How to widen your talent pool

To quote Leach and Copus, Local Government is “not just a vehicle for service provision. It is equally importantly a vehicle for local democracy and political and civic engagement.” It’s already been on a long journey with many authorities still as proud about non-statutory services, as their core offer.

What the ultimate “offer” is in the context of more best value notices, and sections 114s, is likely to change. Councils will have to continue to do more with less alongside being more creative and partnership-driven to deliver.

The sector workforce is going to need quite different or at least additional skills to today’s workforce. You’ll need people with the powers of persuasion (digital and verbal – not necessarily the same person). You’ll need people who can sell missions/visions/values – the benefits of collaboration etc. You’ll need people with drive. People who can see beyond red tape and pessimism, people who want to get things done and fast. Psychology graduates, data scientists, mental health experts, wellness directors; – all likely to be increased demand skillsets, already long embedded in other sectors. 

And then there’s attracting and developing the next generation of local government leaders. Enablement means the sector being open to new and different skillsets. Recruiters need to stop recycling the same, ever smaller pool of senior, experienced candidates and be prepared to put new, out of sector, CVs in front of CEOs. More CEOs should come from out of sector too. Council leaders and cabinet members appointing CEOs/SROs need to be bolder and braver in their hiring policies. Internal council HR needs to move from transactional HR to Business Partner HR models, very much the modus operandi in the private sector for the past 15+ years. And yes, consultancy and fractional leadership should all have place. They are not dirty words!

So, how to widen your talent pool?

If you’d like to discuss the challenges you’re facing, please contact me.