Finding the right talent for your team can be a challenging process, but particularly so during periods of change and transformation. Local Government Reorganisation (LGR) and The Fair Funding Review 2.0 are two significant consultations happening nationally; naturally, these have left those impacted considering the most effective recruitment strategies moving forward. Navigating cultural sensitivities, considering the benefit of external interim support, and evolving alongside change are some of the key challenges employers in the public sector are facing.
At Michael Page, we’ve conducted a number of meetings with key figures and stakeholders in Local Government, including those who are conduits between their respective council and Central Government. It is clear that prior to budgets being properly assessed, timelines being set, and efficiencies measured, a number of factors must still be considered.
So what happens in the meantime, whilst all in Local Government are looking to do the best they can by their councils and residents? Balancing innovation with existing understanding, whilst keeping staff engagement at the fore is key. Our team has worked closely with numerous councils to first consult, and then deliver, on organisational redesigns. Often, the outcome is that core employees can engage helpfully on matters of change – sometimes more than originally thought. However, external support, often in an interim capacity, is critical to success and ensures continuity for the team.
Financial modelling governance requires strategic navigation and scrutiny. Your teams will benefit from open, top-down, transparent communications. When addressing the art of the possible in periods of change, valuable foresight means building the strongest teams working to address the changes of tomorrow.
As a result of announcements made in the Autumn Budget, councils will see a cash increase in core spending power. However, with research from UNISON indicating a funding gap at £3.4bn in England, set to rise to £6.9bn in the next few years, budgets may still be under strain.
Michael Page has worked with a considerable number of councils and governmental departments throughout many periods of transformation. Throughout this time of change, I encourage councils to lean into this transformative period. This means defining the right internal cultures, establishing effective communication methods, and leveraging the support of a recruitment partner to assist with short- and long-term solutions while hiring during times of change.
