Traditional job roles, often defined by qualifications and rigid career pathways, are being reshaped as workplaces transition to a skills-based approach. The once-dominant belief that a degree or certification solely determines job suitability is giving way to a more dynamic view of talent, as organisations across sectors – including the civil service – adapt to rapid technological advancements and structural change. According to Matt Burney, head of employer insights at Indeed, the shift is transformative: “Rather than focusing solely on qualifications, potential employees are evaluated based on their ability to meet the demands of the role.” To Burney, prioritising skills over formal credentials can create greater opportunities for a diverse and inclusive range of candidates. In the public sector, this transition is particularly significant, as traditional recruitment frameworks have historically centred on rigid career paths and salary bandings.
The transition is already gaining momentum, supported by government initiatives designed to equip workers with the skills needed in high-demand sectors. For example, the National Skills Fund, launched in 2021, offers Skills Bootcamps and free courses in industries like healthcare and technology. These programmes underscore the growing recognition of the need to upskill and reskill workers to meet the demands of a rapidly changing labour market.
“This is exactly the type of initiative we need more of,” says Burney. “It demonstrates a commitment to adapting to the evolving skills landscape, preparing people – and the civil service itself – for the future.” To Burney, by focusing on skills instead of rigid job titles or educational backgrounds, the civil service can access a much broader talent pool. “This shift could lead to enhanced diversity, increased innovation, and a more agile response to the challenges faced by the public sector.”
To sustain this transformation, Burney explains, continuous learning must be at the heart of workforce strategy. “Upskilling and reskilling are essential for keeping pace with technological advancements and closing skills gaps that hinder productivity,” he says, noting the importance of government-backed initiatives like the National Skills Fund, which provide critical opportunities for workers to acquire in-demand skills.
While public sector budgets are limited, the principles behind successful private sector initiatives, such as investment in workforce development seen at tech giants like Amazon, where budget has increased to over $1.2bn, can inspire innovative approaches within government organisations. For example, expanding initiatives like Skills Bootcamps to encompass a broader range of sectors could significantly accelerate the transition to a future-ready workforce.
The role of technology in workforce transformation
AI and automation are critical enablers in this skills-based approach. “Technology is changing not only how organisations operate but also how they assess and acquire talent,” Burney explains, noting that tools powered by AI can streamline recruitment processes, freeing up HR teams to focus on strategic planning. "This efficiency does not equate to job cuts," he says. "Instead, it gives employees more time to engage meaningfully with their roles."
To Burney, the adoption of AI tools and a focus on skills could yield substantial advantages for organisations like the NHS, where workforce shortages and rigid structures are challenging. He cites HMRC as an innovative example. The department has been using AI tools to improve recruitment processes at minimal cost, demonstrating that significant progress can be made even within tight budgetary and regulatory constraints.
The shift toward a skills-based workplace is not merely an operational efficiency; it represents a strategic advantage. "This is about more than just recruitment and career progression,” says Burney. “It's about future-proofing the civil service to ensure it remains agile, innovative, and capable of delivering the best possible outcomes for the citizens it serves. That is a goal worth striving for."
Beyond recruitment, a skills-based approach offers the chance to foster collaboration across generations, leveraging diverse strengths to drive innovation and resilience. The UK’s workforce is ageing, and organisations must find ways to capitalise on the strengths of employees across different age groups. Burney advocates for reverse mentoring, where younger employees help older colleagues develop digital skills while gaining insights into leadership and complex problem-solving in return. “Cross-generational mentoring is crucial, not just for bridging gaps, but for creating a culture where different perspectives fuel progress,” he says.
As organisations adopt skills-first recruitment strategies, they open the door to harnessing the untapped potential of multigenerational teams. By blending the digital fluency of younger workers with the strategic insight and adaptability of experienced colleagues, organisations can create dynamic environments where innovation thrives. This collaboration not only bridges generational divides but also fosters resilience in the face of change. The next article in this series will delve into how multigenerational teams can transform workplaces, driving creativity and delivering the innovative solutions needed to succeed in an unpredictable and fast-evolving world.