Federal Employees

NDAA / Bill Impacting Benefits and Department of Defense Pay

Posted on by Donna Day

So many employers are embarking on a new concept for Parents; benefits, grants for daycare and even back pay may all be a part of the 2020 Defense Authorization Bill. The House and Senate recently passed a bipartisan bill funding the government through 2020. We should learn soon, after the House and Senate Bills are reconciled, if parental leave, pay, childcare, and cyber security education are included in the final rule.

Many of the foundational platforms represented in this bill focus on key areas to include Department of Defense pay. For example, contractor back-pay as new wage bills would give funding to contractors who were furloughed or had reduced hours during a government shutdown; workers making $965 a week or less would qualify for the back pay. Parental leave and childcare are important issues that need attention; this bill would extend Parental Leave to up to 12 weeks for maternity as well as enable additional flexibility in how it is taken.

Paid parental leave impacts both economic and logistical concerns since it is extremely important for new parents. In addition, it is a positive endeavor for organizations; encouraging new parents to return to their employers instead of seeking additional opportunities with other ‘parental friendly’ companies. The ability to return to work recharged and refreshed increases the employee’s focus and morale in many cases. Finally, it is better for the economy since more women are likely to return to their jobs after utilizing paid maternity leave; this productivity boost can increase business as well as performance while simultaneously satisfying the work/life balance so critically needed for new parents.

Paid parental leave may not impact a company’s bottom line. California, who recently implemented a new parental leave policy, reported that over 90% of organizations witnessed a more positive effect on their profit, turnover and morale. Also, a study completed by the Institute for Women’s Policy Research offered that paid leave reduces costs, increases workplace productivity and improves family incomes. Also, Rutgers University recently found that close to 40% of women who take paid leave from work are less likely to apply for welfare.

Finally, education is another critical element for consideration in this plan, and specifically cyber security education, where non-traditional schooling (online and remote opportunities) is being considered as part of a resource/tool for military personnel training expansion.

References:

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 nor author shall be liable for any loss or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

Background Investigations and Clearance Processing (New & Improved?)

Posted on by Donna Day

Background and security clearance investigation processing delays have created many problems for agencies. The responsibility for these Investigations may soon be transferred to the Department of Defense from the National Background Investigations Bureau (NBIB), who handles them now. The President is expected to issue an executive order to authorize this change in the near future.

With a myriad of agencies, people and elements involved, the consolidation is taking longer than expected. The Defense Information System Agency (DISA) investigations system (NBSIS), has already moved operations to the Defense Security Service (DSS) and reduced its backlog to 541,000 cases. Still a significant backlog by any standard. A final merger of the NBIB and DSS into the new agency (Defense Counterintelligence and Security Agency (DCSA)) will centralize the government-wide security clearance processes including personnel security, vetting and counterintelligence programs.

New technology will automate, collect and execute data required for investigations and will assist with the merger. The new system networks and data collection processes will enhance the sharing of information and collaboration among agencies.

This consolidation is expected to reduce delays significantly. In addition, the development of new processes, policies, and procedures will serve as the foundation for an improved background investigation and security clearance program. There will be over 10,000 federal employees and contract investigators collectively working to decrease waiting periods for security clearances, background investigations and re-investigations.

From a personal perspective and participant of the investigation, re-investigation and clearance processes, efficiency is paramount; the ability to improve upon the security clearance process, not only for new employees, but for required re-investigations will serve as a welcomed
move in the right direction.

Technology, along with knowledgeable and skilled investigators are the key elements that will help to foster efficiencies, streamline processes and procedures, and reduce waiting times for a myriad of individuals and employees.

Many fantastic potential employees who are ‘waiting’ for their background investigations to be completed are lost to other industry competitors and/or state and local government entities. Now, there is finally a much needed, renewed focus on the need to automate, collect and execute data in
preparation for processing clearances and investigations; this is a good thing for the people who work to protect our national security, our future, and our freedom.

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.

Federal Pay Raise Approved!

Posted on by Donna Day

The 2019 spending bill, H.J. RES.31, approved an increase in salaries for Federal workers. President Trump signed the package which includes funding for the government through September 30 and a 1.9% raise in pay for federal workers. In addition, the pay raise is retroactive to the first pay period of 2019.

In the past, these raises have been caught in a pay freeze and were considered uncertain until recently. Also considered long overdue, this raise brings hope to federal employees. Given their numerous contributions to safeguarding the nation, many feel the raise was justified. This good news is especially exciting for those in six new locality pay areas that President Trump approved in 2018. These include: Alabama, Vermont, Texas, Nebraska, San Antonio, and Virginia.

For a bit of history, after mid-term elections, a bill was passed by the House that included a 2.6% pay raise. This included civilian employees receiving the same compensation as military personnel; it was introduced to the Senate where it was doubtful to pass. Congress then went back to the 1.9% raise to increase the chances for approval.

This multi-billion dollar spending package was also the final step in the requirement to avoid a 2nd government shutdown. Securing this average 1.9% pay raise takes federal workers safely through the rest of the year; the entire spending package also ensures final funding for all of the government through the rest of fiscal year 2019 or September 30th.

According to the National Treasury Employees Union President, “this bipartisan compromise funding package is a refreshing turnabout that gives their agencies stable funding and their paycheck a modest bump.” Some also feel that federal salaries were falling short of those in the private sector; in order to ensure a more qualified, skilled, prepared, and high performing workforce, the raise was welcomed. Recruitment of federal workers is also expected to be improved over the next year and beyond, with this new, approved pay increase.

Lastly, the bill is a much needed, a positive move forward, as it also impacts GS-15 employees who serve on the Executive Schedule. Caps that were in place are no longer, and GS-15’s are also able to receive the 1.9%  increase. Below are a few links to additional references providing additional details on the history, establishment, and implementation of this new increase.

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

Performance Management in Federal Agencies

Posted on by Donna Day

With the Federal Government as the largest employer within the U.S., there are over 2 million full time employees across a myriad of agencies and offices, worldwide. Given this, the Human Resources departments have their hands full with negotiating and managing such a large and diverse workforce. Challenges are plentiful, and more importantly is the need for a successful performance management system.

Only the most effective performance plan process can streamline communication, shape management and leadership attributes, represent strategic goals and objectives, and address personnel, compensation, and human resource needs. Many of these challenges include retirements, administrative changes, hiring, policies, compliance and accountability factors, and more; The extra stress of aligning organizational goals and objectives with employee skill sets is another critical task that must be performed in order for the process to be holistic and successful.

Retirement opportunities for federal employees have exploded over recent years; currently, more than 31% of the workforce is eligible. Given this, succession planning across organizations is critical in order to meet future demands. Federal employees sometimes possess low or moderate morale and engagement based on their job satisfaction.

Changes are underway to optimize performance management within Agencies across the enterprise and most recently President Trump signed an Executive Order focusing on streamlining personnel actions. OMB-17-22 is guidance directing agencies to develop employee performance plans in accordance with any short or long term reviews of the workforce. This guidance is aimed to create opportunities for employees to better understand expectations, work on areas of weakness, and improve their overall job performance.

Many organizations are currently making adjustments to their performance management workflows that are part of OMB-17-22’s target initiatives. Implementation is steadfast yet flexibility is key; with a myriad of areas involved, communication is a critical component for success.

Leadership Development, for example, is one area where organizations can capitalize on by supporting personalized training, enhancing skill development (to include soft skills), and establishing a workforce succession planning foundation. Involvement, communication and notification to the workforce is critical so that expectations are set and interest is assured.

Goal alignment is another area that can be addressed where employees are motivated to engage with a thorough understanding of organizational goals and objectives and how they are contributing to the big picture. Finally, performance management software can capture metrics, archive data and create additional efficiency across organizations when analyzing, developing and managing criteria. By making improvements such as these, organizations can make better decisions, strategically align performance management, increase flexibility and posture themselves for meeting their needs, as well as those of their employees.

In closing, Human Resource departments across the federal government are working diligently to ensure the ‘right’ performance process is in place. With the need for a more modernized, diverse and technologically advanced workforce, so too is the need for sustainable and accountable performance measurement systems.

Strategic organizational goals and objectives serve as the foundation for this new initiative; employees will understand expectations better, and align themselves to the mission, easier. Flexibility, as well as compliance and accountability are critical for these processes to be implemented and managed successfully. Finally, open communication with leadership, human resource personnel and the employees will ensure a robust and holistic approach to managing performance successfully.

Reference: Agency Challenges Through Performance Management

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

Workplace Flexibility

Posted on by Donna Day

Given that the federal government has been and will be facing a myriad of challenges, many of these agencies are adopting their own versions of flexibility, and defining them as such. Employees, as well, are becoming more vigilant and proactive in asking for a variety of flexibilities that will afford them a better work life balance. Whether these include telecommuting, social media network engagements, skills acquisition and/or time for new training or technology, there are many requests now surfacing to supervisors for consideration.

As talent becomes an even more focused endeavor for many of these organizations, so too does the flexibilities add to the attractiveness of government positions. Senior leaders across the intelligence community, specifically, are working collaboratively to modernize their workforce so that they can stay engaged with these requests, contemplate new opportunities and define efforts that help increase work/life balances.

Many leaders have waited a long time for flexible policies, guidance and cost considerations surrounding their workforce. They are waiting no longer. The IRS, for example has opened up this door for their employees by implementing a social media network where they can develop skills, talk about goals and share information on their career aspirations.

With their new employee “buddy” program, as well as an emerging leader program, the ability to learn and acquire critical or new skill sets has positioned their employees for advancement and career growth. This opportunity has helped the workforce become more productive, efficient and smarter in their endeavors. Connections to colleagues and others provide the ability and flexibility needed to obtain critical knowledge, skills and abilities that they may have been lacking; unable to obtain or wait for hands-on formal training, this option has been a significant success.

The Department of Homeland Security (DHS) is also seeking holistic approaches to be able to address the flexibility needs of their employees across the globe. They are using technology to increase workforce safety and implementing automation through robotics and artificial intelligence initiatives to enhance border security.

Their workforce has embraced changes and look forward to additional opportunities that enhance their mission, keep them safe, and increase their efficiency and flexibilities. The DHS is not stopping there; they are including this workforce strategy into their business processes and procedures as well to enhance safety, security and strengthen their overall administration.

The new skills learned through these flexibility initiatives can help employees improve competencies. Employees will be able to showcase their enhanced productivity and knowledge on their federal resume for future promotions or to obtain positions with greater responsibility.

Modernizing the workforce involves embracing them; listening to their suggestions, making positive change and managing effectively to ensure success. Flexibility, open mindedness and dedication are all critical components across organizations like the federal government that enable these to take place. Talent is abound, abroad and available to help pave the way for flexible, effective talent management, performance and production. Sustainable solutions for a prosperous work/life balance are right in front of our eyes; by enabling our employees, we empower, we grow, and we create balance for all. The new skills learned through these new flexibilities will help you enhance your federal resume and possibly lead to is process will

Reference:

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.

STEM – Science, Technology, Engineering and Mathematics

Posted on by Donna Day

STEM, or Science, Technology, Engineering and Mathematics is an applied approach to a curriculum focusing on these four discipline areas. The importance of these areas in our future, and specifically as part of our government, are considered strategic. Understanding how the world works requires new knowledge, which in turn fosters curiosity; STEM satisfies this quest for knowledge and prepares us for the future. STEM Skills that are acquired include numbers, analysis, empirical data and more. Integrated into every part of our lives, STEM is the foundation for which we learn about ourselves, our environment, and our future.

With the changing world of technology and the explosion of Information Technology, every industry is impacted, and therefore, the need for qualified mathematicians, scientists, engineers and those in the technical areas are expected to fulfill these critical work roles of our future. Since STEM focuses on the critical ways in which we can understand, explore, and engage our world. Now and in the future, it is imperative that our state, local, and federal government, for example, hire these skilled workers in order to plan, implement and manage change that is necessary to meet the demands of security, technology, communication, and more, for protection, privacy and growth across the globe.

The need for STEM skills are diverse and vast. Given that these specific subjects are the very root of most of our corporation, industry, and government business across the globe, they are in high demand from employers. Consistent discovery, solution development, vulnerability discovery, mitigation, and innovation are just a few focus areas that are pertinent under the stem umbrella. Problem solving and technology, for example, will continue to challenge us as a nation; the more prepared we are with STEM knowledge, skills and abilities, the better.

In May of 2018, the United States Office of Personnel Management (OPM) issued direct hire authority (DHA) for several STEM and cyber-security occupations. Given that the knowledge, skills, and ability to work in the Science, Technology, Engineering, and Mathematics (STEM) and cyber-security career fields and occupations are in heavy demand by a variety of organizations and businesses due to mission critical functions and objectives.  OPM recognized this immediate need and made it easier for organizations to streamline efficiencies for recruitment initiatives.

Additionally, recently the Trump Administration offered a new pay system for STEM employees, which will also boost recruitment and retention efforts in these areas. The changes are the first in a focus on STEM along with new public and private sector partnerships in development. Given the prior year’s layers of red tape and regulations, the cumbersome STEM hiring process is now updated and more current with a focus on improving processes, hiring procedures, and job retention.

As part of the hiring process for managers, STEM criteria and a set of requirements are offered by OPM who are continually capturing additional survey information to further define position justifications; qualitative and quantitative data offer specific details that contribute to the hiring process, and challenges have been streamlined to foster recruitment along with incentives for both hiring and retention. See this link that offers additional contact information and activities surrounding the specifics of DHA:

With so many STEM career opportunities, occupations, there are ample references and links to support your search that include:

In conclusion, STEM is critical to our future; knowledge, curiosity, and preparation are key elements of STEM occupations and careers across the globe. Qualified employees with the knowledge, skills, and abilities in these critical areas will serve as the foundation for innovation, security, technology, and protection across the globe. Organizations, and specifically our state, local, and federal government are developing and strengthening critical partnerships to work with private industry, academia, and military to ensure STEM training is robust and widely available. In order to meet the demands of our changing nation, STEM skills, along with innovation and technology are critical to our success; investment in the STEM area is a worthy return on investment for any and all organizations.

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.

Writer and Editor GS-1082-Working for the Federal Government

Posted on by Betty Boyd

Writers and editors include positions that involve writing and editing materials, such as reports, regulations, articles, newsletters, magazines, news releases, training materials, brochures, interpretive handbooks, pamphlets, guidebooks, scholarly works, reference works, speeches, or scripts. The work requires the acquisition of information on a variety of subjects in the course of completing assignments. The work requires the development, analysis, and selection of appropriate information and presentation of the information in a form and at a level suitable for the intended audience.

Government Requirements

You must be a U.S. citizen to apply

The yearly salary for a GS-11 is $61,218.00 to 79,586.00 per year.

Duties

Writers and authors typically do the following:

  • Choose subject matter that interests readers
  • Write fiction or nonfiction through scripts, novels, biographies, and more
  • Conduct research to obtain factual information and authentic detail
  • Write advertising copy for newspapers, magazines, broadcasts, and the Internet
  • Present drafts to editors and clients for feedback
  • Work with editors and clients to shape the material so it can be published

Writers must establish their credibility with editors and readers through clean prose, strong research, and the use of appropriate sources and citations. Writers and authors select the material they want to use and then convey the information to readers. With help from editors, they may revise or rewrite sections, searching for the clearest language and the most appropriate phrasing.

Some writers and authors are self-employed or freelance writers and authors. They sell their written content to book and magazine publishers; news organizations; advertising agencies; and movie, theater, and television producers. They may be hired to complete specific short-term or recurring assignments, such as writing a newspaper column, contributing to a series of articles in a magazine, or producing an organization’s newsletter.

An increasing number of writers are producing material that is published only on the Internet, such as for digital news organizations or blogs.

Education

A bachelor’s degree is typically needed for a full-time job as a writer. Because writing skills are essential in this occupation, many employers prefer candidates with a degree in English, journalism, or communications.

Training

Writers and authors typically need to gain writing experience through on-the-job training. They may practice writing and work with more experienced writers and editors before their work is ready for publication.

Writers who want to write about a particular topic may need formal training or experience related to that topic.

Licenses, Certifications, and Registrations

Some associations offer certifications for writers and authors. Certification can demonstrate competence and professionalism, making candidates more attractive to employers. For example, the American Grant Writers’ Association (AGWA) offers the Certified Grant Writer® credential.

Certification can also increase opportunities for advancement.

Advancement

Beginning writers and authors can get a start and put their name on work immediately by writing for small businesses, local newspapers, advertising agencies, and nonprofit organizations. However, opportunities for advancement within these organizations may be limited because they usually do not have enough regular work.

Writers and authors can advance their careers further by building a reputation, taking on more complex writing assignments, and getting published in more prestigious markets and publications. Having published work that has been well received and maintaining a track record of meeting deadlines are important for advancement.

Many editors begin work as writers. Those who are particularly skilled at identifying stories, correcting writing style, and interacting with writers may be interested in editing jobs.

GS-1082 Writer-Editor

General qualifications excerpted from Job Announcement 18-2177-SE-BK-M

Responsibilities

The selectee serves as a professional writer-editor responsible for editing, writing, and formatting resident and nonresident training materials.  The selectee ensures material align with standards of style, formatting and lifecycle management. Prior to printing, all text and test material prepared by the branch must be reviewed for correct grammar, presentation, organization, clarity, conformance to standards, readability level, style, and suitability to audience by the writer-editor.

Job Prospects

Note: All Occupations includes all occupations in the U.S. Economy.
Source: U.S. Bureau of Labor Statistics, Employment Projections program

Employment of writers and authors is projected to grow 8 percent from 2016 to 2026, about as fast as the average for all occupations.

Online publications and services are growing in number and sophistication, spurring demand for writers and authors with Web and multimedia experience.

Some experienced writers should find work in the public relations departments of corporations and nonprofit organizations. Self-employed or freelance writers and authors may find work with newspaper, magazine, or journal publishers, and some will write books.

Strong competition is expected for most job openings, given that many people are attracted to this occupation. Competition for jobs with established newspapers and magazines will be

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.

Student Debt Forgiven for Federal Employees  

Posted on by Donna Day

With the increasing cost of education and the challenges for recent graduates and parents, opportunities to reduce or eliminate college debt can be life changing. According to the National Center for Education Statistics, the average student may borrow up to $22,000 before graduation; approximately 280,000 of these individual borrowers default on their payments between years 3 and 5.

The newly established Loan Forgiveness Program set forth by the Department of Education enables public service employees, federal government, and military employees to reduce their federal student loans and/or apply for debt forgiveness after making only 120 payments. Called the PSLF, employees that owe more than then their annual salary can have thousands of dollars forgiven, and/or payments lowered. Being free of student debt loan is a life changing opportunity for many; the program is pretty simple to understand.

First, to qualify for loan forgiveness, you must owe more on your federal loans that you make in one year (income vs. debt requirement). Next, the loans must be ‘qualifying’, meaning that they must be federal to include: Stafford, FFEL, Perkins, etc. 120 payments through an income-based repayment plan must be made on time. Employers must be a qualified government organization to include military, state, local, tribal; some non-profits are also accepted. Employees must be full time workers (at least 30 hours per week) with said qualified employers. Finally, annual certification of personal information must be completed as part of the program requirements. The following link: Forgiveness Cancellation provides details on qualified employment, payment criteria, forms, application, and more to include answers to many common questions surrounding this program.

Congress members, however, are not eligible for this student loan repayment program as they are ineligible for public service loan forgiveness. However, Congressional staff are eligible with a $60,000 cap on loan forgiveness in the U.S. House of Representatives ($10,000 per year), as well as a $40,000 cap in the U.S. Senate at $6,000 per year.

There is also another student loan repayment program that federal employees can apply for today; $10,000 per year for up to six years can be obtained. For more details about this opportunity, please see the following link: Student Loan Payoff

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.

Defense Bill Signed

Posted on by Donna Day

Despite a request to boost buyout amounts (government-wide) to $40,000, President Trump signed a new bill into law recently that will ensure non-defense agency amounts are maintained at $25,000. This will be the third year that Congress has consistently rejected such a request; the $25,000 threshold was established early in the Clinton Administration. Additionally, the bill will offer a 2.6% raise in January for military personnel, exceeding federal employee pay; discussions are still ongoing for a federal employee pay raise percentage. This pay increase represents the largest for military in almost nine years, resulting in approximately $670 more per year for junior enlisted troops and about $1300 additional for senior enlisted and junior officers.

The bill also encompasses authority for DoD (Dept. of Defense) to direct hire for competitive service positions. It also amends Chapter 99 of Title 5 of the United States Code provisioning for the Secretary of Defense to expedite hiring. This impacts personnel in civilian positions to include: cyber security, maintenance, acquisition, science, engineering and technology and has an expiration date of 30 September 2025. As part of this bill, a new section for recruitment is included that impacts graduates; special hiring authorities for occupations in high demand and flexibility to hire college students and graduates are among the components of this new measure. Agencies would be required to continue to follow the merit system principles. The new opportunities could make up no more than 15% of similar jobs filled in the previous year. Temporary appointments would also be available although full time, permanent hiring can be offered after graduation. In order to address security clearances for positions that are mission-critical, timelines for security reviews will be identified at 15 days for Secret positions and 45 days for Top Secret positions.

The Office of Personnel Management (OPM) is the responsible authority for developing and managing regulations surrounding laws and policies; annual reports would be required by agencies. OPM would no longer be required to approve Pentagon Senior Executive Service appointments; the Defense secretary would have this authority although it would be regulated at 50 appointments per year with a sunset date of two years.

Finally, this bill repeals a reduction in per diem expenses for DoD federal employees which will cause them to look to subsidizing costs for long-term temporary duty assignments. As part of this authority, the hiring process will then be expedited, making the Department of Defense a more competitive employer. DoD will then obtain more flexibility and timeliness when it comes to job offers for qualified applicants. For pay, the overtime rate, for example for those Department of Navy employees working dockside on a forward deployed aircraft carrier in Japan will be extended.

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.

An Interview with John Guenther (Aerospace Engineer & Blacksmith)

Posted on by Betty Boyd

I would like to introduce John Guenther whom I have known for several years. He sings in our church choir and is an avid amateur blacksmith. While in the federal government he was an aerospace engineer (GS-0861) and upon retiring was a program manager (GS-0301). Here is John’s story:

  1. Why did you choose to work for the federal government?

When searching for a job after graduation in 1970, I had applied with the Department of the Army, Aviation Systems Command in St. Louis, MO near where I lived.  Three years later after working elsewhere, I was interviewed and offered a position with the Army Aviation Systems Command that had offered higher pay and benefits than I had at the time (50% higher). It also allowed me to use more of my education.

  1. What was your degree in Engineering, and what school did you attend? 

During high school, being good in math and science I became interested in aircraft, rockets, and the space program. I chose to go to Parks College/St. Louis University because it offered a degree in aerospace engineering, was close to home saving living expense costs, and offered a trimester program that allowed graduation in less than four years. I graduated in December of 1970 with a BS in aerospace engineering.

  1. What was your very first job as a federal employee and where did you work?

I was hired as an aerospace engineer in the Maintenance Engineering Directorate, in an office that examined spare parts and supporting data to determine if the parts could be manufactured by more than one source. The intent was to increase competition and thus reduce cost of spare parts. I later moved to a systems office providing engineering support of fielded systems, including oversight of modifications to improve the aircraft operations and capabilities.

  1. What year did you start in the federal government? 

After working for an IL county highway department for several years, I was contacted by the Department of the Army, Aviation Systems Command, and interviewed for several positions. I was hired and started in November 1973 (got married in May 1973) and started in the Aviation Maintenance Engineering Directorate supporting the armies rotary wing aircraft fleets.

Over the years, I supported a foreign military sales program, development of the Black hawk, and later the OH-58D Kiowa Warrior. I moved into program management in 1980 working in several programs. I eventually became the technical and business chief of the SAcout Attack Project Office. During the next several years, I served as acting project/program manager. In the late 1990’s I completed a MS in Engineering Management (Univ MO). During this time frame, Program offices were placed under a new management structure – Program Executive Office (PEO).

In 1997, as result of base realignment, the Aviation programs and supporting organizations in St Louis were relocated to Redstone Arsenal, AL, and were merged with the Missile organization to form a new Aviation Missile Command in 1997.  Not long after I was named the deputy project manager for Scout Attack programs (AH-1/OH-58 and eventually the UH-1 as well). This position included management of a variety of personnel including budget, contracting, logistics, and engineering. Over the next ten years, I again served as acting PM on several occasions.

  1. What was your last job in the federal government?

I ended my career as the deputy program manager for Scout Attack Aircraft, managing the AH-1 Cobra which we retired from service, UH-1 Hueys which were being retired as well, and the OH-58 Kiowa and Kiowa Warrior fleet which was deployed to support operations in Iraq and Afghanistan.  Additionally, I supported several foreign military sales cases. The position required overseeing the entire program, engineering, logistics, financial, and personnel, along with providing briefings to higher level organizations justifying budget requests and plans.

  1. What year did you retire from the federal government?

After 34 years of service, I retired in 2007. My decision to retire was based upon being eligible both in age, years of service, and feeling that the job was no longer rewarding.  This happens to everyone at some point and the causes are unique to everyone. When that time comes or is on the horizon, it’s time to plan to retire.

  1. What was the most rewarding part of being a federal employee?

As result of my organizations efforts, part of the Kiowa Warrior fleet was deployed in desert storm and maintained 100% readiness and availability while operating in combat in Iraq. No other fleet came close.

  1. As a retiree has it been what you expected?

Retirement has been much busier than I expected. Generally, I have been busy every day.

  1. Do you wish you were still working?

I do not miss going to work everyday, but I do miss my co-workers, some of whom I still stay in contact with.

  1. What do you like best about being retired?

Being retired, I enjoy the freedom to choose what I will be involved in. Since I was already an amateur Blacksmith, I have been in the shop doing projects that keep my mind active. Additionally, I’ve enjoyed singing and playing music, essentially, I am engaged with the artistic side of my capabilities which is relaxing.

  1. Regarding being an amateur black smith, please elaborate more your hobby, how and why you got started, how long you have been involved, and what are you currently working on. 

I became involved in Blacksmithing as a hobby not long after moving to Alabama. My youngest son, and I attended an event at the Burritt Museum on Monte Sano Mountain in Huntsville where a co-worker and older gentleman were demonstrating blacksmithing. This was on Saturday and they invited us to a meeting in Athens, AL where we lived. At that meeting, we joined the Alabama Forge Council. Since then I have taken classes and workshops learning blacksmithing. Having an artistic side, I’ve dabbled in many different artistic crafts as well as music, but none of the crafts has been as challenging and rewarding as blacksmithing. Since I have learned a lot, I’m now “passing along” to others, the blacksmiths craft. It’s always rewarding to take a piece of steel (Sometimes copper) and create useful and pleasing things.

  1. What advice would you give to someone that is ready to retire or is already retired?

If someone is considering retiring, they should look at several things. First, are you enjoying your job? Or does it look like the job is becoming un-enjoyable? Second, are you eligible to retire? Third, will your retirement income allow you to live without the need to go back to work? Bottom Line, If the job isn’t enjoyable, or is headed that way, and you are eligible to retire, and can afford it, Retire!  Consider a job after retiring if you need something to do or need added income. There are many activities including volunteering that can keep you busy after retirement!

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