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Elevated staff departures pose troubles, particularly during the shift in political leadership

Labour's initial 100-day agenda prioritized economic revitalization, offering businesses a promising outlook. Yet, a looming turbulence could undo all progress effected within both public and private sector domains. This editorial was authored by Lauren Maddocks, the Policy and Association...

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5 min read
Rapid employee departures are always detrimental, particularly during periods of political change
Rapid employee departures are always detrimental, particularly during periods of political change

Elevated staff departures pose troubles, particularly during the shift in political leadership

In the ever-changing landscape of policy and public affairs, a recent report by Policy by Murray has shed light on a pressing issue: high turnover among professionals in local and central government. The report reveals that 25% of these professionals plan to switch roles in the next six months, potentially leading to delays in policy launches and posing challenges for employers trying to adapt to a changing legal landscape.

To combat this trend, employers are urged to implement a multi-faceted retention strategy. This strategy emphasizes several core elements, including:

  1. Offering competitive and transparent compensation and benefits: By ensuring specialists feel fairly rewarded, employers can reduce incentives to leave for better offers elsewhere.
  2. Developing and promoting a positive organizational culture: A culture that supports employees, addresses concerns promptly, fosters engagement, and encourages open communication can build loyalty even amid external political uncertainty.
  3. Implementing strong mentorship and continuous learning programs: Tailored programs that contribute to career growth, skill development, and a sense of purpose within the company can help retain key specialists.
  4. Adopting flexible working arrangements: Flexible work options, including remote work and flexible hours, can help specialists manage work-life balance and reduce stress caused by rigid schedules.
  5. Starting retention efforts early: Clear articulation of the organization's mission, values, and the unique impact specialists can have builds alignment and motivation from the outset.
  6. Continuously engaging with employees to identify and address root causes of dissatisfaction or attrition risk: Feedback mechanisms and behavioral indicators can help intervene proactively.
  7. Strengthening the employer brand specifically around the relevance and influence of policy and public affairs roles: This helps attract and retain talent who identify with the organization’s mission and values.

By creating an environment where specialists feel valued, supported, and motivated, employers can reduce turnover and preserve critical institutional knowledge and expertise, even in unstable political landscapes.

Interestingly, almost 8 out of 10 professionals planning to leave their roles in the next six months are considering a move outside of local and central government. The increased scrutiny and public pressure on policy and public affairs specialists could be a major reason for their planned departures. The lack of such specialists could have significant repercussions, leading to a spiraling effect that impacts productivity and output across multiple industries.

The turmoil of the pre-election purdah period and the following months of political transition may have added to the stress levels of policy professionals. Following several scandals during the pandemic, the political world is under fire, which may have contributed to the dissatisfaction among policy professionals.

Disruptions in lines of communication and obscured responsibilities within departments due to high turnover among policy and public affairs professionals make it difficult to track the progress of policy initiatives and hold individuals accountable for outcomes. For instance, Labour's plans to raise VAT on independent schools could be delayed due to a lack of policy specialists available to implement the legal changes.

Public sector employers are working in a rapidly evolving landscape and can't afford to stretch their workforces any further. Heightened turnover among policy and public affairs teams could exacerbate these challenges. Within local government, where budgets have been cut for several years, many specialists may be seeking less stressful opportunities.

The loss of institutional knowledge due to high turnover among policy and public affairs professionals can be challenging to replace, as experienced professionals carry insights about bureaucratic processes. By taking proactive steps to engage with their employees and identify the root causes of dissatisfaction that may be encouraging many to leave, public sector employers stand a better chance of retaining top talent and navigating the challenging period in the UK political landscape.

Moreover, the report identified that company culture is increasingly important for policy and public affairs professionals, with 84% valuing it when choosing their next role, compared to 76% when asked about their current role. Embracing these strategies can help public sector employers attract and retain the best talent, ensuring a stable and knowledgeable workforce during these challenging times.

  1. High turnover among professionals in local and central government may lead to delays in policy launches due to employee departures.
  2. A multi-faceted retention strategy can help combat this trend, focusing on competitive compensation, positive culture, mentorship, learning programs, flexible work options, early retention efforts, ongoing employee engagement, employer branding, and addressing root causes of dissatisfaction.
  3. Nearly 80% of professionals planning to leave their roles in the next six months are contemplating a move outside of local and central government.
  4. Increased scrutiny, public pressure, and political instability could be reasons for these planned departures.
  5. The lack of policy specialists could have significant repercussions, impacting productivity and output across multiple industries.
  6. The pre-election purdah period and political transition may add to the stress levels of policy professionals.
  7. Following several scandals during the pandemic, the political world is under fire, potentially contributing to dissatisfaction among policy professionals.
  8. Disruptions in lines of communication and unclear responsibilities due to high turnover can make it difficult to track policy initiatives and hold individuals accountable for outcomes.
  9. Labour's plans to raise VAT on independent schools could be delayed due to a lack of policy specialists available to implement the legal changes.
  10. Public sector employers can't afford to stretch their workforces any further in this rapidly evolving landscape.
  11. Heightened turnover among policy and public affairs teams could exacerbate these challenges, especially in local government with budget cuts.
  12. Experienced professionals carry insights about bureaucratic processes, making the loss of institutional knowledge due to high turnover challenging to replace.
  13. Embracing positive strategies can help public sector employers attract and retain top talent.
  14. Company culture is increasingly important for policy and public affairs professionals, with 84% valuing it when choosing their next role.
  15. Policy by Murray's report emphasizes the role of mentorship and learning programs in retaining key specialists.
  16. Flexible work options, such as remote work and flexible hours, can help specialists manage work-life balance and reduce stress.
  17. Policy and public affairs specialists are seeking less stressful opportunities due to the demands of their current roles.
  18. Strengthening the employer brand is crucial for attracting and retaining policy and public affairs talent who identify with the organization’s mission and values.
  19. Public sector employers should continuously engage with employees to identify and address root causes of dissatisfaction or attrition risk.
  20. A positive organizational culture that supports employees, addresses concerns promptly, fosters engagement, and encourages open communication can build loyalty.
  21. A culture that supports employees can lead to a reduction in the incentive to leave for better offers elsewhere.
  22. Providing competitive and transparent compensation can reduce the incentive to leave for better offers elsewhere.
  23. Strong mentorship and continuous learning programs can help contributors to career growth, skill development, and a sense of purpose within the company.
  24. Clear articulation of the organization's mission, values, and the unique impact specialists can have builds alignment and motivation from the outset.
  25. By creating an environment where specialists feel valued, supported, and motivated, employers can reduce turnover and preserve critical institutional knowledge and expertise.
  26. By taking proactive steps to engage with their employees and identify the root causes of dissatisfaction that may be encouraging many to leave, public sector employers stand a better chance of retaining top talent and navigating the challenging period in the UK political landscape.

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