Peta Newlin and Suzanne Hudson, senior advisers in the LGA Workforce team, explore one of the most pressing – and promising – challenges in local government: how we can attract, develop and retain the people who make our public services work? Catch-up on the war stories, data and – crucially – practical fixes that they shared with delegates at the LGA Conference.
At our recent LGA conference in Liverpool, Peta Newlin and Suzanne Hudson, senior advisers in the LGA Workforce team, explored one of the most pressing – and promising – challenges in local government: recruitment, specifically how we can attract, develop and retain the people who make our public services work. Here is a summary of the war stories, data and – crucially – practical fixes that they shared with delegates.
Local government is at a crossroads. As councils across the UK face rising demands and shrinking resources, the ability to attract, develop, and retain talent has become not just a priority but a necessity.
At the LGA Conference in Liverpool, our session focused on sharing what works for the recruitment and retention of our workforce. With sector leaders from local authorities from across England and Wales, we explored the challenge of increasing demand and shrinking resources, sharing data, insights, and practical solutions that can support councils as we enter an era of reshaping our public services.
The numbers are sobering. Employment in local government has dropped to a record low of 1.98 million (ons.gov.uk), while up to 8 million UK jobs are at risk from increasing use of AI and automation (theguardian.com). Yet there are signs of hope: the LGA’s national recruitment campaign has driven a surge in applications, with average responses per vacancy rising from 10.9 to a peak of 16.6 in January 2025 (local.gov.uk). This momentum, however, is fragile and will need to be nurtured with dedicated attention and effort.
We opened the discussion by asking a fundamental question: what talent do councils actually need?
Roles in finance, planning, surveying, and social work remain persistently hard to fill, and many councils still struggle with producing forward-looking workforce plans. But with AI reshaping job roles, we need to think about whether our current job descriptions are fit for the future. Councils need to be reviewing and refreshing their skills expectations and job profiles, ensuring employees are prepared for what’s next, not just what is in place now.
A key message running through our session was the importance of a strong start. Retention starts the moment someone walks through the door: don’t underestimate the impact of starting day one with a laptop and access to all the right systems, a warm welcome, a clear sense of purpose and a schedule of regular check ins. These simple steps can dramatically improve retention and engagement.
But recruitment doesn’t stop at the front door. Councils must also rethink how they attract talent in the first place. Authentic social media, flexible working options, and a clear employee value proposition are now essential. Candidates want to see real people, real policies, real opportunities and organisations that really live their values when they make judgements and decisions about who to work for.
Lou Lennon, founder of The People Deal, demonstrated ways that recruitment can be designed around the candidate, not the bureaucracy. From streamlined application processes to transparent communication and inclusive practices, every touchpoint matters. Councils should be mapping every step from advert to offer and eliminating the steps that don’t add value.
Lou introduced a maturity model to help councils benchmark their progress and encouraged leaders to use data, storytelling, and lived experience to drive change. Lou’s advice was simple but powerful: cut the “time to yes” and watch acceptance rates climb.
But recruitment really is just the beginning. Induction and ongoing learning should be embedded into the culture of every council. From peer-led sessions to cross-functional communities, every manager can be a coach and every project a learning opportunity. The goal is to create an environment where people grow – and stay! If you needed convincing, here are some statistics: 7 out of 10 employees are more likely to stay is day one is good, and 9 out of 10 are more likely to stay if supported and developed.
Alumni and returners also have a vital role to play. Programmes like the LGA’s “Return to Work” initiative show how former employees can bring back valuable skills and fresh perspectives.
Looking ahead, our new Retention Reset programme launching this autumn will encourage councils to think about the full employee experience, from induction through to performance to progression. Using evidence-based practice, this programme will help councils find ways to attract, engage and retain the people they need most, while hopefully bringing back those they’ve lost along the way, ensuring that recruitment shifts from being a one-off event and becomes a long-term relationship.
We closed our conference session with a call to action: don’t treat recruitment as an HR function. Acknowledge it as a corporate risk and use it as a strategic lever for community resilience.
Recruitment can feel like firefighting, but we know that councils are already exploring smarter, faster and fairer ways to bring talent in and keep it. By focusing on reaching the right candidates, getting Day 1 right, embedding lifelong learning, and valuing every stage of the employee journey, councils can build a workforce ready to meet the challenges of tomorrow.