Understanding Market Appetite: What Senior Recruiters and Councils are Looking for Right Now

We’re in a fascinating period when it comes to recruitment priorities for Local Authorities, and as I’m sure you’ve worked out, that is largely due to the impact Local Government Reorganisation (LGR) and Devolution are having. I’m sorry if you’re becoming bored of hearing the acronym LGR, but this article will inevitably touch on how it is shaping the senior recruitment market, as well as offer some advice on how you can position yourself to maximise the opportunities.

For the purposes of this article, I am going to simplify roles into three categories and go through each of them in turn: substantive leadership roles (permanent), interim leadership roles, and interim consultancy roles.

Substantive Leadership Roles

Within the permanent sphere, there are some interesting shifts happening outside of the ‘usual churn’. We’re seeing an increasing number of retirements and early retirements in the lead up to LGR, and not just from leaders in District Councils, but across Unitaries, Mets and County Councils alike.

Naturally, this is resulting in a greater volume of opportunities. However, the way in which councils are choosing to backfill these roles doesn’t always result in a full Executive Search. With LGR looming in some areas, it is becoming increasingly common for councils to appoint longer-term interims instead, while also creating strong opportunities for internal step-up candidates.

At the same time, the uncertainty that LGR brings around people’s career futures means fewer candidates are actively considering new permanent roles. As a result, if you are currently open to a permanent move, competition is typically less fierce, and you are more likely to be successful. This is particularly important for those looking to step up, as the barriers to entry are, in many cases, lower than in a more typical recruitment market.

There is also a slightly more cautious approach to permanent hiring, with councils often favouring candidates who can demonstrate experience navigating change, ambiguity, and large-scale transformation.

Interim Leadership Roles

Bringing us onto interim leadership positions, there are also some notable shifts in the market.

As mentioned above, we are increasingly seeing contracts offered through to vesting day. This has a couple of important knock-on effects. Firstly, where interim talent pools are already constrained, the fact that more candidates are being tied into longer-term contracts shrinks the available pool even further. This naturally places candidates in a stronger position, with less competition for roles.

We are also seeing upward pressure on day rates in certain areas, particularly where demand significantly outstrips supply.

Alongside this, there is a growing emphasis on delivery. Interim leaders are less frequently being brought in simply to ‘hold the fort’, and more often tasked with delivering specific outcomes - whether that be financial recovery, service stabilisation, or leading elements of organisational change. As a result, those who can demonstrate a track record of delivering tangible impact in short timeframes are particularly well positioned.

All of this means that, for those considering a move into interim, now is a particularly opportune time to do so.

Interim Consultancy Roles

This third category covers a broad range of assignments, but essentially includes roles that sit outside of an organisation’s usual structure.

We are seeing a significant increase in demand for these types of roles, and as of April 2026, it feels like we are only just scratching the surface. With LGR and Devolution on the horizon, there is a clear need for additional capacity from experienced leaders who can support organisational transition, whether that be through programme delivery, organisational design, or broader transformation activity.

Unsurprisingly, these roles are often highly attractive to candidates. The opportunity to support large-scale change and shape future structures can be a particularly interesting and rewarding proposition. This does therefore mean that these opportunities are more highly contested than the others mentioned, and so being able to demonstrate a clear track record of delivering similar transformation work, alongside the ability to operate at pace and add value quickly, will be key to standing out in what is becoming an increasingly competitive space.

Also, this does have an impact on the wider market. As more candidates gravitate towards these types of assignments, the demand placed on the interim market increases further. In some areas, this is beginning to create challenges in filling more traditional interim leadership roles, particularly statutory positions, where the available talent pool is becoming increasingly stretched.

What This Means for You

So, what does all of this actually mean in practice?

Firstly, whether you are considering a permanent or interim move, this is a market that is currently working in your favour, provided you are willing to be proactive. Reduced competition in the permanent space, combined with high demand and constrained supply in the interim market, means there are genuine opportunities to step into roles that may have previously felt just out of reach.

For those considering permanent roles, this is a window where stepping up is more achievable than usual. However, it’s important to recognise that councils are still looking for individuals who can operate in complex and uncertain environments. Being able to clearly demonstrate your experience of navigating change, influencing senior stakeholders and delivering through ambiguity will be key.

For those already operating, or looking to move into the interim market, the opportunity is equally strong, but expectations are high. Organisations are increasingly focused on outcomes, so being able to evidence delivery, impact and pace will set you apart. It is also worth being mindful that while demand is high, the most sought after opportunities will continue to go to those with a clear and relevant track record.

In short, while LGR and Devolution are creating a level of uncertainty across Local Government, they are also creating a significant amount of opportunity. The candidates who understand the market dynamics and position themselves accordingly will be the ones best placed to take advantage.

At Tile Hill, we’re working closely with councils and senior leaders navigating these changes every day. That gives us a real-time view of where demand is shifting, how hiring strategies are evolving, and where the strongest opportunities are emerging. If you’re considering your next move, or simply want an informed perspective on how the market is developing, we’re always happy to share insight and have a conversation.