Irish public sector recruitment: understanding the shift from competency to capability

As part of the Civil Service Renewal Plan 2030, the long‑established competency‑based model is being replaced by the new Civil Service Capability Framework. Launched in February 2024 and due for full implementation across all large‑volume competitions as of late 2025, this framework represents a fundamental shift in recruitment and development methodology.

The updated Framework has been introduced to ensure the Civil and Public Service is equipped to navigate future challenges including technological advancement, climate change, shifting policy demands and evolving public expectations. The goal is to move beyond traditional task‑based hiring and towards building a workforce that is adaptable, motivated, and aligned with the long‑term strategic goals of the State.

The transition moves assessments beyond a narrow review of past experience and technical expertise toward a more holistic evaluation of behaviours, values, strengths, motivations and future potential.

The overarching goal is to create a more agile and adaptable Civil Service, better equipped to respond to changing societal, economic and organisational demands.

What the transition involves

Under the traditional competency‑based model, assessments relied heavily on past performance, often delivered through structured responses such as STAR. While effective for consistency, this approach was determined to potentially disadvantage candidates with strong transferable skills but limited direct experience.

The Civil Service Capability Framework introduces a broader assessment methodology. Candidates are now evaluated not only on what they have done but also on how they behave, what motivates them and how their strengths and values align with the role and the wider Civil Service. Interviews remain structured and evidence‑based but now incorporate broader questions aimed at exploring motivations, personal values and long‑term potential.

The Framework is built around four capability dimensions:

• Building future readiness
• Leading and empowering
• Evidence‑informed delivery
• Communicating and collaborating

Each capability integrates behavioural, motivational and developmental elements. Instead of focusing solely on technical ability, the model assesses a candidate’s capacity to adapt, learn and contribute within a rapidly changing public‑sector environment. This ensures alignment with modern workforce needs while continuing to require factual evidence of skills and impact.

Key differences

The Capability Framework introduces several changes to how candidates are assessed:

• Potential is now assessed and scored, alongside past performance and experience.
• Transferable skills carry greater weight, enabling candidates from diverse backgrounds to demonstrate suitability for a role.
• Values, motivations and strengths are assessed in addition to technical competence and behavioural examples.
• Interviews take a broader view of candidate suitability, exploring future contribution and development potential as well as previous achievements.

This approach provides a more comprehensive understanding of each candidate and helps identify individuals capable of contributing to long‑term organisational development.

Advantages and potential challenges

The Capability Framework brings several advantages:

• Broader access to opportunities: By valuing potential as well as experience, it opens the door to a wider pool of candidates.
• Enhanced inclusivity: The model supports candidates with transferable skills and diverse backgrounds.
• Stronger alignment with future needs: Emphasising adaptability and learning ensures the workforce is prepared for complex, evolving challenges.

However, the model also introduces new challenges:

• Risk of subjectivity: Evaluating values and potential requires strong governance and well‑trained interview panels.
• Training requirements: Organisations must invest in interviewer development to maintain fairness and consistency.
• Candidate readiness: Applicants may require support to adjust to a less experience‑focused, more reflective interview approach.
• Cultural adjustment: Some existing staff may question the new framework’s effectiveness, and full adoption will take time.

Preparing for the transition

The transition from the competency‑based model to the Capability Framework marks a major evolution in how the Civil and Public Service attracts, assesses and develops talent. By prioritising behaviours, values, motivations and future potential, the Framework supports the creation of a workforce that is agile, innovative and aligned with long‑term public‑sector goals.

While its successful adoption requires investment in training, consistency and cultural change, it ultimately strengthens the capability of the public service to meet the demands of a rapidly changing environment.

How Forvis Mazars can help

The introduction of the Civil Service Capability Framework requires organisations to adapt recruitment processes, assessment approaches and interviewer capability. Ensuring fairness, consistency and compliance throughout this transition will be critical to successful implementation.

Forvis Mazars supports public-sector organisations across the recruitment lifecycle, from role profiling and assessment design to interview support and candidate evaluation. Drawing on extensive public-sector experience and aligned with CPSA principles and best practice, we help clients implement robust, transparent and effective recruitment processes that identify both capability and future potential.

Get in touch with our team below to explore how we can help your team prepare for the future.