Dead? Empty? Ineffective? Is that what DEI stands for in this country now? Neil Lupin explores the changing world of Diversity, Equity and Inclusion and its impact on local authorities. There is a lot being said about the future of diversity and inclusion programmes and the people who lead them. According to some, we are on the verge of rowing back the progress we have made as a society. “Find alternative careers” they have been told, by the leader of the party that has taken control in ten Local Authorities, gained representation in 23 and won 677 seats.
It’s a huge relief other Leaders haven’t jumped on the bandwagon, in fact many have done the precise opposite, branding these abhorrent views as “absolutely disgusting”. This is the same party that has lambasted those who work from home, telling them to “forget it”, yet has listed vacancies with hybrid working in its own organisation. Whether these views will gain any traction is a moot point, but that’s not the point. Organisation leaders have a responsibility to set the tone on all manner of subjects, and the line between views and policy is a blurred one at best, and ill-judged comments undermine progress and culture. It’s already a challenge for Local Authorities to attract and retain talent and by doing this they risk making it even harder.
Hiring into Local Government is tough
Take a closer look at the Local Authority landscape right now. Section 114 notices abound, organisations are struggling to set budgets beyond next year, succession planning is already a national crisis, and we have the small matter of the biggest reorganisation the sector has seen in over half a century. These factors alone make hiring from grassroots to the most senior roles a nightmare for leaders, and that’s without the additional headache of non-constructive comments about diversity and inclusion. Because mud sticks.
What’s next?
Much has already been written about Reorganisation and Devolution, and it will inevitably have a huge impact on the ability of organisations to attract and retain the very best talent. Predictably, the battlelines have long since been drawn, the super-expensive management consultancies are being hired, and the business cases are being prepared. What comes next is arguably the most critical phase for all those affected by LGR. As Districts, Boroughs and Counties all disappear, new Unitaries will emerge in their place as we all know. The ratios and boundaries are being fought over but regardless of the outcomes, there will simply not be the same number of people as there will be jobs in new structures. For some, that will mean a surplus, with the associated costs of losing people, both intended and unintended. For others, there will be significant capacity and capability gaps as newly created shadow organisations inherit services they’ve never delivered. And that’s precisely where that critical phase kicks in.
The upcoming transformation
Whether it’s immediately or following periods of pain from local authorities, interim managers will come to the fore. They did in the lead up to the 2009 changes and they have done so ever since. Most Authorities simply cannot do without, they cannot continue to deliver their statutory and non-statutory responsibilities whilst at the same time seeking to gain whatever ‘competitive advantage’ they can through LGR. While most would never talk about ‘competitive advantage’, that’s exactly what this is about. These new organisations will have new boundaries, unfamiliar services and new workforce structures. Some will inherit unsustainable budget situations; some may offload them. Those that plan now for a new world where people are at the heart of those changes will do best. They are the ones that will go through this transformation with the least pain. It will be no good just thinking about services, processes and policies in isolation. They are all important, but without people, culture, inclusion and other considerations, services will simply fall over. Interim managers can span both – they may be subject matter experts who can help assimilate new services or structures. They may also be people experts who help organisations shape effective services and workforces. Do both, and the chances of success are materially higher. The ‘competitive advantage’ will be gained through attracting and retaining the best people who can ensure an organisation is on the right footing to thrive, not just survive.
What’s the solution?
Some in the sector might shy away from the term ‘competitive advantage’ but like DEI, it’s an essential part of navigating change. As a sector and as a society we are perhaps less ‘woke’, and more ‘awoken’ to such considerations.
Partnering with a credible interim service provider with deep sector knowledge and access to the right frameworks is one option open to Local Authority leaders. Here at NSCG, our interims are drawn from a nationwide talent pool across all core services, giving you immediate access to the best possible people.
It’s easy to forget, the sector has been here before, in the run-up to the 2009 changes and since. Many bring skills from previous rounds of reorganisation. As you navigate the challenging months ahead, keep this in mind, it just might make all the difference.