Building the Future of Government AI Talent

In an era of rapid technological change, artificial intelligence is shifting from a futuristic possibility to a core capability for governments seeking to deliver effective, equitable, and secure public services. At GovAI, we believe that building a future-ready AI workforce is not optional. In fact, it is essential. The challenge is to invest strategically in people, organizational structure, and culture so that governments at every level can harness the full potential of AI while upholding public trust, transparency, and responsibility.

Government agencies are accelerating their adoption of AI and generative AI tools. A recent GAO report found that between 2023 and 2024, the number of documented generative AI use cases in 11 federal agencies increased nine-fold, while overall AI use cases nearly doubled in the same period (GAO, 2025). These developments represent tremendous opportunities to transform government operations, streamline services, and enhance responsiveness. But they also carry obligations: ensuring data privacy, addressing bias, maintaining transparency, protecting security, and building systems that serve the full diversity of society. To capture the upside while mitigating the risks, governments need a workforce that is both technically capable and deeply grounded in governance, ethics, and mission alignment.

Several recent federal initiatives provide a framework for progress while also highlighting areas where gaps remain. The Office of Personnel Management (OPM), through its Human Capital Reviews for fiscal year 2024, noted that most agencies are actively working on workforce-planning strategies to meet AI needs. Many are already identifying existing talent and creating upskilling programs, though these efforts vary in maturity. Under the AI in Government Act of 2020, OPM has also developed classification and talent acquisition guidance that identifies dozens of competencies (43 general and 14 technical) needed across agencies. The Act requires agencies to forecast AI staffing needs over two- and five-year horizons and to improve occupational series and hiring processes to attract talent. While these policies represent significant steps forward, the GAO has consistently found that agencies continue to struggle with limited resources, insufficient technical capacity, and workforce shortages that put critical AI initiatives at risk.

Defining clear competency models is one of the cornerstones of building future AI talent. By outlining both technical and general skills, agencies create pathways for career growth, hiring, and promotion that make AI roles visible and attractive to potential candidates. These pathways must also connect to workforce forecasting, which allows agencies to anticipate what skills will be required in the near term and how those needs will evolve as AI technologies mature. Without this forward-looking approach, governments risk training workers for jobs that may quickly become obsolete.

Upskilling and reskilling are also essential. Even with improved recruitment, governments will never be able to hire enough external experts to meet demand. Instead, they must invest in training their existing staff. Technical employees need to deepen their expertise in areas like secure deployment and model governance, while mission-oriented staff like program managers, procurement officers, compliance officials must become literate in AI concepts so they can integrate these technologies responsibly into their workflows. Agencies are beginning to experiment with communities of practice, rotational assignments, and fellowship programs, which allow staff to build cross-disciplinary fluency. These efforts are promising, but scaling them requires sustained leadership commitment and adequate funding.

Recruitment and hiring reform remain another pressing issue. The federal hiring system is not always well-suited to attract top AI talent, particularly when competing against the private sector. OPM’s ongoing job analysis work aims to modernize occupational series and provide data-driven guidance for hiring managers. Yet challenges remain: salaries are often less competitive, hiring processes can be slow, and career advancement pathways are unclear. Innovative approaches, such as skills-based hiring, public-private partnerships, and accelerated pathways for high-demand roles, will be necessary to attract and retain top performers.

Ethics and governance must be woven into every dimension of AI workforce development. Technical talent alone is not enough; government professionals need to understand the risks of bias, the importance of transparency, and the regulatory frameworks that govern trustworthy AI. The GAO has developed accountability frameworks for federal use of AI, and OPM has issued guidance on the responsible use of generative AI in workforce settings. Embedding these values into training programs ensures that new tools serve the public good rather than undermining it.

Diversity and inclusion also play a vital role in shaping the future of government AI talent. The legitimacy of government depends on ensuring that systems are fair, representative, and responsive to all communities. Building a diverse workforce helps mitigate bias in AI systems and brings a wider range of perspectives to the design and deployment of new technologies. Recruitment efforts that target underrepresented groups, create accessible training opportunities, and support nontraditional career paths can help government AI teams better reflect the populations they serve.

The obstacles to building this workforce are real. Hiring constraints make it difficult to compete with industry. The pace of technological change means that skills can quickly become outdated. Limited resources, cultural resistance, and lagging policy frameworks add further complexity. But these challenges are not insurmountable. Success will require governments to define robust competency frameworks, build sustainable pipelines for both new and existing talent, foster agency-wide AI literacy, and embed responsible practices at every level.

The future of government AI will be shaped not only by algorithms and models but by the people who design, govern, and deploy them. Agencies that prioritize talent development will be the ones best prepared to deliver services that are efficient, equitable, and trustworthy. At GovAI, we are committed to supporting this mission by bringing together leaders, policymakers, and technologists to share best practices, build collaboration, and accelerate progress.

The GovAI Summit offers a unique opportunity to explore these issues in depth. Attendees will hear from experts who are leading federal workforce strategies, discover lessons from early agency adoption, and connect with peers working to solve the same challenges. If you are committed to strengthening your agency’s AI capacity, explore the GovAI Summit agenda, register to attend, and join the community that is building the future of government AI talent.