{"id":51336,"date":"2026-08-10T17:23:50","date_gmt":"2026-08-11T00:23:50","guid":{"rendered":"https:\/\/www.careersingovernment.com\/tools\/?p=51336"},"modified":"2026-08-13T21:00:15","modified_gmt":"2026-08-14T04:00:15","slug":"beyond-minimum-qualifications-what-government-should-look-for-in-experienced-talent","status":"publish","type":"post","link":"https:\/\/www.careersingovernment.com\/tools\/gov-talk\/about-gov\/education\/beyond-minimum-qualifications-what-government-should-look-for-in-experienced-talent\/","title":{"rendered":"Beyond Minimum Qualifications: What Government Should Look for in Experienced Talent"},"content":{"rendered":"

[et_pb_section fb_built=”1″ admin_label=”section” _builder_version=”4.27.5″ background_image=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2026\/08\/Carolyn.jpg” custom_margin=”||91px|||” custom_padding=”0px|0px|0|0px|false|false” global_colors_info=”{}”][et_pb_row column_structure=”1_3,2_3″ admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_padding=”223px|0px|91px|0px|false|false” global_colors_info=”{}”][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.27.5″ text_font=”PT Sans||||” text_text_color=”#ffffff” text_font_size=”72″ text_line_height=”1.1em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”620px” custom_margin=”45px||24px|-69px” custom_padding=”0px|||” hover_enabled=”0″ text_font_size_tablet=”52″ text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}” sticky_enabled=”0″]<\/p>\n

Beyond Minimum Qualifications: What Government Should Look for in Experienced Talent<\/strong><\/p>\n

[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ custom_padding_last_edited=”on|desktop” _builder_version=”4.16″ custom_margin=”-88px|||||” custom_padding=”3px|0px|24.6719px|0px||” custom_padding_tablet=”50px|0|50px|0″ custom_padding_phone=”” global_colors_info=”{}”][et_pb_row column_structure=”1_3,2_3″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”0||0px||false|false” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”1_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2022\/02\/Carolyn-Mozell-Photo-blue-dress.jpg” title_text=”Carolyn Mozell Photo – blue dress” show_bottom_space=”off” align=”center” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|” _builder_version=”4.16″ custom_margin=”||5px|||” animation=”off” sticky=”on” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”on|on|” _builder_version=”4.16″ text_font=”PT Sans|on|||” text_text_color=”#02b875″ text_font_size=”20″ text_line_height=”1.2em” header_text_color=”#000000″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”20px||0px|” global_colors_info=”{}”]CAROLYN O. MOZELL<\/a><\/span>[\/et_pb_text][et_pb_text disabled_on=”on|on|” _builder_version=”4.16″ text_font=”PT Serif||on||” text_text_color=”#363636″ text_font_size=”16″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” max_width=”140px” module_alignment=”center” custom_margin=”10px||60px|” global_colors_info=”{}”]<\/p>\n

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Carolyn Mozell is the founder and CEO of Leaders Who Connect and Inspire LLC and knows firsthand how transformative it can be when leaders and employees treat each other with mutual respect, kindness, and a genuine desire to see each other succeed.\u00a0\u00a0Carolyn served in some of the highest levels of local government leadership for over 25 years. Rising from executive assistant to deputy chief, she also knows that leadership is a privilege. Now, Carolyn leverages her direct experience advising elected officials, cabinet level leaders and activating diverse high performing teams to help leaders in business, nonprofit organizations and government agencies do the same.<\/p>\n<\/div>\n<\/div>\n<\/div>\n

[\/et_pb_text][\/et_pb_column][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.27.5″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”24″ text_line_height=”1.5em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”720px” custom_margin=”0px||0px|” custom_padding=”||14px|||” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n

When I served as chief of staff in a large metropolitan government, hiring often began with a familiar framework: minimum and preferred qualifications.<\/p>\n

Minimum qualifications established the baseline: experience, education, technical expertise, supervisory background, and role-specific knowledge. Preferred qualifications identified the additional credentials or experience that might distinguish the strongest candidates.<\/p>\n

Over time, I learned that some of the most important predictors of success were harder to capture in a traditional job description.<\/p>\n

    \n
  • Could the person make sound decisions when the answer was not obvious?<\/li>\n
  • Could they translate a leadership priority into coordinated action across organizational boundaries?<\/li>\n
  • Could they navigate stakeholders and remain effective when pressure increased?<\/li>\n
  • Could they establish clear accountability and sustain follow-through?<\/li>\n<\/ul>\n

    I came to think of these as an infrastructure of skills\u2014the capabilities that allow experience and technical expertise to translate into consistent execution.<\/p>\n

    That distinction matters more than ever right now. As experienced federal employees consider their next chapter, state and local governments have access to a substantial pool of public-sector talent. Agencies should pursue that talent, but they should also look beyond the qualifications easiest to see on a r\u00e9sum\u00e9.<\/p>\n

    The question is not simply whether someone has held the right positions. It is whether they can move important work through a complex government organization.<\/p>\n

    Look Beyond What Candidates Have Done<\/h4>\n

    Minimum qualifications matter. Government hiring requires consistent standards and reliable ways to assess education, experience, certifications, and technical knowledge. But qualifications tell us primarily what someone has done. They tell us less about how that person operates when the work becomes difficult.<\/p>\n

    A r\u00e9sum\u00e9 may show that a candidate managed a major program. It may not reveal how they responded when departments disagreed, resources tightened, stakeholders resisted, or priorities changed.<\/p>\n

    Technical competence gets the job done. A strong infrastructure of skills keeps agency priorities moving forward.<\/p>\n

    Four Capabilities to Look For<\/h4>\n

    Can they make sound decisions? Public-sector leaders rarely have perfect information. They must weigh policy requirements, operational realities, financial constraints, stakeholder expectations, and consequences. Hiring leaders should examine how candidates respond when options are imperfect, determine when they have enough information to act, and distinguish between decisions that require broader input and those they are responsible for making.<\/p>\n

    Can they translate priorities into coordinated action? Many government priorities, such as housing, public safety, economic development, transportation, workforce development, and public health, require multiple parts of government to move together. Strong candidates identify dependencies, clarify ownership, establish next actions, and coordinate across organizational boundaries. That is more than teamwork. It is the ability to translate strategy into execution.<\/p>\n

    Can they navigate stakeholders and lead under pressure? Government leaders work among employees, residents, unions, elected officials, community organizations, businesses, governing bodies, and partner agencies whose interests will not always align. Strong leaders listen without avoiding difficult decisions, surface disagreement before it undermines implementation, and remain effective when scrutiny or resistance increases.<\/p>\n

    Can they sustain accountability and follow-through? I would want to know what happens after the meeting ends. Do people understand what they own? Are commitments clear? Are missed commitments addressed? Effective leaders establish clarity around ownership, expectations, milestones, and follow-through so important work does not lose momentum.<\/p>\n

    [\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ background_color=”#f7f7f4″ min_height=”721px” custom_padding=”0px||0px|||” global_colors_info=”{}”][et_pb_row column_structure=”2_3,1_3″ use_custom_gutter=”on” gutter_width=”1″ make_equal=”on” column_padding_mobile=”on” module_class=” et_pb_row_fullwidth” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” width=”100%” width_tablet=”100%” width_phone=”” width_last_edited=”on|desktop” max_width=”100%” max_width_tablet=”100%” max_width_phone=”” max_width_last_edited=”on|desktop” custom_padding=”0px||0px|” make_fullwidth=”on” custom_width_px=”680px” global_colors_info=”{}”][et_pb_column type=”2_3″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2026\/08\/2-5.jpg” alt=”An older woman with short gray hair presents in front of a whiteboard with diagrams, discussing public service strategies with two seated colleagues in a modern office setting.” title_text=”Project,Planning.,Businessmen,Couple.,Leadership,And,Partnership.,Collaboration,And,Meeting.” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.27.5″ custom_margin=”-39px|||||” animation=”off” sticky=”on” global_colors_info=”{}”][\/et_pb_image][\/et_pb_column][et_pb_column type=”1_3″ _builder_version=”4.16″ background_color=”#efefe9″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_image src=”https:\/\/www.careersingovernment.com\/tools\/wp-content\/uploads\/2026\/08\/3-4.jpg” alt=”Nine wooden figurines in a group are connected by black lines to a single wooden figurine standing in front, representing leadership or influence within a group\u2014a visual metaphor for public service and guiding others.” title_text=”Business,,People,And,Writing,Of,Plan,,Report,And,Paperwork,For” show_bottom_space=”off” force_fullwidth=”on” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” _builder_version=”4.27.5″ custom_margin=”-40px|||||” custom_padding=”0px|||||” animation=”off” sticky=”on” global_colors_info=”{}”][\/et_pb_image][et_pb_text disabled_on=”off|off|” _builder_version=”4.27.5″ text_font=”PT Serif||||” text_text_color=”#818178″ text_font_size=”24″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”10.8%|10%||10%||” custom_margin_tablet=”0.7%|10%||10%||” custom_margin_phone=”” custom_margin_last_edited=”on|desktop” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|phone” global_colors_info=”{}”]<\/p>\n

    Minimum qualifications matter. Government hiring requires consistent standards and reliable ways to assess education, experience, certifications, and technical knowledge.<\/p>\n

    [\/et_pb_text][et_pb_text _builder_version=”4.16″ text_font=”PT Sans|on|||” text_text_color=”#888888″ text_font_size=”12″ text_letter_spacing=”2px” text_line_height=”1.2em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” text_orientation=”center” module_alignment=”center” custom_margin=”20px||20%|” custom_margin_tablet=”20px|||” custom_margin_phone=”” custom_margin_last_edited=”on|tablet” global_colors_info=”{}”]CAROLYN O. MOZELL[\/et_pb_text][\/et_pb_column][\/et_pb_row][\/et_pb_section][et_pb_section fb_built=”1″ _builder_version=”4.16″ custom_padding=”0px||0px|” global_colors_info=”{}”][et_pb_row use_custom_gutter=”on” gutter_width=”4″ column_padding_mobile=”on” custom_padding_last_edited=”on|tablet” admin_label=”row” _builder_version=”4.16″ background_size=”initial” background_position=”top_left” background_repeat=”repeat” max_width=”1200px” custom_padding=”20px||0px|” custom_padding_tablet=”0px|||” custom_padding_phone=”” use_custom_width=”on” custom_width_px=”1200px” global_colors_info=”{}”][et_pb_column type=”4_4″ _builder_version=”4.16″ custom_padding=”|||” global_colors_info=”{}” custom_padding__hover=”|||”][et_pb_text _builder_version=”4.27.5″ text_font=”PT Serif||||” text_text_color=”#363636″ text_font_size=”20″ text_line_height=”1.4em” background_size=”initial” background_position=”top_left” background_repeat=”repeat” custom_margin=”9px||0px|||” custom_margin_tablet=”-142px||0px|||” custom_margin_phone=”-75px||0px|||” custom_margin_last_edited=”on|tablet” custom_padding=”0px|||||” text_font_size_tablet=”” text_font_size_phone=”” text_font_size_last_edited=”on|tablet” global_colors_info=”{}”]<\/p>\n

    Interview for the Infrastructure<\/h4>\n

    If state and local governments want to make the most of experienced federal talent, interviews should be designed to uncover these capabilities.<\/p>\n

    Instead of asking only what a candidate managed, ask: \u201cTell us about an important decision you had to make when the right answer was not obvious. How did you approach it?\u201d<\/p>\n

    Ask candidates to describe a priority that required several parts of an organization to act. Ask how they navigated stakeholders who wanted different outcomes. Ask what they did when an important commitment was not being met.<\/p>\n

    Behavior-based questions do not guarantee a good hire. But they reveal far more about how someone operates than credentials alone.<\/p>\n

    Federal employees should evaluate these conditions, too. Ask what priorities you will own, what decisions you will have authority to make, which stakeholders will be critical to success, and what meaningful progress should look like during the first year.<\/p>\n

    Hire for What Makes Experience Useful<\/h4>\n

    State and local governments have a meaningful opportunity to attract experienced federal employees. But the opportunity is bigger than filling vacancies with impressive r\u00e9sum\u00e9s.<\/p>\n

    Experience matters. Technical expertise matters. Education and subject-matter knowledge matter.<\/p>\n

    But when the work becomes complicated, what often determines whether those qualifications translate into results is the infrastructure beneath them: sound decision-making, coordinated execution, leadership under pressure, and accountability with follow-through.<\/p>\n

    As agencies compete for experienced federal talent, they should continue asking whether candidates meet the qualifications for the job. But they should also ask the question that may matter even more: Does this person have the infrastructure of skills to turn their qualifications into results?<\/em><\/p>\n

    \u00a0<\/em><\/p>\n

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    Minimum qualifications matter. Government hiring requires consistent standards & reliable ways to assess education, and technical knowledge. <\/p>\n","protected":false},"author":3540,"featured_media":51337,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_et_pb_use_builder":"on","_et_pb_old_content":"","_et_gb_content_width":"","_cbd_carousel_blocks":"[]","_monsterinsights_skip_tracking":false,"footnotes":""},"categories":[17],"tags":[610],"class_list":["post-51336","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-education","tag-goal-setting"],"acf":[],"yoast_head":"\nBeyond Minimum Qualifications: What Government Should Look for in Experienced Talent - Careers in Government<\/title>\n<meta name=\"description\" content=\"Minimum qualifications matter. 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