How Local Authorities Compete to Attract Top Executives in Children's Services

Attracting and retaining top executive talent in children’s services is a significant challenge for local authorities across the UK. As the needs of our communities evolve, so must our approach to leadership recruitment. For such a small nation by landmass, the variety in cultures, norms, and ways of working between regions in the UK continues to surprise me as I learn about the local authority landscape as a recruiter. Here are a few observations from my experience in an attempt to highlight the key factors local authorities use to compete for the best talent, in no particular order.

 Role Clarity and Impact
Candidates are often drawn to roles that offer clear, impactful responsibilities. Providing well-defined job descriptions with opportunities to influence policy, lead major projects, and make a significant positive impact can be highly appealing for senior children’s services professionals. Authorities benefit from highlighting the potential for meaningful contributions within the community. This is largely the norm for permanent appointments; however, the level of available information in the interim market varies drastically between councils and even departments within them. Given the fast pace of interim recruitment processes, it is understandable that a detailed job description cannot always be produced. However, I have found that, while most interim candidates are flexible, the provision of any information (such as a basic person specification) can lead to more interest and therefore a better pool of candidates.

 Competitive Compensation
The children’s services sector attracts highly motivated individuals with a genuine desire to positively contribute to some of the most vulnerable in society. Financial gain is likely not the sole/primary factor in decision-making for candidates; however, competitive compensation packages continue to play a crucial role in attracting top talent. Offering higher salaries/day rates and attractive pension schemes will inevitably attract the best candidates. It is no secret that councils across the country are struggling financially, and it may not be reasonable for the market to significantly increase salaries; however, councils are able to find solutions to stay competitive. Examples include separating direct pay and expense packages for travel and accommodation, which could mean the postholder can afford to accept a lower salary due to not spending take-home pay for expenses that they will incur simply to work. Also, for the interim market, structuring a role to achieve the desired outcome whilst ensuring “outside IR35” status has also proved to be another cost-effective way to stay competitive for councils.

Organisational Reputation and Career Development
Generally, an authority’s reputation and financial stability are powerful attractors for top talent. Authorities known for effective governance, innovation, and successful projects are more likely to attract high-calibre candidates. Stability in leadership and vision also reassures candidates about the organisation’s future. There is another niche side to the market where candidates are attracted to jobs that require a major turnaround, particularly in the interim. I’m not suggesting councils aim to be in a position that needs turning around by any means, but when they have found themselves in such a position, there are certain people who are driven by wanting to turn services around for their career development. This is one example where the requirement for the job perfectly suits the candidates an organisation needs. The broader point regarding career development is that candidates will be drawn to opportunities that help them in their journey. When an organisation makes it clear and obvious that the postholder’s development is taken into consideration, it almost always results in a better pool for them to recruit from. 

Work-Life Balance and Culture
I believe that work-life balance and the culture of an organisation are more important for retention than recruitment. Regarding children's services specifically, it is clear that the demands on employees can be intense, especially with demand rising alongside relatively restrained resources. Prioritising work-life balance helps prevent burnout and promotes well-being. Flexible working arrangements, generous leave policies, and remote working options are crucial in a post-covid world to stay competitive from a local authority’s point of view. Hybrid working policies also increase the number of candidates a council would be able to access; it is not uncommon for interims to work 2 days on-site per week with an overnight stay. We have noticed a trend of on-site presence increasing on average across the nation again, which means work-from-home policies are becoming a choice rather than the norm that COVID forced us into. Along with individual preferences, leaders thrive in environments where there is strong teamwork, ethical standards, and a shared commitment to public service. Fostering a positive organisational culture can significantly enhance job satisfaction and, frankly, make it much harder for someone to want to leave.

 Innovation and Resources
Access to cutting-edge technology, resources, and support for innovative practices can attract forward-thinking leaders. Local authorities should highlight their commitment to innovation and the resources available for executives to drive positive change for their communities but also their employees. This is perhaps a factor that will show its impact in the long run rather than something that can be implemented immediately—councils that are at the forefront of technological innovation in children’s services will have a USP when competing for the best candidates. There is a reason the best F1 drivers end up in the best cars—an example I never thought I’d use in a children’s services article.

Equality, Diversity, and Inclusion
Diversity and Inclusion, EDI, DEI, etc. is a topic most will have seen addressed many times, so best to keep this one short. Most councils have to and will claim to be diverse, inclusive, and equal. I think it is extremely difficult to know exactly how inclusive an organisation is because there is an incentive for councils to show they are inclusive without being able to tell how true this really is for a prospective candidate. The best example of my point is representation: does representation of race, gender, neurodiversity, sexuality, and other aspects equal true inclusivity? And does the lack of representation equal a lack from of it? I am far from an expert and will need to educate myself in a lot more detail before writing with any authority.

The UK generally deals with EDI quite well in my opinion compared to global standards, however I think we can all agree there is a lot more work to be done. This certainly presents an opportunity for councils to be more competitive because a good EDI strategy will positively impact retention (more than recruitment) because employees will feel more comfortable in their own skin and be less likely to leave from where themselves and their colleagues don’t have to deal with discrimination. 

Conclusion
In the competitive landscape of children's services executive recruitment, local authorities must strategically enhance the factors mentioned above and more to attract and retain the best talent. By offering comprehensive compensation packages, career development opportunities, work-life balance, and fostering a positive work environment, authorities can ensure they have the leadership needed to navigate the complexities of children's services and deliver better outcomes for their communities.

As the demands on children's services continue to grow, the need for exceptional leadership is more critical than ever. By focusing on these key areas, local authorities can not only attract top talent but also build a resilient and effective leadership team capable of meeting the challenges ahead.