While creating new government bodies and increasing investment are commendable steps, these initiatives will only succeed if the government can effectively use its existing assets. High turnover in the public sector and the loss of institutional knowledge are major issues that threaten to undermine these efforts.
In Central Government, the rapid departure of experienced staff is common, leading to the loss of valuable expertise and insights. This erosion of knowledge can be as harmful as any lag in technology or procedures.
As a result, delivering services efficiently in tough economic times takes more work. The civil service, in particular, is overwhelmed with demand but needs more skills and capacity to meet these demands effectively. As expressed in King Charles’ III Parliamentary speech in July, we urgently need to rethink how we manage talent and develop skills to fix this imbalance and help stimulate growth in the broader economy.
The Talent Shortage Challenge
The Skills England Bill was introduced to address the significant increase in skills shortages in the UK between 2017 and 2022. During this period, shortages doubled to over half a million, accounting for 36% of job vacancies. This severe shortage hindered economic growth and productivity.
Evidence of the severity of the skills shortage is highlighted in ManpowerGroup’s 2024 Talent Shortage Survey, which reveals that many sectors, including the public sector, struggle to find skilled workers. According to the survey, 80% of UK employers report difficulties in finding the talent they need, with shortages being particularly pronounced for specialised roles. This indicates that traditional hiring methods are insufficient, and a shift towards skills-based hiring, focusing on candidates’ abilities and real-life competencies, is necessary.
The Skills England Bill aims to revamp the nation’s skills training and development approach. It focuses on aligning training programs with the economy’s needs to ensure that workers are equipped with the necessary skills to fill job vacancies. The bill seeks to bridge the skills gap and enhance the workforce’s capabilities by promoting apprenticeships, vocational training, and continuous professional development. This legislative initiative also includes measures to improve digital skills and data management, reflecting the growing importance of these areas in the modern economy. The ultimate goal is to boost productivity, drive economic growth, and ensure that the UK workforce remains competitive in an increasingly globalised job market.
Looking Inward: Capturing and Managing Internal Knowledge
The Civil Service must maximise its strengths, including its extensive knowledge and strong commitment to serving the public. It is essential to systematically capture and organise civil servants’ expertise into a comprehensive collection of best practices to bridge the skills gap.
Building on existing knowledge and information management protocols, the Civil Service can create a comprehensive knowledge platform that captures and shares its experts’ accumulated wisdom, experience, and insights. This approach can reduce reliance on costly external consultants, preserve institutional knowledge, and serve as a valuable resource for ongoing skills development.
However, how knowledge and information is currently captured and utilised can be improved. As one Civil Servant succinctly put it, the current methods need to be consistent with the more innovative and more agile ways of working required to drive innovation and efficiency.
They noted, “It’s challenging to have effective systems for knowledge capture and information sharing when the systems aren’t as well-designed as they could be.”
The pressure on staff and inadequate incentives for information sharing exacerbates the problem, leading to a loss of expertise when staff leave.
Establishing a robust internal knowledge base designed to level up and improve working practices is essential. It promotes a self-sufficient culture, akin to the open-source model in software, where shared contributions lead to continuous improvement. While not a cure-all, effectively capturing and utilising internal knowledge is crucial to a broader strategy.
This, combined with ongoing professional development, improved performance management, and targeted recruitment, can effectively address the skills gap and ensure a thriving talent management system.
LEAP’s Approach to Redressing the Balance
LEAP, an ed-tech company led by former senior Civil Servants and Corporate Leaders, offers a practical solution to upskilling within the Civil Service. Developed by experts with extensive first-hand experience in the public sector, LEAP is informed by real-world challenges and needs.
This wealth of experience ensures that the tools and approaches are practical and effective, making it a compelling choice for public sector organisations. LEAP enables these organisations to capture, preserve, and utilise essential knowledge, manage staff transitions, and improve efficiency.
The platform addresses immediate talent shortages, supports the creation and retention of Intellectual Property within public organisations, and reduces reliance on costly external consultants by building internal capabilities and encouraging a collaborative learning culture.
Features of the LEAP Platform:
- Curated knowledge base of tips, tricks, templates, and frameworks.
- Step-by-step method cards and playbooks to build digital skills.
- Practical workshops with real scenarios.
- Online community of practitioners for learning and sharing.
Public sector organisations can use LEAP to develop a robust internal knowledge base, effectively upskill their workforce, reduce reliance on external consultants, and decrease turnover, ensuring continuity and growth in a constantly evolving landscape.
Conclusion
Public sector excellence drives a better society, and the Civil Service has the internal strengths needed to transform and thrive. By leveraging its inherent expertise and promoting a culture of continuous learning, the Civil Service can close the skills gap, retain top talent, and become a more attractive employer.
While the Skills England Bill marks a significant step towards addressing the UK’s skills gap, its success will depend on more than just new legislation and funding. Using existing knowledge and promoting a culture of knowledge sharing are essential components of a sustainable skills development strategy.
By leveraging its inherent strengths, values, and knowledge, it will not only be able to close the skills gap and retain good talent but also become an attractive option for top talent in other sectors.
LEAP’s comprehensive approach simplifies this transformation, supporting skills-based hiring, professional development, and a culture of lifelong learning. This strategy ensures a more resilient and competent public sector workforce capable of meeting future challenges and sustaining long-term excellence.
By adopting more innovative systems and leveraging digital platforms like LEAP, the public sector can ensure its workforce has the necessary skills and knowledge to operate with the skill and efficiency of today.
For a deeper look at trends and insights into talent shortages and skills development, refer to the ManpowerGroup Talent Shortage Survey 2024 and the OECD report on skills for a high-performing civil service.
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