This is the first Australian Public Service (APS) Digital Workforce Insights Report (The Report), commissioned as an action of the APS Data, Digital and Cyber Workforce Plan(Opens in a new tab/window), which was published in March 2025.
The Report is intended to provide the APS (particularly digital leadership, workforce planners and recruiters) with insights into the challenges and opportunities presenting to the digital workforce. Given the rapid pace at which the digital landscape is evolving, it is intended that this report will be refreshed annually.
The Report acknowledges the difference in challenges faced by agencies dependent on size and role. Each area of potential focus includes some small changes that can be made within agencies, if not already taken. There are also suggestions for potential larger actions which would require broader collaboration across key agencies or a whole-of-APS approach. In most cases, it is the APS-wide approach that is most likely to shift the dial on potential outcomes for the service. This will also help to fulfil the requirements of agencies that don’t have the means to undergo these changes on their own.
To note:
- Projections assume that the 7% annual growth of the digital workforce in the APS will continue over the next 5 years.1 There is, however, some speculation across industry that this will increase further.
- It is acknowledged that remuneration in the digital sector is a point of interest and challenge for many agencies. This report doesn’t explore this in great depth as it will be considered in the Remuneration Benchmarking Report, which is currently being scoped as part of the Horizon One initiatives.
- Digital literacy across the APS remains a priority. This report is focused on technical capability rather than broad upskilling of the workforce, although exploration around Emerging priority Reconsider Educational requirements, may reveal opportunities for success in this area.
- It is anticipated that the shape of the digital workforce will change as artificial intelligence shifts the way work is done. The APS is yet to establish how this might look, but it will need to be monitored and considered as part of future insights reports.
Emerging Influences
Changes to the Enterprise Resource Planning (ERP) System
In the next 5 years, over 75% of Non-corporate Commonwealth entities must upgrade their ERPs as vendor support ends.2 This will shift capability requirements along with potential reskilling opportunities. Many agencies will use ‘software as a service’, where a ‘clean core’ minimises reliance on technical capability. Implementation relies less on developers or deep technical expertise, and more on configuration, integration and data migration capability during setup, followed by ongoing business capability that leans towards optimisation rather than development.
Legacy Systems
The digital landscape within government is ‘legacy-heavy’, with over 40% of systems surveyed by the DTA self-identified as needing significant investment, at either ‘approaching legacy’ or ‘at legacy’ stage.3 Workforce risks are one of the key risks, as 20% of systems are already experiencing workforce resourcing challenges.4 It will be important for the APS to identify these capabilities to consider requirements for alternative development.
Australian Public Service Commission, APS Employment Database custom request RFI 2086, June 2024
Digital Transformation Agency, Integrated Digital Investment Plan, MYEFO 2024
Digital Transformation Agency, 2024-25 MYEFO Prioritisation Data Collection, December 2024
Digital Transformation Agency, Integrated Digital Investment Plan, MYEFO 2024