Working for Northumberland County Council

There are a range of exciting employment opportunities at Northumberland County Council.

There are a range of exciting employment opportunities at Northumberland County Council.

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Careers in social work

This is an exciting time to join Northumberland as we embark on an improvement and transformation programme by increasing our established workforce.  Come and join a progressive organisation which offers a supportive, learning environment for you to thrive.  Here are some professionals talking about their experience here in Northumberland. 

Click here to view the video

​Find out about the learning and development opportunities with us.

Performance Appraisal & Supervision

As an employee of the council you will receive an annual performance appraisal and regular supervision meetings or 1:1’s with your manager.  These provide the opportunity for you and your manager to jointly identify, plan and review the learning, development and support you may need to fulfil the requirements of your role effectively.

NCC Corporate Development Programme

It is really important that we invest in our employees and ensure that they have the right skills and competencies to do their job.  There are many in-house opportunities available for NCC employees and together these form our Corporate Development Programme.  These courses are free to employees of the council and cover topics ranging from first aid training to project management and from customer service skills through to leadership.  Details of courses and dates of events are advertised on the council’s learning management system, Learning Together.

Learning Together

As an employee of the council you will be provided with your own personal Learning Together account.  Using Learning Together you will be able to access the mandatory learning that all employees of the council are required to complete.  You will also be able to access a whole host of learning courses and opportunities to help support you in your specific role.  These resources include eLearning modules, training videos and classroom events.

There is something for everyone and you can access the system 24/7 and using a range of devices including PC’s, laptops, tablets or smartphones.
Northumberland County Council prides itself on being an adaptive and flexible organisation capable of responding to increasing external and environmental pressures.

Consequently we are managing a wide programme of changes over the next several years. Some examples include:

We are expecting to move into our new Headquarters in Ashington in April 2019 with planning permission now having been fully granted. The new HQ and plans for the current County Hall site are just part of a much wider regeneration strategy, with the authority ensuring it does all it can to drive and encourage growth in all market towns. The aim is to generate around £365m into the regional economy while protecting frontline services, transforming town centres, attracting new jobs and accelerating the  development of new infrastructure and quality housing. 

New Ways of Working - “Work is not a place, it is an activity”.  This project will allow many staff to work closer to where they live and the communities they serve in towns across the county.  This is a concept which will involve the whole of the organisation - we will be redesigning services and roles and the way we work, eliminating waste and removing duplication, reducing but improving and sharing our office space, working in a more agile and flexible way and creating efficiencies to achieve budget savings.
​Northumberland County Council demonstrates a commitment to ensuring the health and wellbeing of its employees.

Northumberland County Council demonstrates a commitment to ensuring the health and wellbeing of its employees. We have received ‘Continuing Excellence’ in the North East Better Health at Work Awards (the highest option) which recognises our efforts in addressing health issues within the workplace. As part of our workplace Health and Wellbeing provision, we offer our employees the following:
  • A manager-led occupational health referral system
  • A shared occupational health service with Northumbria Healthcare NHS Trust which offers various services including a qualified psychologist and a physiotherapist
  • A personal counselling helpline available for all staff to access
  • A Public Health service with a staff member responsible for Workplace Health
  • A non-denominational Faith and Chaplaincy/Independent Listening Service   
  • Mandatory stress awareness training for all staff
  • Stress Management training
We are an equal opportunities employer and welcome applications from all suitably qualified people.

We are an equal opportunities employer and welcome applications from all suitably qualified people regardless of sex, religion or belief, race, age, sexual orientation, whether they are married or are in a civil partnership, are disabled, have a maternity or pregnancy status or are undergoing or intend to undergo gender reassignment.

To find out more click here.
​The Council’s Corporate Plan 2013 - 2017 is the council’s main strategic planning document and is a clear statement of the vision, strategic aims and policy priorities of the authority.

The Council’s Corporate Plan 2013 - 2017 is the council’s main strategic planning document and is a clear statement of the vision, strategic aims and policy priorities of the authority.

The plan:
  • informs the budget-setting process for the whole council
  • provides the policy framework for each council service to produce a service statement 
  • outlines our approach to transforming the way services are delivered
  • shapes our ongoing organisational development 

The plan describes the Vision and Mission statements of the council.  These are:
  • Our Vision - “Northumberland will be a thriving county where people choose to live, work, visit and invest”
  • Our Mission - “We will listen and respond to local people and our partners and we will be confident, innovative and fair”
The plan sets out the council’s Priorities.  These are:
  • Grow our local economy
  • Improve our places and our environment
  • Enable families and communities to be strong
  • Help people to the health and independent
For the council to deliver its’ vision and priorities requires a contribution from all of our employees.  No matter which service or team our employees belong to, and no matter what  job they do, they all have an important role to play.  
To deliver our vision and priorities also requires all employees to demonstrate positive behaviours.  To help illustrate the expectations we have of our employees the council has agreed 7 Values.  These should be at the forefront of everything we do:
  • Consistent
  • Creative
  • Customer Driven
  • Efficient
  • Opportunistic
  • Passionate
  • Trustworthy
​World renowned as a visitor destination, Northumberland is also the ideal location to strike a perfect work/life balance.

About Northumberland 

World renowned as a visitor destination, Northumberland is also the ideal location to strike a perfect work/life balance. What better way of enjoying the picturesque scenery and stunning coastline than to sample it on an everyday basis?
Despite being one of England's largest counties, Northumberland offers easy commuting. There's an extensive road network across the county, with the A1 and A69 linking Northumberland with Scotland, the south and west respectively. The National Express East Coast Main Line carves a picturesque route through the county and along the coast, ranking as one of Britain's best loved rail journeys, whilst Newcastle International Airport is also within easy reach.  It is a geographically diverse county with a large stretch of coastline, the Cheviot Hills, Northumberland National Park, Hadrian’s Wall, Kielder Water and many urban centres along with picturesque market towns. Plus, did you know that government research (compiled by Community Life) found that the North East is the friendliest region in England? Spending your daily commuting time amongst the beauty of the County is just one of the perks Northumberland County Council has on offer!

 Housing and Education
The North East offers a wide variety of housing, which is amongst the most cost-effective in the UK. Popular residential areas within Northumberland include:
  • Urban centres in South-East Northumberland such as Blyth, Ashington, Bedlington and Cramlington
  • Picturesque market towns including Alnwick and  Amble in the north, Hexham in the west and Morpeth in the centre of the county
  • Rural villages such as Otterburn, Bamburgh and Allendale
If you have a family, many excellent schools exist in both the state and private sectors within the County. A full list can be found here.

History, Culture and Events
Northumberland offers something to suit everyone when it comes to history, culture and events. Some examples include:
  • In August 2016 we hosted the Tall Ships Regatta in Blyth which attracted hundreds of thousands of visitors from across the country and the globe
  • Residents’ Festival takes place every year offering free and discounted entry to top attractions to residents of Northumberland and NCC employees
  • Northumberland has more castles than any other county in the UK with some examples including Alnwick, Bamburgh, Warkworth and Dunstanburgh
  • Northumberland Live takes place in Blyth each year with chart-topping acts headlining and local bands also being given the chance to showcase their talents
  • Kielder Water is the third largest protected Dark Sky reserve in the world and the Observatory located there offers many public events
  • There are a variety of theatres including Alnwick Playhouse, the Phoenix Theatre in Blyth and Queen’s Hall in Hexham
  • Northumberland is famous for its walking and cycling routes so why not keep active by taking a guided walk along Hadrian’s Wall or taking a cycling or horse riding trek through Northumberland National Park
Find out more…
The Chief Executive of the Council oversees the operation of six directorates each led by a Director.

Corporate Leadership Team

The Chief Executive of the Council oversees the operation of six directorates each led by a Director.  These senior officers make up our corporate leadership team. Click on the link below to find out more:
Structure chart 

Our People

Within the six directorates, we have employees working in both customer-facing and support service roles.  These employees represent a range of professions, trades and disciplines. 

Our Services

As a Council responsible for one of the largest counties in the UK, we offer a range of services across our six directorates.  Some examples of the services within each of the directorates include:

Local Services & Housing Delivery - highways development, highways maintenance, parking, refuse collection, street lighting, housing and strategic property. Wellbeing & Community Health Services - children’s social care, adult social care, public health, education and skills, adoption and fostering. Corporate Resources - information services, legal, finance, employee services and customer services, registrars and coronial services. Planning and Economy - planning, election services and policy and inclusion. Human Resources - HR, organisational development, health and safety and communications. Fire and Rescue - fire and public protection.

We have a wide range of exciting opportunities throughout the Council.  Our current vacancies can be found here. 
Sign up for our job alerts through North East jobs to keep up-to-date.

Working for the council

Northumberland County Council strives to develop a strong and sustainable workforce and consequently is always looking to develop homegrown talent. We currently employ over 100 apprentices across all of our services.

We also operate several graduate schemes in areas including Human Resources, Information Services, Law (2-year training contracts), Finance and Surveying. 

All trainees - both graduates and apprentices,  will have access to extensive training and support throughout their role. This varies depending on the programme joined. For example; qualifications relating to your field (e.g. NVQ, professional qualification) or role specific development such as on-the-job training or a workplace mentor.

For more information on Work Experience and to apply for a placement please email
For more information on apprenticeships and to apply please visit

All our current vacancies can be found here


Apprenticeship led to a full time job

Interview with Jordan. 

​Find out about benefits you get as a Northumberland County Council employee.

  • 25 days annual leave plus public and bank holidays (rising to 30 after 5 years of service)(pro-rata for part-time employees)
  • Automatic enrolment into the Local Government Pension Scheme
  • Flexi scheme applicable to majority of roles
  • Family leave provisions above and beyond the statutory minimum
  • Fair pay for all staff with examples of this including automatic pay progression to top of band, an annual pay award agreed through collective bargaining and the Northumberland Living Wage
  • Free staff parking at council sites
  • Local government discount schemes available to all employees with offers at local businesses along with various national brands
  • A choice of recognised trade union memberships
  • A commitment to work-life balance offering flexibility through various schemes including job sharing, home working, flexible working, part-year working, and compressed hours
  • A relocation scheme is offered to those moving from outside the area (for further details please contact a member of the HR team)

We also run a salary sacrifice scheme where staff can save money in various ways including:
  • Car Leasing Scheme (visit our provider NHS Fleet Solutions for more details)
  • Give as you Earn (G.A.Y.E.) charity contributions
  • Additional voluntary pension contributions
  • Home Electronics Scheme
  • Childcare Vouchers
  • Cycle to Work
  • Training/subscriptions
Welcome to Northumberland County Council. We hope you have a rewarding and enjoyable career with us.

Whether you are a new employee joining the council or you are an existing employee moving into a new role we feel it is important that you receive an effective and timely induction.

A good induction will help you to settle into your new role and working environment and help you to understand the organisation and what is expected of you.

Below we have provided some guidance for employees and for managers to ensure that we deliver an enjoyable and consistent induction experience.
This guidance outlines the main stages of induction which will ensure you are prepared for your role and employment with the council.

A structured induction period ensures that new employees feel welcome, valued and settled in their new role.  This then forms the basis from which employees can quickly get up to speed, perform their duties effectively and begin to make a contribution to their team, their directorate / service and the council.

Induction is not a ‘one off’ event.  It is a process which actually starts during recruitment and appointment through to the completion of a successful probationary period.  Here at Northumberland County Council we have a structured approach to induction which includes the following stages:

Before you start work:

You may be asked in your conditional letter of appointment to provide certain information, for example: 
  • Evidence of Right to Work in the UK (if copies were not provided at interview)
  • Qualification certificates (if copies were not provided at interview)
  • Evidence of Professional Body membership (where applicable to the position)
  • Driving licence (where applicable to the position)
Once you have accepted the offer of appointment you will be required to complete an Appointment Statement and a Disclosure and Barring Service (DBS) form (if this is a requirement of the post).

To complete your Appointment Statement you will need the following:
  • Bank statement/ utility bill/ Driving Licence
  • NI number – P45/P60/NI card/ payslip
Details of the process and evidence you will need to complete a DBS disclosure can be found at Disclosure and Barring Service (DBS)

Your confirmation letter should contain details of where you will need to go and who you will need to report to on your first day.  If you are not sure about how to get to County Hall or your new place of work – you can use street map to help you get there 

Arrival - Day 1

When you start work for Northumberland County Council, what takes place on your first day will vary depending on your role and the department which you join.  In broad terms it will begin your integration into a new environment with new colleagues.

More specifically, the following is likely to take place on your first day:
  • You will be introduced to at least some of your new colleagues, including your manager and where appropriate your induction colleague or buddy
  • You will be given a tour of your new workplace to help you find your way around and will be made aware of some basic ‘environmental’ arrangements such as toilet facilities, lunch breaks, fire procedure etc.
  • You will have an opportunity to check and submit any outstanding employment paperwork
An employee induction checklist has been developed and your manager or induction buddy will work through this with you.

Induction activities during the first week and beyond will fall into two categories - corporate induction and local induction.
You will be provided with corporate, organisational information including how the council is structured, how it operates, what its vision, values and priorities are.  You will also be made aware of the staff benefits and learning and development opportunities that are available.  You will be given access to Learning Together, the council’s learning management system and will be shown how to use the staff intranet and council’s website.

You will be introduced to your work and the work of your team and how it operates.  This is an opportunity to clarify work duties and activities and learn how the work of the service fits with the priorities of the wider organisation.  

During the first four weeks of employment you will be introduced to other important arrangements including appraisal and probationary period review, health, safety and wellbeing, equality and diversity, use of IT systems and equipment and other council policies.

You will have the opportunity to attend our ‘Welcome to Northumberland’ induction session where you will meet other new employees joining the council.  You will also be introduced to the mandatory, required learning that all employees of the council are expected to complete.
At the end of the four week induction period your manager will carry out a review with you to evaluate the induction and the Employee Induction Checklist will be completed.
This guidance helps managers to plan and prepare for the arrival of a new employee or team member. It includes the stages of induction that ensure employees are welcomed and supported.

This guidance is provided to assist managers in planning an effective induction programme that enables all staff new to the council, or existing staff moving into a new role, to settle into their new role and environment and enable them to deliver what is expected of them quickly and effectively.

Placing the employee at the centre of induction is key to ensuring that they are fully engaged in their induction process and that they have an enjoyable, positive experience.

Purpose of Induction

The success of the council depends upon our ability to recruit and retain excellent people at every level.  An effective induction contributes to this and should:
  • provide a welcome and orientation into the council
  • provide clarity on expectations of the employee
  • form a basis from which employees can quickly get up to speed, perform their duties effectively and begin to make a contribution to their team, their service and the council.
Induction is not a ‘one off’ event.  It is a process which actually starts during recruitment and appointment through to the completion of a successful probationary period.  The council has introduced an integrated approach to induction which incorporates the following stages:

Planning an Induction

To enable new members of staff to settle into their new role quickly and effectively, they should be provided with a planned induction programme covering information on the council, directorate or service and their specific job role.  For those new to the council, induction will run concurrently with the probationary period.

Planning an induction programme should begin once the candidate has accepted the offer of employment and a start date has been agreed.  

During an employee’s initial induction period, they will need to consume a great deal of information.  So in developing an induction plan, the manager should follow these few principles:-
  • Avoid over-loading.  If the induction period is too intensive and involves a great deal of information being given in a short period of time it is likely to be ineffective
  • Prioritise what information you need to provide and when
  • Ensure you are clear about the employee’s work objectives and expected standards of performance
  • Ensure that the information that you are planning to provide has a relevance to the employee’s job role or the council
  • Ask the employee on their first day or preferably before they arrive, how they best learn and adapt the programme to meet these.  Remember that people learn in different ways
  • As elements of the council’s induction rely on the use of information technology, assess whether the employee has the relevant level of IT literacy skills and if not, provide the relevant support
  • Involve other people.  An important part of the induction process is getting to know your new colleagues and their work environment
  • Do not assume that a transferring or returning employee does not need to follow an induction programme, they will

The induction should be planned making use of the manager’s pre-induction checklist and the employee induction checklist. These checklists provides a generic framework and therefore some topics will not be relevant and you have the scope to include other topics specific to the role of your team.  It is acknowledged that the timescale for delivering the induction will vary according to the role and person.
You will need to decide if you wish to keep in contact with your new employee before they join your team. There is no 'rule' as to whether or not you should do so, but in certain situations you may feel that this would be appropriate so that the prospective employee will feel part of the team and become aware of work arrangements at an early stage. You may feel that there are some key meetings or events they would benefit from attending or certain information that may be helpful to pass onto them before they arrive.

Decide whether you are going to allocate some of the responsibility for induction to a colleague / buddy.  Ultimately as manager you have overall responsibility for leading the induction but it is acceptable to share this role.  There will be a number of considerations if you decide to share this role, including experience, expertise, personality and workload. The exact role may vary, but the individual could be the new employee’s immediate point of contact within the department. 

It is important to ensure that the required equipment and access to systems are available to the new employee on their first day and also that their new colleagues are aware of that they will be joining the team.  Actions that the manager should carry out pre-arrival are detailed on the manager’s pre induction checklist.
The first day provides an opportunity to begin the assimilation into the new environment and introductions to new colleagues.   It is important that the new employee is made to feel welcome without providing an overwhelming amount of information or introductions. 
Suggested activities for the first day include:

Explanation of the induction process
Introduction to team colleagues, including where appropriate the starter’s induction colleague or buddy
A tour of the workplace, ensuring that the new starter has appropriate access and is also aware of the basic 'environmental' arrangements (e.g. toilets, lunch and break facilities, fire procedure etc.)
Ensuring that all necessary paperwork has been completed and received, including details relating to payroll
The first week should focus on explaining and discussing the key aspects of their role, the goals and objectives of their immediate team and how they in turn contribute to the objectives of their directorate/service and the council.   It is also important that time is given for the new starter to get to know their wider work environment and become familiar with any systems, policies or procedures that are important for their role.

At the end of the first week it is recommended that the manager meets with the new employee to carry out an informal review and to check how they are settling in.  The informal review should include:
  • Discussing the induction programme and checking their understanding of the information they have been given up to this point
  • Agreeing how to clarify or revisit any areas where understanding is confused or inadequate
  • Explaining what is expected of them in the subsequent weeks
Induction activities should continue based on the induction programme and using the employee induction checklist.

The induction checklist recommends a suite of eLearning and face to face modules which should be completed in the early stages of the induction by all new employees. 

This statutory and mandatory required learning is designed to complement the team or directorate/service induction.  The modules introduce staff to the council in a broader context and outline some of the responsibilities that we all have as employees.  Access to this learning is facilitated through the council’s learning management system, Learning Together.  You should ensure that the employee is able to access the site successfully and assess whether he or she requires any support to enable them to progress through this required learning plan.

An important element of the induction process is for manager and employee to agree some SMART performance objectives.  These objectives will be reviewed and managed through either the probation period process (new employees) or annual performance appraisal (transferring employees).  It is also considered good practice to ensure supervision meetings are held on a more regular basis, perhaps monthly.  As a result of the dialogue between the manager and the employee, both parties should have a clear idea and agreement as to how things are going. In addition, should any issues arise; they can be addressed as soon as possible.
At the end of the four week induction period you should carry out a review and evaluation of the induction with the employee and complete the employee induction checklist.