Beyond the Brief: What Local Authorities Should Expect from Recruitment Partners in 2026

As the recruitment market becomes increasingly saturated, and local authorities face mounting financial pressures, it is time to ask a bold question:

Are you getting enough from your recruitment partners?

For too long, recruitment in local government has been treated as a transactional process   a race to fill roles quickly, often at the expense of long-term value. But with the sector under strain and the stakes higher than ever, it is time to redefine what going above and beyond really means.

The State of Play

The UK public sector recruitment market is booming. In the financial year 2023–24, recruitment suppliers generated £7.5 billion in direct public sector revenue, a staggering 70 percent increase compared to 2019–20. Yet this growth has not always translated into better outcomes for councils.

The market is also highly consolidated. Just 10 recruitment suppliers account for 66 percent of all public sector recruitment spend. This raises questions about competition, innovation, and whether councils are truly getting tailored, value-driven support.

Despite this, satisfaction levels vary widely. A recent evaluation of the National Recruitment Campaign for Local Government found that 86 percent of councils using the campaign toolkit felt it positively supported their recruitment efforts . However, nine out of ten councils still report ongoing challenges with recruitment and retention , particularly in specialist areas like social care, planning, and environmental health.

The campaign also revealed that online job applications per role increased by 36.7 percent year-on-year, peaking at 16.6 applications per job in January 2025, despite councils advertising fewer roles and spending less on promotion . This suggests that strategic marketing and better candidate engagement can deliver real results   even under budget constraints.

So what should recruitment partnerships look like in 2026? What should be standard, not exceptional?

It is time for local authorities to demand more   not just in terms of price, but in terms of purpose. Recruitment partners must go beyond filling vacancies. They must help councils attract, retain, and develop the talent that will move the sector forward. As Cllr James Jamieson, Chairman of the Local Government Association, put it:

"Local workforce shortages are adding to the challenges facing our local services. In the coming years, some services are likely to continue to see a significant increase in demand which they will not be able to meet without an increase in the supply of skilled staff." 

Raising the Bar: What You Should Expect

Over the past six months, we have spoken with over 100 senior contacts across the local government sector   including Chief Executives, HR Directors, Heads of Service, and elected members. Their message is clear and consistent: recruitment partnerships must evolve.

The days of transactional, one-size-fits-all approaches are over. Councils want   and deserve   more. They want recruitment partners who understand their challenges, share their values, and help them build teams that will shape the future of public service.

In 2026, the baseline for recruitment support must be higher. It should reflect the complexity of the roles being filled, the importance of retention, and the need to align recruitment with broader organisational goals   from culture and inclusion to transformation and community impact.

We have summarised the key themes from these conversations below   what we believe should be non-negotiable standards for recruitment partnerships in local government.

But we want to go further. We are now launching a sector-wide initiative to gather insights from 10,000 points of contact   from HR teams and hiring managers to service leads and elected members   to build a clear, evidence-based framework for what great recruitment looks like in local government.

This will not be a theoretical exercise. It will be a practical, sector-owned standard that recruitment partners can be held to   and that councils can use to benchmark, procure, and improve recruitment outcomes. If you are reading this, we want your voice included.

Have your say. Help shape the future of recruitment in local government.

Value and Integrity

Price and Value for Money

Councils are under pressure to deliver more with less. Recruitment partners must offer transparent pricing models that reflect genuine effort, impact, and long-term value. According to CIPFA, over 60 percent of councils are now reviewing external spend on recruitment annually   not just for cost, but for return on investment. Value is no longer just about filling a vacancy; it is about finding someone who stays, thrives, and contributes.

Social Value

Recruitment should contribute to community outcomes. Whether through inclusive hiring practices, local supply chain engagement, or supporting underrepresented groups into leadership roles, social value must be embedded in the recruitment process. The Public Services (Social Value) Act 2012 is no longer a tick-box exercise   it is a strategic imperative.

Procurement via Frameworks

Frameworks like CCS RM6229 and Local Government Resourcing Partnership (LGRP) offer compliant, efficient routes to market. But councils want more than compliance   they want partners who understand how to use frameworks flexibly, creatively, and in ways that support local priorities.

HR Advisory Support

Recruitment partners should not just fill roles   they should advise on workforce strategy. From succession planning to organisational design, councils increasingly expect recruiters to bring HR expertise to the table. In a recent survey by the LGA, 72 percent of councils said they would value external support in shaping future workforce models.

Strategic Support

Help Shaping the Brief

The best recruitment outcomes start with the right brief. That means co-designing roles that reflect the authority’s ambitions, culture, and future direction. It means asking the right questions   not just about the job, but about the impact the role needs to have.

Market Insights

Councils want real-time intelligence. What are other authorities paying for similar roles? Where are the talent shortages? What does the candidate market look like? Recruitment partners must provide data-driven insights that inform decision-making and help councils stay competitive.

Support Evaluating Culture

Culture fit is critical but often overlooked. Councils are increasingly using tools like the Barrett Values Centre model to define and assess organisational culture. Recruitment partners should be able to interpret these models and help assess candidate alignment objectively, not just intuitively.

Support with Onboarding

Recruitment does not end at offer. Effective onboarding is essential for retention, performance, and morale. Councils want partners who can support onboarding strategies   from pre-start engagement to first-90-day plans and help new hires integrate quickly and successfully.

Brand and Candidate Experience

In a competitive market, how your authority is perceived by candidates matters more than ever. Recruitment partners must act as brand ambassadors   not just service providers. They should help you tell your story, showcase your values, and attract people who believe in your mission.

Marketing Support

Your employee value proposition (EVP) is not just a slogan   it is your promise to current and future staff. Recruitment partners should help you articulate and amplify that promise. Whether through targeted campaigns, compelling job adverts, or social media storytelling, marketing support should be part of the package.

However, councils are increasingly questioning the value of paying excessive fees for advertising on third-party job boards. Many authorities already have access to these platforms and can post directly. What they need is strategic guidance   not mark-ups. Recruitment partners should focus on content, targeting, and messaging, not simply reselling access to platforms councils already use.

Values-Led Search Process

Candidates are increasingly choosing employers whose values align with their own. Recruitment partners must reflect your ethos in every interaction   from initial outreach to final offer. This builds trust, improves candidate experience, and strengthens long-term retention.

Bespoke Solutions

No two councils are the same. Recruitment solutions should reflect your unique context, challenges, and ambitions. Off-the-shelf templates and generic processes do not cut it. Tailored approaches   from briefing to onboarding   show candidates that your authority is serious about quality and care.

Passion for Local Government

Recruiters who understand the sector bring more than expertise   they bring empathy. They know the pressures, the politics, and the purpose behind public service. This passion translates into better briefs, better matches, and better outcomes.

Interview and Process Support

Even the best candidates can be lost through poor process. Recruitment partners should support every stage   not just sourcing.

Support for Line Managers and Members

Interviewing is a skill. Councils want partners who can coach panels, structure interviews, and ensure fairness. This is especially important when members are involved in senior appointments. Structured support improves confidence, consistency, and candidate experience.

Remote Process Capability

Digital recruitment is here to stay. Partners must offer seamless remote processes   from virtual interviews to online assessments without compromising quality or compliance. Authorities that embraced remote recruitment during the pandemic reported a significant increase in candidate reach and scheduling efficiency.

Compliant Recruitment Process

Public sector recruitment must meet high standards   legally, ethically, and procedurally. Partners should be fluent in safeguarding, equalities legislation, and data protection. Compliance is not a box to tick it is a foundation for trust.

What You Do Not Want

Let us be honest   some practices are holding the sector back. Here is what we hear time and again:

High Fees

Especially when they are not matched by quality, effort, or outcomes. Councils are increasingly scrutinising cost-per-hire and demanding transparency.

Immoral or Aggressive Recruitment Behaviour

Poaching, pressure tactics, and misrepresentation damage relationships and reputations. Councils want partners who act with integrity not just efficiency.

Off-the-Shelf, One-Size-Fits-All Solutions

Generic processes ignore the nuances of local government. Councils want recruitment that feels personal, purposeful, and aligned with their values.

Unnecessary Advertising Costs

Councils do not want to pay inflated fees for job board advertising that they could manage themselves. Recruitment partners should add value through strategy and creativity   not by reselling access to platforms.

Have Your Say: What Do You Want in 2026?

We want to hear from you.

We have already spoken with over 100 senior contacts across the sector   from Chief Executives and HR Directors to Heads of Service and elected members. Their insights have helped shape the standards outlined in this blog. But we want to go further.

We are now launching a national initiative to gather feedback from 10,000 professionals across local government   from HR teams and hiring managers to service leads and councillors. Our goal is to build a clear, evidence-based framework for what great recruitment looks like in local government.

What matters most to you in a recruitment partner? What is missing from the market today? What would make recruitment work for the sector, not just within it?

Your voice will help shape a new set of standards one that recruitment partners can be held to, and one that councils can use to benchmark, procure, and improve recruitment outcomes. We will share the findings in a follow-up blog and podcast episode, so the sector can move forward together.

What Do You Want from Your Recruitment Partners in 2026?

• Transparent pricing with clear return on investment
• Recruitment that delivers measurable social value
• Strategic use of frameworks aligned to local priorities
• HR advisory support on workforce planning and design

See All Options

You can vote for more than one answer.

Closing Thought

Recruitment is not just about filling roles. It’s about shaping the future of local government. It’s about finding people who will move the sector forward and keeping them.

“The strength of any council lies not just in who it hires, but in how those people grow, lead, and stay.” Truth About Local Government

According to the Local Government Association, 72% of councils say they would value external support in shaping future workforce models. That’s not just a call for help, it’s a call for partnership. Let us raise the bar. Let us expect more. And let us build recruitment partnerships that deliver more than just CVs.