The data
The latest workforce data from the Local Government Association (LGA) highlights a number of serious challenges facing local authorities in the UK. Funding remains a pressing issue, while staffing levels are critical – 94% of councils say they have problems with recruitment and retention.
This is, in large part, down to low pay. According to the CIPD, expected pay increases in the private sector will fall from 5% to 4% in 2024, while in the public sector, the figure will drop from 5% to 3%. And while these numbers are above the current rate of inflation (2% in May 2004), the cost of goods and services across the board remains stubbornly high.
Despite relatively low pay increases, employers are struggling to cope with rising wages. A recent LGA whitepaper points out that the National Living Wage has increased by 31% since 2020, while the lowest pay rate in local government has risen by 25%. These rises come at a significant cost to employers in the public sector who receive no additional government funding to make up the shortfall.
Potential solutions
Upskilling
One way to tackle the problem of recruitment is to upskill staff. In fact, this is already being done by local government – 55% of public employers currently upskill staff, compared to 49% in the private sector. This can be achieved through consistent training provision, professional development planning, and embracing emergent digital solutions including AI and Machine Learning.
Digital platforms for wellbeing
With the right digital solutions in place, local government organisations can automate a number of time-consuming administrative tasks, allowing staff to focus on the key aspects of their work. Digital tools can also promote better employee wellbeing – performance management systems can motivate employees with real time feedback, objective setting, and clear progression plans.
Working arrangements
While flexible working may not be feasible for certain frontline employees including care providers and health workers, there is scope within local government to offer alternative working arrangements. Offering flexible working in a wider variety of roles improves the Employee Value Proposition (EVP), increasing levels of recruitment.
Recruitment practices
Streamlining recruitment processes and reducing bureaucracy can help local councils fill vacancies more quickly. Modern recruitment tools and techniques, such as AI-driven candidate matching and social media campaigns can also improve the effectiveness of recruitment efforts. Recruiters should look to target young people where possible, creating a talent pipeline.
Improving retention
Enhanced recruitment processes can help attract the right talent; however, local authorities must also consider retaining the staff they have in role. Along with offering development training and clear pathways to progression, organisations must ensure their place of work is welcoming and inclusive. This may mean reviewing current Diversity, Equality and Inclusion (DE&I) policy to ensure it reflects the needs of the modern workforce.
Summary
The staffing crises in local government may take some time to resolve, particularly without requisite levels of funding. However, in order to mitigate the dual challenges of recruitment and retention, local government can look towards improving the employee value proposition with effective digital solutions, opportunity for progression, flexible working patterns and inclusive practices.
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