The Federal Government ICT and digital job market continues to evolve, and the way agencies are hiring, delivering, and prioritising work has shifted. Demand remains strong across cyber security, cloud and platform engineering, delivery leadership, and data capability, but it is increasingly playing out in a more controlled and approval-driven environment.
Across Canberra, much of the work is not focused on greenfield builds. Instead, it’s steady uplift: stabilising core services, modernising legacy platforms, strengthening security posture, improving data maturity, and reducing operational risk, all while keeping essential systems running.
At the same time, agencies are navigating real constraints. Funding and approval cycles create peaks and troughs in demand, procurement pathways influence how quickly roles can be filled, and security clearance requirements can narrow the available talent pool.
To gain a practical perspective on current conditions, we spoke with Mary Connolly, Paxus’ Federal Government Sector Head, about what is driving demand, where skills shortages are most pronounced, and what organisations and professionals should consider in the current market.
From your perspective, how is the government IT and digital job market evolving, particularly as agencies balance operational priorities, security, and efficiency?
There is still considerable activity across the market, but hiring is now more controlled and approval driven.
Agencies continue to recruit and deliver work, but there is greater discipline around funding decisions and how delivery is managed. Demand often emerges in waves, ramping up quickly once approvals are secured, then stabilising as teams move into execution. Much of the work across Canberra is practical uplift: keeping services running, reducing technical debt, strengthening compliance, and modernising platforms without introducing additional risk.
Cloud is a big part of that, but it is no longer approached as a simple “lift and shift.” Agencies are being more selective about what is migrated and when, with a focus on creating environments that are secure, stable, and easier to operate. AI is also beginning to feature more prominently, not as a hype-driven initiative, but through practical use cases supported by strong foundations and appropriate controls. And, security underpins all this work. It is baseline, shaping both the roles agencies hire for and how they structure delivery.
What roles and skillsets are in highest demand right now across the government sector, and where are shortages most pronounced?
Cybersecurity is still right at the top, and demand shows no signs of easing.
Roles such as security architects, incident response specialists, SOC and detection capability, and identity and access management experts are all highly sought after. The gap isn’t just in numbers though, it’s in experience. We’re seeing agencies that require professionals who can work effectively in high-assurance environments and deliver tangible uplift, rather than purely advisory outputs.
Cloud and platform roles are also consistently in demand. Cloud engineers, platform engineers, infrastructure specialists, DevOps and DevSecOps capability, and experienced cloud architects are engaged across a wide range of initiatives, from migrations through to broader platform modernisation and uplift.
Delivery roles are a constant too. Project managers, delivery managers, program managers, business analysts, scrum masters, and test leads are always essential. Particularly those with a strong understanding of how government delivery operates in practice. Individuals who can run delivery cleanly, manage stakeholders effectively, maintain momentum, and navigate governance requirements are highly valuable.
Data capability continues to be a strong focus area as well. Data engineers, analysts, BI reporting specialists, and governance professionals are in demand across different agencies, reflecting the importance of sound data foundations for effective decision-making and service delivery. AI is beginning to influence the mix as well, but again in a pragmatic way. Agencies aren’t hiring for ‘AI’ hype, but for foundations and practical skills, prioritising data, automation, analytics platforms, and candidates who can safely apply AI to real business problems.
The most obvious shortages remain in cybersecurity, specialist cloud architecture, and hybrid roles that bridge delivery, architecture, risk, and security.
How are agencies approaching workforce composition, balancing permanent APS staff, contractors, and other arrangements? What trends are emerging?
Much more deliberately, but contractors remain essential. Many agencies are actively seeking to build permanent APS capability in areas requiring continuity and long-term ownership, that’s real, and we’re seeing it via their investment in upskilling and capability uplift.
However, contractors remain critical, particularly when approvals are granted and delivery needs to scale quickly. Permanent recruitment processes and speed do not always align with project timelines. Workforce caps, procurement constraints, and clearance requirements further shape these decisions.
As a result, what we see most often is blended teams. APS staff provide continuity and governance, while contractors contribute specialist skills and delivery momentum, all aligned to the same milestones. There is also currently increased scrutiny around role justification and contract extensions, with some engagements being more tightly structured around defined outcomes and deliverables, rather than open-ended resourcing.
How do broader factors like project approval cycles, internal capability priorities, or policy shifts influence recruitment strategies in government?
These factors have a significant influence on the Canberra market.
Approval cycles create peaks and troughs. When funding lands or programs receive a green light, agencies need to mobilise quickly, driving urgent hiring and short-term spikes in contracting. Once delivery stabilises, activity tends to slow as teams focus on consolidation.
Procurement pathways are another key consideration. In some cases, the ability to fill a role quickly is less about talent availability and more about whether the agency can engage through the appropriate panel or contractual arrangement in time.
Clearance and suitability requirements are another big factor. They narrow the talent pool and can extend onboarding timeframes, especially in high-assurance environments. In many cases, being already cleared is not simply an advantage, it’s a filter. If you’re cleared, you move first.
Finally, the governance and assurance culture within the federal government is a defining feature of the market. Professionals who can document well, communicate decisions clearly with stakeholders, and operate comfortably in that environment tend to achieve stronger outcomes and more sustainable engagement.
What guidance would you give to organisations and professionals navigating opportunities in the public sector right now?
For organisations, success depends on alignment and readiness.
Agencies don’t just want people who can do the work, they are looking for partners who understand the government delivery environment: governance, procurement processes, security requirements, and the need to mobilise quickly once approvals are in place.
The most effective government agencies focus on outcomes and mobilisation speed, not just job titles. They are clear on what needs to be delivered in the first 30, 60, and 90 days, and they engage people who can execute with discipline and minimal risk.
For professionals, security clearance remains one of the biggest advantages you can have in the market. Holding an NV1 or NV2 clearance expands opportunity and often shortens time-to-start. Beyond clearance, the contractors and permanent candidates who do best are those who deliver consistently, communicate well, document effectively, and can navigate complex governance environments without losing momentum.
Data skills continue to be a strong investment, especially when paired with delivery experience. For those working in AI-related areas, the professionals who stand out are those who can link capability back to practical outcomes and operate safely inside government constraints.
At the end of the day, this market rewards individuals who are reliable, accountable, and capable of delivering effectively in complex conditions.
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For personalised advice or to discuss your organisation’s hiring needs,
reach out to our Government Sector Head, Mary Connolly
