7 Ways Local Authorities Can Attract Private Sector Talent

In today’s competitive job market, local authorities have a unique opportunity to attract professionals from the private sector—if they play to their strengths. While the private sector often boasts higher salaries and sleek perks, local government offers something increasingly valuable: purpose, impact, and the chance to shape communities in meaningful ways. With the right strategies, councils can not only recruit but also retain top-tier talent from the private sector. Here are seven ways to make that happen.

1. Lead with Purpose: Show the Human Impact

One of the most powerful motivators for professionals today is purpose. Increasingly, individuals are seeking roles where they can see the tangible impact of their work. Local authorities are uniquely positioned to offer this, but they must communicate it clearly. It’s not just frontline services that change lives—corporate roles like property, planning, and finance also play a critical role in shaping communities. Whether it’s designing inclusive housing, managing public assets, or planning sustainable infrastructure, these roles have a direct and lasting effect on people’s lives. By highlighting the human stories behind the spreadsheets and strategies, councils can appeal to professionals who want their work to matter. As one council leader put it,

2. Make Flexibility Real, Not Rhetorical

Flexible working has become a baseline expectation, but for many professionals, it’s still inconsistently applied. Local authorities must go beyond offering remote work as a tick-box benefit and instead embrace flexibility as a core principle. This means trusting employees to deliver outcomes in ways that suit their individual needs and working styles. For neurodiverse individuals or those with caring responsibilities, this kind of autonomy can be the difference between thriving and burning out. Flexibility should be about freedom—freedom to work different hours, from different locations, and in ways that align with personal circumstances. As one HR director noted,

Councils that truly embed this mindset will stand out to private sector professionals seeking a healthier, more inclusive work environment.

3. Build a Culture of Growth and Psychological Safety

Culture is often the deciding factor in whether talent stays or leaves. To attract professionals from the private sector, local authorities must foster a culture that prioritises growth, inclusion, and psychological safety. This means creating environments where people feel safe to speak up, take risks, and learn from failure without fear of blame. It also means investing in professional development and leadership that listens. A 2024 McKinsey report found that organisations with high psychological safety are 27% more likely to report strong performance. When people feel supported and valued, they’re more likely to innovate, collaborate, and stay. As one senior officer shared,

4. Strengthen Member-Officer Collaboration

The relationship between elected members and officers is a defining feature of local government—and when it works well, it’s a powerful asset. A strong, respectful partnership creates a stable, empowered environment where professionals can focus on delivering outcomes without being caught in political crossfire. This kind of collaboration builds trust, reduces internal friction, and fosters a sense of shared purpose. It also reassures private sector professionals that they’ll be entering a workplace where roles are clear, decisions are respected, and leadership is aligned. As one council CEO put it,

5. Offer Clear Career Pathways and Honest Rewards

Transparency around career progression and remuneration is essential. Local authorities should be upfront about what professionals can expect in terms of development, responsibility, and reward. This includes being honest about what a Chief Executive can earn, but also emphasising the broader value of the role—such as the societal impact and leadership influence. Unlike the private sector, where early-career professionals may be confined to narrow specialisms, local government often offers broader responsibilities and faster progression. A junior officer might manage a multi-million-pound regeneration project or lead a cross-departmental initiative—opportunities that would take years to access in a corporate setting. As one officer noted,

6. Streamline Recruitment and Tell Your Story

Recruitment processes are often the first impression a candidate has of an organisation—and clunky, outdated systems can be a major turn-off. Local authorities must modernise their recruitment to be user-friendly, efficient, and transparent. But beyond process, they must also tell their story. Too often, the incredible work of councils goes unnoticed. By using social media, videos, and real employee testimonials, councils can showcase the passion, diversity, and impact of their teams. This storytelling is essential to changing perceptions and attracting professionals who may not have previously considered a career in local government. As one communications lead said,

7. Celebrate the Unique Value of Local Government Work

Finally, councils must embrace and celebrate what makes them different. Local government offers something rare: the chance to make a tangible difference every day. Whether it’s improving public transport, supporting vulnerable residents, or planning for climate resilience, the work is meaningful and deeply connected to people’s lives. This is a powerful draw for professionals who are tired of chasing quarterly profits and want to contribute to something bigger. A 2024 Local Government Association survey found that over 90% of councils are struggling to fill roles in at least one occupation. The solution lies in proudly communicating the unique value of public service. As one senior leader put it,

Conclusion: Purpose is the New Perk

Attracting private sector talent into local government isn’t about trying to replicate corporate culture—it’s about confidently offering something more meaningful. Local authorities have a compelling story to tell, one rooted in purpose, community, and real-world impact. In a time when many professionals are re-evaluating what they want from their careers, councils can offer what many are seeking: the chance to do work that matters.

This is a sector where a finance officer can help protect services for vulnerable families, where a planner can shape inclusive neighbourhoods, and where a property manager can drive regeneration that revitalises entire communities. These are not abstract contributions—they are tangible, visible, and deeply human. And they are exactly the kind of impact-driven roles that many private sector professionals are now craving.

But to truly compete for this talent, local authorities must be bold. They must modernise their recruitment processes, embrace genuine flexibility, and build cultures where people feel safe, supported, and inspired. They must be transparent about career progression and the rewards of public service—not just in financial terms, but in terms of influence, responsibility, and legacy.

The future of local government depends on its ability to attract the best and brightest from all sectors. With the right strategies, councils can become not just an alternative to the private sector, but a first-choice destination for ambitious, values-driven professionals. The opportunity is here. The question is: are we ready to seize it?