Rethinking EVP: Helping the public sector win the race for talent

The public sector is under pressure from transformation demands to financial constraints, making it increasingly difficult to attract and retain top talent.

With 67% of the local government workforce aged between 45 and 65, and just 4.7% under 25, the urgency to modernise and strengthen the public sector’s Employee Value Proposition (EVP) is clear.¹

And with employee experience found as a top priority for leading public sector organisations in our recent Adapt to Lead research, there has never been a better time to invest strategically in your teams.²

By breaking down siloes and embracing fresh approaches, public sector organisations have a real opportunity to create a compelling EVP that resonates with today’s workforce.

This article explores five creative ways to evolve your EVP – even when budgets are tight.

1. “Satisfied” doesn’t mean “loyal”

45% of employees say they plan to leave their jobs in the next 12 months, despite 73% reporting job satisfaction.³

Public sector roles have long attracted individuals driven by purpose. But research confirms purpose alone doesn’t retain people.

Even if your employees are broadly satisfied, that’s not enough when private sector roles often offer more flexibility, higher pay and better benefits. Fatigue is also real – 59% of public sector leaders say employees are fatigued by continual change.¹ This reinforces the need to address energy and capacity, not just satisfaction.

So, how can you address this?

Start by identifying the “pull” factors – career growth, recognition or flexibility – and build your EVP around them.

Don’t solely rely on job security or mission-driven satisfaction to retain your best people.

Instead, use your EVP to spotlight stories of progression, autonomy and upskilling. To compete with the private sector, your EVP must go beyond mission and spotlight what people truly value. Consider clear career pathways, genuine development opportunities and recognition.

2. The recognition gap

There’s a significant gap in how different levels of seniority feel valued in organisations. 84% of executives feel appreciated, but only 45% of frontline or individual contributor employees feel the same.³

So, how can you address this?

Public sector organisations often have large numbers of ‘frontline’ or operational staff. These employees can feel overlooked if recognition and reward systems are top-heavy or invisible.

Recognition should be felt at every level – from the frontline to the boardroom. Make sure your EVP includes visible, inclusive recognition programmes that celebrate contributions across the organisation.

While formal recognition programmes are essential, they’re only part of the picture. Recognition also lives in the everyday culture of teams, through behaviours like saying thank you, celebrating small wins and showing appreciation in meetings or messages. These informal moments help build a sense of belonging and value, especially for frontline staff who may not always be visible in traditional reward systems.

3. First impressions matter

Only 58% of employees in their first-year report job satisfaction, compared to 74% of longer-tenured staff).³ Often, it comes down to onboarding.

So, how can you address this?

Look closely at your onboarding and early employee experience. There may be a gap between what you promise during recruitment and what people experience – we found that 65% of leaders report a gap between vision and lived experience.¹

Closing this gap can reduce early turnover, boost engagement and build a stronger employer reputation. For example, consider more structured onboarding, expectation setting and early career support/mentoring.

Make onboarding an experience to remember, not just a checklist to complete. Assign mentors, set early milestones and make the first 90 days memorable, particularly for younger employees.

4. Flexibility is non-negotiable

The biggest gaps between expectation and experience are in career development, wellbeing, manager support, work-life balance and flexibility.

So, how can you address this?

Many public sector organisations are still tied to traditional work patterns, rigid hours and location rules. But flexibility isn’t just a perk – it’s a priority for today’s workforce.

Consider things like modernising flexible working policies (for example, hybrid models and flexible location options), investing in wellbeing support (including mental health, stress and workload) and train and empower managers to support wellbeing.

These changes will help you attract and retain talent and show your people they’re truly valued.

5. How you communicate matters

64% of employees are optimistic about organisational change – but that optimism depends heavily on how change is communicated.³ Trust in senior leadership is often lower than in mid-level managers.

So, how can you address this?

Change is in the public sector often slower, but very visible – from policy changes, budget cuts and reorganisation. That makes communication critical.

Avoid breakdowns by enabling managers to be conduits of honest, regular communication. Provide training and support to help them lead through change and prevent disengagement.

Align your EVP promise with what people actually experience, especially during transformation. Hypocrisy will erode trust you’ve worked hard to build.

Many public sector organisations already have great initiatives – from wellbeing programmes to internal mobility initiatives – yet often employees don’t know they exist. Bring your EVP to life through storytelling, such as employee spotlights, case studies and lived-experience narratives. Use internal communications to inspire your teams, not just inform. Stories spark connection – and help your EVP feel real.

MAKE YOUR EVP A REASON TO STAY

The public sector has a powerful mission. But to win the race for talent, organisations must also offer a compelling, modern EVP – one that reflects what people truly value and becomes your competitive edge.