AI in Government

AI is beginning to reshape how governments manage their workforces. From recruitment to learning and development, civil service functions are increasingly experimenting with AI tools to improve efficiency, personalise services and enhance decision-making. While many applications are still pilots, AI has the potential to transform human resource management (HRM) — but only if built on strong data, strategic workforce planning and responsible governance.

The current state of play

Although early-stage, AI is being applied to core areas of civil service reform. Two main domains stand out:

• Improving recruitment processes. AI is used to automate parts of the hiring process, including drafting job descriptions, pre-screening applications and scoring candidate responses. Some systems are also being tested to reduce the potential for skewed outcomes and target more diverse candidate pools.
• Facilitating learning and development. Governments are using AI to generate course content, recommend training and personalise learning journeys. These systems aim to improve knowledge-sharing and professional development by helping employees navigate complex resources.

Governments like France are developing broader strategies to embed AI into HRM, covering integration, workforce planning and ethical safeguards. Yet challenges remain: most public administrations lack high-quality workforce data, standardised performance measures and the necessary HR or technical expertise to scale up AI responsibly.

Examples from practice

• United Kingdom: End-to-end AI recruitment. HMRC uses the Outmatch platform to automate recruitment for some junior roles. AI tools score recorded responses, and other prototypes assist with job description drafting and labour market analysis to support targeted campaigns.
• Canada: Diversity-focused hiring pilot. Canada’s Department of National Defence piloted an AI-supported recruitment campaign aimed at increasing the representation of visible minorities. Guardrails were built in to ensure fairness, data protection and barrier-free assessment.
• Sweden: Blind AI interviews. The Upplands-Bro municipality uses an AI robot to conduct first-round interviews, excluding age, gender and visual traits. The tool evaluates soft skills and personality fit while aiming to reduce human errors and skewed influences in early screening.
• Singapore: Streamlined recruitment automation. Ten government agencies in Singapore use a shared AI system to automate tasks such as screening CVs and scoring written assessments. A chatbot conducts follow-up tests, reducing administrative load and time-to-hire.
• Australia: AI-generated learning content. The Australian Public Service Commission piloted a system to create digital learning modules using curated content. The approach showed time savings and strong user feedback, but highlighted the need for expert oversight and quality checks.

Untapped potential and the way forward

AI could help governments use workforce data more strategically, from forecasting turnover and skill gaps to guiding recruitment and inclusion strategies. Yet adoption remains limited due to data, capacity and governance challenges. Moving forward requires better data, HR involvement in design and transparency in automated decisions. Behavioural science can reveal skewed perceptions biases and support fair, motivating development pathways. AI should support, not replace, human judgement — especially in sensitive areas like hiring and promotion. With the right safeguards and investments, AI can help governments build smarter, fairer and more responsive civil services.

Learn more

Review a detailed section on AI in civil service reform here.