Purpose: To explore, through a case study, some of the key career-related HRD issues that senior managers are currently facing in the Estonian civil service. Design/methodology/approach: Presents primary empirical research into career management in the Estonian civil service since 1991, that is, in the post-Soviet era. The research involved in-depth interviews with a group of 12 senior staff employed by the Estonian civil service. Findings: The interview data reveal the ways in which downsizing and de-layering in the Estonian public sector have led to shortened career paths, increased functional flexibility, increased spans of control and shifts towards open job systems. Research limitations/implications: The research explored career-related issues solely within the Estonian civil service. Further research would be needed in a wider range of organisations and countries before the transferability of the findings could be established to transitional economies more generally. Practical implications: Provides practical insights into the difficulties of career management in transitional economies situations from an HR perspective. Originality/value: Offers a valuable contribution by demonstrating that, within certain parameters, Western-based career management strategies and techniques may be adapted to fit transitional public services in Estonia but only as one element of a comprehensive HR modernisation programme. (Contains 1 figure, 3 tables, and 5 notes.)