All the stories that hit the national news about Brexit, the NHS budgets, the services responsible for the care and safety of vulnerable children and adults, regeneration challenges, learning and skills deficits etc, are not restricted to London and the South East.
Our local government and public sector clients across the country are facing these same issues, often with further challenges around skills shortages and pay differentials.
There is no doubt that the pressures and challenges for local councils have become increasingly complex in recent years. The UK faces huge uncertainties and opportunities, from Brexit to the new digital age.
As society adapts to (and reels from) wide-ranging changes and upheaval, new issues are emerging, which affect different regions to different degrees. For some, it is ageing popuations putting pressure on health and social care.
For others, it is fragmented families changing the traditional model of needs. Then, there is the impact of climate change: flooding and air pollution. In all cases, these issues are generating increasing demand for diverse council services.
Every authority faces its own specific problems and needs the best possible team to make solutions work.
This is particularly important given that employment in the local government fell by a quarter (or 800,000 employees) between 2010 and 2017 (Source: http://www.smf.co.uk/wp-content/uploads/2017/06/2040-report-web.pdf - Social Market Foundation).
With the contribution of each individual more critical than ever, effective recruitment is vital – but here there are challenges, too.
A survey carried out by the Recruitment & Employment Confederation and the Smith Institute found that 85% of recruitment agencies supplying the public sector rated filling vacancies as moderately difficult to very difficult. That is a very high percentage. So what is causing the problems?
Skills shortages
One of the biggest problems recruiters are up against is a chronic lack of relevant skills. This affects all sectors and all regions. Often, finance, HR, IT, legal, planning, leadership and social care are all competing to find the same skillset. Better training is essential and needs to happen fast.
Leadership
In times like these, councils need strong, inspiring leaders; people who are able to deal with difficulties and ambiguity, but also introduce innovation and new ideas.
Such individuals are rare and take time to find. Internal promotion is one answer, but few councils have the resources to help potential leaders prepare for the level they need to achieve.
Transformation
One of a leader’s biggest responsibilities is to create an organisation that can survive and thrive in today’s highly challenging climate. They have to kickstart internal change and support wide-ranging transformation. But nothing is possible without staff who are open to progress and prepared to push for development. Finding people with this mindset is harder than you might think.
Profile
Many councils still struggle to distinguish themselves in a crowded market and the talent pool remains highly selective and discerning.
Councils need to highlight what makes them different and what they can offer – but often, councils’ advertising doesn’t articulate these points.
What is needed is a strong local government brand and individual Employer Value Propositions (EVP) that give authorities a consistent and attractive profile. Over time, his can mature into a positive and well-defined image and reputation: an employer of choice.
Private sector candidates
One consequence of uncertain times is that more people are drawn to the public sector. It is seen as a secure and stable option.
This should be good news – especially with councils’ need for greater commercial thinking – but unfortunately, there is a catch: there is a lack of the necessary skills.
Also, the transition from private to public requires a major shift in mindset that eludes many people.
For example, a private sector recruit must quickly understand the political landscape and the greater need for consultation with stakeholders.
Those who fail to adapt drive up staff turnover. The answer? A finely tuned selection process that only shortlists people with true public sector potential.
Understanding these challenges and others faced by individual regions is the first step to solving them.
David Slatter is Penna’s regional director for public sector executive search
