All politics is local, as the saying goes, and recent local elections have confirmed that party loyalties are more evenly balanced than ever. For those working in a democratic system, this is both a challenge and an opportunity.
After years of relative predictability, often with one or two parties in control, some councils are now seeing new faces and fresh perspectives. More may follow next May. Newly elected members bring different experiences and development needs, and the transition to Cabinet roles or effective opposition can be a steep learning curve. But a change in administration can mean movement: people leave and new organisational leaders are needed.
This is where a professional approach to recruitment becomes critical. Our expertise lies in helping organisations find the best talent for local government and the wider public sector, whether on a permanent or interim basis. In times of change, councils must seize the opportunity to rethink how they attract and appoint senior leaders.
Designing effective recruitment processes
Organisations and their leadership teams are always evolving. Each change is a valuable chance to pause and ask fundamental questions. What are our political ambitions for the next few years? How does this role help us achieve them? Do we need to fill this post as it currently exists – or at all?
Recruiting in local government is fundamentally different from other sectors. Elected members, whether directly or indirectly, play a significant role in the process. While a chief executive may take the lead on the hiring of a director and advise elected members, it is the latter who are likely to make the final decision. For chief executive appointments, the distinction is clearer still – the decision rests entirely with a panel of elected members or a directly elected mayor.
These are high-stakes decisions. Over a typical five-year tenure, a senior appointment could represent a multi-million pound investment on behalf of communities and stakeholders. That's why it's essential to invest time in planning and designing a recruitment process that reflects the importance of the role.
Decision-makers should reflect carefully on what they need and what they are looking for. It's easy to focus on what worked – or didn't – with the previous incumbent, but what was right before may not be right for the future. Clear agreement on why you are recruiting, the principal objectives of the job, and the qualities you seek in a candidate are essential.
This clarity – what you could call the ‘golden thread' – should run through the entire process. An experienced recruitment consultant can help facilitate open, comprehensive conversations to bring this to life.
Making your opportunity unmissable
Sometimes we forget that recruitment is a two-way process. Both employer and candidate are ‘buying' and ‘selling' and the balance shifts throughout the process. So, how can your organisation stand out and attract the best talent?
Start by telling a positive, compelling story about your ambitions. Competition for top talent is fierce, and the way you articulate, package, and communicate your proposition is your chance to make a strong first impression. Employment marketing specialists can add real value here, helping you craft messages that resonate.
Openness, integrity, and transparency are vital. While you want to present your organisation and the role in the best possible light, remember that candidates will do their own research. Your wider workforce and members will also see your campaign materials, so it's crucial that your messaging about objectives, values, and expectations is consistent and authentic.
Make yourself available. Whether it's a personalised welcome video on your recruitment microsite or taking the time to speak to candidates directly, personal contact with hiring managers or elected members strengthens the sense of relationship and affiliation. These touches can make all the difference in attracting the right people.
The wider benefits
Developing a strong, positive proposition for a new senior role can have benefits that go beyond recruitment. It can give your existing team a renewed sense of pride and mission, reminding everyone of the good work you do and the story you have to tell. Don't miss the opportunity to strengthen your organisation from within.
Conclusion
Recruitment and retention are more important than ever in this era of political change. By taking a professional, thoughtful approach to identifying and attracting talent, councils can not only fill critical roles but also set themselves up for future success. Let's use these moments of change to reflect, adapt, and build stronger organisations – because getting recruitment right isn't just about filling vacancies; it's about shaping the future.
Martin Tucker is Managing Partner and Founder at Faerfield
