Why public sector employee engagement is everyone’s business

It’s still not uncommon for people to choose a career in the public sector over more lucrative private sector roles. I know quite a few such individuals (and others who made the reverse choice). The sense of purpose that drives people to public service is a vital part of what makes the sector tick. It should be encouraged, cherished and preserved.

But belief alone isn’t enough to keep people in the sector. Even the most committed professionals need the right conditions to thrive: stability, fair pay, work-life balance and growth opportunities. Historically, the public sector has offered many of these. But post-Covid, the gap with the private sector has narrowed, job security is less assured, and the trade-offs of public service are more stark.

This is where the cost of disengagement becomes evident.

Reading through my colleague Simon Philips’ blog on ‘silent resignation’ (https://www.linkedin.com/pulse/silent-resignation-crisis-hiding-plain-sight-simon-phillips-qa3rf/), where employees remain in post but mentally check out, coincided with me coming across the ‘regrettable losses’ highlighted in the SSRB’s latest report (https://www.civilserviceworld.com/professions/article/regrettable-losses-in-senior-civil-service-jump-to-83), who point to a sharp rise in the proportion of senior-level departures that were classified as regrettable, meaning the leavers were highly-rated members of staff. The outcome of both is the same: organisations lose valuable people, or lose their full contribution, often without realising it until the impact is felt.

The consequences are substantial: beyond recruitment costs, disengagement leads to lost productivity, eroded knowledge, low morale and mounting pressure on those who stay. When one person leaves, others take on the strain. When many leave or mentally check out, the whole team feels it.

So what can be done?

One essential step (and admittedly totally expected coming from me) is to invest in people. Not only through pay—though that still matters—but through development, team cohesion and a sense of belonging. People who join to make a difference want to be part of something that works. They want to learn, grow, and contribute to resilient, creative teams with shared purpose.

One important step is to invest in people. Not only through pay, though that remains important, but also through development, team cohesion and a strong sense of belonging. People who enter public service to make a difference want to be part of something that functions well. They want to work in teams that are resilient, collaborative, creative and aligned in purpose. They want to continue learning and progressing in their roles.

There are many such teams across the public sector today, and I’m fortunate enough to be connected to many of them here. Their success stories are a reminder of what’s possible when people are supported to do their best work.

Professional development isn’t a luxury, it’s a necessity. Not the tick-box kind, but the kind that helps teams work better together, navigate change, manage pressure and build a shared voice. The kind that reminds people why they joined in the first place, and gives them the tools to keep going.

It’s the age-old conundrum: invest now or pay later. Cut too much, and you risk losing the very people who hold your organisation together. Or you can invest in creating the kind of environment where good people stay, grow and thrive.

Because ultimately, engagement isn’t just about retention, it’s about delivering impact.