Since the recent local government reorganisation (LGR) announcements I have noticed a shift in the conversations taking place across the sector.
Much of the attention has understandably focused on structures, governance and implementation. But, as greater clarity has emerged around reorganisation plans, the conversations I am having are increasingly focused on something else: people.
Having spent much of my career working with local authorities and their leaders, I have always been interested in the human side of change. Increasingly, organisations are looking beyond organisational design and asking what kind of workforce, leadership behaviours and culture will be needed to make these new organisations successful.
That shift feels significant. For many councils, the conversation is no longer centred solely on what future structures will look like, but on who will lead them, how teams will come together and what capabilities will be needed to succeed in an increasingly complex environment.
As plans become more defined, many leaders are recognising that organisational charts alone will not determine success. Bringing together teams, creating a shared identity and retaining knowledge through a period of uncertainty will all influence how quickly new organisations are able to deliver for the communities they serve
While structures and governance arrangements provide the framework, it is the people within organisations who will ultimately determine whether ambitions are realised.
In many ways, one of the greatest challenges of reorganisation is that future leaders are unlikely to inherit settled organisations. Instead, many will be responsible for building teams, shaping cultures and establishing new ways of working while continuing to deliver vital public services.
Essential capabilities
This is reflected in many of the conversations taking place across local government, and those we are having with its leaders. Alongside discussions about governance and service integration, organisations are placing increasing emphasis on qualities such as collaboration, resilience, political acumen and collective leadership. These are becoming essential capabilities for those tasked with creating and leading newly- formed organisations.
That focus is also reflected in conversations my colleagues and I are having with candidates.
While role scope and remuneration remain important considerations, candidates are increasingly asking broader questions about culture, ambition, leadership and the opportunity to shape the future direction of an organisation. That chimes with the early indications from our Local Government Officers' Sentiment and Career Confidence Survey, where many senior officers are telling us they are alert to change and thinking carefully about what it could mean for their own careers.
Many recognise the uncertainty that accompanies significant change, but they are also attracted by the opportunity to help build something new.
In our conversations with candidates, it is often these factors that generate the greatest interest. Questions about who they will work with, how leadership teams will operate and the culture organisations want to create frequently carry as much weight as discussions about responsibilities and organisational structures.
For organisations looking to attract talent, this creates both a challenge and an opportunity. Many of the things candidates would typically consider when assessing an organisation, its culture, leadership, vision and future direction, are still taking shape.
In that context, authenticity matters. The councils generating the greatest interest are often not those presenting themselves as having all the answers. Instead, they are being open about the challenges ahead, clear about their ambitions and transparent about the role people can play in shaping the future organisation. For many candidates, the opportunity to influence and build something new is more compelling than certainty alone.
Attracting people with talent
Attracting talented people into new organisations will be important, but so too will developing those already within them. As councils look to the future, there is a significant opportunity to strengthen succession pipelines, create broader development opportunities and support emerging leaders to gain the experience needed for more senior roles. Early survey responses suggest that even more senior officers are reassessing their next step than last year, which makes intentional development and succession planning even more important if the sector is to retain and grow the leadership talent it will need.
Building more diverse leadership pipelines will also be critical. A broader range of perspectives and experiences can strengthen decision-making and help councils better reflect the communities they serve.
Across the sector, initiatives such as the Different Leadership Programme are helping aspiring Global Majority leaders develop their leadership capability, broaden their networks and access opportunities across local government.
The importance of retention
Retention will be equally important. During periods of significant organisational change, uncertainty can understandably lead people to consider new opportunities. Our early survey findings point to this as an area for particular attention, with many of our survey respondents indicating that local government reorganisation (LGR) is already influencing career thinking and prompting informal conversations about future options. We are also seeing indications that even more people may be considering retirement than reported last year, which could exacerbate one of the greatest workforce risks during any large-scale transition: not simply a recruitment challenge, but the loss of knowledge, experience and relationships before new organisations are fully established.
Clear communication, visible leadership and meaningful investment in development can help retain valuable talent at a time when continuity will be critical. Councils that engage openly with their workforce are more likely to maintain confidence throughout the transition and create an environment where people feel invested in the future rather than uncertain about it.
Ultimately, people do not choose to join organisations, or stay with them, because of organisational structures. They stay because of leadership, culture, opportunity and a sense of purpose.
LGR presents a rare opportunity not only to redesign organisations, but to define the kind of workplaces councils want to become.
While structures will inevitably evolve over time, the councils best placed to succeed will not necessarily be those with the neatest organisational charts. They will be the ones that build the leadership, culture and capability needed to turn those plans into reality.
Reorganisation represents one of the most significant opportunities local government has seen for many years. The councils that emerge strongest will be those that view workforce strategy as central to transformation from the outset, investing in the people who will ultimately bring their ambitions to life. The shape of local government may change, but the importance of great people remains constant.
At Tile Hill, our aspiration is to support both people and organisations as they navigate this period of change. With conscious and intentional thinking, our hope is that the sector emerges with a stronger, more resilient and more diverse talent pool, ready to take on the challenge of turning the promise of LGR into lasting benefit for local people and communities.
The report from our Local Government Officers' Sentiment and Career Confidence Survey will be published in early September and my colleagues Maud Hollis and Helen Anderson will be sharing key insights at the MJ Future Forum Midlands on 9 September.
Chantelle Wooldridge is senior consultant, executive search team at Tile Hill
