'The Public Sector Compact' in the West Midlands

Public sector employers are in a constant battle to retain a high profile in the labour market. Hot competition for talented staff can make it difficult to become an ‘employer of choice’. But a ground-breaking, cross-public-sector partnership in the West Midlands is pushing councils and other public service organisations to the top of the tree. It also offers public sector employees the opportunity to shadow and make job exchanges in each others’ organisations.

Background

Like most regions, the public sector in and around Birmingham is the major employer. About a quarter of the working population works in local and central government, the police, education, the fire service or the NHS.

Research suggests nearly three in 10 of all public sector organisations have skill gaps in their workforce. And the sub-region around Birmingham is no different.

Key issues and problems

In the Birmingham and Solihull area, the public sector has traditionally not been the employer of choice. With thriving business and IT industries, graduates and high-flyers are often tempted by the private sector.

Public bodies have struggled to recruit young people and those from ethnic minorities. For example, while 55 per cent of the working age population in the area are aged 35 or over, more than 66 per cent of the public sector workforce are over 35.

Public sector employers have also reported that they suffer from a lack of leadership and management skills, with middle managers having little access to career development training. 

What was done?

A group of public service organisations, including Birmingham City Council and Solihull Metropolitan Borough Council, came together in 2003 to discuss ways of promoting the public sector and improving workforce development.

The ‘Public Service Compact’ was launched a year later with 12 member organisations. Its aim is to act as a forum for recruitment, promotion and training. It now includes 34 organisations, with over 100,000 employees, from across the public service spectrum.

Members must sign up to a charter that includes 10 core principles, as well as an overarching vision to make the sector "an employer of first choice for those seeking job satisfaction and career development".

Mickey Burke, Director of the Public Service Compact, says:

“Many areas of the public sector face a battle to attract good quality and young staff. And even when we do manage to attract them, there is a challenge to make sure the right career development support is in place. The organisations involved realised they had to tackle this. And the best way was to pool our efforts to give us a higher profile.”

Key outcomes

Since the Public Service Compact was set up, it has overseen a number of projects to promote the public sector and improve career development.

Middle managers from across the member organisations now have access to a diploma in public sector leadership.

Over 100 managers have now completed the 12-month course. This is accredited by Coventry University and includes work-based projects, management master classes and mentoring.

Sixty managers have also taken part in a project called Link Up and Learn. This offers employees the chance of developing their skills by shadowing senior personnel in other organisations, or taking part in job exchanges.

New recruits also have better opportunities. The Public Service Compact offers members a pre-employment training programme. When members are looking to recruit at entry level positions, the Compact asks training providers, such as Train to Gain, to put potential candidates through a short course to prepare them for the position.

The candidates that take part are then guaranteed an interview. So far about half of the 200 who have done the courses have found employment among the Compact members.

The Compact has also led on a public service sector apprenticeship learning module. Young recruits are given a 30-hour induction course on working for the public sector. This covers the basic principles of working in the public sector, including accountability and serving the public. Over 100 members of staff have taken part so far.

The Compact has also sought to promote the sector by attending recruitment fairs and events, and producing promotional DVDs, which have been sent out to schools.

Burke says:

“There is still much to be done, but I think what we have achieved is to give the sector a higher profile. The perception of a career in the public sector is changing and I think the staff already working for the organisations feel they are being given good support to develop. In the future, we should see the direct impact of these on recruitment and retention.”

Impact

Birmingham City Council housing department has put new recruits through the apprenticeship programme.

Zarina Hunt, the department’s training schemes coordinator, says it is important for the council to reach out to young recruits as the organisation is sitting on a "demographic time bomb":

“The apprenticeship programme was seen as a way of attracting a young pool of talent and introducing fresh ideas into the organisation. It gives them work experience and a real training opportunity, providing a clear and effective framework for learning.”

What resources were required and who was involved?

The Compact is run by a team of five people who are overseen by the strategic core group. This comprises senior officials from the member organisations.

There are also four thematic groups covering skills and workforce planning, HR, communications and marketing, and apprenticeships. These act as consultation forums for the development of projects.

The compact receives £150,000 a year from the Neighbourhood Renewal Fund, while member organisations pay for individual participation in some aspects of the programme, such as the diploma.

The Learning and Skills Council also supports the Compact financially. 

What barriers were encountered and how would you do it better?

While the Compact has been an undoubted success since it started, Burke says it has evolved as time has gone by:

“We have learned lessons as we have proceeded. One of the key things has been that where things have worked it has been when the employers have come to us and said this is what we need. Being employer-led has been critical to our success.”

Contact:

Mickey Burke
Director of the Public Service Compact
telephone: (0121) 345 4509
email: michael.burke@lsc.gov.uk

Case study published August 2007.