Ealing Council's hybrid working policy requires staff to be in the office for at least two to three days a week, with leaders expected in for three or more days, depending on service needs.
The Ealing Council Strategy and Change Scrutiny Panel met on Tuesday, 20 October 2026, to discuss the progress and future direction of the council's Workforce Strategy. Key areas of discussion included recruitment and retention, learning and development, equality, diversity, inclusion, and community engagement, alongside ongoing workforce challenges.
The panel received an update on the council's Workforce Strategy, which aims to make Ealing Council an employer of choice and ensure its workforce is equipped for future needs. The strategy is built around five key priorities: learning and development, recruitment and retention, attracting early and mid-career professionals, equality, diversity, and inclusion (EDI), and community engagement.
Significant progress has been made in strengthening management capabilities, improving career progression, and enhancing recruitment and retention through family-friendly policies and deposit loans. The EDI agenda has been advanced through enhanced website content and training, and the council has achieved White Ribbon Accreditation. Community engagement efforts include updating role profiles and involving residents in recruitment panels.
Despite this progress, the council faces ongoing challenges, including difficulties in attracting and retaining specialist professionals, an aging workforce with low representation of younger employees, and the need to adapt to changing skill requirements, particularly in digital, data, and AI. Workforce wellbeing remains a critical focus amidst financial pressures and evolving public service demands.
Addressing Workforce Demographics and Skills
The council is actively working to address the low representation of younger employees and an aging workforce. Currently, approximately 50% of the workforce is over 50, with only 2.4% aged between 16 and 24. To combat this, Ealing Council is focusing on growing its own talent through apprenticeships and graduate routes, alongside implementing succession planning. The strategy includes employing 30 apprenticeships per year with an Ealing First
approach, prioritizing local residents, and creating clearer pathways to permanent roles for apprentices, particularly in areas like social work.
To meet the evolving skill requirements in digital, data, and AI, the council is offering learning activities on artificial intelligence, expanding access to digital tools, and implementing AI tools such as Magic Notes in social care roles. These initiatives aim to support modern working practices and free up employee time for higher-value work with residents.
Hybrid Working and Service Delivery
The council's approach to hybrid working was clarified, with the policy remaining that staff are expected to work 35 hours from a council location. The specific number of days staff are required to be in the office is determined by the needs of their specific role and service delivery. Leaders are typically expected in the office three or more days a week, while other staff are expected to be in for two or three days. For instance, roles requiring direct interaction with the public, such as social workers visiting families or trading standards officers conducting site visits, necessitate a greater physical presence compared to roles that can be performed remotely.
Attracting and Retaining Talent
To attract and retain specialist professionals, Ealing Council is enhancing its employee proposition and recruitment methods. This includes offering enhanced family-friendly policies, employee loans, recognition arrangements, employee awards and a more welcoming onboarding experience.
The council acknowledges the challenges in attracting and retaining specialist and technical professionals due to market competition, pay, and supply pressures, which can lead to longer vacancies and increased reliance on temporary staff.
Future Scrutiny
The panel also reviewed its work programme for 2026-2027, with the workforce strategy being a key item for scrutiny. Planned initiatives include examining the council's shift to a strategic commissioning approach and its voluntary sector grants programme. Additionally, the panel will scrutinize the council's connected communities agenda as part of a wider change portfolio, focusing on progress to date and its impact on the organization and residents. The expected outcomes are to gain a deeper understanding of these areas and potentially make recommendations for improvement.
The Public reports pack for the Strategy and Change Scrutiny Panel meeting on Tuesday 20 October 2026 can be found here. Draft minutes from the Strategy and Change Scrutiny Panel meeting on 21 July 2026 are available here. The Agenda frontsheet for the Strategy and Change Scrutiny Panel meeting on Tuesday 20 October 2026 can be found here.