The role of artificial intelligence (AI) in transforming workplace dynamics is growing more prominent by the day, and nowhere is this shift more critical than in the public sector. From recruitment to administrative tasks, AI-enabled software now assists government with automating repetitive processes, streamlining decision-making, and enhancing productivity across departments. However, the statistics are sobering: according to a report from the Institute for Public Policy Research, up to eight million jobs could be at risk if AI adoption proceeds unchecked. These job types include entry-level, part-time, and back-office roles, with women and younger workers being disproportionately affected due to the types of positions they often hold. This stark reality puts governments in a delicate balancing act, challenged with harnessing AI’s efficiency while addressing the employment implications for civil servants.
Matt Burney, a seasoned recruitment professional with over 26 years of experience, has observed these changes closely. “When I first started in recruitment, we were using Rolodexes and Excel spreadsheets,” he recalls. “But technology has fundamentally changed the way we work and interact with each other.”
As a senior talent strategy advisor at Indeed, Burney has seen AI become the “nuts and bolts” of Indeed’s product offerings, facilitating connections between employers and candidates in ways unimaginable even a decade ago. He emphasises, however, that AI’s impact extends far beyond backend processes: it’s about enhancing human interaction and collaboration. If AI is framed correctly, it could help civil servants work smarter, not harder, transforming the sector into a hub of innovation.
Automating the mundane, empowering the human
One of AI’s greatest advantages is its ability to shoulder the burden of repetitive, manual tasks. Burney explains that recruitment often involves activities that consume up to 14.5 hours per week, from moving candidates through tracking systems or writing job ads. AI can streamline these processes, enabling recruiters to focus on more meaningful aspects of their work.
“Automation can help manage high volumes and allow us to select the candidates we truly want to hire,” says Burney. “While it won’t make the final decision for you, it will certainly get you there faster.”
Freeing up time for recruiters to engage with candidates on a deeper level is a powerful motivator. Burney believes that automating these tasks can be “immediately motivational” for public sector recruiters, allowing them to refocus on communication, personalised interactions, and collaboration with hiring managers.
The implications of this increased productivity extend beyond recruitment. By enabling civil servants to concentrate on tasks that require empathy, creativity, and critical thinking, AI supports a more human-centred approach to public service. Still, Burney sees the “flip side” of AI adoption: the risk of job displacement. Automation may free up time, but it could also lead to redundancy in roles that once involved the tasks AI now handles. The perception of machines replacing people can cast a shadow over AI’s promise, particularly among civil servants concerned about job security.
Transparency in communicating AI’s role is critical here. “Public sector leaders must clearly explain how AI will complement, not replace, employees,” Burney advises. By presenting AI as a tool for collaboration and upskilling, public sector managers can quell fears and equip employees with the skills to adapt alongside advancing technologies.
Building a robust workforce strategy for AI and human interaction
Implementing AI effectively across the public sector requires a holistic strategy for workforce development. Beyond educating employees on AI applications, this strategy must prepare them to take on new, human-centred roles enhanced by technology. For Burney, this focus on workforce strategy is a vital area for policymakers, who should prioritise continuous learning programmes centred on AI literacy, collaboration, and adaptive skills.
Through well-supported training initiatives, the government can encourage civil servants to see automation as an enhancement to their skill sets: AI taking on time-intensive, repetitive work allows public servants the opportunity to develop new competencies, from data analysis to strategic planning. For Burney, this top-down approach “is vital for establishing a future workforce that feels confident, competent, and valued in an AI-driven environment.”
AI training shouldn’t stop with frontline staff. Burney stresses the importance of educating senior officials who will be responsible for managing these new tools and guiding employees through a significant cultural shift. With AI, leaders will need to demonstrate the benefits of a tech-enhanced workplace while steering the workforce through an era of profound change.
Future-proofing jobs through policy and training
Burney points out that government organisations should look to private sector examples like Amazon, which has invested over £1bn in upskilling its US workforce. The UK Government’s National Skills Fund offers similar opportunities, providing pathways for civil servants to adapt to the digital economy. Such initiatives allow civil servants to develop the skills needed to thrive alongside AI, rather than see it as a threat.
Beyond training, governments must create policies that promote the integration of AI as a productivity-enhancing tool rather than a cost-saving device. Burney suggests reinvesting productivity gains into continuous skill development and retention strategies. This approach not only safeguards job security but fosters a work environment where civil servants feel valued for their unique human skills.
Towards an inclusive, AI-enhanced public sector
AI offers the potential to reimagine how civil servants contribute to public service. However, as Burney stresses, “we must let people understand what it is we’re doing and why”. For government leaders, this means fostering a culture of transparency, adaptability, and proactive support as AI reshapes the workforce.
But AI is only part of the picture. In our next article, we’ll explore the growing shift toward a skills-based workplace, an approach that prioritises capabilities over traditional job roles. With rapid changes driven by technology, focusing on skills rather than job titles can create a more flexible, agile workforce prepared to adapt to future challenges.