The very foundations of local government employment across England are undergoing a significant transformation. The intertwined forces of local government reorganisation (LGR) and the ongoing devolution agenda are reshaping the employment landscape, creating a period of flux and reflection for countless professionals within the sector. While such significant change can understandably breed uncertainty, it can also foster a sense of excitement in new opportunities and career trajectories.

Our recent conversations with individuals navigating this period of change reveal a sector at a critical juncture. Many are balancing the priorities of the workload in front of them, while also taking stock of their own career considerations, contemplating their next professional moves and weighing the potential impacts of the impending structural changes. This period of major reform is likely to give rise to a phase of heightened mobility within the sector, creating a dynamic environment where talent pools become more fluid. Ultimately driven by three key causes; the pursuit of career advancement, the desire for a fresh start outside the sector, or a fundamental need for greater stability amidst the uncertainty.

Tile Hill's survey into the sentiments of those working in senior roles in the sector offers a fascinating snapshot of a workforce on the precipice of significant change. A notable 48% of respondents expressed excitement about the potential for career progression within the evolving landscape of LGR and devolution. This enthusiasm speaks volumes about the ambition and adaptability present within local government. However, a significant 25% indicated they are actively exploring new role and interestingly, 10% of respondents have already transitioned into new positions, highlighting the early stages of this anticipated hyper-mobility.

The survey also illuminated other key considerations. A segment of the workforce is contemplating early retirement, while others are seriously considering leaving local government altogether, and a growing number are exploring the prospect of becoming interim professionals.

Examining areas where LGR has already taken place points to a need for higher levels of resource to deliver LGR while also maintaining service delivery. The need to appoint new leadership structures at an early stage in the transition is often shared as a reflection of those who have been part of newly formed councils, while also ensuring there is access to subject matter-experts to lead forward on specific programmes of change. All these are things that suggest recruitment levels will align with a period of people being more open to new opportunities. As evidence of this, we've already seen a surge in demand for transformation leads and programme directors.

In reality, respondents to our survey believe the major period of change will take place over a two-to-four-year window. And arguably, the ambition of the Government to deliver LGR in this Parliament is one that will place a greater spotlight on the resourcing challenges associated with achieving this.

So, what does this all mean for those who are currently reflecting on their careers? In short, LGR is acting as a catalyst for people to consider their career aspirations and use this window as a chance to realise their ambitions. What that means for each person varies.

For those embracing the opportunity for career progression (48%)

The significant proportion of people expressing excitement about career advancement is a powerful indicator of the resilience and ambition within the sector. Personally, I share this enthusiasm. The prospect of LGR fostering more resilient and diverse talent pools, with people ready to drive local government forward is truly energising.

For those excited by the potential for career advancement, a positive and solutions orientated mindset towards LGR will be crucial in effectively driving through the necessary reforms. This requires a delicate balancing act: navigating the often-competing needs of political leadership, the operational demands of the organisation, and your own personal career aspirations.

Now is the time to consider positions, both internal and external, that can enrich your CV and provide invaluable exposure that will be useful in fulfilling your career ambitions. Getting exposure to new services, working with different stakeholders, demonstrating the transferability of your skill-set and dexterity of your leadership will help position you for success. Trying to place yourself at the very heart of the change process, or in leading exceptional service delivery will add to your story.

The reality is that in the creation of new unitary councils, it will require the skills and experience of those working at county, district, or unitary level, and will inevitably lead to individuals from a variety of backgrounds stepping into new leadership positions. What is important is ensuring that the roles you pursue allow you to be part of the solution, to positively influence the direction of change, or to maintain the high standards of service delivery.

Conversely, there is a risk in becoming entrenched in an environment of resistance or acting as a blocker to progress and it is important to consider how your personal opinions align with those around you. I do not underestimate the personal challenges this could present, particularly if your political leadership holds a different perspective on LGR, or if those around you are adopting a contrasting stance. Navigating these interpersonal and political dynamics with professionalism and resilience will be key.

For those feeling daunted and worried, and those planning their exit

Any period of career transition warrants careful consideration. For those feeling apprehensive or even contemplating leaving the sector, now is a critical time for introspection. Ask yourself some fundamental questions:

● What is truly important to me in my career? Is it primarily financial reward, a strong sense of purpose, the convenience of working close to home, or other factors?

● What environment allows me to thrive? Do I flourish in dynamic environments, am I energised by change, or do I thrive within the status quo?

● What is the underlying motivation driving my thoughts? Is it the genuine excitement of pursuing something new, or is it primarily driven by the uncertainty and potential disruption of the future?

● If I am considering leaving the local government sector, what employment opportunities exist outside? How readily transferable are my skills, and what is the realistic likelihood of securing a suitable position and how readily available are those roles?

● Does my CV accurately reflect the breadth and depth of my experience? This applies to anyone seeking new opportunities.

● Am I prepared for potentially different interview processes and expectations in other sectors? Do I know how to prepare and how to be at my best?

Whatever your current perspective and the career path you are considering, remember that these are all personal choices and there is no right or wrong. Take the time for honest self-assessment and equip yourself with the information and support you need to make informed decisions that align with your personal aspirations and circumstances.

If you'd value a discussion about your future career, then get in touch with the team at Tile Hill. And if you'd like to see a full copy of our survey into the impact of LGR on local government careers, then please head to our website.

 

Anthony Lewis is Managing Director at Tile Hill