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Table of Contents
Introduction ...................................................................................................... 3
Federal Government Talent Acquisition: A Broken Hiring System ................... 4
Government Initiatives to Streamline the Federal Hiring Process ................................... 5
CHCI’s Recommendations for Hiring Reform in the Federal Government ....... 7
Summary ........................................................................................................... 9
Center for Human Capital Innovation Page 2
Issue Paper 2010
Introduction
The stage is set in the Federal Government sector for a crisis of unprecedented magnitude in human
capital management.
Almost half of the nation’s federal civil servants will become eligible for retirement by 2014, including
6,100 of the 7,000 leaders in the Senior Executive Service. The Federal Government will lose an
enormous knowledge and leadership asset this decade just as the country’s challenges in defense, the
environment, security, financial regulation and a host of other areas become more complex and more
critical.
Clearly, there exists a pressing business imperative to revamp the Civil Service System. One that can
attract, motivate, develop and retain a highly engaged, highly productive workforce. In their 2009
book, People Factor, Authors Linda Bilmes and Scott Gould state:
“After decades in which “big government” was seen as the source of many of the nation’s problems,
America is waking up to the realization that government is still important. Most Americans now agree
that markets and individual action alone will not keep the country safe, secure and prosperous. The
nation has just enacted a package of measures to revive the economy, create jobs, rescue the banking
sector and lay the groundwork for healthcare reform, energy independence and a modern
infrastructure. Who will administer these measures and make them successful? America needs a well‐
functioning public sector, with well‐trained, well‐equipped public servants to actually run the programs,
monitor the spending, award the contracts and do the work. Yet decades of neglect have left the
government workforce chronically weak. If we are to keep our country strong, we must reinvest
urgently in the government workforce so it is able to succeed.”
A renewed Civil Service System would redefine the role, image and rewards for those who opt for
careers in public service. However, for the Federal Government’s Chief Human Capital Officers (CHCOs)
and their agencies, many challenges remain which need to be addressed with scalable solutions before
the window of opportunity for real change passes. Of these process and program challenges, a few
stand out from the rest.
1
Based on the results of a 2009 government‐wide survey, the Partnership for Public Service estimated that the
Federal Government will need to hire 270,000 workers by mid 2012. (See: www.wherethejobsare.com.)
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Issue Paper 2010
Federal Government Talent Acquisition: A Broken
Hiring System
According to a 2009 report from the Partnership for Public Service, only 39 percent of federal
employees believe their work unit is hiring people with the right skills. As reported in People Factor:
“Our failure to attract and retain talented young people in recent decades has created a skills shortage
throughout government service that is only going to become more acute. The People Factor offers a
detailed blueprint for how to attract the best and
the brightest into government. This includes reform
of the recruiting and hiring systems, greater use of “In May of 2005, on the day of my
skills assessments, expansion of internship, graduation, most of my classmates had
mentoring, mid‐career hiring and exchange been hired by top accounting and
marketing firms. I at the time had applied
programs, and innovative tools ...”
to over 20 federal jobs and had not heard
Despite high unemployment caused by the recent back from any of them. I only began to
hear from them in late October, early
recession, the public sector will be forced to
November of 2005. A good six months
compete fiercely with the private sector for the
from when I first applied. I was pretty
limited supply of some key talent. Qualified disappointed at this and realized that
computer systems analysts, engineers, nurses, unless you were determined to be as
skilled managers, accountants, scientists and other patient as I was, nobody would be willing
professions are among these. NASA, for example, to go through this process.”
projected last year that 2 million science and
‐ Recent College Graduate, courtesy
engineering workers would retire between 1998
younggovernmentleaders.blogspot.com
and 2008, yet only 198,000 students would
graduate in these specialized fields to fill vacancies.
To date, much of the gap has been filled by skilled contractors, including consulting firms and other
suppliers. President Obama wants to “insource” more hiring and rely less on contractors, but there is
little delegation of hiring authority to line managers in the Federal sector.
While most private sector managers are able to recruit, assess and hire job candidates quickly, often
without the support of internal human resources staff, the federal process is supervised by agency HR
personnel who have completed extensive training on government hiring regulations but who are rarely
experts on the job to be performed. When faced with resumes rather than detailed KSAs2, HR
personnel must subjectively evaluate candidates for positions or seek additional information from
applicants to determine eligibility, thus adding additional time to the process.
Currently, job openings are individually announced as “vacancies” with imposed recruiting guidelines.
These guidelines and restrictions have nearly doubled what are considered to be traditional private
2
Knowledge, Skills and Abilities assessments (KSAs).
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sector hiring cycle timelines. The job application process is not only arduous, the job announcement
and candidate vetting and consideration periods are extended considerably.
Government Initiatives to Streamline the Federal Hiring Process
• The Office of Personnel Management (OPM) called for Federal agencies to speed up the hiring
process by decreasing the amount of time taken to hire new employees to within 80 days by
October, 2009.3
• In June, 2009 OMB told agencies that they would need to reform the hiring process, criticizing
their efforts (or lack thereof) to implement the OPM roadmap above (announced in September
2008). OMB Director Peter Orszag and OPM Director John Berry expect agencies to accomplish
the following by December 15, 2009:4
3
“OPM calls for 80‐day hiring process across government,” http://www.federaltimes.com/index.php?S=3715847).
4
“OMB releases hiring reform, budget guidelines,” http://www.govexec.com/dailyfed/0609/061209ar2.htm).
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1. Use roadmap guidelines to create an outline of their hiring process.
2. Revise the job descriptions for the 10 most common positions and rewrite them in
“plain language.”
3. Create plans to inform applicants using USAJobs about the status of their applications
throughout the hiring process.
4. Demonstrate that hiring managers have been involved in every step of the hiring
process.
These targets have been missed by the majority of agencies and departments. It is not clear whether
the new targets have been set.
Senators Akaka and Voinovich have introduced the Federal Hiring Process Improvement Act of 2009,
which requires the head of each executive agency to develop a strategic workforce plan that must
include:
1. Hiring projections
2. Skill deficiencies
3. Recruitment strategies that will attract diverse and highly‐qualified applicants
4. Plans for streamlining the hiring process
Each agency must submit the strategic workforce plan to OPM and will be required to implement the
following reforms:
1. Target highly‐qualified applicants from diverse backgrounds prior to posting job
announcements. Announcements must be posted in strategic locations.
2. Federal announcements for competitive positions must be written in plain language.
3. The head of each agency should
a. Develop a process for applicants to submit a resume, cover letter and answers to
questions. This will replace the knowledge, skills and ability essays that are currently
a part of the initial application.
b. Develop a system that notifies applicants of their application status in a timely
fashion.
c. Create a plan that will allow the agency to fill vacancies within 80 days.
4. Measure the effectiveness of recruiting and hiring.
It would also require OPM to keep a comprehensive inventory of applicants seeking positions with the
federal government.5
Despite the efforts of OPM and political leaders who understand the looming crisis, very little was
accomplished in 2009 to reform hiring across the Federal Government.
5
S.736: “Federal Hiring Process Improvement Act of 2009 Congressional Research Service Summary,”
http://www.govtrack.us/congress/bill.xpd?bill=s111‐736&tab=summary and “Senators Unveil bill to Streamline Federal
Hiring,” http://voices.washingtonpost.com/federal‐eye/2009/03/senators_unveil_bill_to_stream.html).
Center for Human Capital Innovation Page 6
Issue Paper 2010
CHCI’s Recommendations for Hiring Reform in the
Federal Government
First and foremost, streamline the hiring process so that quality hires can be made in timeframes
comparable to the best private sector
organizations. This can be accomplished
through a combination of some of the
“I have applied to nine different
measures government is considering as well as
positions in three agencies (Defense
some that don’t appear to be under
Information Security Agency, IRS and
consideration:
Veterans Affairs) since March 2009.”
Use shorter, more appealing vacancy [Received one interview, with no word
announcements. According to Jeff Neal, back from the agency. The status of the
Chief Human Capital Officer of the other eight job listings has not changed
Department of Homeland Security: “We in five months.] “I inquired on one of
need to get rid of 15‐page vacancy them last month [July] and was told that
announcements that turn people off, to make ‘the external resumes haven't been
the hiring process simpler, where you can reviewed yet.”
submit a résumé instead of writing a lengthy
application.” Each agency should be - Certified IT Security professional
permitted to tailor positions advertised with 20 years experience and
security clearances from the
while maintaining a common element to
Defense and Homeland Security
the process.
departments (courtesy Federal
Computer Week magazine)
More and better use of hiring technologies
and platforms. Instead of basing
applications on KSAs, consider online
profiles highlighting competencies.
Technology can be leveraged to screen candidates whose competencies don’t match the minimum
requirements of those needed for the job.
Implement secondary screening methods, also technology enabled, that can reduce the candidate
pool further by asking key questions related to the position.
Talent pooling so that agencies and departments can share candidates through a common online
resource.
Develop an Employee Referral Program (ERP) − ERP is far and away the most effective form of
recruiting for quality, time to hire, cost and long‐term retention.
Consider a centralized hiring authority to process entry level hires into government, across
agencies and to formalize best practice on‐boarding.
Delegation of greater hiring authority to line managers.
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Expansion of proven internship programs with simplified conversion of top interns to full‐time civil
servants.
Re‐brand the Federal Government as a desirable place to build a career. Leverage better
relationships with colleges and universities and counter the negative impressions the media often
perpetuates with powerful messages that appeal to patriotism and making a difference while
earning competitive compensation in dynamic occupations.
Tap into diverse talent pools more intensively.
Develop a professional corps of recruiters who can work with HR and Hiring Managers to improve
hiring processes and quality of hire.
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Issue Paper 2010
Summary
The United States faces incredible challenges as it enters the second decade of the 21st Century. At
stake is the very quality of life of future generations of Americans. Government infrastructure, and
especially the workforce that constitutes the Federal Government, is a pillar upon which the strength
of the nation rests. That pillar, while not yet crumbling, is severely strained.
Hiring is but one component of the integrated human capital management system needed by the
Federal Government. At this juncture, however, hiring reform is critical. Almost 90 percent of the civil
service leadership is eligible to retire by 2015. And while the latest recession has created enormous
talent pools from which the government can choose, these pools are both inadequate and poorly
leveraged by current hiring processes.
Senior government leaders, scientists, engineers, mathematicians, security analysts, air traffic
controllers and many others are already in short supply inside government and comprise few of those
applying for positions from the outside. The supply of these leaders, professionals and skilled workers
will likely decrease in concert with increased competition from the private sector (from both domestic
and international employers).
The Office of Personnel Management (OPM) and other agencies along with numerous think tanks, the
media and many elected leaders recognize the looming crisis and are pressing for change. Change,
nevertheless, has been too slow in coming so far and may be insufficient to head off disaster.
The challenges of deep economic recession, two wars, healthcare reform, global climate change and
national security seem easy to prioritize over human capital reform in government, including hiring. Yet
each of these challenges depends on a strong civil service for resolution. Worse, ignoring civil service
reform is almost certain to generate new challenges on the magnitude of those above or, at the very
least, create conditions to which current and new challenges cannot be adequately responded.
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Issue Paper 2010
About CHCI
CHCI provides business solutions through “best and next” practices in strategic human capital
management.
As a trusted advisor to senior leaders, we make immediate contributions towards your organization’s
strategic objectives. As a not-for-profit think tank and educator, our motivation is better government
through human capital transformations that optimize your Return on People “ROP.”
About the Talent Management in Government Consortium
The Talent Management in Government Consortium is a group of public and private sector
organizations who have come together to provide information, services and support to government
leaders in their human capital management efforts.
The consortium is guided by a Government Human Capital Council comprised of twenty senior
government leaders, academics and thought leaders.
For More Information:
Please contact: Allan Schweyer, 571-970-4249 or 4250 or allanschweyer@centerforhci.org.
Center for Human Capital Innovation Page 10