Emerging Priority 4: Build Pathways for Growth

Trained, hired, gone

The pathway from career entry to APS6 needs to be clearer.

The APS digital workforce is known for its stability. Once people are in, they tend to stay — the typical person who leaves the service has been with us for a decade or more. APS early attrition is a growing concern. Almost 1 in 5 ongoing employees leave within their first two years and 1 in 4 are under 30 years old.¹ That’s a significant early-career drop-off, particularly when considering the resources that go into recruiting and onboarding new talent.

Among trainees, the trend is even more striking. While they make up less than 1% of the digital workforce, trainees account for more than 1 in 50 separations,² a small but telling signal that entry-level pathways may not be setting people up for long-term success. Around 1 in 3 entry-level staff who are considering leaving say it’s to further skills in a different area.³ In contrast, the primary driver for mid-level staff to leave is pursuit of promotion. If opportunities are not provided to grow and broaden experience internally, mid-career employees are likely to look elsewhere.

Figure 1: Media Service vs. Seperation Rate - by APS classification

Chart shows APS separation rates peak at lower APS classifications whereas tenure has the inverse relationship. — APSED, 2024

Figure 1: Data table

Source: APS Employment Database, June 2024
APS classification	Median length of service (years)	Separation rate
Trainee	0	11%
Graduate	0	9%
APS 1	0	13%
APS 2	1	8%
APS 3	2	7%
APS 4	2	7%
APS 5	5	5%
APS 6	12	6%
EL1	15	6%
EL 2	18	6%

Support transition from entry-level roles into middle management

Most new hires enter at APS5 or below, but without clear and supported pathways, the APS risks losing those who have had the greatest developmental investment as graduates and trainees.

Stakeholders across the APS consistently express a preference for mid-career professionals: those who can combine technical expertise with leadership capability and hit the ground running. This creates a bottleneck, with the APS not growing enough of this talent from within, while sourcing it externally is becoming more difficult.

Consider the opportunities for retiring experts

With 20% of the current APS digital workforce due to hit the average age of retirement in the next 5 years, it will be critical for the service to establish pathways that facilitate the continuation of corporate contribution and availability of organisational knowledge. Policies and processes that facilitate endurance of organisational knowledge will be key, including the encouragement of part-time work, allowing for meaningful contributions, mentoring junior staff, and alignment to positions on relevant governance committees.

Questions for agency consideration:
- What areas of transition could prove difficult for employees and how can they be better understood and/or supported?
- Are entry-level employees reaching mid-level roles as would be anticipated?
- What experiences do entry-level employees require to perform well at middle levels?
Exploring whole-of-APS opportunities:
- How could the DLC take on a talent development role for entry-level employees post-intensive development, to ensure they
  are moving into the best possible roles and fulfilling their potential?
- What enticements or rewards could be offered to encourage the ongoing contribution of retiring digital experts?

Case Study 4: APS Career Pathfinder

The APS Career Pathfinder stands out as a strategic, service-wide tool designed to empower both agencies and employees in navigating career development across the APS. APS Career Pathfinder supports employee-driven planning by mapping career pathways, particularly between APS3 and APS6 levels, while also enhancing workforce planning at the agency level. Positioned as an initiative under the APS Data, Digital & Cyber Workforce Plan, the APS Careerfinder will be enhanced to include mobile accessibility, AI-powered skills verification, and integration with APSJobs to improve role visibility and matching. APS Career Pathfinder is backed by agency adoption guidance, capability frameworks, and behavioural insights to support upskilling and reskilling.

Case Study 5: FSO Entry Level Pathways Project (to be completed Q4 2026)

The Future Skills Organisation (FSO) is currently running a project to define up to 10 entry-level pathways in the technology sector, outlining the knowledge, skills, and attributes required for each. By validating these pathways with industry, the project will establish a shared understanding of digital skills needs to guide the vocational education and training system. Insights will inform the design of qualifications, starting with the ICT Training Package, and deliver a data-driven framework for employers, clear direction for training providers, and support for diverse learners in accessing meaningful tech careers. This champions a ‘skills-first’ approach to recruitment and training, improving workforce readiness and strengthening industry engagement.

Diversify Location Strategy

Clarify Foundational Roles

Australian Public Service Commission, APS Employment Database custom request RFI 2086, June 2024
Australian Public Service Commission, APS Employment Database custom request RFI 2086, June 2024
Australian Public Service Commission, APS Employee Census data, 2024