Beyond Degrees and Desk Jobs: Building Skills-First Career Ladders

Hiring in city agencies has long relied on static job descriptions and broad civil service classifications. These legacy systems rarely reflect the fluid, cross-functional skills employees need to address today’s operational challenges. Skills-mapping tools, when integrated into hiring workflows, help remedy this rigidity by capturing a more dynamic, real-time view of workforce capabilities. By identifying both technical and soft skills through structured assessments and performance data, agencies can shift from role-based hiring to capability-based deployment. This approach allows hiring managers to focus on filling skill gaps rather than just vacancies.

Competency models support this transition by defining the specific behaviors and proficiencies required for various job families. Many local governments have adopted the U.S. Office of Personnel Management’s MOSAIC model as a foundation, then modified it to reflect local service delivery needs¹. When these models are digitized and connected to applicant tracking systems, they enable job postings to be automatically tailored to the competencies most in demand. This not only improves candidate fit but also reduces time-to-hire by eliminating unnecessary qualifications that often act as barriers to entry.

Linking Hiring to Micro-Credentials and Career Pathways

The value of micro-credentials in hiring is becoming increasingly evident across local agencies. These short, verified learning experiences allow candidates and existing staff to demonstrate mastery in specific areas, such as GIS analysis, procurement, or trauma-informed service delivery. When tied to defined competencies, micro-credentials can serve as both hiring criteria and internal development milestones. Agencies like the City of Los Angeles have partnered with institutions such as the Los Angeles Community College District to create stackable credential pathways aligned with civil service roles².

By embedding micro-credentials into job qualifications and promotion criteria, hiring processes become more inclusive and responsive. Rather than requiring a four-year degree for entry-level supervisory roles, for example, agencies can accept combinations of experience and verified skill credentials. This opens doors for frontline workers to advance through demonstrated capability, not just tenure. It also encourages hiring managers to consider a wider pool of applicants, particularly from underrepresented communities that may not follow traditional academic or career paths.

Onboarding as a Strategic Extension of Hiring

Effective onboarding bridges the gap between selection and performance. Too often, onboarding in government settings is reduced to administrative orientation and compliance training. Instead, it should be treated as a strategic period of integration, with structured support for new hires in understanding not just their tasks, but their role in the agency’s mission. Successful programs typically include a 30-60-90 day roadmap, peer mentorship, and regular check-ins with supervisors. The City of Denver, for example, uses a centralized onboarding portal that combines procedural information with agency-specific onboarding plans³.

Incorporating skills data into onboarding further personalizes the experience. If a new hire comes into a role with a demonstrated strength in community engagement but less experience in data analysis, their onboarding plan can include targeted learning modules and shadowing opportunities. This tailored approach helps employees contribute faster and supports retention by aligning development opportunities with individual goals. It also enables managers to adjust task assignments during the probationary period based on observed strengths and areas for growth.

Promoting Transparency and Fairness in Hiring Decisions