Attracting the Next Generation of Public Servants

Municipal governments keep our communities running, delivering essential services that impact people’s everyday lives. Whether it’s fixing roads, running recreational programs, or maintaining safe neighbourhoods, municipal employees play a vital role in our residents’ quality of life. However, finding and keeping top talent in these roles is becoming more difficult. With private-sector opportunities evolving and workforce expectations shifting, municipalities need to rethink how they attract the next generation of public servants.

The Challenge of Municipal Recruitment

The municipal workforce is aging, and retirements are outpacing new hires in many municipalities. This trend, combined with the aftereffects of the pandemic on public sector employment, has created a perfect storm for recruitment challenges. Traditional methods—job postings, career fairs, and word-of-mouth referrals—are no longer enough to attract a diverse, dynamic, and skilled workforce.

Additionally, younger professionals often see municipal work as overly bureaucratic, slow to change, and not as financially competitive as private-sector jobs. While public service comes with job security, solid benefits, and pension plans, these perks may not be enough to compete with the fast-paced, innovative, and high-paying opportunities available in other industries.

Modernizing the Recruitment Approach

Municipalities must adopt a fresh approach to recruitment that aligns with today’s job market realities. Here are several possible ways to make municipal careers more attractive and ensure municipalities can secure the talent they need.

1. Showcasing Purpose-Driven Work

Younger job seekers are increasingly motivated by purpose-driven careers. They want to make a difference in their communities and contribute to meaningful projects. Municipal governments should highlight how their work directly impacts residents—whether through climate initiatives, affordable housing projects, or public safety enhancements.

A strategic employer branding campaign can help shift these perceptions. Municipalities can use social media, videos, and storytelling techniques to showcase the work of current employees, and departments and the tangible benefits they bring to the community. When job seekers see real-life examples of municipal employees making a difference, they are more likely to consider a career in public service.

2. Offering Flexible Work Arrangements

Workplace flexibility is no longer a perk; it’s an expectation. Many private sector employers have embraced remote work, hybrid models, and compressed workweeks, while many municipalities remain rigid in their approach to scheduling. To compete, municipal employers must offer flexibility where possible, particularly for administrative and knowledge-based roles.

Municipalities that embrace hybrid work environments, flexible hours, and results-driven performance metrics will find it easier to attract candidates who prioritize work-life balance.

3. Leveraging Technology in Recruitment

The municipal hiring process is often slow, involving multiple layers of approvals and lengthy decision-making timelines. In today’s competitive job market, where candidates receive offers more expeditiously, municipalities must streamline their hiring processes.

Implementing applicant tracking systems (ATS), leveraging AI-driven screening tools, and using virtual interviews can help speed up recruitment while improving the candidate experience. Furthermore, offering digital onboarding can ease the transition for new employees and reduce administrative burdens.

4. Prioritizing Diversity, Equity, and Inclusion (DEI)

Municipal governments serve diverse populations, and their workforce should reflect this diversity. Candidates increasingly seek employers who prioritize DEI initiatives. Municipalities must go beyond generic statements and implement meaningful policies that create inclusive workplaces.

Expanding outreach to underrepresented groups, partnering with community organizations, and eliminating barriers in the hiring process (e.g., excessive job requirements that may disproportionately exclude certain demographics) are critical steps. Transparency in pay equity and promotion opportunities will also help build trust and attract top talent.

5. Rethinking Job Requirements and Career Pathways

Many municipal job postings include rigid requirements that may deter qualified candidates. While certain positions require specific credentials, others can benefit from a more skills-based approach. For example, rather than requiring five years of municipal experience for an entry-level role, municipalities can consider transferable skills from other industries.

Additionally, career pathways should be clearly defined. Establishing mentorship programs, leadership development tracks, and professional growth opportunities can make municipal careers more attractive. Candidates want to see long-term career potential, not just a static job description.

6. Engaging the Community in Recruitment

Municipal hiring efforts should not be confined to job boards. Engaging in grassroots recruitment efforts with local high schools, colleges, and trade programs can introduce young people to municipal careers early on. Municipal governments should also foster relationships with professional associations and industry groups to tap into specialized talent pools.

Hosting “A Day in the Life” events, internships, and job shadowing opportunities can provide hands-on exposure to municipal careers. Encouraging employees to act as ambassadors in their networks can also enhance recruitment efforts.

The Future of Municipal Recruitment

Municipal employers are and will continue to face recruitment challenges. The traditional approach to recruitment is no longer sufficient in today’s rapidly changing labour market. To attract and retain top talent, municipalities must evolve, embracing modern hiring strategies, workplace flexibility, and a stronger emphasis on meaningful, purpose-driven work.

By shifting perceptions, removing barriers, and investing in innovative recruitment strategies, municipalities can ensure they have the workforce needed to continue building strong, vibrant communities. The question is not whether municipalities can afford to change—but whether they can afford not to.

Written by Gary Filibrault, Director on OMHRA’s Board of Directors