Federal Job Search

Is Your Job Search CRAP?

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Do you follow the C.R.A.P. method for job search? If you just Click, Read, Apply, and Pray, you are doing yourself a disservice and not likely to get the results you are seeking. Instead of just applying willy-nilly and hoping for the best, you need a planned and structured approach to your search.

Here are some ideas for a successful search, whether in the federal or private sector:

• Start with the end in mind. Take the time to think about what kind of job you’re targeting. What job title, functional roles, and industry are you interested in? Any specific companies / organizations you’d like to work for? If your ideal job was available, how would you describe it?
• Read job postings carefully. Are you qualified for the job? Most postings are pretty clear about what they are looking for—if you don’t have the qualifications, don’t waste your time.
• Target your resume. Be sure to target your resume to include key words for specific job postings—each time!
• Network. No one likes it but everyone agrees that it works. This is an important part of your strategy.
• Take time to organize your job search. Outline a strategy and then use your plan to create a weekly list of activities.
• Create a schedule each day for your job search activities. Make a list each day of the activities you want to complete. However, if an interview or networking opportunity comes up, of course you will rearrange your schedule to fit it in!
• Set aside a workspace. Designate a specific area to use when conducting your job search. This should be an area free of distractions.
• Devote sufficient time. The more time and energy you devote to your job search, and the more aggressively you network, the faster your job search will proceed. If you are not currently working, commit yourself to a minimum of 40 hours per week devoted to your search campaign. If you are currently working, devote 10 hours per week at a minimum.
• Recognize that your motivation is going to waver, depending on the success (or lack of success) you are having in reaching your job search goal. Reward yourself for effort, not for results.
• Get the support of a team to help. You don’t have to go it alone in your job search. Ask your family and friends to support you. Join a job club. Use the services offered by your city, county, or state employment office. Look at O*Net (https://www.onetonline.org/). Contact your university alumni association. Hire a resume writer and/or career coach.
• Enlist an accountability partner. Recruit one person to support, encourage, and motivate you in your job search. This can be a friend, another job seeker, or a coach/counselor. (Choose someone who can be objective with you — and critical of your efforts — when they need to be. That role might be too difficult for a spouse/partner.)
• It can be easier to get a job if you have a job (even if the job isn’t related to the job you want). Employers sometimes see hiring someone who is unemployed as “riskier” than hiring someone who is already working.
• Consider relocation. If you live in an area with high unemployment — especially in your industry — consider whether moving to another city, state, or region would improve your chances of getting hired.

What Can You Do to Be Ready for 2019?

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No matter what your individual politics, I think we can all agree that the shutdown is at best disappointing and at worst, a real threat to individuals, families, and the reputation of government employees, the vast majority of whom are committed to their work, their agencies, and the public. As I traveled during this holiday season, I went out of my way to thank the government employees I saw (TSA Officers, among others) to thank them for working without pay.

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Putting Together an Effective Individual Development Plan (IDP)

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While many agencies I work with offer employees the opportunity to put together an Individual Development Plan (IDP), most of the IDPs I see and hear about are simply training plans. An IDP is about much more than training! With a renewed interest in employee development (Priority 4 of the Federal Workforce Priorities Report), I thought it would be a good time to discuss IDPs.

At the end of the day, employees must develop themselves; although supervisors can assist employees on their journey, they cannot do the work for them. An IDP identifies an employee’s development goals in the context of their agency’s Strategic Plan. A good IDP contains training, education, and development activities to acquire or enhance the knowledge, skills and abilities needed to maximize job performance. This will help to ensure that you are prepared to carry out your responsibilities and contribute to your agency’s mission by helping you learn new skills, refresh old skills, and make use of emerging technologies.

An IDP gives you an opportunity to:

  1. establish objectives that support both the unit’s and employee’s needs and goals;
  2. give you a clear guide for working toward career goals and the supervisor a chance to channel your efforts in ways that help the unit achieve its goals and mission; and
  3. organize and set priorities for development experiences, that will help you:
  • learn new skills to improve current job performance
  • increase interest, satisfaction, and challenge in their current position
  • obtain knowledge, skills, and abilities necessary to reach career goals that are aligned with your agency’s strategic goals
  • prepare for increased responsibility.

An IDP is NOT:

  • A performance plan or appraisal—the IDP does not replace a performance plan or performance appraisal. Strengths and areas for development are being considered, but you are not being rated for performance appraisal purposes. Discussions about performance and development share some common themes, however, the focus of each discussion is fundamentally different and should not take place at the same time.
  • A promise of promotion—the IDP does not guarantee advancement upon completion of the developmental objectives, but does increase your ability to compete for future jobs as you develop skills.
  • A binding document—when you and supervisor sign the IDP, it is simply an indication of intention and support for your development. You may not always be able to take advantage of developmental opportunities because of budgetary or workload constraints, among other reasons.

Creating a Draft IDP and Discussing It

Either you or your supervisor can initiative an IDP discussion. Ideally the discussion will begin with your supervisor explaining the IDP process, the supervisor’s role, and your role. Both you and your supervisor should review all information regarding your development status. In this process, you and your supervisor typically:

  • Identify knowledge, skills, and abilities (KSAs) or competencies required by the current work assignment
  • Review and discuss strengths and areas for development in performing the current work assignment

Together, you and your supervisor should draft a plan by identifying developmental activities needed to reach the IDP goals. The IDP should specify:

  • Goals and competencies to be developed during the specified period
  • Developmental experiences that address the competencies
  • Measures of success
  • How your supervisor can support you
  • Potential barriers to success
  • Possible developmental activities and proposed dates

Your supervisor should monitor your progress and together, you and your supervisor should update and modify your IDP as appropriate.

Deciding Whether You’re Senior Executive Service (SES) Ready

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Many people think they are ready for the Senior Executive Service (SES) if they have spent a year as a GS-15. There is actually no time-in-grade requirement for the SES; instead, it’s about your executive leadership experience.

Executive leadership includes the ability to provide strategic leadership and commitment to public policy and administration at the highest levels. The Office of Personnel Management (OPM) has identified 5 executive core qualifications (ECQ). The ECQs were designed to assess executive experience–not technical expertise.

They measure whether an individual has the broad executive skills needed to succeed in a variety of SES positions–not whether they are the most superior candidate for a particular position.

That decision is made by the employing agency, not OPM. Successful performance in the SES requires capability in each ECQ. The ECQs are interdependent; successful executives demonstrate successful competence in each.

As defined by OPM, the five ECQs are:

1. Leading Change – This core qualification involves the ability to bring about strategic change, both within and outside the organization, to meet organizational goals. This ECQ requires the ability to establish an organizational vision and to implement it in a continuously changing environment.

2. Leading People – This core qualification involves the ability to lead people toward meeting the organization’s vision, mission, and goals. This ECQ requires the ability to provide an inclusive workplace that fosters the development of others, facilitates cooperation and teamwork, and supports constructive resolution of conflicts.

3. Results Driven – This core qualification involves the ability to meet organizational goals and customer expectations. This ECQ requires the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks.

4. Business Acumen – This core qualification requires the ability to manage human, financial, and information resources strategically.

5. Building Coalitions – This core qualification requires the ability to build coalitions internally and with other Federal agencies, State and local governments, nonprofit and private sector organizations, foreign governments, or international organizations to achieve common goals.

In addition to the five ECQs, there are also 28 competencies embedded within the ECQs. The competencies are the personal and professional attributes that are critical to successful performance as a SES.

Before deciding whether you want to apply for the SES, you should do some careful self-assessment to decide:

  • Do you actually want to be a member of SES—do you have the time, energy, and commitment to lead people and programs—and have the “buck” stop with you?
  • Do you have the requisite experience (either inside or outside the government) and can you document it? If you have never held a supervisory position or never planned and executed a budget, it may be difficult to meet the Leading People and Business Acumen ECQs.
  • If you do not have the experience already, are you willing to do what it takes to get there? Perhaps apply for a SES Candidate Development Program (CDP) or take a lateral or accept a detail / rotational assignment to obtain the necessary experience?

Once you decide you’re ready to apply for the SES, you should start to work on your SES package. In most cases, your package will consistent of your SES resume and your ECQs. OPM recommends that candidates be ready to spend 40+ hours preparing their ECQs. My experience tells me that more time is needed, especially if you have never written ECQs before or thought about the specific examples you want to use.

A subsequent article will address preparing your ECQs. If you do not want to wait, more information about the ECQs and preparing your SES package can be found at: https://www.opm.gov/policy-data-oversight/senior-executive-service/reference-materials/guidetosesquals_2012.pdf.

Creating a USAJOBS Profile

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All applicants applying for competitive service positions must do so through USAJOBS; you must have an account and a profile. Your profile must be accurate. This profile is what federal Human Resources (HR) professionals use to determine your eligibility. If your profile is incorrect, you may not receive the consideration for which you are eligible.

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What are Special Hiring Authorities?

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Here are a few special hiring authorities for non-veterans that may help you better compete for your target job:

• Direct Hire Authority: Some entire occupational series qualify for Direct Hire Authority (DHA). The Office of Personnel Management (OPM) provides both government-wide and agency-specific direct hiring authority for filling vacancies when there arises a critical hiring need or severe shortage of candidates. Direct hiring authority can be used to fill a variety of types of appointments: permanent, temporary, and limited and term appointments with “not-to-exceed” dates. A few position types eligible for DHA government-wide include: Information Technology Management Specialist (Information Security)—grades 9 and above (job series 2210); diagnostic radiologic technologist (job series 647); medical officer (job series 602); nurse (job series 610); pharmacist (job series 660); and federal acquisitions positions covered under Title 41.

• Digital Services Experts: In mid-2015, OPM authorized excepted service appointments at the GS-11 to GS-15 levels for candidates with expertise in “modern digital product design, software engineering, product management, creating and maintaining flexible infrastructure, and designing and implementing agile governance structures,” as stated by the then OPM Director. If your work falls into this category, you may be eligible for this specialized hiring authority. Twenty-five agencies and a number of programs may use this authority. As you engage in career networking, be sure to mention your eligibility for this appointment; not all HR personnel and hiring managers may know about this.

• CyberCorps®: Scholarship for Service (SFS) is a unique program designed to broaden and strengthen the cadre of federal information assurance professionals that protect the government’s critical information technology infrastructure. SFS scholarships typically fully fund full-time student costs such as tuition and education-related fees, as long as you attend a participating institution. Funded by National Science Foundation grants, students receive stipends of $22,500 for undergraduate work and $34,000 for graduate programs. Visit https://www.sfs.opm.gov/ for more information.

• Former AmeriCorps and Peace Corps Volunteers (PCV): Agencies may appoint former AmeriCorps and PCV non-competitively within 12 months of their separation from volunteer service. The 12-month period can be extended in certain circumstances such as military service, higher education, or other activities at the agency’s discretion.

• Schedule A for People with Disabilities. Qualified individuals with disabilities can be appointed to federal jobs non-competitively through a process known as Schedule A. In order to be eligible for Schedule A, you must meet the qualifications for your target (i.e., have the required competencies and relevant experience to perform the job) and provide “proof of a disability” documentation. “Proof of a disability” is a letter stating that you have an intellectual disability, severe physical disability, or psychiatric disability. This letter is obtained from your doctor, a licensed medical professional, a licensed vocational rehabilitation specialist, or any federal, state, or local agency that issues or provides disability benefits.

• Military spouse. This hiring authority is for: a military spouse who is relocating with their service-member spouse as a result of permanent change of station (PCS) orders; a spouse who is 100% disabled due to active duty service; or the spouse of a service member killed while on active duty. This appointment is authorized under Executive Order 13473. Military spouse appointments are non-competitive and may be made to competitive service (status) jobs. Because these are noncompetitive appointments, veterans’ preference is not considered for positions filled under this authority.

• Emergency Hiring Authority to support recovery from Hurricanes Harvey and Irma. Agencies have been authorized to make Excepted Service hiring appointments on a temporary basis for up to one year, to work on recovery and relief; these appointments can be extended in one-year increments.

The authorities above do not represent the full range of specialized hiring authorities, nor does it include the nuances of these eligibilities. Just being eligible for any of the above hiring authorities does not guarantee you a job. It does, however, provide you with some additional tools to use in your search. If applicable, ensure you include these eligibilities in your resume, mention them during networking, and include them when you complete your USAJOBS profile. Additional information special hiring authorities is located at www.opm.gov.