Federal Career Exploration

Material Engineer GS-0806 – Working For the Federal Government

Posted on by Betty Boyd

The federal government employs 1,325 materials engineers. The Departments of the Army, Navy, and Air force employ 825 civilians followed by NASA with 284, and the DOD with 90. The Department of Commerce employs 80 and the Nuclear Regulatory Commission employs 56. A few other cabinet level agencies employ small numbers for this occupation.

This series covers positions managing, supervising, leading, and/or performing professional engineering and scientific work to:

  • Determine and advise on a material’s essential composition, atomic and molecular configuration, and processing;
  • Relate the material’s essential composition to its properties, end use, and performance in engineering, architecture, and scientific applications and programs;
  • Examine the interaction of materials in their processes and applications, taking into account the associated equipment, systems, components, and their fabrication, design, or use;
  • Develop, maintain, and apply materials and material solutions to meet certain mechanical, electrical, environmental, and chemical requirements; and/or
  • Test and evaluate substances for new applications.

Government Requirements:

You must be U.S. citizen to apply.

The yearly salary for a GS-13 is $87,252 to $113,428.

Typical Duties and Occupational Profile:

Materials engineers work with metals, ceramics, and plastics to create new materials.

Materials engineers develop, process, and test materials used to create a range of products from computer chips and aircraft wings to golf clubs and biomedical devices. They study the properties and structures of metals, ceramics, plastics, composites, nano-materials (extremely small substances), and other substances in order to create new materials that meet certain mechanical, electrical, and chemical requirements. They also help select materials for specific products and develop new ways to use existing materials.

Duties

Materials engineers typically do the following:

  • Plan and evaluate new projects, consulting with other engineers and managers as necessary
  • Prepare proposals and budgets, analyze labor costs, write reports, and perform other managerial tasks
  • Supervise the work of technologists, technicians, and other engineers and scientists
  • Design and direct the testing of processing procedures
  • Monitor how materials perform and evaluate how they deteriorate
  • Determine causes of product failure and develop ways of overcoming such failure
  • Evaluate technical specifications and economic factors relating to the design objectives of processes or products
  • Evaluate the impact of materials processing on the environment

Materials engineers create and study materials at the atomic level. They use computers to understand and model the characteristics of materials and their components. They solve problems in several different engineering fields, such as mechanical, chemical, electrical, civil, nuclear, and aerospace.

Materials engineers may specialize in understanding specific types of materials. The following are examples of types of materials engineers:

Ceramic engineers develop ceramic materials and the processes for making them into useful products, from high-temperature rocket nozzles to glass for LCD flat-panel displays.

Composites engineers develop materials with special, engineered properties for applications in aircraft, automobiles, and related products.

Metallurgical engineers specialize in metals, such as steel and aluminum, usually in alloyed form with additions of other elements to provide specific properties.

Plastics engineers develop and test new plastics, known as polymers, for new applications.

Semiconductor processing engineers apply materials science and engineering principles to develop new microelectronic materials for computing, sensing, and related applications.

Materials engineers plan and evaluate new projects, consulting with others as necessary.

Materials engineers must have a bachelor’s degree in materials science and engineering or in a related engineering field. Completing internships and cooperative engineering programs while in school can be helpful in getting a position as a materials engineer.

 

Education

Students interested in studying materials engineering should take high school courses in math, such as algebra, trigonometry, and calculus; in science, such as biology, chemistry, and physics; and in computer programming.

Entry-level jobs as a materials engineer require a bachelor’s degree. Bachelor’s degree programs include classroom and laboratory work focusing on engineering principles.

Some colleges and universities offer a 5-year program leading to both a bachelor’s and master’s degree. A graduate degree allows an engineer to work as a post-secondary teacher or to do research and development.

Many colleges and universities offer internships and cooperative programs in partnership with industry. In these programs, students gain practical experience while completing their education.

Many engineering programs are accredited by ABET. Some employers prefer to hire candidates who have graduated from an accredited program. A degree from an ABET-accredited program is usually necessary to become a licensed professional engineer.

Important Qualities

Analytical skills. Materials engineers often work on projects related to other fields of engineering. They must determine how materials will be used and how they must be structured to withstand different conditions.

Math skills. Materials engineers use the principles of calculus and other advanced topics in math for analysis, design, and troubleshooting in their work.

Problem-solving skills. Materials engineers must understand the relationship between materials’ structures, their properties, how they are made, and how these factors affect the products they are used to make. They must also figure out why a product might have failed, design a solution, and then conduct tests to make sure that the product does not fail again. These skills involve being able to identify root causes when many factors could be at fault.

Speaking skills. While working with technicians, technologists, and other engineers, materials engineers must state concepts and directions clearly. When speaking with managers, these engineers must also communicate engineering concepts to people who may not have an engineering background.

Writing skills. Materials engineers must write plans and reports clearly so that people without a materials engineering background can understand the concepts.

 

Licenses, Certifications, and Registrations

Licensure for materials engineers is not as common as it is for other engineering occupations, nor it is required for entry-level positions. A Professional Engineering (PE) license, which allows for higher levels of leadership and independence, can be acquired later in one’s career. Licensed engineers are called professional engineers (PEs). A PE can oversee the work of other engineers, sign off on projects, and provide services directly to the public. State licensure generally requires

  • A degree from an ABET-accredited engineering program
  • A passing score on the Fundamentals of Engineering (FE) exam
  • Relevant work experience, typically at least 4 years
  • A passing score on the Professional Engineering (PE) exam

The initial FE exam can be taken after earning a bachelor’s degree. Engineers who pass this exam are commonly called engineers in training (EITs) or engineer interns (EIs). After meeting work experience requirements, EITs and EIs can take the second exam, called the Principles and Practice of Engineering (PE).

Each state issues its own licenses. Most states recognize licensure from other states, as long as the licensing state’s requirements meet or exceed their own licensure requirements. Several states require continuing education for engineers to keep their licenses.

Certification in the field of metallography, the science and art of dealing with the structure of metals and alloys, is available through ASM International and other materials science organizations.

Additional training in fields directly related to metallurgy and materials’ properties, such as corrosion or failure analysis, is available through ASM International.

Other Experience

During high school, students can attend engineering summer camps to see what these and other engineers do. Attending these camps can help students plan their coursework for the remainder of their time in high school.

Advancement

Junior materials engineers usually work under the supervision of experienced engineers. In large companies, new engineers may receive formal training in classrooms or seminars. As engineers gain knowledge and experience, they move on to more difficult projects where they have greater independence to develop designs, solve problems, and make decisions.

Eventually, materials engineers may advance to become technical specialists or to supervise a team of engineers and technicians. Many become engineering managers or move into other managerial positions or sales work. An engineering background is useful in sales because it enables sales engineers to discuss a product’s technical aspects and assist in product planning, installation, and use. For more information, see the profiles on architectural and engineering managers and sales engineers.

GS-0806-Materials Engineer

General qualifications excerpted from Job Announcement WTHI176993975616

Responsibilities

  • Provide technical consulting services to Corps Districts, Department of Defense Major commands and installations relating to airfield and roadway pavement materials and construction.
  • Provide technical consulting to Architect-Engineers (A-E) relating to airfield and roadway pavement materials and construction, with emphasis on materials testing, mix design development and review and batch plant inspections.
  • Provide technical oversight of concrete and asphalt batch plant inspections; concrete uniformity testing; preparatory inspections for all aspects of airfield and roadway paving projects.
  • Inspect and evaluate concrete and asphalt paving test sections.
  • Perform review of construction submittals to include paving equipment, paving plan, and paving materials test results.
  • Perform review for Portland Cement Concrete (PCC) and Hot Mix Asphalt (HMA) mix designs.

Qualifications

Basic Requirement for Materials Engineer (transcripts are required at time of application):

  1. Degree: Bachelor’s degree (or higher degree) in engineering.

(1) lead to a bachelor’s degree (or higher degree) in a school of engineering with at least one program accredited by the Accreditation Board for Engineering and Technology (ABET);

(2) include differential and integral calculus and courses (more advanced than first-year physics and chemistry) in five of the following seven areas of engineering science or physics: (a) statics, dynamics; (b) strength of materials (stress-strain relationships); (c) fluid mechanics, hydraulics; (d) thermodynamics; (e) electrical fields and circuits; (f) nature and properties of materials (relating particle and aggregate structure to properties); and (g) any other comparable area of fundamental engineering science or physics, such as optics, heat transfer, soil mechanics, or electronics.

  1. Combination of Education and Experience: College-level education, training, and/or technical experience that furnished:

(1) a thorough knowledge of the physical and mathematical sciences underlying engineering.

(2) a good understanding, both theoretical and practical, of the engineering sciences and techniques and their applications to one of the branches of engineering. The adequacy of such background must be demonstrated by one of the following:

  1. Professional registration or licensure – Current registration as an Engineer Intern (EI), Engineer in Training (EIT), or licensure as a Professional Engineer (PE) by any State, the District of Columbia, Guam, or Puerto Rico. Absent other means of qualifying under this standard, those applicants who achieved such registration by means other than written test (e.g., State grandfather or eminence provisions) are eligible only for positions that are within or closely related to the specialty field of their registration. For example, an applicant who attains registration through a State Board’s eminence provision as a manufacturing engineer typically would be rated eligible only for manufacturing engineering positions.
  2. Written Test – Evidence of having successfully passed the Fundamentals of Engineering (FE) examination, or any other written test required for professional registration, by an engineering licensure board in the various States, the District of Columbia, Guam, or Puerto Rico.
  3. Specified academic courses – Successful completion of at least 60 semester hours of courses in the physical, mathematical, and engineering sciences and that included the courses specified in A above. The courses must be fully acceptable toward meeting the requirements of an engineering program.
  4. Related curriculum – Successful completion of a curriculum leading to a bachelor’s degree in an appropriate scientific field, e.g., engineering technology, physics, chemistry, architecture, computer science, mathematics, hydrology, or geology, may be accepted in lieu of a degree in engineering, provided the applicant has had at least

One year of professional engineering experience acquired under professional engineering supervision and guidance. Ordinarily there should be either an established plan of intensive training to develop professional engineering competence, or several years of prior professional engineering-type experience, e.g., in interdisciplinary positions.
pavement construction.

2) quality control/quality assurance of paving materials testing.

3) conducting inspections of airfield/roadway paving projects. This definition of specialized experience is typical of work performed at the next lower grade/level position in the federal service (GS- 12).

Job Prospects

Employment of materials engineers is projected to grow 2 percent from 2016 to 2026, slower than the average for all occupations. Materials engineers will be needed to design new materials for use both in traditional industries, such as aerospace manufacturing, and in industries focused on new medical or scientific products. However, most materials engineers work in manufacturing industries, many of which are expected to have declines or little change in employment.

Demand for materials engineers is expected to come from growing fields, such as biomedical engineering and three-dimensional printing. For example, materials engineers’ expertise is crucial in helping biomedical engineers develop new materials for medical implants.

Research and development firms will increasingly employ materials engineers as they explore new uses for materials technology in consumer products, industrial processes, and medicine.

Prospects should be best for applicants who gained experience by participating in internships or co-op programs while in college.

Computer modeling and simulations, rather than extensive and costly laboratory testing, are increasingly being used to predict the performance of new materials. Thus, those with a background in computer modeling should have better employment opportunities.

Resources

Helpful Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

OPM Working To Assist Agencies With Updated Skill Development

Posted on by Donna Day

Federal Agencies are seeking ways to become more streamlined, efficient and effective in our new era of cyber-security. Given this, jobs are being reconstructed to satisfy the need for technology, innovation, automation and security, just to name a few key areas. The Office of Personnel Management (OPM) is offering assistance as part of this preparation with training, education and skill enhancement opportunities. Other sources such as the Federal Employee’s Career Development Center  assists management and their employees to develop viable Individual development Plans (IDPs).  This service offers individual career development assessments and guides federal employees and management through the process using their interactive Career Planning Checklist.

OPM has also crafted a new strategic plan that provides specific information on this endeavor that includes a focus on ‘soft’ skills as part of the holistic approach for employees. With numerous challenges, to include knowledge management and transfer, this assistance is critical for all agencies and particularly those facing cybersecurity objectives. OPM will work with these agencies to enhance their internal processes, procedures and policies, supplement training and provide expertise and coaching so that they can better equip themselves with the tools they need to shape a skilled and prepared workforce.

Becoming “cyber-security compliant” is a critical task moving forward for these agencies and OPM promises to do everything in their power so that their current challenges can become opportunities for growth, protection and hardened security postures.

Agencies aren’t typically experienced with looking ‘inside’ their organizations to strengthen, streamline and enhance processes, procedures and policies, particularly when it comes to employee skill development and the strategic needs of the business. That’s where the Federal Employee’s Career Development Center can help.

OPM recommends perhaps looking at work roles and billet structures as a first step; along with a strategic vision, clear goals and objectives, these work roles and billets can become the foundation for a successful mission. Pay for performance is another area where organizations can work to capitalize on knowledge, skills and abilities throughout the organization; employees are then able to be rewarded for their increased responsibilities, heightened work activities or acquisition of additional skills, training and knowledge through coursework, for example. The Federal Aviation Administration initiated a core compensation pay plan in the 1990’s that rewards employees for outstanding performance.

A sound education and training program is another element for successful skill development. Organizations must ensure they leverage flexible telework options, training courses, academic partnerships and more that foster a holistic learning environment. A variety of opportunities that include online learning, self-paced courses, briefings, and more not only bring employees together, but foster collaboration and information sharing among colleagues that will in turn, enhance organizational missions. Finally, senior leadership buy in and support are paramount when implementing a new ‘skill development’ program; employees will look to them as the pillar for the change. Mentorship, coaching and professional development programs are a must in any organization. By looking internally to determine what the key objectives for the business are, how billets and work roles are aligned and arming employees with the right tools and resources to fulfil them are a productive mix. OPM will continue to work with agencies as they are interested, to map soft skills with technical opportunities and more for a robust and solid approach to enhanced employee skill development throughout the federal community and beyond.

Reference:

Ogrysko, N. (2018, Mar 6). Retrieved from https://federalnewsradio.com/your-job/2018/03/opm-says-itll-help-agencies-re-skill-federal-employees-for-jobs-of-the-future/

Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Public Health Analyst (GS-0685) Jobs With the Federal Government

Posted on by Betty Boyd

The federal government employs 3,837 public health program specialists of which 216 work overseas. The Department of Homeland Security is the largest employer with 3,591 followed by the Agency for International Development with 271.

Public health analysts may specialize in Federal public health programs, but do not usually represent those programs in dealings with non-Federal agencies and organizations. Their personal contacts are typically with people within HHS and they are primarily concerned with analyzing and evaluating the actual or potential effectiveness of current or projected public health programs in achieving objectives.

In this series public health program specialists supervise, direct, or perform work which involves providing advice and assistance to State and local governments and to various public, nonprofit, and private entities on program and administrative matters relating to the development, implementation, operation, administration, evaluation, and funding of public health activities which may be financed in whole or in part by Federal funds; or, conducting studies and performing other analytical work related to the planning, development, organization, administration, evaluation, and delivery of public health programs; or, other similar public health program work.

The job was featured by the Communicable Disease Center (CDC) and we want to briefly talk about this agency. This agency was founded in 1942 and is located in Atlanta, GA.

It is part of the Department of Health and Human Services, and is the nation’s premiere agency in promoting prevention and preparedness in the area of health.

(From the CDC website)

2017 Fast Facts

  • Headquartered in Atlanta, Georgia
  • Facilities in 10 additional locations in the U.S.
  • More than 12,000 employees in nearly 150 occupations
  • Field staff work in all 50 states, DC, Guam, Puerto Rico, the US Virgin Islands, and more than 120 countries
  • CDC’s budget in 2017: $7.2 billion

What CDC Does

  • CDC is ready 24/7 to respond to any natural or manmade event.
  • By connecting state and local health departments across the U.S., CDC can discover patterns of disease and respond when needed.
    • CDC can deliver lifesaving medicines from the Strategic National Stockpile to anywhere in the U.S. in 12 hours or less.
  • Good decision-making on health depends on the right information. CDC monitors health, informs decisionmakers, and provides people with information so they can take responsibility for their own health.
  • Local and state labs must be able to safely detect and respond to health threats in order to prevent premature death, injury, and disease. CDC trains and guides state and local public health lab partners.

CDC Saving Lives

CDC helps save lives by responding to emergencies, providing expertise, developing vaccines, and detecting disease outbreaks wherever they arise. Staff work to strengthen local and state public health departments and promote health programs that are proven to work.

CDC Protecting People

CDCs scientists collect and analyze data to determine how threats to health affect specific populations. This work protects people from hundreds of public health threats every year.

During 2015 and 2016, CDC conducted more than 750 field investigations in 49 states, 5 U.S. territories, and in at least 35 different countries. Investigations help determine what made people sick and if others have been exposed.

Government Requirements:

You must be a U.S. citizen to apply.

The yearly salary for a GS-12-14 is $75,705.00 to $150,349.00.

Typical Duties and Occupational Profile:

Medical and health services managers, also called healthcare executives or healthcare administrators, plan, direct, and coordinate medical and health services. They might manage an entire facility, a specific clinical area or department, or a medical practice for a group of physicians. Medical and health services managers must direct changes that conform to changes in healthcare laws, regulations, and technology.

Duties

Medical and health services managers typically do the following:

  • Improve efficiency and quality in delivering healthcare services
  • Develop departmental goals and objectives
  • Ensure that the facility in which they work is up to date on and compliant with laws and regulations
  • Recruit, train, and supervise staff members
  • Manage the finances of the facility, such as patient fees and billing
  • Create work schedules
  • Prepare and monitor budgets and spending to ensure departments operate within funding limits
  • Represent the facility at investor meetings or on governing boards
  • Keep and organize records of the facility’s services, such as the number of inpatient beds used
  • Communicate with members of the medical staff and department heads

Medical and health services managers work closely with physicians and surgeons, registered nurses, medical and clinical laboratory technologists and technicians, and other healthcare workers. Others may interact with patients or insurance agents.

Medical and health services managers’ titles depend on the facility or area of expertise in which they work.

The following are examples of types of medical and health services managers:

Nursing home administrators manage staff, admissions, finances, and care of the building, as well as care of the residents in nursing homes. All states require licensure for nursing home administrators; licensing requirements vary by state.

Clinical managers oversee a specific department, such as nursing, surgery, or physical therapy, and have responsibilities based on that specialty. Clinical managers set and carry out policies, goals, and procedures for their departments; evaluate the quality of the staff’s work; and develop reports and budgets.

Health information managers are responsible for the maintenance and security of all patient records and data. They must stay up to date with evolving information technology, current or proposed laws about health information systems, and trends in managing large amounts of complex data. Health information managers must ensure that databases are complete, accurate, and accessible only to authorized personnel. They also may supervise the work of medical records and health information technicians.

Medical and health services managers must effectively communicate policies and procedures with other health professionals.

Most medical and health services managers have at least a bachelor’s degree before entering the field. However, master’s degrees are common and sometimes preferred by employers. Educational requirements vary by facility and specific function.

Education

Medical and health services managers typically need at least a bachelor’s degree to enter the occupation. However, master’s degrees are common and sometimes preferred by employers. Graduate programs often last between 2 and 3 years and may include up to 1 year of supervised administrative experience in a hospital or healthcare consulting setting.

Prospective medical and health services managers typically have a degree in health administration, health management, nursing, public health administration, or business administration. Degrees that focus on both management and healthcare combine business-related courses with courses in medical terminology, hospital organization, and health information systems. For example, a degree in health administration or health information management often includes courses in health services management, accounting and budgeting, human resources administration, strategic planning, law and ethics, health economics, and health information systems.

Work Experience in a Related Occupation

Many employers require prospective medical and health services managers to have some work experience in either an administrative or a clinical role in a hospital or other healthcare facility. For example, nursing home administrators usually have years of experience working as a registered nurse.

Others may begin their careers as medical records and health information technicians, administrative assistants, or financial clerks within a healthcare office.

Important Qualities

Analytical skills. Medical and health services managers must understand and follow current regulations and adapt to new laws.

Communication skills. These managers must effectively communicate policies and procedures to other health professionals and ensure their staff’s compliance with new laws and regulations.

Detail oriented. Medical and health services managers must pay attention to detail. They might be required to organize and maintain scheduling and billing information for very large facilities, such as hospitals.

Interpersonal skills. Medical and health services managers discuss staffing problems and patient information with other professionals, such as physicians and health insurance representatives.

Leadership skills. These managers are often responsible for finding creative solutions to staffing or other administrative problems. They must hire, train, motivate, and lead staff.

Technical skills. Medical and health services managers must stay up to date with advances in healthcare technology and data analytics. For example, they may need to use coding and classification software and electronic health record (EHR) systems as their facility adopts these technologies.

Licenses, Certifications, and Registrations

All states require licensure for nursing home administrators; requirements vary by state. In most states, these administrators must have a bachelor’s degree, complete a state-approved training program, and pass a national licensing exam. Some states also require applicants to pass a state-specific exam; others may require applicants to have previous work experience in a healthcare facility. Some states also require licensure for administrators in assisted-living facilities. For information on specific state-by-state licensure requirements, visit the National Association of Long Term Care Administrator Boards.

A license is typically not required in other areas of medical and health services management. However, some positions may require applicants to have a registered nurse or social worker license.

Although certification is not required, some managers choose to become certified. Certification is available in many areas of practice. For example, the Professional Association of Health Care Office Management offers certification in medical management, the American Health Information Management Association offers health information management certification, and the American College of Health Care Administrators offers the Certified Nursing Home Administrator and Certified Assisted Living Administrator distinctions.

Advancement

Medical and health services managers advance by moving into higher paying positions with more responsibility. Some health information managers, for example, can advance to become responsible for the entire hospital’s information systems. Other managers may advance to top executive positions within the organization. Advancement to top level executive positions usually requires a master’s degree.

GS-0685-Public Health Analyst

General qualifications excerpted from Job Announcement #HHS-CDC-OM-17-1949748

Responsibilities

As a Public Health Analyst you will:

  • Serves as a special projects officer and conducts comprehensive research, review and analyses on a wide variety of public health-related programs to provide a wide variety of staff papers that address multi-functional issues.
  • Serves on review committees, study groups, public health task groups, or comparable groups delegated responsibility for reviewing and developing public health policies, procedures and guidelines.
  • Reviews and assesses the effectiveness of current public health policies and determines where new or changed policies are required to effectively execute public health programs, missions, and functions.
  • Provides executive management with recommendations to improve and/or overcome shortfalls and deficiencies and formulates alternative courses of action for the solution of complex cross cutting issues.
  • Prepares Congressional testimony, policy documents, briefings, reports, summaries, responses to requests for information, and other substantive documents.
  • Qualifications
  • MINIMUM QUALIFICATIONS:
  • GS-12:  Applicants must possess at least one year of specialized experience equivalent to at least the GS-11 grade level in the Federal Service.  Specialized experience is experience which is directly related to the position which has equipped the applicant with the particular knowledge, skills and abilities (KSAs) to successfully perform the duties of the position to include experience providing assistance in evaluating and analyzing public health program operations (examples:  HIV/AIDS, TB, infectious diseases, and immunization).
  • GS-13:  Applicants must possess at least one year of specialized experience equivalent to at least the GS-12 grade level in the Federal Service.  Specialized experience is experience which is directly related to the position which has equipped the applicant with the particular knowledge, skills and abilities (KSAs) to successfully perform the duties of the position to include experience independently evaluating and analyzing public health program operations (examples: HIV/AIDS, TB, infectious diseases, and immunization).
  • GS-14:  Applicants must possess at least one year of specialized experience equivalent to at least the GS-13 grade level in the Federal Service.  Specialized experience is experience which is directly related to the position which has equipped the applicant with the particular knowledge, skills and abilities (KSAs) to successfully perform the duties of the position to include experience evaluating and analyzing public health program operations (examples: HIV/AIDS, TB, infectious diseases, and immunization) to include advising management on implementation and improvement initiatives.

Job Prospects (Excerpted from Occupational Handbook (OOH) published by the Department of Labor)

Job prospects for medical and health services managers are likely to be favorable. In addition to rising employment demand, the need to replace managers who retire over the next decade will result in some openings. Candidates with a master’s degree in health administration or a related field, as well as knowledge of healthcare IT systems, will likely have the best prospects.

Resources

Helpful Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

(Another) Government Shutdown??

Posted on by Donna Day

When Congress can’t agree on a budget, government shutdowns are likely to occur. So what does a shutdown mean for many of us – social security checks (thankfully) are not impacted and our military folks and troops will remain at their posts. Additionally, the medical industry – doctors, nurses and hospitals will continue to receive Medicaid and Medicare payments and other ‘essential’ workers like our Federal Bureau of Investigation (FBI), Transportation Security Administration and Border Patrol Agents will stay on the job. However, hundreds of thousands of federal workers will not be going to work; so what about the museums, parks, zoos, and the like that the public enjoy? If Congress can’t reach an agreement we will ‘all’ feel the impact in one form or fashion in our personal or professional lives, or both.

For those federal workers that are furloughed, back pay is provided for as long as the government is closed; however, this is not a guarantee. Although lawmakers pass legislation to ensure compensation for federal workers during a lapse in appropriations, there is always ‘chatter’ of its uncertainty, particularly given a new administration. For those essential employees (performing emergency work involving the safety of human life or protection of property), they will be ‘excepted’ from such a shutdown furlough and expected to work. Political appointees are part of the Title 5 leave system, and therefore, not subject to furloughs so they will work during a shutdown as well. Each agency decides how to notify their employees as well as determine their status – whether excepted or not.

Health benefits continue to be provided to federal employees during a shutdown, per OPM. Federal Employees enrolled in a Group Life Insurance program (FEGLI) will receive coverage for 12 months without any additional costs to the employee or agency. Likewise, the Long Term Care Insurance Program that some federal workers have will continue with covered premiums, but automatic payroll deductions will cease during a furlough for participating employees. Federal Employees Retirement (FERS) and Civil Service Retirement (CSRS) individuals will continue to receive annuity payments and the Thrift Savings Plan (TSP) will operate normally given a shutdown; however, furloughed employees that are TSP enrollees will be unable to make contributions but they can still request a financial hardship withdrawal.

So, there is the good, the bad and the ugly in all of this, but how much does a shutdown really cost? In 2013, for example, a 16 day shutdown cost the government over $2.5 billion in lost productivity. Also, the numerous financial impacts surrounding those losses associated with National Park and Museum fees are extensive. Finally, contracts, stop work orders and temporary layoffs throughout the federal community are plentiful during a furlough since these operations are usually suspended.

For more information on Furloughs, their impact, and the current status of the latest Continuing Resolutions, read Federal News radio’s article titled “Here is How a Shutdown Affects Your Pay and Benefits.”

Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Financial Manager GS-0510 Jobs

Posted on by Betty Boyd

Working as a Financial Manager (GS-0510) with the Federal Government

The federal government employs 13,078 in this occupation of which 79 work overseas. The DOD is the largest employer of this series with 2,409 accountants, the VA employs 775 and the  Department of the Army employs 1,067 civilians in this category. This series is used in all cabinet level departments, most large agencies and many small agencies.

This series covers positions that advise on or administer, supervise, or perform professional accounting work that requires application of accounting theories, concepts, principles, and standards to the financial activities of governmental, quasi-governmental, or private sector organizations. The work includes:

  • series covers positions that advise on or administer, supervise, or perform professional accounting work that requires application of accounting theories, concepts, principles, and standards to the financial activities of governmental, quasi-governmental, or private sector organizations. The work includes designing, developing, operating, or inspecting accounting systems;
  • prescribing accounting standards, policies, and requirements;
  • examining, analyzing, and interpreting accounting data, records, and reports; or
  • advising or assisting management on accounting and financial management matters.

Accounting theories, concepts, principles and standards address these types of duties:

  • determining the boundaries of an accounting entity;
  • recognizing and measuring revenues;
  • matching revenues and expenses by applying methodologies such as accrual accounting and depreciation;
  • defining and measuring costs by applying methodologies such as standard, process, job-order, and activity-based costing; and, full disclosure on financial statements.

Government Requirements:

  • You must be a U.S. citizen to apply
  • The yearly salary for a GS-7 to 9 is $35,359 to $81,541 per year

Typical Duties & Occupational Profile:

Financial Managers perform data analysis and advise senior managers on profit-maximizing ideas.  Financial managers are responsible for the financial health of an organization. They produce financial reports, direct investment activities, and develop strategies and plans for the long-term financial goals of their organization.

Duties

Financial managers typically do the following:

  • Prepare financial statements, business activity reports, and forecasts
  • Monitor financial details to ensure that legal requirements are met
  • Supervise employees who do financial reporting and budgeting
  • Review company financial reports and seek ways to reduce costs
  • Analyze market trends to maximize profits and find expansion opportunities
  • Help management make financial decisions
  • The role of the financial manager, particularly in business, is changing in response to technological advances that have substantially reduced the amount of time it takes to produce financial reports. Financial managers’ main responsibility used to be monitoring a company’s finances, but they now do more data analysis and advise senior managers on ways to maximize profits. They often work on teams, acting as business advisors to top executives.
  • Financial managers also do tasks that are specific to their organization or industry. For example, government financial managers must be experts on government appropriations and budgeting processes, and healthcare financial managers must know about topics in healthcare finance. Moreover, financial managers must be knowledgeable about special tax laws and regulations that affect their industry.

The role of the financial manager, particularly in business, is changing in response to technological advances that have substantially reduced the amount of time it takes to produce financial reports. Financial managers’ main responsibility used to be monitoring a company’s finances, but they now do more data analysis and advise senior managers on ways to maximize profits. They often work on teams, acting as business advisors to top executives.

Financial managers also do tasks that are specific to their organization or industry. For example, government financial managers must be experts on government appropriations and budgeting processes, and healthcare financial managers must know about topics in healthcare finance. Moreover, financial managers must be knowledgeable about special tax laws and regulations that affect their industry.

The following are examples of types of financial managers:

Controllers direct the preparation of financial reports that summarize and forecast the organization’s financial position, such as income statements, balance sheets, and analyses of future earnings or expenses. Controllers also are in charge of preparing special reports required by governmental agencies that regulate businesses. Often, controllers oversee the accounting, audit, and budget departments of their organization.

Treasurers and finance officers direct their organization’s budgets to meet its financial goals. They oversee the investment of funds and carry out strategies to raise capital (such as issuing stocks or bonds) to support the firm’s expansion. They also develop financial plans for mergers (two companies joining together) and acquisitions (one company buying another).

Credit managers oversee their firm’s credit business. They set credit-rating criteria, determine credit ceilings, and monitor the collections of past-due accounts.

Cash managers monitor and control the flow of cash in and out of the company to meet business and investment needs. For example, they must project cash flow to determine whether the company will have a shortage or surplus of cash.

Risk managers control financial risk by using strategies to limit or offset the probability of a financial loss or a company’s exposure to financial uncertainty. Among the risks they try to limit are those that stem from currency or commodity price changes.

Insurance managers decide how best to limit a company’s losses by obtaining insurance against risks, such as the need to make disability payments for an employee who gets hurt on the job or the costs imposed by a lawsuit against the company.

Education

A bachelor’s degree in finance, accounting, economics, or business administration is often the minimum education needed for financial managers. However, many employers now seek candidates with a master’s degree, preferably in business administration, finance, accounting, or economics. These academic programs help students develop analytical skills and learn financial analysis methods and software.

Licenses, Certifications, and Registrations

Although professional certification is not required, some financial managers still get it to demonstrate a level of competence. The CFA Institute confers the Chartered Financial Analyst (CFA) certification to investment professionals who have at least a bachelor’s degree, 4 years of work experience, and pass three exams. The Association for Financial Professionals confers the Certified Treasury Professional credential to those who pass an exam and have a minimum of 2 years of relevant experience. Certified public accountants (CPA’s) are licensed by their state’s board of accountancy and must pass an exam administered by the American Institute of Certified Public Accountants (AICPA).

Work Experience in a Related Occupation

Financial managers usually have experience in another business or financial occupation. For example, they may have worked as a loan officer, accountant, securities sales agent, or financial analyst.

In some cases, companies provide formal management training programs to help prepare highly motivated and skilled financial workers to become financial managers.

Advancement

Experienced financial managers can advance to become chief financial officers (CFOs). These executives are responsible for the accuracy of an entire company’s or organization’s financial reporting.

Important Qualities

Analytical skills. Financial managers increasingly are assisting executives in making decisions that affect their organization, a task that requires analytical ability.

Communication skills. Excellent communication skills are essential because financial managers must explain and justify complex financial transactions.

Detail oriented. In preparing and analyzing reports such as balance sheets and income statements, financial managers must be precise and attentive to their work in order to avoid errors.

Math skills. Financial managers must be skilled in math, including algebra. An understanding of international finance and complex financial documents also is important.

Organizational skills. Because financial managers deal with a range of information and documents, they must stay organized to do their jobs effectively.

(Some of the above information was excerpted from the Bureau of Labor ooh.gov website)

GS-0510-Financial Management Analyst/Accountant/Auditor 
General qualifications excerpted from job Announcement # DE-10047630-17-SMS.

Duties

The selectee for this position will serve as a Financial Management Trainee with the Financial Management Career Program (FMCP).

The Financial Management Trainee Program (FMTP) is a 24-month training program for entry-level financial managers referred to as “Trainees.” To qualify for this program, you must have earned a qualifying bachelor’s degree within the past two years. Recent college graduates are hired by the FMCP for the DON as entry-level (GS-7/9/11) financial management analysts, accountants, and auditors (job series 501, 510, and 511, respectively). Trainees are officially assigned to the FMCP but are stationed at various Navy and Marine Corps activities, referred to as “Homeports,” throughout the DON. Following successful completion of their 24-month training program, Trainees graduate from the program and are considered for placement in suitable positions at their Homeports.

“The Financial Management Associate Program (FMAP) is a 24-month program for mid-level financial management personnel referred to as “Associates.” To qualify for this program, you must have earned a qualifying master’s degree within the past two years. Recent college graduates with relevant financial management analyst experience are hired by the FMCP as DON mid-level (GS-9/11/12) Financial Management Analysts, Accountants, and Auditors (job series 501, 510, and 511 respectively). Associates are officially assigned to the FMCP but are stationed at various Navy and Marine Corps activities, referred to as “Homeports.” Following successful completion of their 24-month program, FMAP Associates graduate from the program and are considered for placement in suitable positions at their Homeports”.
This is a Financial Management Level I certified position per the National Defense Authorization Act (NDAA) 2012, Section 1599d. This certification level must be achieved within prescribed timelines. Certification requirements are outlined in the DoD Instruction 1300.26.

Qualifications

The Direct Hire Authority for Financial Management Experts in the Department of Defense is used to appoint qualified candidates who possess a finance, accounting, management, or actuarial science degree, other related degree, or equivalent experience, to certain positions within the competitive service

Applicants applying to the Accountant or Auditor positions must meet the following basic education requirement:

Degree: accounting; or a degree in a related field such as business administration, finance, or public administration that included or was supplemented by 24 semester hours in accounting. The 24 hours may include up to 6 hours of credit in business law. Combination of education and experience: at least 4 years of experience in accounting, or an equivalent combination of accounting experience, college-level education, and training that provided professional accounting knowledge. The applicant’s background must also include one of the following:

1)Twenty-four semester hours in accounting or auditing courses of appropriate type and quality. This can include up to 6 hours of business law;

2) A certificate as Certified Public Accountant or a Certified Internal Auditor, obtained through written examination.

3) Completion of the requirements for a degree that included substantial course work in accounting or auditing, e.g., 15 semester hours, but that does not fully satisfy the 24-semester-hour requirement of paragraph A.

(a) the applicant has successfully worked at the full-performance level in accounting, auditing, or a related field, e.g., valuation engineering or financial institution examining;

(b) a panel of at least two higher level professional accountants or auditors has determined that the applicant has demonstrated a good knowledge of accounting and of related and underlying fields that equals in breadth, depth, currency, and level of advancement that which is normally associated with successful completion of the 4-year course of study described in paragraph A.

(c) except for literal nonconformance to the requirement

of 24 semester hours in accounting, the applicant’s education, training, and experience fully meet the specified requirements.

Additional information

This position is covered by the Department of Defense Priority Placement Program.

This position has promotion potential to the GS-11 (Trainee Program) or GS-12 (Associate Program) grade. If selected below the full performance level, incumbent may be noncompetitively promoted to the next higher grade level after meeting all regulatory requirements, and upon the recommendation of management. Promotion is neither implied nor guaranteed

Job Prospects (Excerpted from Occupational Handbook (OOH) published by the Department of Labor)

Employment of financial managers is projected to grow 19 percent from 2016 to 2026, much faster than the average for all occupations. However, growth will vary by industry.

Services provided by financial managers, such as planning, directing, and coordinating investments, are likely to stay in demand as the economy grows. In addition, several specialties within financial management, particularly cash management and risk management, are expected to be in high demand over the next decade.

In recent years, companies have accumulated more cash on their balance sheets, particularly among those with operations in foreign countries. As globalization continues, this trend is likely to persist. This should lead to demand for financial managers as companies will be in need of cash management expertise.

There has been an increased emphasis on risk management within the financial industry, and this trend is expected to continue. In response to both the financial crisis and financial regulatory reform, banking institutions will place a greater emphasis on stability and managing risk rather than on maximizing profits. This is expected to lead to employment growth for risk managers.

The depository credit intermediation industry (which includes commercial and savings banks) employs a large percentage of financial managers. As bank customers increasingly conduct transactions online, the number of bank branches is expected to decline, which should limit employment growth in this sector. However, employment declines are expected to mainly affect clerical occupations, such as tellers, rather than financial managers. From 2016 to 2026, employment of financial managers is projected to grow 14 percent in this industry.

As with other managerial occupations, jobseekers are likely to face competition because there are more applicants than job openings. Candidates with expertise in accounting and finance—particularly those with a master’s degree or certification—should enjoy the best job prospects.

Resources

Helpful Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Telework Opportunities – Work From Home Options

Posted on by Donna Day

Would you like the opportunity to avoid traffic, decrease your commuting costs and work from home? Then perhaps telework is for you!  Telework enables employees, like yourself, to work from home, or at a remote center one or more days per week. You will utilize phones, fax, computers, modems, teleconferencing, emails and more, in order to complete your  normal duties at your home or remote location. With a flexible arrangement and supervisory approval, an agreement can be formulated between you and your supervisor outlining tasks, meeting attendance, goals and objectives and more.

The beauty of telework is that with its flexibility, you can tailor it to you/your organization’s needs to ensure it is a win-win for both parties. Performance can be measured through completed assignments, milestones, meeting participation, and goals and objectives, etc. Telework can reduce stress, increase productivity and foster a more rewarding work-life balance; try it…you’ll be glad you did!

According to telework.gov, “Telework is a work arrangement that allows an employee to perform work, during any part of regular, paid hours, at an approved alternative worksite (e.g., home, telework center).  At its core, telework is people doing their work at locations different from where they would normally be doing it.”

Review available telework options and resources for both employers and employees who are currently engaged in, or interested in pursuing telework as a flexible opportunity. In order to balance individual and mission needs and requirements, OPM provides a wealth of telework information on https://www.telework.gov/ that is searchable, current, and detailed. Individuals can obtain a variety of data; specifically, there are updated reports, like the 2017 Status of Telework in the Federal Government Report, which offers an overview of Federal telework programs and provides updates on the continued telework progress within the Federal Government. Also, organizations like OPM, GSA, GAO and others provide reporting and analysis as part of a comprehensive telework portfolio.

There is an external link for teleworking and dependent care guidance provided by Human Resource Directors with a focus on the ability to telework as a flexible opportunity for those caring for others, such as children or adult dependents. Telework can provide these individuals with the ability for them to respond to critical health, well-being and/or daily living activities for their loved ones, while meeting mission requirements and individual work needs. The Telework Enhancement Act link on the site provides information specific to employees with disabilities who wish to telework; both from an employer and employee perspective.

OPM’s site even provides a sample “request” for telework for those employees seeking this opportunity with their employers. Since managerial approval is a requirement, a brief, written proposal can provide a business case for telework if done correctly. The proposal should include an explanation of why you want to telework, the benefits to the organization and yourself, and specific job responsibilities that will be performed while on telework. Additionally, skills, knowledge and abilities should be discussed that will support independence, good communication, as well as organization and planning. Along with an explanation of the home office or environment describing where and how the work will be performed, equipment should also be addressed. A clear, flexible schedule with milestones and deadlines will round out the request and show initiative; perhaps offering a trial period (one day a pay period) to start will offer an opportunity for your employer to “evaluate” the arrangement before agreeing to a commitment.

Best practices for agencies along with a myriad of success stories throughout the federal government and private sectors offer insight into impact, cost savings, retention and more. A variety of guidance and legislation involving telework is also provided on OPM’s telework site  to include: pay and leave, performance management, security and IT, agency roles and more.

Finally, federal resources such as announcements, training courses, samples, newsletters and articles serve as reference tools and working aids for those interested in participating in telework, and for those who want to expand upon their original success with this option. Recommendations on work schedules, performance management documentation as well as communication options are discussed on the site as part of a holistic and successful telework program. Training programs, coursework, webcasts and more round out the network of resources provided in this one location.

References

Career Planning Tools 

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

2018 GS Pay Charts – Be the First to Review the New Tables

Posted on by Dennis Damp

The President signed an Executive Order to implement the January 2018 pay adjustments and the new pay charts were released this week.  The Executive Order authorized a 1.4 percent across-the-board increase for statutory pay systems and locality pay increases costing approximately 0.5 percent of basic payroll, reflecting an overall average pay increase of 1.9 percent. The actual pay will vary according to which locality pay area he or she is assigned.

Locality pay adjustments are designed to level the playing field for federal employees working in different major metropolitan areas. The 47 locality area salaries are adjusted by comparing General Schedule and non-Federal pay in each locality pay area, based on salary surveys conducted by the Bureau of Labor Statistics.

The following 47 locality area charts are now available, click on the one for your area to see the new 2018 federal GS pay charts. You will also find rates for all other groups including, wage grade occupations, special compensation systems, and physician’s comparability allowances.

Locality Pay Chart List

Helpful Career Planning Tools

The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

 

Where to Find Help after Being Fired or Laid Off

Posted on by John Weiss

There are times when workers find themselves walking in a dark cloud of anxiety or even depression after being fired or laid off. They look for slivers of daylight but find nothing but more darkness. The universe seems unresponsive. They do not want much, maybe just someone who says, “I understand where you are. Just take my hand and I’ll help you out of this mess.” That person may be a career coach, career counselor, or an outplacement service, all career care providers.

Reaching out to a career care provider takes courage, understanding, and a good deal of common sense. Where do you find them? What do their services cost? What are their qualifications? And what do these outplacement services really do? All are valid questions. Let’s deal with career coaches and counselors first.

CAREER COACHES AND CAREER COUNSELORS

Go online and enter “career coach and career counselor,” and you will find an array of hits naming specific individuals, with or without titles. Some are named Joe Smith, Life Coach, or Mary Jones, Executive Career Counselor, or Robert Brown, PhD. Who are the successful ones? Who are the pretenders? Let’s look for answers to help you see daylight, to find a break in the dark cloud.

Career coaches are providers who are solution oriented. They focus on helping clients define career objectives, like finding an industry that includes nonprofit companies where passion for the mission is as important as bottom line. They exude a spirit of optimism, educate you about the job market, and show you how to navigate your way through the world of work. Most will help you craft a resume and provide job-hunting rubrics. Some are former human resources directors or executive recruiters. Almost all have experience working in the corporate world.

Career counselors perform many of the same services as career coaches but extend their efforts to uncovering any emotional, behavioral, or psychological barriers that might impede your search for the meaning of work and a new career. Some are certified psychologists or former human resources directors or both. Many hold a master’s degree in counseling and are certified by the National Board of Certified Counselors. They can help you work through complex issues, like why it is that you always have problems with authority figures like your former boss.

All career coaches and career counselors charge a fee for their services, which are delivered by phone, Skype, email, or in face-to-face meetings. The fees can range from $75 to $500 for a forty-five- or sixty-minute session. Some career coaches and counselors offer package deals that contain a certain number of sessions spread out over a certain amount of time. Others offer their services on an as-needed basis. Personal sessions will cost more than phone sessions. Specialized sessions will cost more than general sessions. For example, some providers work only with executive-level clients, like former presidents, CIOs, CFOs, or CEOs, whose career searches target positions of like kind. Fees for such clients will be considerably higher.

Few coaches and counselors will advertise their fees online, which means that everything is negotiable. Do not hesitate to negotiate a mutually acceptable fee with a provider. Do not be intimidated by a fancy shingle like “Dr. Aldus Geronimo, Certified Career Counselor.” Everyone is open to negotiating fees . . . even PhDs.

Career counseling services provided by a certified psychologist or psychiatrist may be covered by your medical insurance. Check with your career care provider and insurance company.

Assessing Provider Credentials

The background and experience of coaches and counselors vary widely. Some have no formal training while others have had training at bricks-and-mortar institutions. Many have completed online certification programs. The most reputable coaches and counselors have written certifications for successfully completing coaching and counseling programs. Here are some of the more reputable training organizations for career coaches and counselors. All award written certifications for successful completion of training courses. Use the information provided by these resources to assess the credentials of career coaches and counselors.

International Coach Federation (ICF), www.coachfederation.org. This is a highly regarded coaching organization that provides online certification courses for coaches. Access this site for information about the coaching business generally and about suggestions for finding the right coach or counselor that will suit your needs.

National Career Development Association, www.NCDA.org. This respected organization dates back to 1913 and provides not only credentialed programs for coaches, but also assistance for those seeking help in a particular location. For example, go to the website and enter your home zip code in the box beneath the section titled “Need Career Help?” and you will find the names and contact information for coaches and counselors within a fifty-mile radius of your home.

Those who successfully complete the NCDA career coaching program receive the Global Career Development Facilitator (GCDF) certificate. When you are interviewing prospective coaches, always ask if they have this certification.

Professional Association of Resume Writers and Career Coaches (PARW C/C), www.parw.com. This organization provides intensive career coaching training and awards those who successfully complete the course with the Certified Professional Career Coach (CPCC) credential. In addition, PARW C/C offers credentials to coaches who complete training for interviewing techniques and for resume writing, and it offers help for those starting their own businesses.

The Academies, www.theacademies.com. The founder and CEO of this organization is Susan Whitcomb, an author and expert trainer for career coaches. Her work is frequently quoted in the New York Times and the Wall Street Journal. Coaches who are trained at the Academies are well versed in all facets of career building. Earmark coaches with the Academies certifications.

AARP, www.aarp.org. For a low membership fee of $16 per year, workers age fifty and over can access their many benefits. One of them is career counseling for unemployed workers or for workers making a career change.

HOW TO SELECT A CAREER COACH OR COUNSELOR.

Select a career coach using the same common-sense rules that you would apply in making any serious business decision. They are:

  1. Make a plan that defines your needs and expectations from a coach or counselor.
  2. Contact your network for referrals to professionals specializing in your field of interest and expertise.
  3. Go online to find providers in your local area.
  4. Interview each person on your list, personally or by phone.
  5. Learn the coach’s fee structure and how payments are structured.
  6. Ask for referrals to their previous or present clients.
  7. Ask for a written statement describing their experience in coaching including how many assignments they have completed.
  8. Learn their education background including career coaching certification.
  9. Learn if they provide a trial counseling session.
  10. Review the extent of their business experience.

Coach Selection Resources

There are online resources that provide information about career coaching generally and about criteria for selecting the right person. Here are three reliable sources.

International Coach Federation (ICF), www.coachfederation.org, is the premier global organization for training life and career coaches

NOOMII. The Professional Coach Directory, www.NOOMII.com. This online service   recommends coaches based on your stated goals.

Kathy Caprino, Women’s Career Coach and Leadership Trainer, http://kathycaprino.com.

Kathy is one of the most celebrated career coaches in the world. She was laid off in mid-career and after much soul searching started her own business focusing on career training and coaching. She offers a free subscription to her weekly newsletter and valuable rubrics for moving forward in your career. Be sure to read her article “The Top Five Regrets of Midlife Professionals.”

Career coaches and counselors are typically caring individuals who are passionate about lending support and direction to laid-off or fired workers. Many have had that experience and understand your predicament. When it seems that you are nearing the end of your own self-help resources, reaching out to a coach or counselor is a wise decision.

OUTPLACEMENT SERVICES

Outplacement is not a mom-and-pop business; rather, it is a large industry with national or multinational companies in its fold. Employers frequently provide bricks-and-mortar or virtual outplacement services for mid-level and above workers they let go. This service is expensive and costs the employer upwards of $5,000 per each let-go employee. For high-level executives, outplacement services could cost the employer as much as $25,000 per executive. If your employer did not include outplacement in your severance package, you can purchase it as an individual.

The traditional outplacement service consists of group sessions in an office setting. Weekly or semi-monthly group sessions held at an office location and spearheaded by an experienced leader/teacher, offer much-needed support for laid-off or fired workers. A spirit of mutual support and assistance are invaluable aids to the let-go person still working through the grieving period or in job hunting mode. It is reassuring to know that you are not alone in this battle. I myself can attest to the effectiveness of this model, having attended group outplacement on-location in Philadelphia after having been laid off from a technology consulting firm that was purchased by a competitor. For example, when I reported to the group leader, he took me into his office for a private counseling session. That was followed by a half-day group meeting with other laid-off workers where we exchanged experiences and offered each other support and direction. Six weekly meetings followed. Our leader provided excellent rubrics for crafting a resume and tips for interviewing. We devoted part of our weekly meetings to reviewing a wide array of companies in the area who were potential employers. Also, we had access to computers and could immediately go to the Internet to access potential employers using the rules we had just learned in class. Most helpful in my experience was the group interaction. I learned that I was not the only one in a tough spot. The entire experience hastened my trip through the grieving process. Try to find an outplacement service that still offers that kind of personal service.

Today some outplacement services are rendered online, by email, phone, Skype, or a combination of these options. Individual attention is what the current model advertises. Services included in most packages are general career counseling, resume preparation, interviewing techniques, industry and company evaluations, cover and follow-up letter writing, and referrals to recruiters or human resources directors. Most outplacement companies advertise one-on-one sessions focused on the items you select.

Outplacement Resources

To find an outplacement provider, use the same techniques suggested for finding a career coach. When you go online, make sure to localize your search. If you live in New York, try to find a service in the NY Metro area, not in San Diego. Here are several references to get you started:

  • Top Outplacement Firm Sites, top20sites.com/top-outplacement-firms-sites. This service ranks outplacement firms located in a specified geographical location, a valuable feature because working with a company close to home renders effective outcomes.
  • Quest Outplacement, questoutplacement.com. Quest offers a variety of one-on-one outplacement packages to individual let-go workers. The cost varies between $850 and $2,950, depending on the length of time and the support items offered. Their support is through phone and online tools. They do not provide an office location.
  • Lee Hecht Harrison, lhh.com. LHH is a multinational recruiting and outplacement firm with three hundred offices scattered throughout the United States and abroad. Home offices are in Woodcliff Lake, New Jersey. The company has been in business for fifty years and has a sterling reputation for quality service.

Always review the reputation of any outplacement firm using the following two sources, which provide references, recommendations, and evaluations that will help you make the right decision:

  1. Glassdoor, glassdoor.com
  2. Com, www.outplacing.com

FAITH BASED CAREER CARE PROVIDERS

Employing a career coach/counselor or an outplacement firm is a serious business decision. Finding the right provider, one with whom you connect personally and professionally, is key to a successful outcome. However, help does not stop here. There are additional services providers that tackle the career rebuilding process from a different perspective. These are faith based organizations, which are located in every community.

Being fired or laid off, especially when in mid-career, can be one’s worst nightmare. Political correctness refers to being let go as a challenge, but a fired or laid-off worker realistically calls it a problem, a huge problem, one that needs multiple resources to resolve. When the paycheck stops and you have bills to pay, like a home mortgage or apartment rent, property taxes, car payments, utility bills, insurance premiums, childcare, school or college tuition for the kids, and the unforeseen mega-bill for replacement of a heating system that quits in the middle of the winter, you have more than a “challenge.” You have a very serious problem.

Added to the monetary problem is the angst that accompanies being fired or laid off and the tension generated in the job-hunting process. What’s left is a worker who needs a comforting hand and down-to-earth friendship in order to move forward and out of the cloud of uncertainty.                                                                     Finding your way to a new career that offers a paycheck to keep the wolf from the door, plus job satisfaction, plus a sense of purpose, is a multifaceted problem requiring help from multiple sources. Career coaches, counselors, and outplacement services can help fix the multiple problems, but there are other resources as well.

      So where does one find support, the kind of support that not only offers practical solutions, but also addresses the various stages of the grieving process? Many work through it on their own. Others reach out to friends and family. And some workers, who can’t find their way out of the cloud on their own or with help from friends, turn to faith based resources such as:

  1. Career workshops offered by a local church or place of worship of any denomination.
  2. Discussion groups led by a staff member of the theology department of a college or university.
  3. Counseling sessions with members of the clergy.

Each option has merit. Knowing which to use will save time and result in a better outcome. Here’s a succinct review of each.

Local Church Counseling Services

Places of worship are noted for providing courses of every kind after Saturday or Sunday services and throughout the week. One does not have to be a member of a particular church to attend, but using the services of your own faith can be reassuring. All are welcome at all churches, at any time.

To learn what is being offered at a local church simply Google its name and look at the website. For example, I entered “Old St. Patrick’s Church in Chicago.” What I found was an impressive list of services provided by the church staff, including personal counseling from a parish member whose credentials included an MBA from Northwestern and a master’s degree in counseling.

Workers living in medium and large cities throughout the country will find a host of career-related services provided by Jewish career services. For example, in Louisville, Kentucky, you will find a very active center, The Jewish Family and Career Services (JFCS). Its services include career counseling, job-hunting advice and leads for jobs in the local area and nationwide as well.

College and University Spiritual Resources

Some colleges and universities throughout the country have departments of divinity whose reach goes beyond academics. Staff members not only work with students in a traditional academic environment, but also reach out to the community. Outreach includes workshops on traditional theological topics and secular issues such as career planning and counseling for workers seeking support while unemployed.

Everyone who lives within reach of a college or university will find career-related initiatives that come in different flavors. Some are informal discussion groups; others are formal classes held on a regular schedule. For example, one such group is the Princeton Faith and Work Initiative, www.princeton.edu/faithandwork. It meets monthly on a pre-announced Saturday morning at Nassau Presbyterian Church, located on the Princeton New Jersey campus of Princeton University. It is led by Dr. David Miller, who earned his PhD in social ethics from Yale University after working in the private sector for sixteen years in business and finance with multinational companies in the UK and the US.

The group accomplishes its mission through a mixture of teaching, lectures, conferences, discussion groups, and research. Attendees include workers of all rank from companies representing multiple industries.

This is just one example of a spiritual resource from a college that sheds light on the relationship between work and faith, and offers support for workers seeking a new beginning in the workplace. Check online for a college or university near you that offers career related discussion groups or workshops.

Counseling from a Clergy Member

Advice and guidance are always available from clergy members of your local place of worship. Some clerics will hold one-on-one sessions for general counseling regarding the problems related to your unemployment status. Others will lead group discussions on career-related topics. These are caring, compassionate, and resourceful women and men whose mission is helping people connect faith, work, and family on life’s journey.

Some clergy members have broad and deep experience in the secular workplace acquired before they entered the ministry. Many have had teaching and counseling experience. Their networks include hiring managers from companies representing diverse industries. All are sympathetic listeners who offer not only sound advice, but also the hand of friendship to those in need.

MOVING BEYOND THE TEMPORAL

When all else seems to have failed, laid off workers have another option, seeking help from the God of their faith.

Throughout my career in the staffing business, I have witnessed events that have no logical explanation. After applying the rules for solving problems and coming up dry, I believe there must be something else working behind the scene that goes beyond the temporal into a realm that includes the supernatural, like a God, a Force, or the Universe. For our purposes let’s call that Supreme Being, God.

There Are No Atheists in Foxholes

So what does all of this have to do with job hunting? You may have heard the proverb “There are no atheists in foxholes.” The origin of this proverb is attributed to a World War II correspondent, Ernie Pyle, who reported what was happening on the front line of battle, a very unfriendly place.

For those not familiar with war jargon, here is what it means. When soldiers are on the battlefield and see bombs dropping and bullets flying, and witness their buddies to the left and right being blown to smithereens, these soldiers instinctively call on God to save their lives. Their prayers to God are ones of supplication: “God, please spare my life!”

Job hunting is much like fighting in the trenches as you may have experienced. Following that traumatic experience, being let go from your job in the middle of a career that you thought was forever, life has not been easy, especially the job-hunting part.  If you have been fighting on the battlefield of the workplace for six months or more with no success, you will get the analogy. Job hunting is not easy. It is not for the timid. It is not for the faint of heart. The competition is fierce. You never know when and where the next defeat will occur.

The proverb “There are no atheists in foxholes,” could easily read, “There are no atheists among job hunters fighting in the workplace for a few bucks to buy food, shelter, and clothing.”

God at Work

My experience as an executive recruiter is replete with examples that point to a Force working with workers who have made every conceivable effort on their own and with help from career counselors to find solutions to their unemployment challenges. I have named that Force working in the background The Job God.

Some might say “Oh my Lord, this is nuts, plain nuts, to posit that God has any interest in how we find work to provide food, shelter and clothing for our existence here on Earth.” Well, everyone has a theory about why things happen as they do, and our theory seems to be as plausible as those of counselors, economists, and others like Malcolm Gladwell.

Connecting

How do you reach out to your God? What do you say? How do you petition God for a favor such as success in finding a job? You might recall prayers learned in childhood religious training; you memorized them and recited them back to your parents or teacher. They meant little because they did not come from you. Even today, prayers we hear during religious services may sound contrived and hold little meaning. A meaningful prayer must come from you, from your inner core.

So how do you begin the prayer journey? By hastily fabricating one on your smart phone or iPad? Handwriting it on a sheet of paper in flowery prose? Anything will work, but we suggest composing your prayer in the vernacular of your faith. It does not have to be eloquent or put in writing. Make it conversational. Ask God’s help in the same way you would ask one of your friends for a favor. For example, immediately after the attacks on the World Trade Towers on 9/11, two Air Force fighter jets hurriedly took off from their base in Arizona and headed toward New York City and New Jersey to intercept any other attacks. The importance of getting there quickly was more important than fully arming the planes, so they took off semi-prepared. It was a dangerous mission. In a CNN interview with the pilots after the mission was completed, one of them told the interviewer they realized the extreme danger heading into combat without being fully armed, and as they were flying toward the action they prayed the pilot’s prayer, “God, don’t let me screw this up.” A prayer does not have to be eloquent, only sincere.

If you need examples that go beyond your own prayer, we offer these resources:

This article is an excerpt from my book, Moving Forward in Mid-Career. A Guide to Rebuilding Your Career after Being Fired or Laid Off.  It will be available January 9, 2018, in paperback or eBook from Skyhorse Publishing Inc., Amazon, Barnes & Noble and independent book stores.

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The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

 

Mediator GS-0241 Jobs With the Federal Government

Posted on by Betty Boyd

This series includes all positions that involve providing mediation assistance to labor and management in the settlement or prevention of industrial labor disputes connected with the formulation, revision, termination or renewal of collective-bargaining agreements. The paramount qualification requirement of all positions in this series is ability and skill in applying the techniques of mediation in dealing with the parties to a dispute. The application of these techniques in the settlement of industrial labor disputes needs knowledge of the field of labor-management relations, particularly of collective-bargaining principles, practices, and processes; understanding of economic, industrial, and labor trends, and of current developments and problems in the field of labor relations; and knowledge of applicable labor laws and precedent decisions.

(This series applies only to mediator positions in the Federal Mediation and Conciliation Service and in the National Mediation Board.) There are approximately 183 mediators employed in this series.

Federal Government Requirements:         

  • You must be a U.S. citizen to apply
  • The yearly salary for a GS-13 is $89,285 to 116,068 per year

Typical Duties & Occupational Profile:

In the private sector a mediator is also referred to as arbitrators, and conciliators.

Arbitrators, mediators, and conciliators facilitate negotiation and dialogue between disputing parties to help resolve conflicts outside of the court system.

Duties

Arbitrators, mediators, and conciliators typically do the following:

  • Facilitate communication between disputants to guide parties toward mutual agreement
  • Clarify issues, concerns, needs, and interests of all parties involved
  • Conduct initial meetings with disputants to outline the arbitration process
  • Settle procedural matters such as fees, or determine details such as witness numbers and time requirements
  • Set up appointments for parties to meet for mediation or arbitration
  • Interview claimants, agents, or witnesses to obtain information about disputed issues
  • Prepare settlement agreements for disputants to sign
  • Apply relevant laws, regulations, policies, or precedents to reach conclusions
  • Evaluate information from documents such as claim applications, birth or death certificates, and physician or employer records

Arbitrators, mediators, and conciliators help opposing parties settle disputes outside of court. They hold private, confidential hearings, which are less formal than a court trial.

Arbitrators are usually attorneys, business professionals, or retired judges with expertise in a particular field. As impartial third parties, they hear and decide disputes between opposing parties. Arbitrators may work alone or in a panel with other arbitrators. In some cases, arbitrators may decide procedural issues, such as what evidence may be submitted and when hearings will be held.

Arbitration may be required by law for some claims and disputes. When it is not required, the parties in dispute sometimes voluntarily agree to arbitration rather than proceed with litigation or a trial. In some cases, parties may appeal the arbitrator’s decision.

Mediators are neutral parties who help people resolve their disputes. However, unlike arbitrators, they do not render binding decisions. Rather, mediators help facilitate discussion and guide the parties toward a mutually acceptable agreement. If the opposing sides cannot reach a settlement with the mediator’s help, they are free to pursue other options.

Conciliators are similar to mediators. Although their role is to help guide opposing sides to a settlement, they typically meet with the parties separately. The opposing sides must decide in advance if they will be bound by the conciliator’s recommendations.

Arbitrators, mediators, and conciliators are usually lawyers or business professionals with expertise in a particular field.

Arbitrators, mediators, and conciliators learn their skills through a combination of education, training, and work experience.

Education

Education is one part of becoming an arbitrator, mediator, or conciliator.

Few candidates receive a degree specific to the field of arbitration, mediation, or conflict resolution. Rather, many positions require an educational degree appropriate to the applicant’s field of expertise, and a bachelor’s degree is often sufficient. Many other positions, however, require applicants to have a law degree, a master’s in business administration, or some other advanced degree.

Work Experience in a Related Occupation

Arbitrators, mediators, and conciliators are usually lawyers, retired judges, or business professionals with expertise in a particular field, such as construction, finance, or insurance. They need to have knowledge of that industry and be able to relate well to people from different cultures and backgrounds.

Training

Mediators typically work under the supervision of an experienced mediator for a certain number of cases before working independently.

Training for arbitrators, mediators, and conciliators is available through independent mediation programs, national and local mediation membership organizations, and postsecondary schools. Training is also available by volunteering at a community mediation center.

Licenses, Certifications, and Registrations

There is no national license for arbitrators, mediators, and conciliators. However, some states require arbitrators and mediators to become certified to work on certain types of cases. Qualifications, standards, and the number of training hours required vary by state or by court. Most states require mediators to complete 20 to 40 hours of training courses to become certified. Some states require additional hours of training in a specialty area.

Some states require licenses appropriate to the applicant’s field of expertise. For example, some courts may require applicants to be licensed attorneys or certified public accountants.

Important Qualities

Critical-thinking skills. Arbitrators, mediators, and conciliators must apply rules of law. They must remain neutral and not let their own personal assumptions interfere with the proceedings.

Decision-making skills. Arbitrators, mediators, and conciliators must be able to weigh facts, apply the law or rules, and make a decision relatively quickly.

Interpersonal skills. Arbitrators, mediators, and conciliators deal with disputing parties and must be able to facilitate discussion in a calm and respectful way.

Listening skills. Arbitrators, mediators, and conciliators must pay close attention to what is being said in order for them to evaluate information.

Reading skills. Arbitrators, mediators, and conciliators must be able to evaluate and distinguish important facts from large amounts of complex information.

The occupational profile was excerpted from the Occupational Handbook (OOH) published by the Department of Labor.

GS-0241-Mediator (Excerpted from USA Job Announcement)

The Federal Mediation and Conciliation Service promotes the development of sound and stable labor management relationships; prevents or minimizes work stoppages by assisting labor and management to settle their disputes through mediation; advocates collective bargaining, mediation and voluntary arbitration as the preferred process for settling issues between employers and representatives of employees; develops the art, science and practice of conflict resolution; assists government agencies in the effective use of alternative dispute resolution through support, training, and the provision of neutrals; and fostering the establishment and maintenance of constructive processes to improve labor-management relationships, employment security and organizational effectiveness.

Responsibilities

As a Mediator you will be responsible for promoting the development of sound and stable labor-management relationships by advocating the practice of collective bargaining, mediation and arbitration. You will also be responsible for fostering the establishment and maintenance of constructive joint processes to improve labor-management relationships and preventing or minimizing work stoppages through the use of mediation, relationship development training and other joint processes. Mediators also provide a wide range of alternative dispute resolution (ADR) services to help government entities reduce litigation costs, including mediation of discrimination and other claims, workplace conflict management training, facilitation, systems design and negotiated rulemaking. Additional duties for the incumbent include:

  • Mediating labor-management disputes involving initial or successor collective bargaining agreements in situations which range from a moderate degree of difficulty to those which are highly complex due to their economic impact, the number and difficulty of issues involved, the existence of an actual work stoppage or the imminent threat of one, and/or a history of difficult labor-management relations.
  • Performing research necessary to understand the dispute, the industry or field involved, the labor relations history of the parties and all other pertinent facts or background information. Works with parties to develop an understanding of the issues involved, as well as their interests and positions. Utilizing factual information and analysis of the overall situation, as well as knowledge of the mediation process and techniques, to determine the action or approach to be taken. Assisting parties in dealing with the media on sensitive matters of public concern.
  • Identifying opportunities and responding to requests to mediate significant grievances arising during the term of a collective bargaining agreement. Helping parties resolve disputes that might otherwise present obstacles in future rounds of collective bargaining. Improving labor-management relationships through the process of resolving significant and/or backlogged grievances.
  • Providing relationship development training (RDT) designed to help labor and management jointly improve their working relationship and the overall day-to-day labor-management relations climate. Assessing relationship and works with parties to develop and deliver customized training programs designed to enhance efficiency, productivity and job security. Utilizing a variety of program delivery methods, including live and/or web-based online collaborative processes where appropriate.
  • Mediating and/or facilitating a variety of alternative dispute resolution (ADR) matters for government entities, including discrimination claims, other workplace conflicts, regulatory compliance, regulatory negotiations, multi-party conflicts and other disputes which are of a particularly unique, difficult, or complex nature. Identifying potential customers and negotiates reimbursable agreements in coordination with supervisor.
  • Engaging in education, outreach and advocacy activities to increase awareness of FMCS conflict resolution services and programs. Utilizing creative approaches to identify and/or create opportunities to inform public about FMCS dispute resolution services.
  • In all service delivery areas, utilizing current and creative means and approaches to help parties resolve disputes and manage conflict; maintaining current knowledge and awareness of major developments in field of labor-management relations, ADR and conflict management, generally; keeping apprised of developments involving specific industries, occupations, and bargaining issues, as well as new techniques and theories involving ADR; collaborating with managers and mediators to develop new and innovative approaches.
  • Utilizing technology resources to accomplish the administrative and service delivery functions of the position. As the resources develop, utilizing new technologies and electronic communications platforms to creatively and efficiently accomplish the work, including, but not limited to, researching, scheduling meetings and conferences, training and delivering certain services using the newest software and web-based platforms. In the format established by the Service, mediators are responsible for making factual and timely reports regarding collective bargaining mediation, grievance mediation, relationship development training, alternative dispute resolution services and education, advocacy and outreach activities.

In order to be found qualified for the GS-13 Mediator position with FMCS; your resume must clearly reflect your full-time collective bargaining process experience. This experience can be gained by having served as the Chief/Lead Spokesperson/Second Chair/Benefits Expert (representing labor or management) in the negotiation of collective bargaining agreements or while serving as a Mediator or Facilitator with parties engaged in the collective bargaining processes.

There is no education requirement for the government mediator job position.

Job Prospects (Excerpted from Occupational Handbook (OOH) published by the Department of Labor)

Because arbitrators, mediators, and conciliators deal extensively with legal issues and disputes, those with a law degree should have better job prospects. In addition, lawyers with expertise or experience in one or more particular legal areas, such as environmental, health, or corporate law, should have the best job prospects.

Credits

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The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Individual Development Plans (IDPs) – The Key to A Successful Career

Posted on by Donna Day

Individual Development Plans (or IDPs) are a critical piece of an employee’s career path. They are extremely beneficial in that they serve as a roadmap for career progression. Many organizations, to include the Federal Government, are making these a mandatory part of an employee’s overall performance plan. IDPs house anticipated training opportunities, goals, objectives and more; a personal career platform, employees have the ability to make it a sound projection. In addition, IDPs allow supervisors and managers to determine career expectations and provide supporting mentoring and/or coaching advice, as needed. IDPs are considered a partnership between the organization, the manager and the employee; expectations are provided, in writing, and goals and objectives are discussed and understood. Finally, IDPs candidly provide a strength and weakness assessment for individuals that are perhaps unsure of their career path and progression; they can then easily use the IDP to stay on track, develop and enhance skills, or acquire new ones.

Supervisors should encourage employees to develop IDPs, which leads to a thorough understanding of goals, needs, weaknesses, strengths, etc. It fosters motivation and encourages employees to take ownership and accountability of their careers. IDPs also serve as a talking point for managers and employees when reviewing skills, knowledge and abilities needed in order to perform particular work roles. Benefits of IDPs, overall, are vast; they enable identification and tracking of needs, goals, abilities and plans; they assist in the development of an organization’s training and manpower requirements; and they serve as the pillar in which an organization’s mission, goals and objectives are performed.

Managers and team leads, etc., can assess their skills and resources needed to perform particular tasks, missions and goals. The IDP serves many purposes as a resource tool; it can be used for hiring justifications to showcase the need for particular skills within the organization; it can be used for performance discussions with the employee; and it can serve as documentation in capturing milestones, achievements and benefits for both the employee and the organization.

Even though IDPs are not necessarily mandatory in all organizations, they are a critical and worthwhile tool for employees. Managers must do their due diligence with encouraging employees to take part in the opportunity; the value must be conveyed in addition to the myriad of opportunities for the employee.

IDPs don’t have to be formal; they can simply be crafted on a blank sheet of paper or email and discussed with the employee and their supervisor; the IDP, however, should serve as a living document so that employees can update as organizational goals and personal needs, change. At the minimum, an employee’s name, org, title and paygrade should be included along with short term and long term career goals. Dates should be included as milestone points throughout the IDP and linked to organizational objectives. Inclusion of training and personal development opportunities to include conferences, seminars, coursework, assignments, etc., are key; this roadmap should then be signed and dated by employee and supervisor. A complete set IDP planning forms and self assessment worksheets are available online that you can use in conjunction with any required employer program.

The IDP is your friend, it is a resource tool, a guideline and an opportunity for professional growth and development. For more information and assistance with taking part in an IDP process, visit www.fedcareerinfo.com. This site offers handouts, free downloadable forms and worksheets, IDP workbooks, presentations and personal discussion opportunities.

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The information provided may not cover all aspects of unique or special circumstances, federal and postal regulations, and programs are subject to change. Our articles and replies are time sensitive. Over time, various dynamic human resource guidance and factors relied upon as a basis for this article may change. The advice and strategies contained herein may not be suitable for your situation and this service is not affiliated with OPM, the postal service or any federal entity. You should consult with school counselors, hiring agency personnel offices, and human resource professionals where appropriate. Neither the publisher or author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.