As the revolving door of Number 10 keeps turning, what does it mean for hiring and talent in policy and public affairs?

Following the announcement of Sir Keir Starmer’s resignation after less than two years in office, and a pending new administration under Andy Burnham MP, policy and public affairs professionals are readying themselves for further change and, likely, noticeable ripple effects under another new leader.

It is bizarre to think that, in the decade since 2016, the UK has had seven prime ministers, compared to just six across the previous forty years. This shift is more than just political drama, and is perhaps indicative of the changing dynamics of political party management. Whatever your views on the current situation, what is certain is that the UK political system and economy continues to face big challenges and volatility in policy decisions. Within policy and public affairs recruitment, the changing priorities and economic pressures add complexity, putting more pressure on professionals internally, and creating more movement in talent pools.

Short-term disruption: the immediate impact on professionals

As policy professionals know, in the immediate aftermath of a leadership change, policy and public affairs functions often enter a period of uncertainty and recalibration. Ministerial priorities may shift, special advisers move on, and decisions that were progressing through government can be paused while new leaders review existing commitments. This can create a temporary slowdown in policy development, consultations and decision-making, particularly where initiatives are closely associated with the outgoing leadership.

If Andy Burnham is successfully appointed as the new PM, it is highly possible that his focus will be on devolution and regional inequality which has been a growing policy priority in the past 18 months since the development of Combined Mayoral Authorities, so this is expected to continue. As such, for public affairs professionals, the immediate focus becomes understanding the new political landscape. Stakeholder maps need updating, relationships must be rebuilt with incoming ministers and advisers, and organisations require rapid analysis of what the change means for their strategic objectives. Attention often shifts from influencing specific policies to gathering intelligence, assessing risks and identifying emerging opportunities.

What a leadership change means for policy and public affairs recruitment

While legislation and policy (typically) won’t change overnight, for employers the latest development creates a clear shift in hiring needs while also a little caution while waiting for greater clarity from government spending reviews, legislative changes or shifting policy priorities.

As a result, we are seeing these hiring trends emerge:

• Increased demand for experienced professionals who can operate in uncertainty.
  With leadership contests and changing agendas unfolding rapidly, hiring managers are prioritising candidates who can provide immediate value such as strategic advice, rather than those still developing core policy and public affairs skills.
• More interim or appointments to keep delivery on top.
  Specialist expertise is at a premium while retaining flexibility internally, though in some instances likely leading to permanent employment when the horizon is clearer.
• More roles aligned to immediate priorities.
  New or incoming leadership typically sharpens focus on a small number of high-impact areas such as public services, cost of living pressures and regional growth. This focuses hiring on policy and engagement roles that can quickly demonstrate tangible results against these priorities.
• Continued movement between spaces.
  Professionals frequently move between the Civil Service, regulators, trade associations, consultancies, charities and corporate affairs teams, either to follow emerging areas of influence or to find greater stability where organisations are less exposed to changes in government policy.

In short, employers are not looking for people to learn on the job. They want individuals who can hit the ground running from day one, whether that is drafting a briefing at pace, advising ministers in a volatile environment, or translating political direction into actionable policy.

In practical terms, this means a continued demand for candidates with proven track records, strong stakeholder management skills, and the confidence to operate without perfect information. For those hiring, it raises the bar on what ‘ready now’ looks like. For candidates, it reinforces the value of demonstrable experience in delivering under pressure, not just potential to grow into the role.

Responding to disruption

Frequent changes in leadership within UK politics are already reshaping policy and public affairs hiring. As current pressure intensifies, the next phase for policy delivery is likely to be one of recalibration rather than expansion. Those who understand the broader strategic direction are often better placed to anticipate change and advise stakeholders accordingly.

Policy and public affairs leaders will increasingly focus on protecting outcomes in a disrupted system, prioritising continuity of knowledge and skills capability in priority areas while also strengthening their political intelligence, scenario planning and stakeholder engagement. This will not only shape what, but also how policy is delivered, with a greater emphasis on streamlining policymaking and enabling realistic, deliverable outcomes.

For individuals, disruption creates an opportunity to demonstrate value. The professionals who stand out are those who can quickly assess the implications of political change, communicate them clearly to leaders, and adapt influencing strategies accordingly. Strong judgement, commercial awareness and credibility become more important than detailed knowledge of any single minister or administration.

The policy agenda over the coming 12-18 months will be defined by the ability to adapt, stabilise, prioritise and see existing commitments through in an environment where change is constant. In this landscape, securing the right policy talent has never been more critical.

Get in touch to find out how Murray McIntosh can support you to build the right teams to deliver through disruption.