The World at Our Doorstep: Rethinking Recruitment in Local Government

As local authorities across the UK continue to face acute and persistent skills shortages particularly in specialist professional roles such as planning, environmental health, and legal services it’s time to ask a bold and necessary question: Are we truly making the most of the global talent pool available to us?

The challenges we face in local government are complex, evolving, and increasingly interconnected. From housing and infrastructure to climate resilience and community wellbeing, the demands on our workforce are growing. Yet, our approach to recruitment often remains narrow, overly localised, and risk-averse. In a world where talent is mobile and borders are more permeable than ever, we must ask ourselves: why aren’t we looking further afield?

In a recent episode of we had the pleasure of speaking with Steve Jorden, the retiring Chief Executive of Havant Borough Council. With a career spanning over 40 years and four countries including New Zealand, Australia, Ireland, and the UK Steve brings a rare and valuable perspective on what it means to lead and recruit in a globalised public sector. His reflections offer a compelling case for reimagining how we attract, support, and retain international talent in local government.

Why Look Beyond Our Borders?

Steve’s own journey from New Zealand to the UK is a powerful example of the value that international experience can bring to local government. His career has been shaped by diverse legislative frameworks, cultural contexts, and public service models all of which have enriched his leadership and broadened his strategic thinking.

“Local government here in the UK is very similar to where I'd worked in Australia and New Zealand… but there are some nuances and differences which I think can broaden the mind and give you a slightly different perspective.”

This global lens, he argues, is not just a personal asset it’s a professional advantage. It enables leaders and practitioners to approach challenges with fresh thinking, draw on comparative insights, and bring innovative solutions to the table. Crucially, many professional roles in local government such as planners, environmental health officers, and legal advisors are highly transferable across borders, particularly within the Commonwealth.

The Barriers We Must Overcome

Despite the clear benefits, international recruitment is not without its challenges. From visa restrictions and professional accreditation hurdles to cultural integration and practical logistics, the path to attracting overseas talent is often fraught with complexity.

“The biggest challenge is the upfront cost… and just setting up the simple things like getting housing, setting up a bank account because you've got no history here.”

Steve also pointed to a deeper, more ingrained issue: a cultural mindset within UK local government that can be resistant to short-term placements or non-traditional career paths.

“We are a little bit hung up that we have someone come over, we train them up and they move on… But if you've done well by someone and they go on to get a bigger and better job is that not a good thing?”

This mindset, he suggests, limits our ability to think strategically about workforce development. Rather than viewing international recruits as temporary risks, we should see them as part of a broader ecosystem of public service talent one that benefits from mobility, diversity, and shared learning.

Changing the Narrative

One of the most striking insights from my conversation with Steve Jorden was the contrast in how local government roles are marketed in the UK compared to countries like Australia and New Zealand. The difference in tone and emphasis is not just stylistic it reflects a deeper cultural approach to recruitment.

“Over here I write: ‘I'd like to have a planner, please. These are the qualifications.’… In Australia, I wrote: ‘If you like the beach, surfing, and barbecues and you know a bit about planning I’d like to hear from you.’”

This anecdote speaks volumes. In the UK, job adverts often focus narrowly on qualifications, responsibilities, and salary bands. While these are important, they rarely capture the full picture of what makes a role and a location appealing. In contrast, Australian adverts often highlight lifestyle, community, and the broader experience of living and working in a particular place.

We must do more to market the lifestyle benefits of working in UK local government. Our proximity to Europe, generous annual leave policies, strong public healthcare system, and vibrant local communities are all assets. Yet, these are rarely front and centre in recruitment campaigns. If we want to attract talent especially from overseas we need to tell a more compelling story about what life in the UK has to offer, both inside and outside the office.

A Call to Collaborate

Steve also emphasised the importance of collective action across the sector. Recruitment challenges are not isolated to individual councils they are systemic. Addressing them requires a coordinated, strategic approach.

“We need to collaborate better together… by sharing the risk and the costs, we can all benefit from getting people over here to fill those really difficult-to-fill roles.”

This is a call to think beyond organisational silos. By pooling resources, sharing best practice, and developing joint initiatives, councils can reduce the financial and operational burden of international recruitment. More importantly, they can create a more welcoming and supportive environment for overseas professionals one that reflects the values of the public sector as a whole. Whether it’s through regional partnerships, national programmes, or cross-sector alliances, collaboration is key to building a resilient and diverse workforce that can meet the challenges of the future.

Advice for Aspiring International Recruits

For those considering a move to the UK to work in local government, Steve offered three pieces of practical and thoughtful advice:

“Understand the country and what the issues are… be realistic around the tension points… and be patient and persistent.”

His guidance reflects the reality of international transitions. It’s essential to research the local context political, social, and professional and to understand how your skills and experience align with the needs of UK councils. Cultural fit matters, but so does resilience. The process may involve navigating bureaucracy, adapting to new norms, and overcoming initial barriers. But with the right mindset and support, it can be an incredibly rewarding journey.

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Final Thoughts

The world is at our doorstep. If we want to build a thriving, future-ready local government sector, we must embrace international recruitment not as a last resort, but as a strategic opportunity. This means shifting our mindset from scarcity to abundance, from isolation to collaboration, and from transactional hiring to transformational engagement.

Let’s work together to create a sector that is open, inclusive, and globally connected. Let’s tell a better story one that reflects the richness of our communities, the strength of our institutions, and the promise of public service in the UK.