GovCon Expert Alka Bhave on Broadening Talent Bases in Gov Tech

By Alka Bhave, President of Fearless Digital

The White House’s recent decision to remove unnecessary degree requirements from major federal IT contracts marks a pivotal shift in government technology. 

With GSA eliminating degree requirements for IT and cybersecurity jobs in its Polaris and Alliant 3 contracts, and the Departments of Energy and Defense following suit, we’re seeing more than a policy change—we’re witnessing a fundamental improvement in the breadth of talent bases to build government technology.

Better government technology starts with better talent pools. By removing artificial barriers to hiring, we’re not just changing procurement policy, we’re setting the stage for more innovative and effective government digital services.

This move matters because the best innovation comes from teams that think differently. Thinking differently comes from a talent pool that encompasses many different backgrounds and life experiences. A talent pool that possesses requisite knowledge acquired through both formal higher education as well as non-traditional paths.

What makes this change powerful is its focus on actual capability rather than proxies for talent. Many highly skilled technology professionals have gained their expertise through military service, technical certifications, hands-on experience, or alternative training paths. These paths often produce professionals with exceptional and broader, multi-faceted problem-solving abilities and practical skills—exactly what agencies need to deliver better digital services.

The scale of opportunity is significant. GSA’s Polaris and Alliant 3 contracts represent $100 billion in agency task orders. The Department of Energy is opening over 1,000 cyber and IT positions. 

At Fearless, our most successful projects happen when people with varied experiences tackle problems from multiple angles. Building technology for government agencies requires a unique blend of technical expertise and understanding of federal systems. This policy change creates opportunities for people to grow into government work over time, combining their technical skills—whether gained through traditional or alternative paths—with the specialized knowledge needed to navigate complex federal requirements. When we bring together different perspectives while maintaining focus on government’s unique needs, we deliver better solutions. 

Each position represents a chance to bring new thinking to government technology challenges.

Take cybersecurity. The most sophisticated threats don’t come from textbooks—they come from adversaries who think creatively. Defending against these threats requires teams who can anticipate unexpected approaches. That kind of creative problem-solving comes from varied learning experiences and different ways of thinking about challenges.

Innovation comes from focusing on demonstrated abilities: Can you code? Can you spot system vulnerabilities? Can you manage complex projects? Can you communicate technical concepts clearly? These are the questions that matter when building effective technology solutions.

The Department of Labor’s new Skills-First Hiring Starter Kit provides practical frameworks for evaluating talent based on capabilities rather than credentials. This means assessing technical proficiency through coding tests, problem-solving through team exercises and communication skills through real-world scenarios.

The business impact extends beyond innovation. With roughly 3.7 million federal contractors augmenting 2 million federal civilian employees, contractor positions represent the majority of government work. By expanding our talent searches to focus on skills and capability, we can reduce project backlogs, speed up delivery timelines and improve service quality.

But realizing these benefits requires industry commitment. Companies must redesign their hiring processes around skills assessment. Training programs must recognize and build upon capabilities gained through non-traditional paths. Career advancement must reward demonstrated ability rather than educational credentials.

Federal civilian IT spending reaches $74 billion annually. That investment should deliver the best possible technology solutions for government agencies and the public they serve. By focusing on skills and capability—regardless of how those skills were acquired—we’ll build better government technology that serves all Americans.