Holding onto talent: Five ways to strengthen staff retention in local government

The growing challenge of attrition in local government

There is little doubt that staff retention is a challenge across most sectors in the UK. And while some may suffer more than others (hospitality had a turnover rate of 52% in 2003, compared to public administration at 25%), local government must contend with additional pressures – including policy changes, council restructuring, and the ever-increasing demand for services.

Recent data underscores these challenges. Local government employment hit 1.99 million in December 2024, a record low. The sector saw a 0.7% decrease compared to the previous year, highlighting the struggle to maintain workforce stability.

It follows that local authorities will need to adopt innovative approaches to ensure they retain skilled professionals. Below, we explore five strategies to foster long-term retention.

1. Creating a positive organisational culture

A strong organisational culture promotes teamwork, transparency, and continuous development. Leadership plays a vital role in shaping this culture, but the most successful workplaces empower staff to contribute to its evolution.

Workplace engagement should go beyond traditional top-down communication. Teams thrive when they feel included in decision-making, their feedback is heard, and their contributions are recognised. Organisations that create an atmosphere of collaboration and autonomy see significantly lower turnover rates. Studies show that employees who feel valued and engaged in their workplace are 87% less likely to leave their jobs within a given year.

Regular and constructive feedback is equally critical. Staff should be encouraged to discuss career opportunities and challenges in a way that encourages professional growth rather than fear of criticism. Organisations that prioritise development over punitive performance assessments create an environment in which employees feel empowered rather than judged.

Maintaining a growth-oriented workplace means embedding opportunities for learning into everyday operations. Instead of simply providing annual training sessions, local councils can encourage ongoing mentorship, peer coaching, and leadership development. When employees believe in their ability to grow, they are more likely to stay and invest in their role.

2. Career progression: A clear path forward

A lack of career progression is one of the most cited reasons for employees leaving their roles. Competitive salaries may attract talent, but meaningful career development sustains long-term retention. Too often, employees remain stagnant in their positions, unable to see a viable path forward.

Senior leaders must make progression tangible. This means offering structured career paths, promoting internal mobility, and ensuring employees understand how they can grow within the organisation. Research suggests that employees who see clear advancement opportunities are two and a half times more likely to stay in their roles for over five years.

One key approach is to integrate regular career check-ins, where employees discuss development goals and explore avenues for professional growth. Providing mentorship programs and skill-building initiatives can significantly improve job satisfaction and retention. A focus on upskilling not only enhances employee confidence but also strengthens the workforce, ensuring councils retain experienced staff equipped to handle evolving challenges. This is of particular importance in an era of rapidly advancing technologies.

3. Flexible working: Adapting to new expectations

Flexible working has transitioned from a ‘nice to have’ to an expectation. Employees now seek hybrid arrangements, remote opportunities, and schedules that align with their personal responsibilities. In 2024, the UK government enacted legislation allowing employees to request flexible working from their first day of employment, reflecting new demand in a post-covid environment.

According to a 2023 CIPD survey, 71% of employees rated flexible work as a key factor when considering new jobs, while 69% highlighted remote working as equally important. Moreover, a growing number of professionals are actively choosing roles that provide autonomy over rigid work schedules.

Councils that embrace flexible work patterns will attract and retain talent across multiple generations, from young professionals seeking work-life balance to older employees wanting to ease into reduced hours rather than retiring abruptly.

4. Recognising the unique needs of desk-free workers

Desk-free employees, including frontline workers in social care, housing maintenance, and public safety, face unique challenges that often go unnoticed. Research highlights significant disparities in engagement and communication between these workers and senior leadership. The OneAdvanced Desk-Free Worker Report 2025 reveals striking differences in perception:

• Only 25% of desk-free workers consider their workload manageable, compared to 42% of middle managers.
• 57% of frontline workers believe their pay is fair, whereas 90% of senior leaders think employees are adequately compensated.
• 96% of executives feel their teams are well-informed about workplace updates, but only 58% of desk-free workers agree.

These gaps in workplace experience can lead to disengagement, frustration, and ultimately, higher turnover rates. To address this, local government leaders will benefits from a greater focus on the needs of desk-free workers, ensuring that communication strategies reflect their realities.

Rather than relying on traditional email chains and meetings, councils can adopt mobile-friendly communication platforms tailored for frontline employees. Providing structured career development and clearer pathways for progression will also help bridge the divide between leadership and desk-free workers.

5. Technology as a tool for retention and engagement

The role of technology in staff retention goes beyond convenience – it directly impacts engagement, performance tracking, and career development. Digital platforms designed for performance management provide real-time feedback, replacing outdated annual appraisal models with continuous goal-setting and constructive conversations.

A shift towards Continuous Performance Management (CPM) helps organisations move beyond administrative-heavy processes. By enabling real-time feedback and transparent career tracking, employees remain engaged with their professional development and organisational objectives. AI-driven automation further streamlines workloads, freeing staff from excessive administration.

Data analytics also play a crucial role in succession planning. Workforce trends can be monitored, ensuring councils proactively support talent pipelines. When employees see organisations investing in long-term workforce planning, they feel more secure in their roles, reducing turnover.

Conclusion: Creating a workforce that stays

Retention in local government requires a multi-faceted approach. Competitive salaries alone do not guarantee stability – employees are seeking workplaces that prioritise engagement, growth, flexibility, and purpose. Organisations that cultivate a strong workplace culture, provide clear career progression, embrace modern working structures, support desk-free employees, and leverage technology will sustain long-term staff commitment.

By focusing on employee experience rather than simply filling vacancies, local governments can transform their workforce retention strategies. In an era where talent mobility is higher than ever, creating an environment where employees actively choose to stay is the key to long-term success.

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