Bridging the Digital Skills Gap

Recruiting for specialist digital roles—coding, robotics, AI—has become a major hurdle. Local authorities compete with private sector salaries and flexibility they struggle to match. Research from the Local Government Association underscores the urgency: 40% of Digital & ICT staff in England and Wales are over 50, while fewer than 5% of the overall workforce are under 25. Without intervention, the sector faces a significant loss of expertise and a struggle to attract new talent.

At a recent roundtable I chaired, hosted by Solace and business partner Fujitsu, the conversation with senior leaders, digital specialists, and private sector professionals was underpinned by one question: how do we close the gap? The answer we came to lies in three interconnected strategies: developing existing talent, reframing recruitment, and rebranding the sector.

Local government’s greatest strength is its people—adaptable, resilient, and committed. Upskilling existing staff through continuous learning and development is essential. Digital transformation will not slow down, so training must be dynamic and ongoing.

We must look for hidden talent within our organisations. Employees with aptitude for digital skills may not currently hold digital roles but could thrive with retraining or by using those talents in other services and areas, with a cross-council focus. Effective leadership is key to identifying, nurturing and supporting these transitions and opportunities – and leaders also need to continue to build their own skills, confidence and understanding of the role digital can play.

Funding streams such as the apprenticeship levy can be leveraged to create digital apprenticeship schemes, for example in Brent we have used it to develop data, project management, and automation skills. Ambitious and collaborative approaches – which the sector has a strong track record of – could enable us to go further and faster as we strive to provide services in resource constrained operating environments

The round table discussed how recruitment processes themselves need a rethink. Alternative approaches—such as problem-based job adverts that involve inviting candidates to address a challenge the organisation has, rather than just listing a job specification, or CV-free applications—can attract diverse talent and make roles more accessible and attractive to those without conventional qualifications. Asking “What can you do for us?” rather than ticking boxes can unlock creativity and inclusion.

Recognising that younger workers often value mobility was also discussed. Offering secondments or rotational postings can make roles more appealing while broadening skills within the organisation.

To attract new talent—especially younger candidates—the sector must change perceptions. Local government must showcase how a digital role is about far more than simply managing legacy systems; the reality is these jobs are cutting-edge and exciting, shaping transformation at the frontline.

Younger people increasingly want careers with impact. Local government offers a sense of purpose other sectors struggle to make and jobs within our organisations provide plentiful opportunities to support communities to thrive while tackling exciting and varied digital challenges. This message needs amplifying.

Partnerships with schools, colleges, and universities can build awareness early and show prospective employees that a career in local government is meaningful, innovative, and offers opportunities to develop.

From first contact with candidates to long-term career development, local government must evolve its approach. The digital skills gap is not insurmountable, but it demands bold action: investing in people, modernising recruitment, and telling a new story about what local government offers.
Technology will keep advancing. Our strategies—and our workforce—must advance with it.