With local government reorganisation (LGR) and devolution set to reshape councils across England, local authority leaders face a crucial challenge: how to reorganise their workforce while maintaining service continuity. This period of change brings both challenges and opportunities, with redeployment emerging as a vital strategy for managing talent and ensuring continued service delivery.
At Tile Hill, we understand the complexities involved in these transitions. I have personally experienced the value of redeployment, having recently moved into our executive interim recruitment team after spending 14 years in public sector executive search. This shift has given me invaluable insights into how strategic redeployment can open growth opportunities, both for individuals and organisations.
Managing talent during LGR and devolution
LGR and devolution are fundamentally reshaping how councils operate. As new unitary authorities are formed and powers are devolved regionally, local authorities face the challenge of ensuring their workforces are fit for the future.
The impact of LGR is significant. Councils are tasked with integrating teams, aligning processes, and streamlining services to improve efficiency. With that comes the need to ensure existing employees can adapt to new roles and responsibilities. The loss of institutional knowledge can also be a concern, especially with the potential for experienced staff to move to different organisations. Devolution introduces similar challenges and will require different skillsets, expertise, and leadership to manage new powers effectively.
But in every challenge, there is opportunity. Redeployment, when done thoughtfully, can unlock talent and help councils to bridge skill gaps, maintain continuity, and ensure they are prepared for the future. Offering leadership development, upskilling employees, and providing guidance can help employees successfully transition to new roles, ensuring personal and organisational success.
This was particularly evident during the Covid-19 pandemic, when councils faced extreme pressure and rapidly had to redeploy staff. At a time of unprecedented challenge, there was no other option but to transition people into new roles. What followed was an inspiring shift: employees brought fresh perspectives and new solutions to the table, which proved highly successful.
While the context is different for LGR and devolution, the pandemic demonstrated that redeployment shouldn't only be a reaction to pressure. It should be a proactive part of workforce strategy, helping employees develop skills for future success. The outcomes of such an approach – whether in crisis or normal times – will ensure effective transitions that benefit both individuals and organisations.
Creating diverse leadership pipelines
Importantly, redeployment also provides an opportunity to build leadership teams that reflect the diversity of the communities they serve. As local government undergoes transformation, this is a chance to cultivate more diverse talent pipelines. With the right talent strategies in place, councils can emerge from this period of change with leadership teams that are not only effective but also more inclusive.
By supporting the development of diverse talent, councils can create teams with fresh perspectives, driving innovation and aligning services more closely with community needs.
Future skills for local government
As local government evolves, it's important to consider the future skills that councils will need to thrive. Technological advancements, particularly AI, will play a pivotal role in shaping the sector and will help to enhance operations, improve decision-making, and increase efficiency. Adapting to these technologies and fostering a culture of innovation will be vital for councils to remain relevant, responsive, and competitive as employers. Redeployment provides a chance to equip staff with the skills needed for this evolving landscape and ensures employees are prepared for future challenges.
Supporting leaders through transition
At Tile Hill, we are helping leaders to navigate these significant transitions through LGR and devolution discussions. Whether we're advising individuals moving into newly formed unitary authorities or stepping into interim roles within a devolved system, we understand the need for clear, honest guidance to ensure successful transitions.
Our approach is simple but effective: we provide leaders with the tools they need to thrive in times of change. We offer executive coaching to build resilience, develop leadership skills, and boost confidence. We also provide market insights, helping our clients understand the changing landscape of local government and the implications of devolution.
We're working closely with local authorities to understand their unique challenges during LGR and devolution. By aligning our expertise with their priorities, we ensure that redeployment becomes a carefully considered strategy for success, helping both councils and individuals emerge stronger and more resilient.
A personal perspective: transitioning within Tile Hill
As someone who has recently been redeployed within Tile Hill, I've seen first hand how redeployment unlocks opportunities. When I transitioned into the executive interim team in January it was about embracing change and recognising that my skills were transferable to a new area. Speaking from my own experience, I know that change can be daunting, but with the right support, individuals can thrive in new roles. The same applies to councils – they can build stronger teams by leveraging existing talent.
LGR is creating a period of uncertainty for many local authority leaders, but it also presents an opportunity to develop a more agile, skilled, and prepared workforce. By strategically deploying talent, councils can turn challenges into growth opportunities.
At Tile Hill, we believe that when redeployment is done right, it benefits both individuals and organisations. We practice what we preach, supporting both our clients and our own people through times of change.
If you're navigating a career change or your organisation is going through LGR or devolution, we'd like to hear from you. We're here to help you make the most of these opportunities, ensuring a smooth transition for everyone involved.
Helen Anderson is associate director – Executive Interim Recruitment at Tile Hill
