension. Differences in work attitudes, expectations or values between permanent employees and external professionals can lead to conflict or misunderstanding. Public institutions must proactively manage these differences, aiming to create an integrated organizational culture that combines the best elements of both worlds.

Body leasing can also affect employee motivation and engagement. On the one hand, the opportunity to work with highly qualified specialists can be motivating and inspiring for internal employees. On the other hand, it can also lead to a sense of insecurity or threat among permanent employees, especially if they perceive external specialists as competition or a threat to their positions.

In the context of talent management, body leasing can present both an opportunity and a challenge. It can give public institutions access to talented professionals who would be difficult to attract through the traditional recruitment process. At the same time, it can create challenges in terms of talent retention within the organization, especially if internal employees perceive external specialists as having better working conditions or greater opportunities for development.

Body leasing can also affect the structure and dynamics of teams in the public sector. Bringing in outside specialists can lead to more diverse and interdisciplinary teams, which can foster creativity and innovation. At the same time, this requires effective management of diversity and ensuring effective cooperation between different groups of employees.

Finally, body leasing can have an impact on the perception of career paths in the public sector. This could lead to greater opeess to the flow of talent between the public and private sectors, which could be mutually beneficial. At the same time, public institutions must ensure that they do not lose their attractiveness as an employer to talented employees who may prefer the stability and mission of the public over the flexibility offered by the private sector.

In summary, the impact of body leasing on human resource development and organizational culture in the public sector is complex and multidimensional. If properly managed, it can bring about positive changes, such as improved competence, increased innovation and adaptability. At the same time, it requires a careful approach to integrating different employee groups, managing cultural change and keeping internal employees engaged. A strategic approach to body leasing is key, which will allow it to realize its potential to grow the organization, while maintaining the core values and mission of the public sector.

What is the experience of other countries in using body leasing in the public sector?

Other countries’ experiences in using body leasing in the public sector are varied and provide valuable lessons for institutions considering implementing this model. It is worth taking a look at some examples from different parts of the world.

In the United States, body leasing (often referred to as“staff augmentation ”) is widely used in the public sector, particularly in the areas of IT and project management. Federal agencies, such as NASA and the Department of Defense, regularly use outside specialists for complex technology projects. The U.S. experience shows that body leasing can be an effective tool for quickly acquiring specialized skills, especially in areas where the public sector is competing with the private sector for talent. At the same time, reports from the Government Accountability Office point to challenges in managing costs and ensuring adequate control over projects carried out by external specialists.

In the UK, the public sector is also actively using body leasing, particularly in the context of government digital transformation. The Government Digital Service’s Digital, Data and Technology Profession program uses the body leasing model to attract IT professionals and digital transformation experts. The UK experience shows that body leasing can be an effective tool to accelerate the digitization of public services, but it requires careful management and a clear legal framework.

Australia is another country that widely uses body leasing in the public sector. The Australian Public Service Commission regularly uses external specialists, particularly in areas such as IT, data analysis and project management. The Australian experience shows the benefits of the flexibility of this model, but also the challenges of ensuring continuity of knowledge and competence within public organizations.

In Scandinavia, particularly in Sweden and Denmark, body leasing is being used as a tool to increase innovation in the public sector. Public institutions in these countries often work with external experts on pilot projects and innovation initiatives. The Scandinavian experience shows that body leasing can be an effective way to introduce new ideas and practices into the public sector, but this requires the right organizational culture that is open to change and innovation.

In Singapore, a country known for its efficient public administration, body leasing is being used as part of a “Smart Nation” strategy. The Singaporean government is actively working with the private sector to recruit specialists for projects related to smart city development, data analytics and artificial intelligence. Singapore’s experience shows that body leasing can be an effective tool for implementing the country’s ambitious long-term development strategies.

In India, body leasing is widely used in e-governance projects. The Indian government uses external IT specialists to develop and implement IT systems in government. India’s experience shows that body leasing can be an effective tool for accelerating digitization in developing countries, but it requires appropriate quality control and management mechanisms.

In summary, other countries’ experiences in using body leasing in the public sector vary, but point to some common lessons. Body leasing can be an effective tool for acquiring specialized competencies, accelerating innovation and supporting digital transformation in the public sector. At the same time, it requires careful governance, an appropriate legal framework and a strategic approach that balances flexibility with the preservation of core competencies within public organizations. It is also crucial to adapt the body leasing model to a country’s cultural and legal specificities.

What legal changes are needed to facilitate the use of body leasing in government?

The effective use of body leasing in public administration may require certain changes and adjustments to the legal framework. These changes should, on the one hand, facilitate the use of this model and, on the other hand, provide appropriate mechanisms for control and protection of the public interest.

One of the key areas in need of change is public procurement regulations. Current regulations, such as the Public Procurement Law, do not always fully meet the specifics of body leasing services. Changes may be needed to introduce greater flexibility in the supplier selection process, allowing for a more individualized approach to assessing the competence and experience of the professionals offered. At the same time, these changes must preserve key principles of public procurement, such as transparency, equal treatment of contractors and efficiency in spending public funds.

Another area in need of change may be the regulations for hiring employees in the public sector. Current regulations, such as the Civil Service Act and the Local Government Employees Act, are primarily tailored to the traditional employment model. Changes may be needed to make it easier to integrate external specialists into public administration structures, such as by introducing special job categories for employees acquired through body leasing. At the same time, these changes should ensure that key values and principles of public service, such as impartiality, integrity and loyalty to the state, are also observed by external specialists.

Data protection and information security regulations are also an important area of change. Body leasing often involves giving outside specialists access to sensitive data and government IT systems. Changes to regulations may be needed to ensure adequate standards of security and confidentiality in this area, such as mandating appropriate training, security audits or special data access procedures for external employees.

Legal changes may also be needed in the area of conflict of interest management. Body leasing, due to the involvement of external professionals, can create potential conflict of interest risks, such as in situations where an external employee is also associated with a company that is a provider or beneficiary of public services. Regulatory changes may be needed to introduce clear rules for identifying and managing such situations, such as through mandatory declarations of interest or restrictions on external employees taking on certain tasks.

Finally, legal changes may be needed in the area of financing body leasing services. The current budget framework and public finance rules do not always fully meet the specifics of this model. Changes may be needed to make it easier to plan and account for expenditures on body leasing services, such as by introducing special budget categories or cost accounting rules for multi-year projects.

It is worth noting that legal changes facilitating the use of body leasing in government should be introduced gradually and with caution. It is important that these changes do not lead to an overdependence of the public administration on external suppliers, or to a weakening of core competencies within the organization. It is crucial to find the right balance between flexibility and stability, innovation and continuity of public service.

In conclusion, the effective use of body leasing in public administration may require some changes in the legal framework. These changes should, on the one hand, facilitate the use of this model, e.g. through greater flexibility in procurement or hiring rules, and on the other hand, ensure adequate control mechanisms and protection of the public interest, e.g. in the area of data security or conflict of interest. What is key is a strategic and balanced approach to these changes that will realize the potential of body leasing while maintaining the core values and principles of public service.

What are the prospects for body leasing in the public sector in Poland and around the world?

The prospects for body leasing in the public sector, both in Poland and around the world, are promising, although of course they depend on a number of factors, such as technological developments, demographic changes, the economic situation or the direction of public administration reforms.

In Poland, body leasing in the public sector is still a relatively new phenomenon, but a growing interest in this model can be observed, especially in the context of the digital transformation of administration. The Strategy for Responsible Development (known as the Morawiecki Plan) and the Program for Integrated State Informatization assume significant investments in the digitization of public services and the development of digital competencies in administration. The implementation of these ambitious plans may require a wider reach for external IT specialists, which creates prospects for the development of body leasing.

At the same time, the prospects for the development of body leasing in the Polish public sector will depend on changes in the legal and institutional environment. It will be crucial to introduce changes in the public procurement law that will facilitate the use of this model, while also ensuring appropriate control mechanisms. It will also be important to develop good practices and standards for managing projects implemented under the body leasing model.

From a global perspective, body leasing in the public sector can be expected to continue to grow, driven by several key trends. First and foremost, the increasing digitization and automation of public services will require increasingly sophisticated technological competencies that can be difficult to obtain on the labor market. Body leasing may be the answer to this challenge, enabling the public sector to access a global talent pool.

Another important trend is the increasing complexity of the challenges facing the public sector, such as climate change, aging populations and social inequality. Dealing with these challenges will require interdisciplinary competencies and flexible work models, which can promote the development of body leasing.

The development of body leasing in the global public sector will also depend on the evolution of public management models. Concepts such as New Public Management or Public Governance emphasize greater opeess of the administration to cooperation with the private sector and NGOs. Body leasing can be one of the tools for implementing these concepts, allowing the public sector to benefit from the knowledge and experience of external partners.

However, it is worth noting that the development of body leasing in the public sector may also face some barriers and challenges. One of them may be resistance from part of the civil servant community, attached to traditional work models and reluctant to change. Another challenge may be budget constraints and pressure to reduce public spending, which may make it difficult to fund the services of external specialists.

Finally, the development of body leasing in the public sector will also require changes in the administration’s organizational culture. It will be necessary to move from a hierarchical and procedure-based model to one that is more flexible, open to innovation and cooperation with external partners. This, in turn, will require investment in the development of managerial and leadership competencies among public sector executives.

In conclusion, the prospects for the development of body leasing in the public sector, both in Poland and around the world, are promising. This model can be an effective tool for acquiring specialized competencies, accelerating innovation and dealing with the complex challenges facing public administration. At the same time, fully realizing the potential of body leasing will require changes in the legal, institutional and cultural environment of the public sector. A strategic and balanced approach will be key to take advantage of the model’s advantages while minimizing potential risks and challenges.

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