Swapping sides: From public to private sector

Public sector / 01 November 2010

Making the move from the public to private sector takes a shift in how your present your skills, says Sue Weekes

More than 20 years since it was last on TV, the satirical sitcom Yes, Prime Minister, (which followed its earlier incarnation, Yes Minister) arrived on the London stage this autumn.

During the 1980s, the nation, Margaret Thatcher included, roared as attempts by central character Jim Hacker to achieve his various objectives were thwarted at every turn by Whitehall officialdom and red tape, largely orchestrated by his self-serving permanent secretary Humphrey Appleby.

But today, as the fallout from the government’s spending review and the likelihood of widespread job cuts in the public sector resonates, many managers in the public sector will have to look outside their traditional career paths for employment. They will be hoping potential private sector employers aren’t among the first audiences to see the new play. Even though there have been more public private projects and partnerships in recent years, old prejudices and fundamental differences do exist, which can make the transition from the public to private sector a difficult one.“The public sector is an incredibly high quality talent pool and the private sector, to some extent, marginalises them,” says David Peters, managing partner of board practice at executive search firm Heidrick & Struggles. “But it does so at its own peril. Some make the transition very successfully and become great assets.”

While some private sector bosses do underestimate the potential of public sector managers, it seems those hoping to make the switch don’t always sell themselves as well as they could. According to the Private to Public Perceptions Survey 2010 carried out by recruitment firm Hays, 90% of employers believe that public sector candidates need to do more to identify and promote their skills to potential private sector employers.

“They say public sector candidates lack sufficient insight into their markets and are unrealistic about the differences between the private and public sectors,” says Andy Robling, public services director at Hays.

Any managers who want to make the switch must ensure they understand the cultural, practical and commercial differences that exist between the two worlds and how to prepare for them.

Brand you

Potential private sector employees must also learn how to market and present themselves. Public sector recruitment is still led by application forms, whereas the focus in the private sector is on CVs. Increasingly, it is also about having a well-written and up to date profile on professional online networks such as LinkedIn. Some private sector candidates even build and market their own personal brand and take every opportunity to promote it by relentless networking that might just open a door. It’s a far cry from the advertised vacancies and structured career and promotion paths offered by the public sector. Public sector managers need to adopt similar practices and approaches but underpinning all their job-seeking activity has to be the ability to communicate their skills to potential employers.

Put yourself in the role of the person reading your application – when you read your CV does it convince you that your skills are transferable? If not, then it won’t convince anyone else, so change it.

Michael Buchan, content and solutions director, MyWorkSearch.co.uk

To do this, some need to overcome a confidence issue and a belief that the private sector is somehow “above them”, says Michael Buchan, content and solutions director at outplacement specialist MyWorkSearch.co.uk.

“Many CVs then become a list of tasks – like a job description – that tells the employer nothing about successes and achievements,” he says. “In other words, assuming they won’t be a fit and underselling their skills and achievements in the application.” Buchan says candidates really need to focus on how they meet the requirements of the job on their CV.

“Put yourself in the role of the person reading your application – when you read your CV does it convince you that your skills are transferable? If not, then it won’t convince anyone else, so change it. The recruiter is looking for evidence that you have relevant skills and have achieved some measure of success with those skills, so make sure these are on your CV,” he says.

Career planning

On a purely practical level, Robling says it’s important to bear in mind that many private sector employers simply won’t understand public sector job titles and as a result can struggle to accurately assess candidates. “Avoid public sector jargon and demonstrate how you can really add value,” he says.

Owen Morgan, commercial director at HR services group, Penna, says that it’s also vital to give comprehensive answers to questions about your potential contribution. Make sure that what you say is rooted in the objectives of the company you are talking to and prepare thoroughly by doing your research on the business.

“Look at how you can map your skillset on to an organisation which will need these skills as it moves forward,” says Morgan. “Many people don’t do that, they just look at jobs they think are comparable rather than doing the groundwork to really understand the role.”

Making the move from the public to private sector demands real vision and sales ability, something which Andy Lowe, practice leader at Right Management, the talent and career management division of Manpower, knows from first hand experience. He applied his in-depth HR knowledge gained in the NHS to pursue a role at a start-up.

“I reflected on where someone would be willing to recruit me for these skills. First of all, know yourself and what drives you, and look for an organisation that can match these values,” he says, adding that in hindsight he would have asked his public sector employer for support in understanding career drivers and possible career choices.

If no outplacement support is available following a redundancy, you may have to find it yourself. Any investment in skills development, however, is likely to pay off. Former Army sergeant major Rab Adam admits he felt a ‘little inferior’ when he moved into the private sector because he didn’t have a degree, but the more he worked with colleagues and went on courses, the more he realised there was no real difference. “It is just that they had the benefit of a good education. The benefit you have is the excellent training and discipline you had in the Army,” he says. “It’s swings and roundabouts.”

When approaching any career change, an open mind and a determination to learn is the key. Peters says: “It’s really about state of mind. You are not going to seamlessly morph into it and it will take effort and determination.” It’s also worth taking on board that some of the inherent traits of those who work in public service should be recognised as strengths by those wishing to move to the private sector.

“They have very high standards and values. People’s values and moral courage are very important in business now,” adds Peters. “More and more people are looking, top to bottom, for authentic leaders: people who are real, who walk the talk, who are not spinning and deliver on what they say. These sort of values are often found in people in the public sector and there has got to be some way of leveraging this.”

One of Heidrick & Struggles’ areas of expertise is executive placement, particularly placing people on boards. He says that for those senior people in the public sector who are upwards of 50 and who may be looking to move gradually into a portfolio career, finding a board position that will make use of their considerable experience is entirely “do-able”.

In a recent Heidrick & Struggles report, Purposeful Partners – the changing role of the 21st century chairman, it found that it is no longer enough for a chairman to merely be a ‘safe pair of hands’. Future chairmen must be “coaches and mentors to the CEO and senior teams. Most importantly, they will have the skills to create an inclusive and effective board culture that provides both tough scrutiny and tender support as required.”

Peters says that some of those senior people from the public sector may well be part of the talent pool for top jobs, particularly those with experience of running organisations with multiple stakeholders.  

Striking confidence

All of the preparation and research that you have done to secure the job and make the move will also stand you in good stead once you find yourself in a private sector role.

Morgan says that the first 100 days are critical and you shouldn’t be afraid to ask for help and support. While many organisations have good onboarding and induction processes, find out if you can have a couple of days shadowing someone before you start and once you begin work properly it may be worth asking for a mentor.

“There’s only one opportunity to make a first impression, so make it a good one and be proactive,” says Lowe. “Find out who the movers and shakers are and ask how you can align their objectives with yours.”

While you shouldn’t be arrogant or overly assertive, don’t undersell yourself, he adds. “You are there because you have some key skills and experience that have been identified as what the organisation needs, so have confidence in your own abilities.”