As we await the Budget, financial constraints are top of mind.
As well as plans for the coming year, we can expect some expanded spending priorities and, in the spring, more clarity will come with a three-year Spending Review.
Recent analysis from the Institute for Fiscal Studies suggests the Government has little room for manoeuvre.
Rising costs in social care, special educational needs and disabilities services and housing are putting immense pressure on already stretched budgets.
Solace president Matt Prosser last week described the ‘repugnant' decisions councils are forced to make and it is communities who bear the brunt of these cuts.
The MJ and Solace's recent survey revealed 28% of council chief executives now see recruitment and retention as a major challenge, up from 24% last year. Attracting and retaining skilled leadership is becoming increasingly difficult as financial pressures grow. The question is, with no significant funding increase in sight, how can councils compete in the recruitment market and hold on to the leaders they need?
While financial rewards may be limited, councils can still focus on other areas to make the sector more attractive. Promoting the sense of purpose and highlighting the opportunity to make a tangible difference in communities is a powerful draw.
Councils need to communicate the long-term vision of local government as a critical player in delivering a better society. Potential hires may be drawn to the sector not for immediate financial gain, but for the chance to lead through challenging times, work in inspiring, diverse teams and help shape the future.
Ultimately, without stable long-term funding, recruitment will remain a challenge. But, by focusing on the non-financial benefits of working in the sector, councils can still attract and retain the talent they need to lead through these turbulent times.
Greg Hayes is a director at Tile Hill Executive Recruitment
