From the breadth of our extensive recruitment work across middle management in local government, we see firsthand the responsibility this tier of leaders play in turning strategy into delivery and culture into activity. Skills that are becoming increasingly important in the context of local government reorganisation (LGR).
The move toward fewer, larger unitary authorities will reshape how councils operate. While leadership teams will naturally evolve, the success of LGR will also depend on what happens at the middle tier too. These roles will be key in guiding councils through transition, often while structures, reporting lines, and priorities are still changing around them.
Beyond the job description and advert
So, what does this mean when you're recruiting at this level?
In our experience, particularly in more technical and harder to fill roles, job descriptions and adverts on their own are not enough to attract strong middle managers. On paper, many roles look similar across councils. What really makes the difference is what sits behind them: culture, visibility of leadership and development, flexibility, development opportunities and the chance to make a meaningful impact.
LGR brings this into even sharper focus. Candidates aren't just assessing a role; they're thinking about where the council is heading. How stable is it? What might change? What will it look like in a year or two? Will LGR cause stagnation and less innovation as they focus on safe and legal? Do I wait to see what's on offer or find a unitary home now without LGR?
In this environment, clarity and transparency really matter. Councils that can give a clear sense of direction, even if not everything is finalised, are more likely to engage candidates than those relying purely on the written brief.
From ‘squeezed' to ‘critical'
Middle management has often been described as the ‘squeezed middle', shaped by years of restructuring, fewer layers, and wider spans of control. LGR is likely to continue that trend.
In the short term, there is often duplication and uncertainty. Over time, roles tend to become broader, with greater expectations. Middle managers are asked not just to deliver services, but to bring teams together, introduce new ways of working and keep things moving through change.
This shifts the balance. Middle managers become even more important, not instead of senior leadership, but as the layer that ensures strategy is delivered effectively. They have clear understanding of their (often highly technical) services, real insight into how roles are designed, the talent pool within and real sensitivity to how teams should be communicated with and supported, as well as understanding what new talent is needed.
A market defined by hesitation
The challenge in middle management recruitment isn't always about a lack of people; it's often about people being willing to move.
Many capable individuals are understandably taking a ‘wait and see' approach. With LGR underway, some prefer to stay where they are until new structures, leadership teams and priorities become clearer.
At the same time, demand isn't going away. In fact, it is likely to increase, particularly in specialist and harder-to-fill areas such as finance, legal, planning and place.
This creates a more complex market. Opportunities are there, but attracting the right people definitely takes more than advertising.
Many successful hires are now coming from passive candidates, people not actively looking. Reaching them is less about advertising and more about insight: understanding what motivates them, what might prompt a move and what they are looking for next. From what we're seeing already, many are genuinely interested in roles where change and transformation are part of the journey, offering real opportunities for development and learning. But they are not actively looking so you need to take the opportunity to them.
Recruiting for uncertainty, not just experience
As roles evolve, so too must the way candidates are assessed.
Experience still matters, but it's not the full picture. Increasingly, what stands out is how someone operates in uncertainty, how they lead through change, adapt quickly, and work across evolving structures.
This is particularly important for strategic, specialist and harder to fill roles. Technical expertise is essential, but so is the ability to navigate complexity. Taking a more insight-led approach – looking beyond CVs to understand how someone thinks and leads – will make a real difference in finding the right fit.
Employer brand in transition
In a more cautious market, how an organisation is perceived really matters. Candidates are thinking not just about what a council is today, but what it is becoming.
Being open about the realities of LGR while setting out a clear direction helps build trust. Authenticity is key.
Looking ahead
LGR will be delivered by people, not structures. Middle managers will play a central role in turning strategy into delivery, maintaining services, and embedding change.
As councils move through this period of significant change, those that make middle management recruitment a focus, and treat it as a strategic priority, not just an operational task, will be better placed to have the right resources and talent in place to deliver lasting change.
Those that don't risk creating new structures without the capacity to make them work.
Jon Dilling is a head of business solutions – sourcing at Penna
