Local government is facing an employment crisis. With less than 5% of staff under 25 and 67% aged between 40–64, councils are grappling with an aging workforce whilst struggling to attract younger talent.  Commercial Services Group’s recent research of 500 18-25 years delivers clear insights as to why this is.  When two thirds (62%) of young people polled haven’t considered a career in local government and a quarter have no interest, there’s a lot of work to do. 

Our research followed a roundtable, co-hosted with the Public Services People Managers Association (PPMA), of senior local government executives to explore how councils can better attract young people. Our discussion was enriched by a Gen Z representative who identified some key challenges which our research tested further. 

Here we explore several themes that our research uncovered.   

Understanding the disconnect 

Our research shows that 81% surveyed say it’s important for an employer to make a positive impact on their community. Whilst careers in healthcare attract strong interest due to their perceived purpose and impact, local government doesn’t have the same cut through even though it offers similar opportunities. Only half of Gen Z felt they understood local government careers well, the other half admitting they know little or nothing. Although 40% associated local government with social care, young people are simply unaware of other council roles such as legal, finance, marketing and IT. It’s clear that councils can do much more to promote both the variety and purpose-driven nature of their careers. 

What young people value 

Gen Z seeks meaningful work, flexibility and wellbeing support but only 9% of our respondents see local government as a very appealing employer. More than half are either neutral or don’t see councils as an appealing employer at all. When asked what they think local government offers, there was no real surprise that job security came top followed by local jobs and good benefits package.  What matters most when applying for a role is pay (over 50%) but flexibility and career progression are also important to Gen Z. In fact when asked what would make a strong first impression in an employer the most important factor was employers showing care for wellbeing and offering work life balance. Clearly there is some disconnect between what local government traditionally sees as the benefits it offers and what young people today are looking for. 

While councils may not compete with private sector salaries, they can offer roles that contribute to communities, offer flexible working arrangements and promote wellbeing benefits. However, traditional perks like pensions may not resonate with younger workers, who prioritise immediate and tangible benefits.  

Barriers to entry 

Nearly 60% of young people expect to find roles on job boards but social media adverts were the second highest with 44%. Only a quarter would look at the council’s own website.  Interestingly whilst LinkedIn was the most important channel for jobs, Instagram and TikTok were strong second and third places indicating that councils need to diversify their reach.  

And what are young people looking for in a job ad? Nearly 28% cited clear, simply job descriptions as creating a good first impression along with opportunities for training and development and friendly ads. Transparency about pay and benefits were rated as high importance by a third and this is something that councils generally do well, but poor reviews/reputation such as Glassdoor, low salary and lack of flexibility in roles will put young people off from applying.  

Gen Z prefer simple, digital first application processes such as uploading a CV or completing a short online form. They value quick responses (almost a quarter) therefore efficiency and clarity in recruitment will boost applications. Nearly 50% felt that promoting flexible working and other benefits (39%) would make local government more attractive compared to the private sector. 

Practical solutions 

Looking at the current employment backdrop of this crisis there are opportunities. 1 in 7 under-25s are not in education, employment, or training (NEET) and figures to the end of 2024 suggest that unemployment in graduates is around 12%.ⁱⁱ Graduates place stronger emphasis on career progression and training whereas non-graduates and vocational qualified leaned more on flexibility and wellbeing benefits. So what can councils do? 

Purpose – the untapped strength of local government 

When four in five respondents say it’s important that their work has a positive community impact, local authorities have a natural advantage in being able to link directly to meaningful work with visible outcomes in communities, but this story is not yet being told in a way that resonates with this audience. Only one in five know someone who works in local government therefore councils need to work at opportunities that build peer-to-peer visibility such as ambassador programmes to help bridge this gap.  

Expanding apprenticeships tailored to young people and offering internships and graduate placements are another way for young people to gain experience.  This would be attractive, 37% were interested in paid internships to gain local government experience and nearly a quarter in apprenticeships.  As students and the unemployed were more open to these types of schemes, councils could structure entry level pathways for these groups. This support could extend to providing bursaries and other incentives for hard-to-fill roles. Coupled with improved promotion of the variety of roles available, this could expand recruitment opportunities particularly for professional and technical roles. 

Use social media to reach young audiences, including platforms like TikTok 

There is an opportunity to modernise perceptions and communicate local government as a dynamic and forward-thinking career option. Showcasing real experiences through videos and peer-led recruitment drives is one way. From our discussion one council had  success attracting apprentices through promoting their work on TikTok and another’s use of a social media advisor helped to boost recruitment visibility. Councils also need to check reviews on recruitment sites and keep ads friendly and approachable. 

Inclusive Recruitment 

Although men showed slightly more awareness of the variety of roles and had thought of local government for work, women placed greater emphasis on flexibility, wellbeing and inclusivity. Councils could appeal strongly to female applicants by showcasing hybrid working, wellbeing and support structures. Asian and Black respondents were more likely to find local government appealing compared to overall participants suggesting latent opportunities for councils with diverse communities.  

Councils should continue to broaden their outreach to schools and include care leavers, individuals with special needs and those from diverse backgrounds. Responders from less advantaged backgrounds were more likely to be motivated by job security and stable pay although they were sceptical about how councils compared to the private sector. There is a strong need to promote the full package of benefits that councils can offer to appeal to a broad audience and treating applicants as individuals and redefining roles could open doors to meaningful employment for many. 

Internal changes may be required 

Recruiting more young people may require a shift in internal attitudes. There may be a need to educate senior officers and members about generational differences and the need for flexibility. Hybrid working should be genuinely flexible, not constrained by mandatory office days. Recruiting managers should be open to hiring based on potential rather than experience and qualifications.  

And once recruited, councils should, like the private sector, invest in onboarding and early career support. Structured inductions, welcome packs, and regular check-ins can help retain young staff. Mentorship should be relatable, young recruits prefer mentors closer to their age. Creating peer support networks and involving young employees in recruitment efforts can foster engagement and retention. 

Accepting Mobility 

Young people often view early jobs as stepping stones rather than lifelong careers. With nearly half of our respondents saying they would stay for 1-2 years, councils should embrace this mindset, recognising that even short-term employment can contribute to the sector’s vitality. Supporting young employees in their career journeys, even if they move on, can help provide skills to the local economy and to build goodwill and long-term advocacy for local government careers. 

Overall Implications for recruitment 

Tailored messaging is essential: councils should highlight flexibility and inclusion for women, career development for graduates and security for those from disadvantaged backgrounds. 

Diversity opportunity: non-white respondents showed relatively stronger interest in local government, providing a platform for councils to position themselves as inclusive employers. 

Salary expectations matter: younger and lower-salary groups see councils as more attractive, while higher earners may need reassurance about modernity, progression, and competitive pay. 

Entry pathways (internships, apprenticeships, paid training) are especially important for students and unemployed Gen Z.