We are all aware of just how challenging the current economic situation is and the impact it is having on organisations across all sectors.
But nowhere is this ongoing era of austerity having a more significant impact than on the public sector in general and local government in particular.
The sector is facing a ‘perfect storm’ of having to deliver more for less. In reality, this means focusing on cost-cutting – leading ultimately to job cuts – while trying to provide ever more cost-effective and efficient services at the same time.
As a result, contrary to popular belief – or urban myth – the role of an HR director within local government is far from being an opportunity to step back from the current harsh commercial realities.
Indeed, working in the public sector is tough and pressurised, placing high expectations on staff – and nowhere is this more true than of the HR director.
There are, of course, a percentage of local government HRDs who could be considered ‘old school’. They are likely to have spent their entire career working within the public sector and could be considered to have a ‘traditional’ view of HR and its place within the business.
Management and communication skills
A speaker at a recent Chartered Institute of Personnel and Development event even went so far as to say that: “Sadly, there are still some HR dinosaurs out there.” But such individuals are few and far between these days and are not what local government organisations need or are looking for any more.
Due to a mix of internal and external pressures, many have gone through huge transformation, which means that HR directors are now viewed as integral to the success of the organisation.
Moreover, as pressures on the workforce have increased, HRDs are increasingly being seen as key to facilitating employee engagement and buy-in to help organisations deal more effectively with huge amounts of change.
This means that being able to demonstrate resilience, having a belief in one’s own convictions and not being afraid to stand up and be counted are essential traits of today’s local government HR leader.
Another important skill that is much in demand is one of emotional intelligence and being able to manage the emotional consequences of the tough business decisions being made, especially in the context of spending cuts and their effect on staff and the wider local community.
An ability to build trust within the organisation is likewise essential, particularly if radical change is planned and is to succeed. This is because people will only be prepared to take risks if they trust the people who are asking them to take them.
As a result, excellent management and communication skills are also required to actively involve employees and consult effectively with them, the unions and the local community in order to ensure buy-in.
Challenging but rewarding
But it is also worth bearing in mind that working for local government is no longer considered a ‘job for life’. It is likewise not an environment in which one can sit back and have an easy life.
Public sector HRDs these days need to focus on meeting the changing needs of the public by boosting the autonomy of front-line staff and identifying more efficient ways of working.
They also need to be able to collaborate effectively both with colleagues in other public sector organisations and those working in the voluntary and private sectors as the adoption of approaches such as shared services and outsourcing become more common.
As a result of these dynamics, more and more local government bodies are starting to look beyond the sector’s traditional boundaries in order to hire HRDs from the wider commercial world.
They need and want commercially-focussed individuals who understand the challenges facing them and who can bring a different perspective and alternative experience, not least in order to set an example to others.
At the same time, increasing numbers of senior HR professionals in the private sector are recognising the challenging opportunities being offered by local government. This has led to a marked increase in the number of people who are moving from large corporates into the public arena.
While any HR director working in local government would admit that it is not the easiest of times to be working in the sector, almost all would agree that the challenges that they are dealing with are hugely stimulating and of great value both in personal terms and within the wider local community.
Kate Mulhall is a managing consultant at HR recruitment specialists, Digby Morgan.
