In today’s workforce, AI-powered tools and shifting job responsibilities are prompting employers to revisit the way they train and equip employees for the future. Government agencies are no exception. In April, the White House Office of Management and Budget, together with the Assistant to the President for Science and Technology, issued two revised policies to facilitate responsible AI adoption to improve public services.
As public people leaders explore how best to equip their team members to leverage AI to deliver public services, workforce reskilling and upskilling will be more important than ever. In fact, according to the World Economic Forum, 50% of all employees will need reskilling by 2030 as the adoption of technology increases. Yet, as Harvard Business School researchers recently pointed out, “fundamental” soft skills like communication and teamwork are still vitally important, too.
Whether you’re focused on honing your team’s AI skills or empowering their presentation or leadership abilities, here are three core strategies people leaders can implement to quickly and efficiently integrate upskilling and reskilling as a key pillar of their management approach.
1. Identify Skills Gaps and Align Learning Investments with Mission Goals
To get started, public-sector people leaders can first identify the gaps between the skills their team members have and the skills they need to work together or serve the public more effectively. This is called a skills gap. For example, as public services increasingly move online, employees may need to gain proficiency in digital tools and platforms in order to deliver services effectively. Another skills gap might occur when employees are rapidly promoted or shifted into new roles, but lack the experience they need to truly excel.
First conduct an audit of your team’s capabilities and identify skill gaps that are relevant to your mission. From there, make sure any investments or spending on training and upskilling are relevant to your strategic priorities and will help drive mission success.
Consider technical skills as well as soft skills your team might need. In a recent editorial by senior Computer World reporter Lucas Mearian, Mearian argues that while there’s a notable shortage in the workforce of crucial AI capabilities such as prompt engineering, coding proficiency, and managing algorithmic bias, soft skills like adaptability, emotional intelligence, and critical thinking are also essential for guiding AI development and use in a responsible way.
Remember that the government’s new AI usage policies refer specifically to “responsible” AI usage. Considering this mandate, it could be worthwhile to invest in training your team on the basics of AI ethics and governance alongside any AI upskilling.
2. Embed Learning into Day-to-Day Operations
To cultivate a robust learning culture within government agencies, it’s so important to integrate learning into daily operations. The 2025 Workplace Learning Report underscores this shift, highlighting that continuous, integrated learning is essential for organizational adaptability and employee engagement.
On-demand learning platforms provide government employees with the flexibility to learn at their own pace, accommodating diverse schedules and learning styles. These platforms support a range of content formats, from videos to interactive modules, ensuring that learning is both accessible and engaging.
Managers are instrumental in fostering a learning-centric workplace. By modeling learning behaviors — such as helping reports set learning milestones, encouraging knowledge sharing, and celebrating learning milestones — they can inspire their teams to prioritize continuous development.
3. Consider Learning Essential to Empowering Tomorrow’s Workforce
When employees feel empowered to grow and learn, employers see increased engagement and greater employee job satisfaction. Providing access to upskilling resources may even help employees embrace new opportunities when faced with the unexpected. In fact, according to the 2025 Workplace Learning Report, 68% of employees said that learning helps them adapt in times of change. These findings show how learning is key to building the workforce of the future.
By narrowing skill gaps, embedding learning into everyday workflows, and placing learning at the center of preparing for tomorrow, public people leaders can empower their teams to remain future-ready and deliver consistent excellence in public service.
Mike Furgason is a dynamic sales and leadership executive with a proven track record at top-tier organizations including LinkedIn, Amazon, and Grainger. Currently serving as LinkedIn’s Head of Sales for Government and Academic North America, he leads high-performing teams focused on strategic hiring and learning solutions. Mike brings deep expertise in enterprise sales, leadership development, and go-to-market strategy. He has successfully driven multimillion-dollar growth initiatives and coached hundreds of leaders. A former military professional and Business Administration graduate, Mike is known for combining disciplined execution with visionary leadership to exceed targets and empower teams across both public and private sectors.
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