The closing date for this competition is 3pm on Thursday, 17th September 2026.
Apply Now!About the Role
The role of Higher Executive Officer with Fluency in Irish requires an individual who can strike a balance between operational leadership and strong analytical skills, sound judgment, and a clear commitment to public service values. Candidates for the role must be fluent in Irish and capable of carrying out all assigned duties through the medium of Irish; however, depending on the business of the employing department, successful candidates may not necessarily be required to work through Irish on a full-time basis.
Higher Executive Officers are experienced middle managers who play a central role in leading teams, managing service delivery, and supporting departmental and cross-government priorities. Working under an Assistant Principal Officer, Higher Executive Officers play an important role in implementing policy and strategy and in delivering a first-class service to the State and the people of Ireland.
Annual Leave: 29 Days
Location: Nationwide
Opening Date: 21/08/2026
Closing Date: 17/09/2026
Reasons To Apply
Making a Difference
Contribute to purposeful work that positively impacts citizens, communities, and society.
Salary & Leave
Competitive salary, starting at €60,029 with yearly increments for satisfactory performance as well as 29 days of annual leave per year.
Health & Wellbeing
Flexible working with a commitment to work-life balance and a family friendly workplace (including work-sharing arrangements and a wide variety of special leave options) as well as access to shorter working year and career break schemes.
Upskilling And Opportunities For Promotion
Learning and development opportunities as well as opportunities for promotion through internal, interdepartmental and open competitions.
Eligibility
On the closing date of 17th September 2026 to be eligible for consideration, a candidate must satisfy the following requirements:
- High level of fluency in Irish;
- Candidates must complete every stage of the application and selection process through Irish. Candidates who do not do so will not be considered;
- Candidates' proficiency in Irish will be assessed during the selection process;
- Candidates will be required to take the TEG (Teastas Eorpach na Gaeilge) examination;
- Candidates should ensure that they have attained at least a B2 level in Irish on the Common European Framework of Reference for Languages (CEFR) by using the self-assessment tool.
- Hold a Leaving Certificate at Level 4 or higher; or hold a Level 4 qualification—either a major or minor award—on the National Framework of Qualifications (or a qualification of an equivalent standard on the NARIC framework);
- To have at least three years' relevant management experience;
- Demonstrable experience in:
- Managing workloads, projects or processes in a complex, fast‑paced environment;
- Strategic thinking, using sound judgement to make well‑informed decisions;
- Researching and analysing information to support decision‑making in a timely manner;
- Working collaboratively with internal and/or external stakeholders in multidisciplinary environments;
- Creating an inclusive team environment and creating opportunities for knowledge sharing;
- Self-motivation, setting own targets and dealing with multiple demands while producing high quality work.
- Candidates must also be able to demonstrate that they possess the capabilities/skills identified as necessary for effective performance at this level, as outlined in the Capability Framework for Higher Executive Officer in the Civil Service.
The Capability Framework
Higher Executive Officer
Building
Future Readiness
Digital Focus, Innovation
& Upskilling for the Future
Strategic Awareness &
Change
Leading and
Empowering
Leading, Motivating
& Developing
Leading with
Specialist Insight
Capability:
Behaviours
Skills
Strengths
Knowledge
Values
Motivation
Interests
Evidence
Informed Delivery
Delivering
Excellence
Analysis, Judgement
& Decision Making
Communicating
and Collaborating
Communicating
& Influencing
Engaging
& Collaborating
Building
Future
Readiness
Digital Focus, Innovation
& Upskilling for the Future
Leading
&
Empowering
Leading,
Motivating
& Developing
Strategic, Awareness
& Change
Leading with
Specialist Insight
Capability:
Behaviours
Skills
Strengths
Knowledge
Values
Motivation
Interests
Evidence
Informed
Delivery
Delivering Excellence
Analysis, Judgement
& Decision Making
Communicating
& Collaborating
Communicating
& Influencing
Engaging &
Collaborating
Building Future Readiness
Delivering excellent public policy and services requires us to embrace change and innovation. We strive to create an inclusive customer centric strategy and vision that keeps pace with environmental, social and technological changes. Adopting an agile and digital-first approach, we will continually upskill, change and improve how we do things to meet current and future demands.
Digital Focus, Innovation & Upskilling for the Future
Digital Focus
- Maximises the use of technology and digital solutions to drive efficiencies and support better service delivery
Innovation & Creative Solutions
- Encourages and delivers innovative ideas, creative solutions and useful suggestions, with a good understanding of the practicalities
- Tries new or different approaches, demonstrating the flexibility to learn from mistakes, adapt and improve
Upskilling for the Future
- Proactively seeks development opportunities, building on strengths and addressing weaknesses or gaps with a positive attitude and willingness to learn
- Committed to building knowledge and skills for the future
- Understands what the team needs to do, to build future readiness and skills
Key Skills Examples
- Innovation
- IT and digital skills
- Continuous learning
- Design thinking
- Systems thinking
- Process improvement
Strategic Awareness &
Change
Strategic Awareness & Future Focus
- Contributes to the development of policy, strategy and future planning for their area
- Works with management to identify links between the broader organisational and departmental strategy and the yearly objectives of their team
Contextual Awareness
- Keeps up to date with wider Civil Service Policies and developments relevant to their own area
- Considers the wider impact of policies and strategies, including who or what they affect
Facilitating Change
- Supports others through change, highlighting the benefits of change, innovation or new technology
- Identifies and makes recommendations for change based on their analysis, expertise and insights
Key Skills Examples
- Managing and supporting change
- Policy and strategy development
- Goal setting
- Strategy implementation
- Strategic thinking
Evidence Informed Delivery
Delivering excellent public policy and services requires us to make evidence based and well-informed judgements and decisions, prioritise objectives and effectively manage resources, using relevant information to evaluate the delivered outcome to ensure maximum benefit for the people we serve.
Delivering Excellence
Managing Work & Resources
- Manages, plans and prioritises workload to ensure targets and deadlines are met
- Works in a systematic, organised and efficient manner, getting up to speed with new tasks at an appropriate pace
- Manages resources effectively to deliver best outcome possible
Delivering Quality Outcomes & Service
- Sets high standards and goals for self and team with commitment to meeting these
- Has good oversight of their teams work and puts procedures in place to track progress and quality
- Practices and promotes delivering excellence in customer service and prioritises the customer experience
- Seeks feedback on work and evaluates delivery against required outcomes
Attitude, Initiative & Flexibility
- Demonstrates ownership, initiative and responsibility over own work, while also supporting the team
- Maintains resilience and a ‘can-do’ attitude when working under pressure or constraints, seeking support when necessary
- Ensures self and team are flexible and agile in the face of challenges or changing demands
Key Skills Examples
- Project management
- Risk management
- Customer service
- Goal setting
- Project evaluation
Analysis, Judgement & Decision Making
Gathering, Analysing & Utilising Information
- Gathers, understands and analyses data from a range of sources, to identify key information or core issues
- Ensures systems are in place to appropriately gather, manage and utilise data
- Analyses and evaluates complex verbal and numerical information in an accurate and timely manner
Problem Solving
- Solves problems in a logical manner, gathering relevant information and data, exploring different solutions and escalating issues where necessary
Informed Judgement & Decision Making
- Makes balanced judgements and decisions, drawing from evidence, experience and relevant policies and procedures.
- Makes appropriate and timely decisions, communicating the rationale and seeking support, where required
- Exhibits good judgement in dealing with difficult, ambiguous situations and ‘on-the-spot’ issues
Key Skills Examples
- Evaluating information
- Data management & visualisation
- Data analytics
- Critical thinking
Leading and Empowering
Delivering excellent public policy and services requires us to lead in our areas of expertise, inspire others and create a clear vision. We are committed to developing, supporting, and empowering our colleagues to meet their potential and to creating a positive and inclusive work environment where everyone's contribution is valued.
Leading, Motivating & Developing
Developing, Motivating & Supporting Performance
- Motivates high performance by providing recognition, guidance, coaching and regular feedback
- Effectively utilises both formal and informal performance management techniques
- Understands team members strengths and development needs and allocates work appropriately, ensuring all members have exposure to developmental opportunities
Empowerment, Trust & Honesty
- Empowers their team, encourages autonomy, values others’ input and opinions and delegates tasks with trust
- Creates an inclusive, safe and open team environment
- Leads with integrity, honesty and accountability
Social & Emotional Intelligence
- Prioritises wellbeing for self and others, showing consideration, empathy and support
- Demonstrates good self-awareness and ability to manage own emotions and behaviour, particularly in challenging situations
Key Skills Examples
- Performance management
- Coaching and providing feedback
- Conflict management
- Managing remote or blended teams
Leading with Specialist Insight
Specialist Expertise & Professional Development
- Demonstrates a high degree of specialist expertise and knowledge in their area
- Committed to continuous professional development, engaging in relevant courses, conferences and activities to keep knowledge up to date
Leading, Advocating & Knowledge Sharing
- Leads and advocates in their area of expertise, through openly sharing insights, knowledge, evidence and rationale
- Creates opportunities to share and transfer knowledge
- Capable of describing technical terms in an easily understandable manner
Balancing Autonomous Work, Cross-Functional Work & Teamwork
- Capable of working independently, as well as with their team and with other areas or functions
- Has a clear understanding of what work needs to be done and how to do it, with the ability to self-motivate, setting own goals and targets
Key Skills Examples
- Specialist skills in own area of expertise
- Communication and influencing skills
- Research skills
Communicating and Collaborating
Delivering excellent public policy and services requires us to work together, build relationships and collaborate enabling a joined up, whole-of-Government approach. Effective engagement and communication with our customers, clients and colleagues will enhance and build trust in our services.
Communicating & Influencing
Communicating Effectively & Listening to Understand
- Communicates and presents in a clear, professional and engaging manner, across verbal, digital and written communications
- Shares the appropriate level of detail and presents relevant information and data in an accessible and understandable format
- Demonstrates understanding of own communication approach, adjusting style as appropriate for the audience
- Prioritises diversity and makes an active effort to involve and listen to different people and perspectives
Influencing & Negotiation Skills
- Tactfully influences and persuades others and considers compromise when necessary
- Style of influencing, negotiating and managing conflict is appropriate and respectful at all times
- Approaches difficult discussions, questions or negotiations with consideration, composure and sensitivity
Key Skills Examples
- Other languages – e.g., Gaeilge
- Written skills
- Presenting
- Active listening
- Influencing and negotiation skills
Engaging & Collaborating
Networking, Engaging & Consulting
- Builds useful networks within and outside of the organisation and department
- Prioritises engaging and consulting with relevant stakeholders
Collaboration, Teamwork & Building Relationships
- Promotes and engages in collaboration, cross-functional and teamwork, creating opportunities to work together where relevant
- Utilises interpersonal skills to build positive and effective working relationships, even in a blended or hybrid environment
- Keeps their team, colleagues and manager appropriately informed, involved and updated
Key Skills Examples
- Collaboration and teamwork
- Interpersonal skills
- Cross-functional working
- Networking
- Relationship building
Additional Information
For more information visit the Interview Advice page.
To download the Capability Framework (PDF or plaintext accessible version)
please click below:
Candidate Support Centre
FAQs
The duration of a recruitment process depends primarily on the number of candidate applications received. It is expected that this competition will be active for a two-year period, and will follow a demand-led approach to recruitment. This means, candidates can be called forward to the next stage of the process over the course of this period. The number of candidates called forward to any stage is based on the volume of vacancies identified by departments. The number of vacancies received can vary across locations.
There are currently vacancies in Donegal, Dublin, and Galway. Additional vacancies arising during the panel's lifespan—whether in locations other than those mentioned above or in areas requiring Irish-speaking Higher Executive Officers—may also be filled.