Our latest ACE and PCF event explored how public body leaders are responding to rapidly evolving employee expectations. Chairs and chief executives were encouraged to be bold and creative in their approaches to attracting and retaining staff, in this period of intensifying economic pressures and political uncertainty. 

Key takeaways from the event included:  

• The pandemic and mounting economic pressures are having a significant impact on employee expectations 
• Public bodies have a unique selling point to attract employees who are motivated by the opportunity to contribute to society 
• It is important for leaders to prioritise the ‘cultural health’ of their organisations   
• Leaders are encouraged to make clear the realities of the cost-of-living crisis to inform the national response 

With thanks to our panel:  

• Baroness Armstrong, Chair, House of Lords’ Public Services Committee
• Heather Baily QPM, Chair, Security Industry Authority  
• Lisa Pinney MBE, Chief Executive, Coal Authority (Host)  
• Michelle Russell, Chief Executive, Security Industry Authority  

How are employee expectations shifting?  

As evidenced in the House of Lords’ latest report from the Public Services Committee, ‘Fit for the future? Rethinking the public services workforce,’ several factors are impacting upon the public sector employee experience.  

Significantly, members shared their impressions that the pandemic has altered approaches to work. Flexibility, once considered a major benefit of working in the public sector, is now increasingly commonplace as more organisations offer the option of hybrid working. Additionally, portfolio careers appear to be gaining popularity, with more people seeking to obtain professional experience in multiple organisations.   

Intensifying economic pressures have sparked a cost-of-living crisis, adding additional financial strain on many individuals. Members are increasingly seeking alternative ways to support staff, in view of the public sector pay restraint. Managers are reporting the impact on their mental health having to support staff in financial difficulty.  

How are leaders responding?  

Members shared advice for attracting and retaining staff through this period of intensifying economic and political uncertainty.  

First and foremost, they discussed the unique incentives of the public sector, namely for employees motivated to work in a role serving the public. Members shared the value of communicating the purpose of their body widely, to inspire colleagues to feel they’re contributing to a greater mission.  

Acknowledging the issue of rising inflation, they discussed the importance of promoting the non-financial benefits of working for their organisations, such as their focus on staff wellbeing, access to healthcare vouchers and flexible working schemes.  

Members recognised their responsibility to encourage conversations amongst staff around financial well-being. Particularly important for leaders to consider, setting boundaries around what’s within the employer’s control and signposting to external organisations when more targeted support is needed, such as the Citizens Advice Bureau.  

They argued the importance of prioritising the ‘cultural health’ of their organisations. Particularly valuable to take a holistic approach to well-being, being visible as leaders, offering greater flexibility to staff, and where appropriate, involving them in decision-making. 

Given their proximity to the issues at play, they discussed their ability to exert their influence to bare the realities of the cost-of-living crisis to those able to enact structural change.  

Above all, members were in consensus on the importance of being brave and innovative in their approaches to supporting staff during this challenging period.  

ACE and PCF members can continue to share practical advice on how they’re shaping a positive workplace culture on our new online member platform: public bodies forum