Every sector has been under increasing pressure over the past few years. From responding to a global pandemic to navigating digital transformation and dealing with economic uncertainty, the demands are higher than ever. In this environment, it’s clear that resilience is no longer just a desirable trait—it’s essential. Public sector teams particularly need individuals who can remain calm under pressure, adapt quickly when circumstances shift, and keep delivering results despite setbacks. But here's the challenge: resilience isn’t something you can simply train into someone. It’s a quality that must be part of their makeup, something they bring with them to the table when things get tough.

But here’s the catch—resilience is not something you can teach overnight. It’s not enough to look at a CV and say, “This person can manage a team.” What you need is someone who, when the pressure is on, can keep their head while everyone else is losing theirs. Someone who can adapt quickly, stay calm under fire, and lead others through the chaos. That’s the new gold standard in recruitment, especially in the public sector, where the stakes are higher than ever.

We all know that public sector teams are called to perform under extreme conditions. From managing crises like the COVID-19 pandemic to keeping essential services running smoothly through economic downturns, the public sector is expected to juggle more than most private organisations. But what’s often overlooked is the human element—the need for people who can face the storm and still deliver. It’s not just about technical skills anymore. It’s about mental agility, emotional intelligence, and the ability to work as a team when the going gets tough. Resilient teams don’t just survive—they thrive in the face of adversity.

So, what makes a team truly resilient? It’s about how individuals respond to pressure. The best teams don’t crack under stress. They pivot. They adapt. They collaborate. They support one another. And they do all of this with an eye on the long term. A resilient person doesn’t just solve problems in the moment—they think ahead, they stay flexible, and they motivate their team to keep pushing even when it seems like the end is in sight.

Here’s the reality: recruitment in the public sector has always focused on finding people with the right technical expertise. But if we’re being honest, that’s only part of the equation. You need people who can handle the grind, the setbacks, and the unexpected twists. People who can get back on track quickly after things fall apart. It’s time to evolve the way we look at recruitment. We need to go beyond qualifications and experience. We need to start hiring for resilience.

It’s no longer enough to ask someone, “What have you done in the past?” The better question is, “How did you handle the unexpected?” Did they freeze when things got tough, or did they find a way forward? Did they inspire others to keep going, even when morale was low? This is where behavioural interviews and psychometric testing can come in handy. By asking the right questions, recruitment partners can uncover the traits that really matter—the emotional fortitude and adaptability that set resilient candidates apart.

We’ve seen it in action. Take a local government IT department, for example. They were already facing the challenge of modernising their legacy systems. Then came the pandemic. The world shifted overnight, and the department was tasked with transitioning all their services online, virtually overnight. They didn’t just hire the best tech talent; they also brought in people who had demonstrated their ability to handle crises. People who could manage both the technical aspects and the emotional dynamics of working in that kind of environment. The result? They not only completed the transition ahead of schedule, but they did it without burning out. And, importantly, they maintained a high level of service for the public.

That’s what resilience looks like in action. It’s about finding the right people who can step up when the unexpected happens, and who can help keep the wheels turning when everything else feels like it’s falling apart. For public sector organisations, this means recruitment partners need to do more than just fill roles. They need to find candidates who won’t just do the job. They need to find people who will excel, no matter what curveballs are thrown their way.

In the face of an increasingly unpredictable world, public sector organisations can’t afford to rely solely on traditional recruitment methods. It’s time to start hiring for resilience. Look for candidates who can not only manage today’s challenges but who can handle whatever tomorrow throws at them. After all, the future won’t wait for anyone to get ready.

If you want your team to be ready for anything, it starts with hiring the right people. It starts with building a team that is strong enough to withstand any crisis, adaptable enough to tackle new challenges, and driven enough to keep going when the going gets tough. Let’s start the conversation about how we can help you recruit resilient, future-ready teams. Reach out today to learn how we can support you in building teams that will thrive,no matter what the future holds.

Across the UK public sector, the shift toward net zero is gaining real momentum. No longer just a line in a strategy document, environmental responsibility is becoming part of how government bodies think, plan, and act. At the heart of this shift is transformation—not just as a headline-grabbing initiative or a one-off green project, but as a root-and-branch change to the way organisations operate.

Net zero isn't just about reducing emissions from buildings or encouraging people to recycle. It's about reshaping everything from procurement and policy-making to digital infrastructure and service delivery. This is a full organisational transformation, requiring new capabilities, mindsets, and leadership at every level.

We're seeing it already. Local authorities are embedding sustainability into housing and transport plans. NHS Trusts are committing to low-carbon estates and supply chains. Government departments are rethinking how they manage energy, travel, and data. Initiatives like the launch of Great British Energy and the rollout of the Great British Insulation Scheme are just the start. These are not standalone projects, they are signals of long-term change.

For hiring managers, this means reimagining teams and identifying new types of talent. Roles such as Sustainability Officers, Carbon Reduction Leads, Environmental Data Analysts, and Behaviour Change Specialists are becoming essential. But it's not just about new job titles. Existing roles, from programme managers to commercial leads, now require a strong grasp of sustainability principles. People who can work across disciplines, translate policy into action, and deliver change in complex public settings are in high demand.

For individuals looking for their next challenge, the opportunities are huge. The public sector is actively looking for professionals who want to play a part in shaping a sustainable future. You don't need to have worked in an environmental role before. If you've led change, managed projects, or shaped policy, there's a strong chance your skills can transfer into these emerging spaces. The key is being ready to learn, adapt, and contribute to the wider transformation journey. Programmes like the Green Skills Bootcamps are helping people gain practical expertise to support that shift.

Of course, this is a competitive space. The private sector is also moving fast, and many organisations—especially in energy, infrastructure and tech—are offering attractive packages for green talent. That's why public sector hiring strategies need to be smarter and more compelling than ever. It's not just about salary. Purpose, progression, and the chance to shape public value are powerful motivators. Recruitment partners who understand this dynamic are crucial.
At Malikshaw, we've been helping public sector clients build the teams they need to deliver real transformation. Whether it's sourcing sustainability specialists, placing interim project leaders, or advising on workforce planning for green programmes, our approach is rooted in understanding both the mission and the market. We don't just fill roles—we help shape the future of work in government.

Net zero is not a box-ticking exercise. It's an organisational mindset shift that touches every corner of public life. If transformation is going to succeed, it will need people who are curious, capable, and committed. And it will need recruitment partners who know how to bring them in.

If you're building your team, exploring your next career step, or simply want to understand what this green transformation means for your organisation, we'd love to talk.

Since starting out 30+ years ago, I’ve come to see recruitment not just as a function, but as one of the most powerful levers for transformation. Time and again, I’ve witnessed how the right people, in the right roles, can shift an entire organisation’s trajectory. For me, it’s never been about filling vacancies. It’s about unlocking potential, building capability, and shaping leadership that drives lasting change.

I witnessed that at a very early stage of my career when resourcing teams to build the first digital mobile networks. We worked with a client who simply brought together the very best people they could from wherever they were in the world, into a country to make sure they got it right first time. If they didn’t, the penalties were painful, and we saw that plenty too, with other organisations who didn’t take quite the same approach to talent acquisition.

That belief has shaped a series of recent partnerships that reflect how recruitment is evolving and how it can deliver lasting, measurable value.

We have joined forces with a pioneering consultancy operating at the intersection of AI, blockchain and quantum computing. Together, we offer a full-spectrum transformation service, helping clients move beyond legacy systems and into future-ready environments. This goes well beyond executive search. We are co-delivering solutions that span strategic foresight, technical delivery and talent integration, bridging the gap between vision and implementation. Very few firms operate across this full lifecycle. We do. We think we need to.

In collaboration with a long-standing client preparing for a significant move into AI, we are challenging traditional hiring models. Conventional CVs and degrees are often poor predictors of success in this space. Our solution is a skills-first, aptitude-led model. By assessing for adaptability, potential and adjacent expertise, we are building teams that are not only AI-capable but future-resilient. For organisations aiming to stay ahead of rapid technological shifts, this mindset is essential.

An upcoming area of focus is helping clients tap into underutilised internal talent. In sectors undergoing major disruption, the aim will be to design retraining pathways in partnership with internal HR and L&D teams, mapping transferable skills and redeploying people into high-impact roles. This approach aims to do more than fill gaps. It will retain institutional knowledge, reduce recruitment costs and build a more agile, resilient workforce from within.

These collaborations signal a clear shift. Organisations are no longer just looking for recruitment support; they are looking for capability partners. Insight, strategy and adaptability are the new currency. At Malikshaw, we are leaning fully into this evolution. Whether you are building next-generation teams, navigating digital disruption or seeking a fresh external perspective, we are here to help you move from idea to impact.

If you are leading transformation and facing challenges around talent, capability or organisational agility, let’s talk. Here are four questions to consider:

Are legacy hiring models slowing down your transformation agenda?

Do you need to build capability in AI, blockchain or emerging tech?

Are you sitting on untapped talent that could be upskilled for the future?

Would your strategy benefit from a partner who sees recruitment through a transformation lens?

If the answer is yes to any of the above, we would love to hear from you.

Contact us at +44 (0) 870 042 1430
Explore more at https://www.malikshaw.com/

Building a high-performing leadership team from scratch isn’t easy, but it’s absolutely worth the effort. Whether you’re starting from the ground up or thinking about developing talent from within, the journey takes careful planning, clear thinking and, above all, a people-first approach.

Data is playing a bigger role than ever in how organisations think about people. Hiring decisions, team structures, and workforce planning are increasingly being shaped by the insights we can draw from the information we already hold. Whether it’s measuring the impact of leadership styles, identifying gaps in capability, or improving retention, the shift towards data informed decision making is picking up pace. But for many organisations, the move from intuition to evidence isn’t always easy.

If you’re a transformation or project manager, chances are you’ve already come face to face with the joys of legacy systems. They lurk behind critical processes, often undocumented, poorly understood, and frustratingly resistant to change. And while the brief might be all about moving forward — cloud, digital, agility — you know you can’t do that properly without dealing with what’s already there.

Here’s the challenge though: legacy systems are rarely just a technical issue. They’re wrapped up in people, processes, politics, and sometimes a fair bit of fear. So if you’re building a team to lead meaningful transformation, you need more than just strong delivery skills. You need the right mix of experience, perspective, and courage to take on what many quietly avoid.

A good starting point is asking yourself: do I have people who truly understand how these systems operate, both technically and operationally? That knowledge is often buried deep in one or two long-standing employees or spread thin across legacy contracts. Without that insight, you’re flying blind. Could you bring in someone who’s done this before in another organisation — someone who knows how to ask the right questions and map out what’s really going on under the hood?

Then there's the future-focused side. Do you have enough digital expertise to challenge old assumptions and spot opportunities? Someone who’s not afraid to say, “Why are we still doing it like this?” Equally, who’s acting as the bridge between the two worlds — someone who can translate legacy into future state, and bring the business along for the ride?

One of the biggest risks in legacy-heavy environments is letting the tech define the strategy, rather than the other way round. As a transformation lead, you’re in a unique position to flip that dynamic. But only if your team has the confidence and credibility to influence across departments, challenge the status quo, and navigate the inevitable resistance.

Another thing worth considering: who’s got the emotional intelligence to handle the people side of change? Legacy systems aren’t just systems — they represent years of investment, career-defining projects, and in many cases, the comfort zone of senior stakeholders. You’ll need someone in your team who can build trust, understand the sensitivities, and still keep things moving.

It’s easy to assume legacy systems are just a constraint you have to work around. But the right team can actually turn them into a source of insight — a way to understand where the organisation’s been, and what needs to shift to get it where it wants to go.

So, if you’re shaping your transformation team right now, ask yourself: do you have the right mix of legacy know-how, digital vision, and leadership resilience? And if not, what would it take to get there?

At Malikshaw, we work with transformation leaders across industries who are building exactly these kinds of teams. If you’re facing this challenge and want to compare notes — or need someone who’s been through it before — we’d love to hear from you.

What have you found most difficult about managing legacy systems in transformation? Who made the difference on your team?

Malikshaw Interim and Executive is pleased to announce its appointment as an approved supplier to the Commonwealth Secretariat, further strengthening the company’s presence in the international public sector and development space.

This approval recognises Malikshaw’s proven track record in delivering high-calibre interim and executive talent across government and public sector organisations, both in the UK and globally. As a supplier, Malikshaw will support the Secretariat’s work in promoting democracy, development and cooperation across its 56 member states.

“Becoming an approved supplier to the Commonwealth Secretariat is a proud milestone for us,” said Rob Shaw, CEO of Malikshaw Interim and Executive. “We look forward to contributing to their vital mission by connecting them with the leadership and expertise needed to deliver real-world impact.”

Malikshaw Interim and Executive is proud to announce its appointment as an approved supplier to the National Audit Office (NAO), the UK's independent public spending watchdog.

This appointment reflects Malikshaw's expertise in providing high-impact interim and executive professionals who support complex governance, audit, finance and public accountability objectives. As an approved supplier, Malikshaw will help the NAO continue its mission to improve public services and ensure value for money across government.

"We're delighted to be supporting the NAO as an approved supplier," said Rob Shaw, CEO of Malikshaw Interim and Executive. "This partnership recognises our shared commitment to excellence, integrity and the delivery of outcomes that matter."

Our team members, Phoebe and Jack, had a fantastic time running a LinkedIn workshop for Year 12 students focusing on networking, job searching, and personal branding. It was inspiring to see the students so engaged, thinking ahead about their futures, and keen to learn how to present their skills and experiences effectively.

A big thank you to Hitchin Girls' School for hosting us, and to all the brilliant students who brought great questions, ideas, and enthusiasm to the session!