On the Frontlines: Reimagining Public Sector Talent
Blogs Mara Ash, CIA, CRMA, CGFM, CICA Jun 02, 2025
Vision 2035 outlines a bold future for internal audit — one that’s tech-savvy, data-driven, and strategically aligned with organizational goals. But there’s one big hurdle standing in the way for public sector audit functions: people.
The truth is the public sector is facing a talent crunch. The work is evolving faster than the workforce. Auditors are now expected to analyze data, advise on cybersecurity risks, and weigh in on sustainability strategies — but many teams are still operating with outdated job descriptions, limited recruitment pipelines, and salaries that can’t compete with the private sector.
So how do we fix it? It starts by rethinking who we hire, how we develop them, and what we value.
The Problem Isn’t Just Pay — It’s Pipeline
Yes, budget matters. Public sector agencies often can’t match the salaries offered by private companies. But it’s not just about money — it’s about the rules.
Job classifications in government are often locked down by HR systems, civil service regulations, and legacy thinking. Want to hire someone with a degree in data science or environmental engineering? Good luck — many audit positions still require an accounting or business degree, full stop. And even if leadership wants to change that, revising a job description can take months, if not years.
As a result, public sector audit functions are fishing from a smaller and smaller pool of candidates — even as the job grows broader and more complex.
Think Bigger About Who Belongs in Audit
Auditing isn’t just about debits and credits anymore. It’s about analyzing complex systems, understanding emerging risks, and making sense of messy data. That kind of thinking doesn’t just live in accounting programs — it comes from engineering, the sciences, tech, and even investigative fields.
Public sector auditors need to get creative. If you can’t change the job description yet, look for talent internally or through partnerships. Tap into rotational programs. Offer meaningful mentorships. And when you can, advocate for broader degree requirements — the kind that reflect the real work audit functions are doing today.
Invest in the People You Have
If you can’t hire the perfect candidate, develop them. Vision 2035 emphasizes upskilling, and for good reason. Public sector auditors don’t just need to learn new tools — they need time, support, and training that reflects the realities of their roles.
Offer learning opportunities that go beyond CPE checkboxes. Focus on tech literacy, data analytics, and soft skills like stakeholder communication and political awareness. Internal audit is changing — and the only way to keep up is to build capacity from within.
The Bottom Line
Public sector audit functions are essential — but the workforce behind them needs to evolve. That means reimagining who gets hired, how they grow, and what skill sets matter most.
The next generation of public sector auditors won’t come from a single degree path. It’s time to expand the talent pipeline and reshape what it means to be “audit ready” in government. Because the future of audit is broad, bold, and way more than just a checklist.