The United States faces urgent challenges related to aging infrastructure, vulnerable energy systems, and economic competitiveness. Improving American competitiveness, security, and prosperity depends on private and public stakeholders’ ability to responsibly site, build, and deploy critical energy and infrastructure. Unfortunately, these projects face one common bottleneck: permitting. 

Permits and authorizations are required for the use of land and other resources under a series of laws, such as the National Environmental Policy Act (NEPA), the Endangered Species Act (ESA), and National Historic Preservation Act of 1966. However, recent court rulings and the Trump Administration’s executive actions have brought uncertainty and promise major disruption to the status quo. The Executive Order (EO) on Unleashing American Energy mandates guidance to agencies on permitting processes be expedited and simplified within 30 days, requires agencies prioritize efficiency and certainty over any other objectives, and revokes the Council of Environmental Quality’s (CEQ) authority to issue binding NEPA regulations. While these changes aim to advance the speed, efficiency, and certainty of permitting, the impact will ultimately depend on implementation by the permitting workforce.

Unfortunately, the permitting workforce is unprepared to swiftly implement changes following shifts in environmental policy and regulations. Teams responsible for permitting have historically been understaffed, overworked, and unable to complete their project backlogs, while demands for permits have increased significantly in recent years. Building workforce capacity is critical for efficient and effective federal permitting. 

Project Overview

Our team at the Federation of American Scientists (FAS) has spent 18 months studying and working to build government capacity for permitting talent. The Inflation Reduction Act (IRA) provided resources to expand the federal permitting workforce, and we partnered with the Permitting Council, which serves as a central body to improve the transparency, predictability, and accountability of the federal environmental review and authorization process, to gain a cross-agency understanding of the hiring challenges experienced in permitting agencies and prioritize key challenges to address. Through two co-hosted webinars for hiring managers, HR specialists, HR leaders, and program leaders within permitting agencies, we shared tactical solutions to improve the hiring process.

We complemented this understanding with voices from agencies (i.e., hiring managers, HR specialists, HR teams, and leaders) by conducting interviews to identify new issues, best practices, and successful strategies for building talent capacity. With this understanding, we developed long-term solutions to build a sustainable, federal permitting workforce for the future. While many of our recommendations are focused on permitting talent specifically, our work naturally uncovered challenges within the broader federal talent ecosystem. As such, we’ve included recommendations to advance federal talent systems and improve federal hiring.

Problem

Building permitting talent capacity across the federal government is not an easy endeavor. There are many stakeholders involved across different agencies with varying levels of influence who need to play a role: the Permitting Council staff, the Permitting Council members-represented by Deputy Secretaries (Deputy Secretaries) of permitting agencies, the Chief Environmental Review and Permitting Officers (CERPOs) in each agency, the Office of Personnel and Management (OPM), the Chief Human Capital Officer (CHCO) in each permitting agency, agency HR teams, agency permitting teams, hiring managers, and HR specialists. Permitting teams and roles are widely dispersed across agencies, regions, states, and programs. The role each agency plays in permitting varies based on their mission and responsibilities, and there are many silos within the broader ecosystem. Few have a holistic view of permitting activities and the permitting workforce across the federal government.

With this complex network of actors, one challenge that arises is a lack of standardization and consistency in both roles and teams across agencies. If agencies are looking to fill specialized roles unique to one permitting need, it means that there will be less opportunity for collaboration and for building efficiencies across the ecosystem. The federal hiring process is challenging, and there are many known bottlenecks that cause delays. If agencies don’t leverage opportunities to work together, these bottlenecks will multiply, impacting staff who need to hire and especially permitting and/or HR teams who are understaffed, which is not uncommon. Additionally, building applicant pools to have access to highly qualified candidates is time consuming and not scalable without more consistency.

Tracking workforce metrics and hiring progress is critical to informing these talent decisions. Yet, the tools available today are insufficient for understanding and identifying gaps in the federal permitting workforce. The uncertainty of long-term, sustainable funding for permitting talent only adds more complexity into these talent decisions. While there are many challenges, we have identified solutions that stakeholders within this ecosystem can take to build the permitting workforce for the future.

There are six key recommendations for addressing permitting workforce capacity outlined in the table below. Each is described in detail with corresponding actions in the Solutions section that follows. Our recommendations are for the Permitting Council staff, Deputy Secretaries, CERPOs, OPM, CHCOs, OMB, and Congress.

Solutions

The six solutions described below include an explanation of the problem and key actions our signal stakeholders (Permitting Council staff, Deputy Secretaries, CERPOs, OPM, CHCOs, OMB, and Congress) can take to build permitting workforce capacity. The table in the appendix specifies the stakeholders responsible for each recommendation.

Enhance the Permitting Council’s Authority to Improve Permitting Processes and Workforce Collaboration 

Permitting process, performance, and talent management cut across agencies and their bureaus—but their work is often disaggregated by agency and sub-agency, leading to inefficient and unnecessarily discrete practices. While the Permitting Council plays a critical coordinating role, it lacks the authority and accountability to direct and guide better permitting outcomes and staffing. There is no central authority for influencing and mandating permitting performance. Agency-level CERPOs vary widely in their authority, whereas the Permitting Council is uniquely positioned for this role. Choosing to overlook this entity will lead to another interagency workaround. Congress needs to give the Permitting Council staff greater authority to improve permitting processes and workforce collaboration. 

1. Enhance Permitting Council Authority for Improved Performance: Enhance provisions in FAST-41 and IRA by passing legislation that empowers the Permitting Council staff to create and enforce consistent performance criteria for permitting outcomes, permitting process metrics, permitting talent acquisition, talent management, and permitting teams KPIs.
2. Enhance Permitting Council Authority for Interagency Coordination: Empower the Permitting Council staff to manage interagency coordination and collaboration for defining permitting best practices, establishing frameworks for permitting, and reinforcing those frameworks across agencies. Clarify the roles and responsibilities between Permitting Council staff, Deputy Secretaries, CERPOs, and the Council on Environmental Quality (CEQ).
3. Assign Responsibility for Tracking Changes and Providing Guidance for Permitting Practices: Assign the Permitting Council staff in coordination with OMB responsibility for tracking changes and providing guidance on permitting practices in response to recent and ongoing court rulings that change how permitting outcomes are determined (e.g., Loper Bright/Chevron Deference, CEQ policies, etc.).
4. Provide Permitting Council staff with Consistent Funding: Either renew components of IRA and/or IIJA funding that enables the Council to invest in agency technologies, hiring, and workforce development, or provide consistent appropriations for this.
5. Enhance CERPO Authority and Position CERPOs for Agency-Wide and Cross-Agency Permitting Actions: Expand CERPO authority beyond the FAST-41 Act to include all permitting work within their agency. Through legislation, policy, and agency-level reporting relationships (e.g., CERPO roles assigned to the Secretary’s office), provide CERPOs with clear authority and accountability for permitting performance. 

Build Efficient Permitting Teams and Standardize Roles

In our research, we interviewed one program manager who restructured their team to drive efficiency and support continuous improvement. However, this is not common. Rather, there is a lack of standardization in roles engaged in permitting teams within and across agencies, which hinders collaboration and prevents efficiencies. This is likely driven by the different roles played by agencies in permitting processes. These variances are in opposition to shared certifications and standardized job descriptions, complicate workforce planning, hinder staff training and development, and impact report consistency. The Permitting Council staff, Deputy Secretaries, CERPOs, OMB, and the CHCO Council should improve the performance and consistency of permitting processes by establishing standards in permitting team roles and configurations to support cross-agency collaboration and drive continuous improvements.

1. Characterize Types of Permitting Processes: Permitting Council staff should work with Deputy Secretaries, CERPOs, and Permitting Program Team leaders to categorize types of permitting processes based on project “footprint”, complexity, regulatory reach (i.e., regulations activated), populations affected and other criteria. Identify the range of team configurations in use for the categories of processes.  
2. Map Agency Permitting Roles: Permitting Council staff should map and clarify the roles played by each agency in permitting processes (e.g., sponsoring agency, contributing agency) to provide a foundation for understanding the types of teams employed to execute permitting processes.
3. Research and Analyze Agency Permitting Staffing: Permitting Council staff should collaborate with OMB to conduct or refine a data call on permitting staffing. Analyze the data to compare the roles and team structures that exist between and across agencies. Conduct focus groups with cross agency teams to identify consistent talent needs, team functions, and opportunities for standardization.
4. Develop Permitting Team Case Studies: Permitting Council staff should conduct research to develop a series of case studies that highlight efficient and high performing permitting team structures and processes.
5. Develop Permitting Team Models: In collaboration with Deputy Secretaries and CERPOs, Permitting Council staff should develop team models for different agency roles (i.e., sponsor, lead agency, coordinating agency) that focus on driving efficiencies through process improvements and technology, and develop guidelines for forming new permitting teams.
6. Create Permitting Job Personas: In collaboration with Deputy Secretaries and CERPOs, Permitting Council staff should develop personas to showcase the roles needed on each type of permitting team and roles, recognizing that some variance will always remain, and the type of hiring authority that should be used to acquire those roles (e.g., IPA for highly specialized needs). This should also include new roles focused on process improvements; technology and data acquisition, use, and development; and product management for efficiency, improved customer experience, and effectiveness.
7. Define Standardized Permitting Roles and Job Analyses: With the support of Deputy Secretaries and CERPOs, Permitting Council staff should identify roles that can be standardized across agencies based on the personas, and collaborate with permitting agencies to develop standard job descriptions and job analyses.
8. Develop Permitting Practice Guide: In collaboration with Deputy Secretaries and CERPOs, Permitting Council staff should develop a primer on federal permitting practices that explains how to efficiently and effectively complete permitting activities.
9. Place Organizational Strategy Fellows: Permitting Council staff should hire at least one fellow to their staff to lead this effort and coordinate/liaise between permitting teams at different agencies.
10. Mandate Permitting Hiring Forecasts: Permitting Council staff should collaborate with the CHCO Council to mandate permitting hiring forecasts annually with quarterly updates.
11. Revise Permitting Funding Requirements: Permitting Council staff should include requirements for the adoption of new team models and roles in the resources and coordination provided to permitting agencies to drive process efficiencies.

Improve Workforce Strategy, Planning, and Decisions through Quality Workforce Metrics

Agency permitting leaders and those working across agencies do not have the information to make informed workforce decisions on hiring, deployment, or workload sharing. Attempts to access accurate permitting workforce data highlighted inefficient methods for collecting, tracking, and reporting on workforce metrics across agencies. This results in a lack of transparency into the permitting workforce, data quality issues, and an opaque hiring progress. With these unknowns, it becomes difficult to prioritize agency needs and support. Permitting provided a purview into this challenge, but it is not unique to the permitting domain. OPM, OMB, the CHCO Council, and Permitting Council staff need to accurately gather and report on hiring metrics for talent surges and workforce metrics by domain.

1. Establish Permitting Workforce Data Standards: OPM should create minimum data standards for hiring and expand existing data standards to include permitting roles in employee records, starting with the Request for Personnel Action that initiates hiring (SF52). Permitting Council staff should be consulted in defining standards for the permitting workforce.
2. Mandate Agency Data Sharing: OPM and OMB should require agencies share personnel action data; this should be done automatically through APIs or a weekly data pull between existing HR systems. To enable this sharing, agencies must centralize and standardize their personnel action data from their components.
3. Create Workforce Dashboards: OPM should create domain-specific workforce dashboards based on most recent agency data and make it accessible to the relevant agencies. This should be done for the permitting workforce.
4. Mandate Permitting Hiring Forecasts: The CHCO Council should mandate permitting hiring forecasts annually with quarterly updates. This data should feed into existing agency talent management/acquisition systems to track workforce needs and support adaptive decision making.

Invest in Professional Development and Early Career Pathways

There are few early career pathways and development opportunities for personnel who engage in permitting activities. This limits agencies’ workforce capacity and extends learning curves for new staff. This results in limited applicant pools for hiring, understaffed permitting teams, and limited access to expertise. More recently, many of the roles permitting teams hired for were higher level GS positions. With a greater focus on early career pathways and development, future openings could be filled with more internal personnel. In our research, one hiring manager shared how they established an apprenticeship program for early career staff, which has led 12 interns to continue into permanent federal service positions. The Permitting Council staff, Deputy Secretaries, and CERPOs should create more development opportunities and early career pathways for civil servants.

1. Invest in Training to Upskill and Reskill Staff: The Permitting Council staff should continue investing in training and development programs (i.e., Permitting University) to upskill and reskill federal employees in critical permitting skills and knowledge. Leveraging the knowledge gained through creating standard permitting team roles and collaborating with permitting leaders, the Permitting Council staff should define critical knowledge and skills needed for permitting and offer additional training to support existing staff in building their expertise and new employees in shortening their learning curve.
2. Allocate Permitting Staff Across Offices and Regions: CERPOs and Deputy Secretaries should implement a flexible staffing model to reallocate staff to projects in different offices and regions to build their experience and skill set in key areas, where permitting work is anticipated to grow. This can also help alleviate capacity constraints on projects or in specific locations.
3. Invest in Flexible Hiring Opportunities: CERPOs and Deputy Secretaries should invest in a range of flexible hiring options, including 10-year STEM term appointments and other temporary positions, to provide staffing flexibility depending on budget and program needs. Additionally, OPM needs to redefine STEM to include technology positions that do not require a degree (e.g., Environmental Protection Specialists).
4. Establish a Permitting Apprenticeship: The Permitting Council staff should establish a 1-year apprenticeship program for early career professionals to gain on-the-job experience and learn about permitting activities. The apprenticeship should focus on common roles shared across agencies and place talent into agency positions. A rotational component could benefit participants in experiencing different types of work.

Improve and Invest in Pooled Hiring for Common Positions

Outdated and inaccurate job descriptions slow down and delay the hiring process. Further delays are often caused by the use of non-skills-based assessments, often self-assessments, which reduce the quality of the certificate list, or the list of eligible candidates given to the hiring manager. HR leaders confront barriers in the authority they have to share job announcements, position descriptions (PDs), classification determinations, and certificate lists of eligible candidates (Certs). Coupled with the above ideas on creating consistency in permitting teams and roles and better workforce data, OPM, CHCOs, OMB, Permitting Council staff, Deputy Secretaries, and CERPOs should improve and make joint announcements, shared position descriptions, assessments, and certificates of eligibles for common positions a standard practice.

1. Provide CHCOs the Delegated Authority to Share Announcements, PDs, Assessments, and Certs: OPM and OMB should lower the barriers for agencies to share key hiring elements and jointly act on common permitting positions by delegating the authority for CHCOs to work together within and across their agencies, including with the Permitting Council staff.
2. Revise Shared Certificate Policies: OPM and OMB should revise shared certificate policies to allow agencies to share certificates regardless of locations designated in the original announcement and the type of hire (temporary or permanent). They should require skills-based assessments in all pooled hiring. Additionally, OPM should streamline and clarify the process for sharing certificates across agencies. Agencies need to understand and agree to the process for selecting candidates off the certificate list.
3. Create a Government-wide Platform for Permitting Hiring Collaboration: OPM should create a platform to gather and disseminate permitting job announcements, PDs, classification determinations, job/competency evaluations, and cert. lists to support the development of consistent permitting teams and roles.
4. Pilot Sharing of Announcements, PDs, Assessments, and Certs for Common Permitting Positions: OPM and the CHCO Council should collaborate with the Permitting Council staff to select most common and consistent permitting team roles (e.g., Environmental Protection Specialist) to pilot sharing within and across agencies.
5. Track Permitting Hiring and Workforce Performance through Data Sharing and Dashboards: Permitting Council staff, Deputy Secretaries, and CERPOs should leverage the metrics (see Improve Workforce Decisions Through Quality Workforce Metrics) and data actions above to track progress and make adjustments for sharing permitting hiring actions.
6. Incorporate Shared Certificates into Performance: OPM and the CHCO Council should incorporate the use of shared certificates into the performance evaluations of HR teams within agencies.

Improve Human Resources Support for Hiring Managers

Hiring managers lack sufficient support in navigating the hiring and recruiting process due to capacity constraints. This causes delays in the hiring process, restricts the agency’s recruiting capabilities, limits the size of the applicant pools, produces low quality candidate assessments, and leads to offer declinations. The CHCO Council, OPM, CERPOs, and the Permitting Council staff need to test new HR resourcing models to implement hiring best practices and offer additional support to hiring managers.

1. Develop HR Best Practice Case Studies: OPM should conduct research to develop a series of case studies that highlight HR best practices for recruitment, performance management, hiring, and training to share with CHCOs and provide guidance for implementation.
2. Document Surge Hiring Capabilities: In collaboration, the Permitting Council staff and CERPOs should document successful surge hiring structures (e.g., strike teams), including how they are formed, how they operate, what funding is required, and where they sit within an organization, and plan to replicate them for future surge hiring.
3. Create Hiring Manager Community of Practice: In collaboration, the Permitting Council staff and Permitting Agency HR Teams with support from the CHCO Council should convene a permitting hiring manager community of practice  to share best practices, lessons learned, and opportunities for collaboration across agencies. Participants should include those who engage in hiring, specifically permitting hiring managers, HR specialists, and HR leaders.
4. Develop Permitting Talent Training for HR: OPM should collaborate with CERPOs to create a centralized training for HR professionals to learn how to hire permitting staff. This training could be embedded in the Federal HR Institute.
5. Contract HR Support for Permitting: The Permitting Council staff should create an omnibus contract for HR support across permitting agencies and coordinate with OPM to ensure the resources are allocated based on capacity needs.
6. Establish HR Strike Teams: OPM should create a strike team of HR personnel that can be detailed to agencies to support surge hiring and provide supplemental support to hiring managers.
7. Place a Permitting Council HR Fellow: The Permitting Council should place an HR professional fellow on their staff to assist permitting agencies in shared certifications and build out talent pipelines for the key roles needed in permitting teams.
8. Establish Talent Centers of Excellence: The CHCO Council should mandate the formation of a Talent Center of Excellence in each agency, which is responsible for providing training, support, and tools to hiring managers across the agency. This could include training on hiring, hiring authorities, and hiring incentives; recruitment network development; career fair support; and the development of a system to track potential candidates.

Next Steps

These recommendations aim to address talent challenges within the federal permitting ecosystem. As you can see, these issues cannot be addressed by one stakeholder, or even one agency, rather it requires effort from stakeholders across government. Collaboration between these stakeholder groups will be key to realizing sustainable permitting workforce capacity.

Federal hiring ebbs and flows with changes in administrations, legislative mandates, attrition, hiring freezes, and talent surges. The lessons and practices in this blog post series explore the earlier stages of the hiring process. Though anchored in our permitting talent research, the lessons are universal in their application, regardless of the hiring environment. They can be used to accelerate and improve hiring for a single or multiple open positions, and they can be kept in reserve during hiring downturns.

Assessing, Selecting, and Onboarding the Successful Candidate

Previously we described the end-to-end hiring process, the importance of getting hiring right from the start, and how sharing resources speeds hiring. This post focuses on the last two phases of the process: Assessment and Offer. While these phases include eight steps, we’ve narrowed down our discussion to five key steps:

1. Close Job Opportunity Announcement and Evaluate Applicants
2. Review Certificate of Eligibles, Conduct Interviews, and Make Selection
3. Make Tentative Job Offer and Receive Acceptance
4. Initiate Investigation at the Appropriate Level (Security Check)
5. Make Official Offer and Enter on Duty (Onboard New Hire)

Our insights shared in this post are based on extensive interviews with hiring managers, program leaders, staffing specialists, workforce planners, and budget professionals as well as on-the-job experience. These recommendations for improvement focus on process and do not require policy or regulatory changes. They do require adoption of these practices more broadly throughout HR, program, and permitting managers, and staff. These recommendations are not unique to permitting; they apply broadly to federal government hiring. These insights should be considered both for streamlining efforts related to environmental permitting, as well as improving federal hiring.

Breaking Down the Steps

For each step, we provide a description, explain what can go wrong, share what can go right, and provide some examples from our research, where applicable.

Close Job Opportunity Announcement and Evaluate Applicants 

Once the announcement period has ended, job announcements close, and HR begins reviewing the applications in the competitive hiring process. HR reviews the applications, materials provided by the applicants, and the completed assessments, which vary depending on the assessment strategy. This selection process is governed by policies in competitive examination and will be determined by whether the agency is following category rating, rule of many, or other acceptable evaluation methods.

If the agency is using a different hiring authority or flexibility, this step will change. For example, if the agency has Direct Hire Authority (DHA), they may not need to provide a rigorous assessment and may be able to proceed to selection after a review of resumes. Most agencies will still engage in some assessment process for these types of positions. After the applicants are evaluated, HR issues a Certificate of Eligibles (or “cert list”) with the ranking of the applicants from which the hiring manager can select, including the implementation of Veterans preference. 

What Can Go Wrong

• Most applicant assessments rely on the resume review and candidate self-assessment. Applicants who understand the process rate themselves as highly qualified on all aspects of the job, resulting in a certificate list with unqualified applicants at the top. Agencies are now required by law to use skills-based assessments in the Chance to Compete Act and previous Executive Order guidance to prevent this, but the adoption process will be slow.
• HR staffing resources are frequently strained to immediately review applications and resumes causing delays. This causes applicant and hiring manager dissatisfaction and possibly a loss of attractive, qualified applicants. Within permitting, hiring managers have been struggling to find talent with the required expertise, especially specialized or niche expertise, and this loss is a critical setback.
• Frequently HR specialists do not consult with the program managers to gain a deep understanding of what they’re looking for in a resume or application and rely solely on their interpretation of the qualifications listed in the position description. This can result in poor quality applicants referred to the hiring manager. 

What Can Go Right

• If the recruiters and hiring manager have engaged in effective recruiting, applicant quality is likely to be quite high. This eases the HR’s job of finding strong applicants.
• With a strong applicant pool, HR specialist can limit the number of applicants they consider and/or limit how long the job announcement is open. This will expedite the process, as the assessment will be faster. Rigorous assessments reduce the likelihood of unqualified applicants making it to the certificate list. A hiring manager who insists on a skills-based assessment will likely move forward with a successful hire. Using subject-matter experts in a Subject Matter Expert Qualifications Assessment (SME-QA) or similar assessment process can result in a strong list of applicants, and it has the added benefit of building familiarity by engaging the employee’s future peers in the process.

Review Certificate of Eligibles, Conduct Interviews, and Make Selection 

HR sends a Certificate of Eligibles (certificate list) to the hiring manager that ranks the applicants who passed the assessment(s). Under competitive hiring rules (as opposed to some of the other hiring authorities), hiring managers are obligated to select from the top of the Certificate of Eligibles list, or those considered to be most qualified. 

The Veterans preference rules also require that qualified Veterans move to the top of the list and must be considered first. Outside of competitive hiring and under other hiring authorities, the hiring manager may have more flexibility in the selection of candidates. For example, direct hire authority allows the hiring manager to make a selection decision based on their own review of resumes and applications. 

If determined as part of the assessment process beforehand, the hiring manager may choose to conduct final interviews with the top candidates. In this case, the manager then informs HR of their selection decision. 

What Can Go Wrong

• If the hiring manager cannot find an applicant they deem qualified on the certificate list, they inform HR, restart the hiring action, and/or re-post the position, further delaying the process. This happens frequently when the assessment tools default to a self-evaluation, or self-assessment. One Hiring Manager we met needed to request a second certificate list, and this extended the hiring process to nine months.
• Lack of resources in HR or the hiring manager’s program often results in evaluation and selection delays. Top applicants in high demand may take other jobs if the process takes longer than anticipated. This was a concern voiced by hiring managers during our interviews.
• In rare circumstances, agency funding could be uncertain and the budget function could rescind the approval to hire at this stage, frustrating hiring managers, applicants, and HR specialists.

What Can Go Right

• Strong recruiting early and throughout the process results in a strong certificate list with excellent candidates. One permitting agency, following best practice, kept a pipeline of potential candidates, including prior applicants to boost the quality of the applicant pool.
• An effective assessment process weeds out unqualified or unsuitable candidates and culls the list of applicants to only those who can do the job.
• A deep partnership between the HR staffing specialist and the hiring manager in which they discuss the skills and “fit” of the top candidates increases the hiring manager’s confidence in the selection.

Make Tentative Job Offer and Receive Acceptance

HR reaches out to the applicant to make a tentative job offer (i.e., tentative based on the applicant’s suitability determination, outlined below) and asks for a decision from the applicant within an acceptable time frame, which is normally a couple of days to a week. The HR staffing specialist will keep in close contact with the hiring manager and HR officials regarding the status of the candidate accepting the position.

What Can Go Wrong

• The applicant rejects the offer due to a misunderstanding of the job. This could be the location, remote work, or telework availability. In our interviews, we learned that some applicants declined offers because they believed the position was full time or a temporary position that could convert to a full time role, but that was not the case.
• The applicant rejects the offer due to a competing offer at a higher salary or as a result of other financial factors (e.g., relocation expenses). Some participants shared that financial factors had been the reason for some of their declinations.
• The applicant rejects the offer because of how they have been treated throughout the process or delays, which have led them to remain in their current role or accept another position.

What Can Go Right

• The HR specialist and others involved in the hiring process maintain regular communications with the candidate regarding their offer, listens to any concerns they may have about accepting their offer, and works with the hiring manager to correct any misperceptions about the job requirements.
• The HR specialist and the hiring manager understand the financial incentives they can use to negotiate salary, relocation expenses, signing bonuses, and other benefits to negotiate with the candidate. These options are usually agency-, function-, or job-specific.

Initiate Investigation at the Appropriate Level (Security Check)

Different federal occupations require different levels of suitability determinations or security clearances – from simple background checks to make sure the information an applicant provided on their application is accurate to a Top Secret clearance that enables the employee to access sensitive information. Each type of suitability determination has a different time frame needed for a security officer to evaluate the candidate. (Some positions require the security officer to not only interview the candidate, but also interview their friends, relatives, and neighbors.) This takes time during a part of the hiring process when both the candidate with the tentative offer and the hiring manager are anxious to move forward.

Once the candidate selection is made, the HR specialist works with the agency suitability professionals to initiate the background check and clearance process. Agency suitability experts work with the Defense Counterintelligence Security Agency (DCSA) to conduct the determination of the applicant. 

What Can Go Wrong

• Applicants who have never applied for a federal job may be unfamiliar with their responsibilities during the suitability determination. If they do not fill out the forms properly, this causes delays, especially when the applicant is slow to respond.
• If the candidate does not know how long the suitability determination will take or what is involved in the process, the lack of transparency may create uncertainty and/or frustration among the applicant. Furthermore, if the candidate is not kept informed on where they are in the process or what to expect next, they may get discouraged and decline the tentative offer.
• Delays in scheduling fingerprinting appointments or access to fingerprinting facilities can also lengthen the time for the suitability determination.

What Can Go Right

• The hiring manager, HR specialist, and suitability experts work together to ensure the candidate knows where they are in the process and what is expected of them through frequent check-ins and progress tracking.
• Offering applicants a range of options for fingerprinting, including the opportunity to go to a third party vendor for prints. This can enable fast digital uploads within 24 hours (applicant may have to pay for third-party services).
• Hiring managers and HR specialists leverage the DCSA resources and tools, including the PDT Tool to determine the level of background check needed for their role.
• The Suitability manager uses a case management system to track and maintain all suitability requests. This will help ensure nothing is lost, and system notifications can help keep the process on track by requesting applicants, hiring managers, and HR specialists complete their tasks in a timely manner. One interview participant highlighted this as critical to the timeliness of the suitability process.

Make Official Offer and Enter on Duty (Onboard New Hire)

The last step in the hiring process is administering the final offer of employment, identifying and Entry on Duty date, and onboarding the new employee. HR staff usually shepherd the new employee through this step. The hiring manager, administrator, or a peer mentor frequently assists the new employee in making sure the employee understands what they need to do to begin contributing to the agency.

What Can Go Wrong

• The candidate declines the final offer of employment due to delays or dissatisfaction with their experience during the hiring process.
• Frequently, onboarding consists of filling out online forms, paperwork to register the new employee in the various agency systems, and required compliance training. Minimal attention is spent on their work and how it connects to the agency mission.
• All too often, the new employee does not receive their computer equipment, phone, or other resources necessary for them to do their jobs in a timely manner. These delays degrade the initial employee experience.

What Can Go Right

• HR and hiring manager program staff stay in constant connection with the candidate as they accept the job and start the onboarding process, ensuring that the early employee experience is positive. This includes not only the administrative activities but also introductions to the agency and the work they will be doing.
• Program managers and administrative staff can work with IT functions and other departments to make sure the new employee has the equipment and resources needed to start their job successfully.
• The hiring manager establishes their relationship with the new employee during onboarding, creating a positive atmosphere for the employee by clearly articulating expectations.

Conclusion

Hiring success depends heavily on the broader hiring ecosystem. There are many stakeholders (e.g., leadership, budget, program, HR, suitability, applicant) who play a crucial role; collaboration and communication is important for both a timely and successful hire. Adoption of best practices across the ecosystem will help to improve hiring outcomes, reduce process delays, and enhance the overall hiring experience for all parties involved. The best practices outlined in our blog post series provide a guide to better navigate the hiring process. 

The overall intent of hiring is to improve the performance of the federal program or function. New employees expand the organization’s workforce capacity and bring capabilities needed to achieve the mission. A skilled, prepared, and engaged federal employee can have an outsized impact on a program’s success.

“There really are fewer unicorn positions out there than we all imagined” – Bob Leavitt, HHS CHCO on shared PDs and certificates for common positions

Creating a job announcement that attracts high quality applicants is critical to the hiring process. For hiring managers, finding a balance between identifying the unique details of the position and managing the time and resources required is a challenge. When defining a position, there are many potential “off-ramps.” While these diversions are sometimes necessary, they often result in significant time delays and demand scarce resources from both hiring managers and HR staff. Improvements over the past few years offer hiring managers opportunities to accelerate the process while improving applicant quality, primarily done through collaboration within and across agencies that requires a level of standardization.

In our previous blog posts, we outlined the hiring process and dove into the first phase – Getting Hiring Right from the Start. This post discusses the second phase of the process: planning for and announcing the job. This phase includes four steps:

1. Review Position Description and Confirm Job Analysis 
2. Classify or Reclassify the Position
3. Confirm Job Analysis and Assessment Strategy
4. Create and Post the Job Opportunity Announcement (JOA)

Our insights shared in this post are based on extensive interviews with hiring managers, program leaders, staffing specialists, workforce planners, and budget professionals as well as on-the-job experience. These recommendations for improvement focus on process and  do not require policy or regulatory changes. They do require adoption of these practices more broadly throughout HR, program, and permitting managers, and staff. Additionally, our insights here are not unique to permitting, rather they apply broadly to federal government hiring. These insights should be considered both for streamlining efforts related to environmental permitting, as well as improving federal hiring.

Breaking Down the Steps

For each step in this phase, we provide a description, explain what can go wrong, share what can go right, and provide some examples from our research, where applicable. 

Review Position Description and Confirm Job Analysis

The Position Description (PD) is core to the hiring process. It describes the occupation, grade level, job duties, qualifications, and any special skills needed for the job and agency. In hiring, it is used to develop the job announcement, review the position’s classification, and establish a  foundation for assessing candidates. Outside of hiring, it is used in performance management, position management, probation period evaluation, and serves as a reference for disciplinary action. 

At this step, a hiring manager reviews the position description to make sure it is an accurate, current depiction of the job requirements, which may require a review of the past job analysis, or the evaluation of the knowledge, skills, abilities, behaviors, and experience needed for the positions (i.e., the competencies). The PD can be inaccurate due to dynamic changes in the job: core duties, technologies used, process changes, and supervisory responsibilities. These updates can range from simple wording changes to major changes that require additional work. 

In our interviews, we heard from hiring managers and HR specialists that updating position descriptions had been a challenge and bottleneck in their hiring process. One hiring manager shared that they chose to not change their positions even if they wanted a different role because of the anticipated time delays. Other participants shared that they have begun moving towards standardized PDs within their agency to reduce redundancies and enable more collaboration.

What Can Go Wrong

• Based on hiring manager feedback to the HR specialist, a significantly out-of-date PD can result in major revisions that require a job analysis and/or reclassification of the position. This can delay the hiring process by weeks, or even months. If the grade level or other key aspects of the position need to be changed, the position requisition (SF-52 form) needs to be revised, adding even more time. 
• Overzealous staffing specialists or classifiers may perceive major job changes where they do not exist in practice, causing delays for additional reviews and revisions.
• Too much specificity in job task descriptions will require additional job analyses, causing further delays. Whereas not enough specificity provides insufficient guidance for developing the assessment strategy, JOA, and other management actions dependent on the PD (e.g., performance management, development plans, or disciplinary action).

What Can Go Right

• With permission from their Chief Human Capital Office (CHCO) office, a hiring manager can use a current PD from elsewhere in the agency that accurately describes the job. A number of agencies have created PD libraries that bring together common PDs from across the organization. One HR Leader we interviewed described having a library of available positions that hiring managers are encouraged to look through when creating a new position. Hiring managers can even include specialized skills in an existing PD to augment the fundamental job duties, avoiding reclassification.
• Hiring managers can offer flexibility in location, where possible. Based on our interviews, agencies are seeing greater success attracting strong applicants with flexible locations, remote work, or telework options.
• The HR staffing specialist can search for and find a shared certificate of eligibles (i.e., a list of eligible candidates) for their PD already available through their own agency HR talent systems or through the USAJOBS Agency Talent Portals. As long as the job and grade match, the hiring manager can bypass much of the hiring process and move quickly to identifying applicants. 
• Many agencies require managers to review and if needed, revise position description every year during the performance management process. This can make sure the PD is ready to go for the hiring process. In our interviews, we heard that this is required, but may not be regularly completed.

Classify/Reclassify the Position

Position classification is a structured process in every Cabinet agency in which an expert assesses the requirements of the job by evaluating factors such as knowledge, skills, abilities, complexity, and supervisory controls/responsibilities. The process is initiated when a PD is deemed inaccurate due to changes in the role. The HR staffing specialist will ask a classification expert to assess the role. This is done by reviewing the PD, existing job analyses, past classifications, and classification audits. They will also gather and review data from the hiring manager and others working in similar roles. Based on their assessment, the classifier can recommend changes to the grade level and/or the occupational series. These changes could be simple revisions or a more extensive reclassification. This process can take days or weeks to complete and can delay the hiring process significantly.

What Can Go Wrong

• HR staff and classifiers sometimes do not explain the need for classification and its benefits. This makes the process opaque and leaves the hiring manager wondering how long it will take to complete.

• HR staffing specialists and classifiers vary widely in how they apply the classification standards. Some seek greater specificity, and therefore insist on a full classification review when it may not be needed.
• Agency HR functions frequently lack workforce capacity for classification and job analyses. As a result, they have to prioritize requests, which can cause further delays.

What Can Go Right

• Collaboration and transparency between hiring managers, staffing specialists, and classifiers can lead to rapid approval of a PD and classification review. If there cannot be a quick approval, this close engagement leads to clearer expectations and realistic timelines.
• If the same position, at the same grade level, has recently completed a classification audit in a different part of the agency, the hiring team can use it. This can also be done across agencies with CHCO approval.
• Hiring managers who invest time to understand the position well and articulate the roles, duties, relationships, and complexity to the classifier can improve the outcomes and make the process more efficient. 
• Agencies that lack classification resources frequently engage with outside contractors or retired annuitants to provide more capacity for the classification and job analysis work. 

Develop Assessment Strategy

A critical, but sometimes overlooked step in hiring is developing the assessment strategy for the position. This determines how the HR staff and hiring manager will evaluate applicants and identify candidates for the certificate list, or the list of eligible applicants. The strategy needs to assess candidates based on the defined job duties and position criteria, and it plays a major role in determining the quality of candidates.The assessment strategy consists of three parts:

1. How job applications and resumes are reviewed
2. How the applicants demonstrate the required skills and abilities
3. How the hiring manager makes the final selection

Recently, agencies have moved toward evaluating applicants by assessing their skills, spurred on by the Executive Order and guidance on skills-based assessments and now reinforced by the Chance to Compete Act. This shift aims to move away from relying on education and/or self-assessments. Skills-based assessments can include online tests, skills-based simulation exercises, simulated job tryouts, as well as the Subject Matter Expert Qualifications Assessment (SME-QA) process developed by OPM and USDS/OMB. This improves the quality of assessments and aims to ensure the candidates on the certificate list are qualified for the job.

What Can Go Wrong

• If a hiring manager and HR staffing specialist bypass this step, this frequently results in a certificate list with unqualified candidates. Without a strategy, many default to using a resume review and self-assessments. Unfortunately, our research indicated that many agencies are still using self-assessments.
• Most of the time, resume screening is left solely to the HR staff. Lack of alignment between HR specialists and hiring managers on essential qualifications results in an inaccurate screening, leading unqualified candidates to make the cut. Too often, HR staff will only screen applications for the exact phrases that appear in the job announcement. Applicants know this and revise their documents accordingly.
• When a skills-based assessment does not exist for the position and specific grade level, it needs to be created. This takes time and expert resources, thus delaying the hiring process.
• Inaccurate resume screenings and self-assessments frequently lead to a high number of unqualified Veterans making the top of the certificate list due to Veterans preference. Unfortunately, this leads to a negative perception of Veterans preference. 

What Can Go Right

• Working with HR staffing specialists to find existing assessments can save time and improve candidate selection quality. In addition, USA Hire, Monster, and other HR talent acquisition platforms are offering compendiums of assessment strategies and tools that can be accessed, usually for free. 
• Deep engagement between hiring managers, staffing specialists, and assessment professionals in developing an assessment strategy and selecting tools pays off. This can lead to enhanced resume and application screening, stronger alignment between candidate and position needs, and higher quality certificate lists of eligible candidates.
• Engagement with staffing specialists and assessment experts can also help the hiring manager understand and make tradeoff decisions related to the speed and ease of administration. For example, an online test may be easier to utilize, while embedding Subject Matter Experts into the selection process may increase the efficacy.

Create and Post Job Opportunity Announcement

Though creating and posting the JOA is relatively straightforward, lack of attention to this step can reduce the number of attractive candidates. The HR staffing specialist usually creates the JOA in consultation with the hiring manager to ensure that it not only accurately reflects the job duties, but also sells the job to potential applicants. The JOA is an opportunity to showcase the importance of the role and its contribution to the agency’s mission. 

The JOA outlines applicant eligibility, job duties, job requirements (e.g., conditions of employment, qualifications, etc.), education (if needed), assessment strategy, and application requirements. It also lists the occupation, grade level, location, and other details. See USAJOBS for examples.

What Can Go Wrong

• Some hiring managers and staffing specialists are under the misapprehension that the JOA needs to contain the exact language from the PD in both the title and description. This can include jargon and terms that are unfamiliar to those not within the organization. 
• Unintentionally, a hiring manager may lock the job location in a specific city or metropolitan area when the job could be remote or in multiple locations. To correct this, the JOA will need to be taken down and re-posted if no suitable applicants can be found.

What Can Go Right

• JOAs need to be tailored to the target applicants, and working with those currently in the job or in a related-discipline can help in crafting an attractive JOA.
• Using plain language in the job title and description instead of jargon will attract more candidates. OPM has published plain language guidance to help hiring managers and staffing specialists do this effectively.
• Earlier in the hiring process, successful hiring managers and staffing specialists define recruiting and sourcing strategies to attract candidates. This can include posting the job on alternative sites (e.g., agency websites, LinkedIn, Handshake, Indeed, etc.) in addition to USAJOBS to reach a broader audience. One agency’s HR team described leveraging multiple platforms for outreach and was able to successfully recruit many qualified candidates for their open roles. Strategies can also include asking hiring managers, peers, agency leaders, and recruiters to message highly qualified candidates to expand the applicant pool and bring in more qualified applicants. 

Conclusion

Throughout this phase of work, there are many actions hiring managers and staffing specialists can take to streamline the process and improve the quality of eligible candidates. Most importantly, hiring managers and staffing specialists can collaborate within and across agencies to expedite and simplify the process. Using an existing PD from another part of the agency, finding an assessment tool for the job and grade level, pooling resources on a common job announcement with a peer, and using shared certificates to move straight to a job offer are all ways you can find a well-qualified hire faster. More tips and techniques to improve hiring can be found in OPM’s Workforce of the Future Playbook.

Changes that can be made to improve efficiency and promote collaboration. These center on moving to standardized PDs, where appropriate, leveraging shared certifications with those standardized PDs, and investing in skills-based assessments, which are now required by law in the Chance to Compete Act. 

Making these actions common practice is one of the key challenges to improving hiring. The Executive Order on skills-based hiring states “in light of today’s booming labor market, the Federal government must position itself to compete with other sectors for top talent.” It is critical we take advantage of these collaboration tools that can improve the hiring experience for all those involved.

Government, like all institutions, runs on people. We need more people with the right skills and expertise for the many critical roles that public agencies are hiring for today. Yet hiring talent in the federal government is a longstanding challenge. The next Administration should unpack hiring strategy from headquarters and launch a series of large scale, cross-agency recruitment and hiring surges throughout the country, reflecting the reality that 85% of federal employees are outside the Beltway. With a collaborative, cross-agency lens and a commitment to engaging jobseekers where they live, the government can enhance its ability to attract talent while underscoring to Americans that the federal government is not a distant authority but rather a stakeholder in their communities that offers credible opportunities to serve. 

Challenge and Opportunity

The Federal Government’s hiring needs—already severe across many mission-critical occupations—are likely to remain acute as federal retirements continue, the labor market remains tight, and mission needs continue to grow. Unfortunately, federal hiring is misaligned with how most people approach job seeking. Most Americans search for employment in a geographically bounded way, a trend which has accelerated following the labor market disruptions of the COVID-19 pandemic. In contrast, federal agencies tend to engage with jobseekers in a manner siloed to a single agency and across a wide variety of professions. 

The result is that the federal government tends to hire agency by agency while casting a wide geographic net, which limits its ability to build deep and direct relationships with talent providers, while also duplicating searches for similar roles across agencies. Instead, the next Administration should align with jobseekers’ expectations by recruiting across agencies within each geography. 

By embracing a new approach, the government can begin to develop a more coordinated cross-agency employer profile within regions with significant federal presence, while still leveraging its scale by aggregating hiring needs across agencies. This approach would build upon the important hiring reforms advanced under the Biden-Harris Administration, including cross-agency pooled hiring, renewed attention to hiring experience for jobseekers, and new investments to unlock the federal government’s regional presence through elevation of the Federal Executive Board (FEB) program. FEBs are cross-agency councils of senior appointees and civil servants in regions of significant federal presence across the country. They are empowered to identify areas for cross-agency cooperation and are singularly positioned to collaborate to pool talent needs and represent the federal government in communities across the country.

Plan of Action

The next Administration should embrace a cross-agency, regionally-focused recruitment strategy and bring federal career opportunities closer to Americans through a series of 2-3 large scale, cross-agency recruitment and hiring pilots in geographies outside of Washington, DC. To be effective, this effort will need both sponsorship from senior leaders at the center of government, as well as ownership from frontline leaders who can build relationships on the ground. 

Recommendation 1. Provide Strategic Direction from the Center of Government 

The Office of Personnel Management (OPM) and the Office of Management and Budget (OMB) should launch a small team, composed of leaders in recruitment, personnel policy and workforce data, to identify promising localities for coordinated regional hiring surges. They should leverage centralized workforce data or data from Human Capital Operating Plan workforce plans to identify prospective hiring needs by government-wide and agency-specific mission-critical occupations (MCOs) by FEB region, while ensuring that agency and sub-agency workforce plans consistently specify where hiring will occur in the future. They might also consider seasonal or cyclical cross-agency hiring needs for inclusion in the pilot to facilitate year-to-year experimentation and analysis. With this information, they should engage the FEB Center of Operations and jointly select 2-3 FEB regions outside of the capital where there are significant overlapping needs in MCOs. 

As this pilot moves forward, it is imperative that OMB and OPM empower on-the-ground federal leaders to drive surge hiring and equip them with flexible hiring authorities where needed. 

Recommendation 2. Empower Frontline Leadership from the FEBs

FEB field staff are well positioned to play a coordinating role to help drive surges, starting by convening agency leadership in their regions to validate hiring needs and make amendments as necessary. Together, they should set a reasonable, measurable goal for surge hiring in the coming year that reflects both total need and headline MCOs (e.g., “in the next 12 months, federal agencies in greater Columbus will hire 750 new employees, including 75 HR Specialists, 45 Data Scientists, and 110 Engineers”). 

To begin to develop a regional talent strategy, the FEB should form a small task force drawn from standout hiring managers and HR professionals, and then begin to develop a stakeholder map of key educational institutions and civic partners with access to talent pools in the region, sharing existing relationships and building new ones. The FEB should bring these external partners together to socialize shared needs and listen to their impressions of federal career opportunities in the region.

With these insights, the project team should announce publicly the number and types of roles needed and prepare sharp public-facing collateral that foregrounds headline MCOs and raises the profile of local federal agencies. In support, OPM should launch regional USAJOBS skins (e.g., “Columbus.USAJOBS.gov”) to make it easy to explore available positions. The team should make sustained, targeted outreach at local educational institutions aligned with hiring needs, so all federal agencies are on graduates’ and administrators’ radar. 

These activities should build toward one or more signature large, in-person, cross-agency recruitment and hiring fairs, perhaps headlined by a high profile Administration leader. Candidates should be able to come to an event, learn what it means to hold a job in their discipline in federal service, and apply live for roles at multiple agencies, all while exploring what else the federal government has to offer and building tangible relationships with federal recruiters. Ahead of the event, the project team should work with agencies to align their hiring cycles so the maximum number of jobs are open at the time of the event, potentially launching a pooled hiring action to coincide. The project team should capture all interested jobseekers from the event to seed the new Talent Campaigns function in USAStaffing that enables agencies to bucket tranches of qualified jobseekers for future sourcing. 

Recommendation 3. Replicate and Celebrate

Following each regional surge, the center of government and frontline teams should collaborate to distill key learnings and conclude the sprint engagement by developing a playbook for regional recruitment surges. Especially successful surges will also present an opportunity to spotlight excellence in recruitment and hiring, which is rarely celebrated. 

The center of government team should also identify geographies with effective relationships between agencies and talent providers for key roles and leverage the growing use of remote work and location negotiable positions to site certain roles in “friendly” labor markets. 

Conclusion

Regional, cross-agency hiring surges are an opportunity for federal agencies to fill high-need roles across the country in a manner that is proactive and collaborative, rather than responsive and competitive. They would aim to facilitate a new level of information sharing between the frontline and the center of government, and inform agency strategic planning efforts, allowing headquarters to better understand the realities of recruitment and hiring on the ground. They would enable OPM and OMB to reach, engage, and empower frontline HR specialists and hiring managers who are sufficiently numerous and fragmented that they are difficult to reach in the present course of business. 

Finally, engaging regionally will emphasize that most of the federal workforce resides outside of Washington, D.C., and build understanding and respect for the work of federal public servants in communities across the nation.

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.

PLEASE NOTE (February 2025): Since publication several government websites have been taken offline. We apologize for any broken links to once accessible public data.

Have you ever asked a civil servant in the federal government what it was like to hire new staff? It’s quite common to hear how challenging it is to navigate the hiring process and how long it takes to get someone through the door. At FAS, we know it’s hard. We’ve seen how it works, and we’ve heard stories from civil servants in government.

Following the wave of legislation aimed at addressing infrastructure, environment, and economic vulnerabilities (i.e., the Bipartisan Infrastructure Law (BIL), the Inflation Reduction Act (IRA), and the CHIPS and Science Act (CHIPS)), we knew that the federal government’s hiring needs were going to soar. As we previously stated, permitting is a common bottleneck that would hinder the implementation of BIL, IRA, and CHIPS. The increase in work following this legislation came in conjunction with a push for faster permits, which in turn significantly increased agency workload. Many agencies did not have the capacity to clear the existing backlogs of permitting projects they already had in their pipeline, which would not even begin to address the new demand that would result from these laws. As such, talent capacity, or having staff with the knowledge and skills needed to meet the work demands, presented a major bottleneck. 

We also knew that surge hiring is not a strength of the government, and there are a number of reasons for that; some we highlighted in our recent blog post. It’s a difficult task to coordinate, manage, and support the hiring process for a variety of roles across many agencies. And agencies that are responsible for permitting activities, like environmental reviews and authorizations, do not have standardized roles and team structures to make it easier to hire. Furthermore, permitting responsibility and roles are disaggregated within and across agencies – some roles are permanent, others are temporary. Sometimes responsibility for permitting is core to the job. In other cases, the responsibility is part of other program or regional/state needs. This makes it hard to take concerted and sustained action across government to improve hiring. 

While this sounds like a challenge, FAS saw an opportunity to apply our talent expertise to permitting hiring with the aim of reducing the time to hire and improving the hiring experience for both hiring managers and HR specialists. Our ultimate goal was to enable the implementation of this new legislation. We also knew that focusing on hiring for permitting would offer a lens to better understand and solve for systemic talent challenges across government. 

As part of this work, we had the opportunity to connect and collaborate with the Permitting Council, which serves as a central body to improve the transparency, predictability, and accountability of the federal environmental review and authorization process, to gain a broad understanding of the hiring difficulties experienced across permitting agencies. This helped us identify some of the biggest challenges preventing progress, which enabled us to co-host two webinars for hiring managers, HR specialists, HR leaders, and program leaders within permitting agencies, focused on showcasing tactical solutions that could be applied today to improve hiring processes.

Our team wanted to complement this understanding of the core challenges with voices from agencies – hiring managers, HR specialists, HR teams, and leaders – who have all been involved in the process. We hoped to validate the challenges we heard and identify new issues, as well as capture best practices and talent capacity strategies that had been successfully employed. The intention of this blog is to capture the lessons from our discussions that could support civil servants in building talent capacity for permitting-related activities and beyond, as many solutions identified are broadly applicable across the federal government.

Approach

Our team at FAS reached out to over 55 civil servants who work across six agencies and 17 different offices identified through our hiring webinars to see if they’d be willing to share about their experiences trying to hire for permitting-related roles in the implementation of IRA, BIL, and CHIPS. Through this outreach, we facilitated 14 interviews and connected with 18 civil servants from six different organizations within the Environmental Protection Agency, Department of Defense, Department of Interior, U.S. Department of Agriculture, and the Department of Commerce. The roles of the participants varied; it included Hiring Managers, HR Specialists, HR Leaders, Chief Environmental Review and Permitting Officers, and Chief Human Capital Officers.

In our conversations, we focused on identifying their hiring needs to support permitting-related activities within their respective organization, the challenges they experience in trying to hire for those new positions, what practices were successful in their hiring efforts, and any recommendations they had for other agencies. We synthesized the data we gathered through these discussions and identified common challenges in hiring, successful hiring practices, talent capacity strategies, and additional tips for civil servants to consider.

Challenges to Hiring

We identified many challenges hindering agencies from quickly bringing on new staff to fill their open roles. From the start, many teams responsible for permitting were already very understaffed. One interviewee explained that they had serious backlogs requiring complex analysis, but were only able to triage and take on what was feasible. Another shared that they initially were only processing 60% of their workload annually. A third interviewee explained that some of their staff had previously been working on 4-5 Environment Impact Statements (EIS) at one time, which is very high and not common for the field. Their team had a longstanding complaint about high workload that led to a high attrition rate, which only increased the need for more hires. In addition to the permitting teams being under resourced, many HR counterpart teams were also understaffed. This created an environment where teams needed to hire a significant number of new staff, but did not necessarily have the HR support necessary to execute. 

The budget was the next issue many agencies faced. The budget constraints resulting from the time-bound funding of IRA and BIL raised a number of important questions for the agencies. BIL funds expire at the end of FY2026 and IRA funds expire anywhere between 2-10 years from the legislation passing in 2022. For example, the funds allocated to the Permitting Council in the IRA expire at the end of FY2031, and some of these funds have been given to agencies to bolster workforce capacity for supporting timely permitting reviews. Ultimately, agencies needed to decide if they wanted to hire temporary or full time employees. This decision cannot be made without additional information and analysis of retirement rates, attrition rates, and other funding sources. 

In addition to managing the budgetary constraints, agencies needed to determine how they would allocate the funds provided to their bureaus and programs. This required negotiations, justifications, and many discussions. The ability of Program Leaders to negotiate and justify their allocation is dependent upon their ability to accurately conduct workforce planning, which was a challenge identified through interviews. Specifically, some managers were challenged to accurately plan in an environment that is demand-driven and continuously evolving. Additionally, managing staff who have a variety of responsibilities and may only work on permitting projects for a portion of their time only increases the complexity of the planning process. 

A number of challenges we heard were common pain points in the federal government’s hiring process, as noted in Many Chutes and Few Ladders in the Federal Hiring Process. These include:

• Assessments: Inadequate assessments have led to issues with the certificate lists of eligible candidates provided from the HR Specialist to the hiring manager. Some hiring managers have received lists with too many candidates to choose from, while others have been disappointed to not see qualified candidates on the list. This is largely a result of assessments that do not effectively screen qualified applicants. Self-assessments are an example of this, where applicants score their own abilities in response to a series of multiple choice questions. From our conversations, self-assessments are still a commonly used practice, and skills-based assessments have not been widely adopted.
• Job Descriptions: Both creating new and updating job descriptions has caused delays in the hiring process. Some agencies have started moving towards standardized job descriptions with the goal of making the process more efficient, but this has not been an easy task and has required a lot of time for collaboration across a variety of stakeholders.
• Background Checks: Delays in background checks have slowed the process. These delays often result from mistakes in or incomplete Electronic Questionnaires for Investigations Processing (e-QIP) forms, delays in scheduling fingerprint appointments, a lack of infrastructure for sharing and tracking information between key stakeholders (e.g., selected applicant, suitability manager, hiring manager), and delayed responses to notifications in the process.
• Candidate Declinations: Candidates declining a job offer have set a number of agencies back, especially those lacking deep applicant pools. The reasons provided have varied. Some applicants believed that the temporary positions were negotiable or did not realize they had applied to a term position, and they were no longer interested. In some cases, agency hiring managers did not know they had hiring flexibilities or incentives to offer that may have bridged the gap for the candidate. Others were unable to accept the offer for the specific location, citing the increased cost of living and housing prices as a barrier.

Lastly, recruiting was noted as a challenge by a number of participants. Recruiting for a qualified applicant pool has been difficult, especially for those looking to hire very specialized roles. One participant explained their need for someone with experience working in a specific region of the country and the limitations that came with not being able to offer a relocation bonus. Another participant described the difficulty in finding qualified candidates at the right grade level because the pay scale was very limiting for the expertise required. These challenges are exacerbated in agencies that lack recruiting infrastructure and dedicated resources to support recruitment.

These challenges manifested as bottlenecks in the hiring process and present opportunities for improvement. Apart from the new, uncertain funding, these challenges are not novel. Rather, these are issues agencies have been facing for many years. The new legislation has drawn broader attention back to these problems and presents an opportunity for action. 

Successful Hiring Practices

Despite these bottlenecks, participants shared a number of practices they employed to improve the hiring process and successfully bring new staff onboard. We wanted to share seven (7) practices that could be adopted by civil servants today.

Establish Hiring Priority and Gain Leadership Support

One agency leveraged the Biden-Harris Permitting Action Plan to establish and elevate their hiring needs. Following the guidance shared by OMB, CEQ, and the Permitting Council, this agency set out to develop an action plan that would function as a strategic document over the next few years. They employed a collaborative approach to develop their plan. The Chief Environmental Review and Permitting Officer (CERPO) and Deputy CERPO, the roles responsible for overseeing environmental review and permitting projects within their agencies and under their jurisdiction, brought together a team of NEPA Specialists and other staff engaged in environmental reviews and permitting across their organizations with equities. This group collectively brainstormed what they could do to strengthen and streamline permitting and environmental reviews at their agency. From this list, they prioritized five key focus areas for the first phase of their plan. This included hiring as the highest priority because it had been identified as a critical issue. Given their positioning within the organization and the Administration’s mandate, they were able to gain the support of the Secretary, and as a result, escalate their hiring needs to fill over 30 open positions over the course of FY24.

Collaborate and Share Across the Organization

Sharing and collaborating across the agency helped many expedite the hiring process. Here are examples that highlight the importance of this for success.
(1) One agency described how they share position descriptions across the enterprise. They have a system that allows any hiring manager to search for a similar position that they could use themselves or refine for their specific role. This reduces the time spent by hiring managers recreating positions.

(2) Another agency explained how they created an open tracking tool of positions they were interested in hiring across the organization. This tool allowed hiring managers across the agency to share the positions they wanted to hire. The initial list included 300 potential positions; it allowed them to prioritize and identify opportunities for collaboration. By leveraging shared certificates, they were able to reduce duplication. This tool evolved into an open repository of positions the organization was looking to recruit and a timeline for when they would be recruiting for those roles. Once announcements were closed, they would share the certificate lists widely to hiring managers.

(3) In another example, the participant explained how they facilitated ongoing collaboration between the CERPO, CHCO, HQ, and both HR and Program Leads from each relevant bureau to drive forward the hiring process. They initially worked with the Program Leads from the key bureaus impacted to identify their hiring needs and discuss the challenges they were facing. Then they reached out to the CHCO to engage them and share their priority hiring needs and worked to bring in each bureau’s respective HR teams to provide technical assistance. With everyone engaged, they set up a regular check-in to discuss progress, and the group collaborated to develop and classify position descriptions for the open positions. Later once candidates had been selected, they collaborated with operations to prioritize their hires in suitability. This ultimately saved time and streamlined the process.

Improve Hiring Processes

Participants described improving hiring processes within their organization through a variety of approaches. One method that we heard numerous times is standardizing job descriptions across the enterprise to reduce duplicative job revision and classification efforts and support the use of shared certifications. One agency approached this by facilitating focus groups with key stakeholders to define the non-negotiable and “nice to have” duties for the role. These sessions included classifiers, domain specialists, leadership, and data analysts. They found that when the group started discussing the knowledge and skills that really mattered, they were able to understand why combining efforts would help them achieve their goals more quickly. They realized that some of the minute details (e.g., expertise in Atlantic Salmon) did not need to be in the position description and rather could be deduced through the interview process. While this took a great deal of buy in and leadership support, they were successful in standardizing some position descriptions.

Other methods for improving hiring processes included standardizing the process for establishing pay to reduce competition across the agency, setting a 30-day time limit for making selections, setting applicant limits for closing job announcements, and using data to drive improvements. In one interview with an agency’s HR team, we learned about their role in collecting and analyzing data in each step of the hiring process (e.g., overall hiring time, time at each step, etc.). They use this information to monitor progress, track performance, understand which incentives are being employed, and identify opportunities for improvement in the overall process. This data helps inform their decisions and allows them to identify where they need to provide more support.

Leverage Position and Recruiting Incentives

Multiple participants described using incentives to make a position more attractive to a candidate and encourage the acceptance of a job offer. Multiple agencies offered remote and hybrid positions where possible, which they cited as generating more interest in the role. One HR team shared how they employ a series of OPM approved recruiting incentives to make positions more compelling. These included starting bonuses, student loan repayment, credit for industry work, advanced leave, higher step options, relocation bonuses, and additional leave time. They find these incentives to be particularly helpful when the location requires a far move (e.g., Alaska, Hawaii) or is difficult to hire into for whatever reason. 

Leverage Hiring Flexibilities

Multiple agencies cited using different hiring flexibilities to hire for their open positions and remove some of the barriers embedded in the competitive service hiring process. The flexibilities included, Direct Hire Authority, Schedule A, Pathways Programs, retired annuitants, internship conversions, internal detailees, Presidential Innovation Fellows via GSA, Digital Service Fellows Program, as well as contract staff to support IT development. Many agencies also hired for term or temporary positions that ranged from three to 10 years, depending on the additional funding sources that could be found. Employing these authorities helped to streamline the hiring process.

Seek HR Recruiting Support

One agency described how their HR office supported and collaborated with hiring managers throughout the hiring process, especially in bolstering their recruitment efforts. One HR team helped lead recruitment outreach, sharing their open positions on a variety of media in coordination with their communications team (i.e., their website, facebook, instagram). They also developed standard language for hiring managers to share with their networks that highlighted information about the role and mistakes to avoid when applying. This helped relieve the pressure on the hiring manager to lead the recruiting effort.

Invest in Dedicated HR Staff to Manage and Support Permitting Hiring

Multiple agencies shared how they hired a dedicated resource to oversee the hiring process for their organization. One agency hired a retired annuitant (i.e., someone who retired from working in the federal government and is rehired) to help manage the organization’s hiring process after they realized that they were making minimal progress against their hiring needs. This individual returned to the government workforce and brought a deep understanding of government hiring. They collaborated with the HR Specialists and hiring managers to develop position descriptions, organize procurement packages, schedule interviews, and support the applicant selection process. They said, “we would not have been able to do any of the 40 hires without this person.”

Another agency described how they detailed someone to manage BIL and IRA hiring requests across their organization. This person was situated outside of HR, and they were responsible for tracking the end-to-end hiring and recruitment efforts. They maintained a repository of the positions each office needed to recruit and generated weekly reports on BIL and IRA hiring efforts that highlighted how many positions are open, how many are closed, and where certificate lists are available. This allowed the broader team to identify how they could drive progress.

While there were a number of challenges, many participants described successfully hiring 15-30+ new employees over the last year alone. One agency in particular described hiring over 2,000 people in 2024 for the IRA, which was an all time high for their organization. These seven practices have enabled agencies to be successful in filling new positions to support permitting-related activities, and they can be applied to other hiring needs as well. Any future talent surge in the federal government could benefit from adopting these hiring practices.

Solutions to Build Talent Capacity

While the majority of the interviews focused on hiring due to concerns of understaffed teams and the new funding availability, there are many other ways to build talent capacity in government. Some of the participants we interviewed shared other strategies they employed to address high workload demands, which present opportunities for other agencies to consider, especially as we move into the new administration. Here are six (6) strategies for building workforce capacity.

Establish Strike Teams

During our conversations, two different agencies described creating a strike team, or making an investment in additional, flexible staff, to provide supplemental capacity where there is insufficient staff for the current demand. One organization accomplished this by hiring project managers with NEPA expertise into their CERPO Office. These Project Managers could then be detailed out to specific bureaus to fill capacity gaps and provide management for high priority, multi-agency projects. This helped fill immediate capacity gaps, as teams were continuing to hire.

Another agency piloted a relief brigade, or a pool of Headquarters (HQ) staff who could be detailed to support regional staffing needs on large projects, consultations, and backlogs with temporary funding. This team was formed from a national perspective and aimed to reduce the pressure on each region and center. Based on this organization’s needs, the team was composed of natural resource management and biological science generalists. Participants shared that some efficiencies have been gained, but there was a substantial learning curve that required training and learning on the job. One hiring manager stated, the “relief brigade is the permanent embodiment of what we need more of.” These types of teams can help address dynamic capacity needs and provide more flexibility to the organization more broadly.

Conduct Bottom Up Workforce Analysis

One Program Manager shared their experience joining a new team and conducting workforce analysis to quantify their staffing needs and inform strategic decisions for their organizational structure. In their initial discussions with staff, they learned that many employees were feeling overworked and capacity was a major concern. To understand the need, they conducted a bottom up workforce analysis to estimate the office’s workload and identify gaps. This involved gathering project data from the past two years, identifying the average time frame by activity type and NEPA category, the staff hours needed to accomplish the work, and the delta between existing and needed staff hours. This data provided evidence of capacity gaps, which they were able to bring to their senior leadership to advocate and secure approval for a team expansion. This analysis enabled them to make data informed decisions about hiring that would reduce the overall workload of staff and ultimately increase staff morale and improve retention rates, which had been a concern. This approach can serve as a model for other agencies who have had difficulty in workforce planning.

Reorganize Team to Drive Efficiencies

The Program Manager who conducted bottom-up workforce analysis applied this new understanding of the work and the demands to reorganize their team to drive efficiencies and share the workload. They established three branches in their team and added four supervisory roles. The branches included one NEPA Branch, one Archeological Branch, and a Program and Policy Branch, and a supervisor was established for each. An additional leadership Deputy role was created to focus on overseeing their programs and coordinating on integration points with relevant agencies.

With this shift, they created new processes and roles to support continuous improvements and fill outstanding duties. Specifically, the Program and Policy Branch is designed to be more proactive, support throughput, and build programmatic and tribal agreements. They added an environmental trainer who is responsible for educating both internal staff and external stakeholders. Two Environmental Protection Specialists now oversee project intake, collaborate with applicants to ensure the applications are complete, manage applicant communications, and then distribute the projects to the assigned owner. A GIS Program Manager was added to the team to support data and analytics. Their role is to identify process delays and their causes, analyze points of failure, and create a geological database to understand where there are project overlaps to expedite and streamline processes. In addition to these internal changes, the Program Manager has also brought on additional contractors to provide greater capacity.

These changes have significantly increased their team’s capacity and has over doubled the number of projects they are able to complete in a year, from 400 projects two years ago to over 900+ projects this year.

Reallocate Work Across Offices and Regions

Numerous participants described work reallocation as a solution to addressing some of their capacity gaps. For example, when one agency was struggling to hire people in a particular location due to the high cost of living, they redistributed the work to another region in the country, where the cost of living was lower. This made it easier to hire into the position. Another HR Leader described supporting their overcapacity teams by redistributing hiring efforts from one office to another in the same region. The original office had minimal bandwidth, while the other had capacity, so they were able to help post the job announcement for the region. They explained the importance of encouraging local offices to help one another deliver, when appropriate.

Others described the reallocation of staff and projects to different regions. This not only allows the organization to match staff with demand, but it also allows for staff to gain experience and knowledge working on a new topic or in a new region. For example, most offshore wind projects are located in the greater Atlantic region, but these projects are gaining traction in the Pacific, so they assigned staff to work in the Atlantic region with the goal of building experience and gaining lessons learned to apply to future Pacific projects. One of these participants emphasized the value and efficiencies that could be derived from developing staff to have more interagency and interservice experience. These examples highlight how leaders can be creative in addressing workload gaps by strategically reallocating work to pair capacity and demand.

Invest in Recruiting Networks

One agency stood out as being an exemplar for their recruiting efforts, which have the potential to be replicated across agencies. They have spent significant time and effort investing in building out their recruitment networks and engaging in career fairs to hire talent. Their organization has been building a repository of potential candidates that is maintained in a system to capture candidate information, educational background, contact information, locations of interest, areas of interest, and remote and relocation preferences. This has been used to generate a list of potential candidates for hiring managers. 

They have made connections through affinity groups, communities of practice, and social media. They’ve also built many partnerships with schools and organizations and have a calendar of events (e.g., career fairs) that they attend over the course of the year. At some events, they’ll have their HR team facilitate breakout sessions to discuss the benefits of working at their organization. To make sure they’re getting diverse candidates, they are continuously reaching out to new sources and potential candidate pools.

In addition to engaging in others’ events, they have hosted their own career fair, where they hired about 200 people. Prior to the event, they reviewed and vetted resumes to know who might be a qualified candidate for a position. With Direct Hire Authority for some of their positions, this allowed hiring managers to interview candidates at the fair and immediately make temporary job offers to attendees. HR staff also worked with the hiring managers at the career fair. This infrastructure sets hiring managers up for success and enables them to easily tap into a variety of networks to find qualified candidates.

Invest in Hiring Manager Training

One agency’s training and support for hiring managers can serve as a model for other HR teams to learn from. This agency offers a robust toolkit for supporting hiring managers through the hiring process. While the Supervisor is ultimately responsible for the hiring, the HR team ensures that they have the tools needed to execute and are equipped to be successful. These tools include:

• Handouts on HR highlights to ensure key information is simple and clear;
• Videos on Recruitment, Relocation, and Retention Incentives and Direct Hire Authority, which are posted on their website for all employees to access; 
• Annual talent acquisition workshops in-person and virtually to hear from speakers and discuss recruitment and marketing strategies; and 
• A Train-the-Trainer program on how to have recruitment conversations.

In addition to these tools and training, HR Specialists work with hiring managers to coach them on how to determine the duties for their open position, especially if they need to re-announce a position multiple times. They are also developing a new marketing strategy centered on everyone being a recruiter. This strategy will result in a new resource to support all staff in recruiting and retaining staff based on their needs.

Another participant identified this as a key opportunity. “Agencies need to educate hiring managers on those processes and what’s out there and available to them… [hiring managers need to] utilize those tools and work with HR to get the best candidates.” This agency’s approach empowers hiring managers to navigate the process, leverage incentives, and successfully recruit.

Establish Apprenticeship Programs

One participant highlighted the need for apprenticeship programs in their permitting work. Short-term or summer internship programs present difficulties with early career staff because there is not enough time for the interns to learn. They explained that it takes about six months for a new employee to become independent. Given this need, they have invested in a 1-year internship program through GeoCorps America. This duration provides interns with the time needed to learn on-the-job through practice, understand the laws and regulations, and gain exposure to the work (e.g., problem solving and stakeholder communication). This program has been successful in creating a pipeline of early career talent; 12 of their interns have moved into permanent federal service positions at different agencies (i.e., DOI, USFS, USGS, and BLM). This type of apprenticeship program could serve as a model for developing early career talent that can be trained on the job and build expertise to take on more complex projects as they grow.

These strategies offer a few examples for how agencies could build workforce capacity. These strategies do not necessarily require bringing on new talent, but rather finding opportunities to improve their internal processes to drive efficiencies and build a more dynamic, flexible workforce to respond to new demand.

Other Considerations

At the end of our interviews, we asked participants if they had any tips or recommendations that they’d want to share with others looking to hire in the government. Here are a few things we heard that we have not already captured in our best practices or talent capacity strategies.

1. Always Be Recruiting: Everyone is a recruiter, and you should always be building relationships and connections, being present at events even if you do not have any active job announcements.
2. Maintain Communication with Candidates: Stay in touch with potential candidates before there is a job open, while recruiting, and throughout the entire hiring process. This can keep them engaged and help you ultimately receive a job acceptance.
3. Invest in Suitability Case Management: Invest in a case management system that sends automatic notifications to each user (i.e., hiring manager, HR specialist, applicant, suitability team) when an action is required. This will streamline the process and ensure that no cases slip through the cracks.
4. Cast a Wide Net: Invest in a wide distribution for your job announcements, interview as many qualified people as you can, and identify multiple candidates that you would like to hire, in case someone declines. Also, leave the announcement open for longer, and if you have large offices with continuous turnover, consider keeping a job open on USAJobs, where you can always accept resumes.
5. Keep Certificate Lists Open: Keep certificate lists open for a long time, so if a candidate declines, you can return to the list of potential candidates. If it is a shared certificate, then this can also assist your colleagues in quickly finding qualified candidates to interview and hire.
6. Regularly Update Position Descriptions: Update your position descriptions to accurately capture the duties of the role and to align with any updated technology. Many agencies have policies for how regularly position descriptions need to be updated, but many question how well these guidelines are followed.
7. Listen to Your Staff’s Plans: Engage with your staff on a regular basis and pay attention to who says they may retire or leave in the next year. This will allow you to more proactively plan and predict your future staffing needs.

Hiring into the federal government is not easy – you will very likely experience challenges even if you follow the practices and strategies highlighted here. However, there are things you can do to set yourself up for success in the future and strategies you can use to address workload demands even if you are not currently hiring. This permitting hiring surge has offered an opportunity to learn how you can effectively hire people into the federal workforce, which can serve as an example for future talent surges. Within the permitting space itself, these strategies have proven successful in supporting more timely and efficient reviews. Bolstering workforce capacity has enabled more effective mission execution.

It often takes the federal government months to hire for critical science and technology (STEM) roles, far too slow to respond effectively to the demands of emerging technologies (e.g., artificial intelligence), disasters (COVID), and implementing complex legislation (CHIPS). One solution is for the Federal Government to create a pool of pre-vetted STEM talent to address these needs. This memo outlines how the federal government can leverage existing authorities and hiring mechanisms to achieve this goal, making it easier to respond to staffing needs for emerging policies, technologies, and crises in near-real time.

To lead the effort, the White House should appoint a STEM talent lead (or empower the current Tech Talent Task Force Coordinator or Senior Advisor for Talent Strategy). The STEM talent lead should make a national call to action for scientists and technologists to join the government. They should establish a team in the Executive Office of the President (EOP) to proactively recruit and vet candidates from underrepresented groups, and establish a pool of talent that is available to every agency on-demand.

Challenge and Opportunity

In general, agencies are lagging in adopting best practices for government hiring. This includes  the Subject Matter Expert Qualifications Assessment (SMEQA, a hiring process that replaces simple hiring questionnaires with efficient subject-matter-expert-led interviews), shared certificate hiring (which allow qualified but unsuccessful candidates to be hired into similar roles without having to reapply or re-interview), flexible hiring authorities (which allow the government to recruit talent for critical roles (e.g. cybersecurity) more efficiently and allow for alternative work arrangements, such as remote work), proactive sourcing (individual identification and relationship building), and continuous recruiting.

Failure to effectively leverage these hiring tools leads to significant delays in federal hiring, which in turn makes it difficult or impossible for the federal government to nimbly handle rapidly emerging and evolving STEM issue areas (e.g., AI, cybersecurity, extreme weather, quantum computing) and to execute on complex implementation demands.

There is an opportunity to correct this failure by empowering a STEM talent lead in the White House. The talent lead would work with agencies to build a national pool of pre-vetted STEM talent, with the goal of making it possible for federal agencies to fill critical roles in a matter of days – especially when crises strike. This will save the government time, effort, and money while delivering a better candidate experience, which is critical when hiring for in-demand roles.

Plan of Action 

The federal government should adopt a four-part plan of action to realize the opportunity described above.

Recommendation 1. Hire and empower a STEM talent lead for critical hiring needs

The next administration should recruit, hire, and empower a STEM talent lead in the Executive Office of the President. The STEM lead should be offered a senior role, either political (Special Assistant to the President) or a senior-level civil service role. The role should sit in the White House Office of Science and Technology Policy  (OSTP) and report to the OSTP director. The STEM talent lead would be tasked with coordinating hiring for critical STEM roles throughout the government. Similar roles currently exist, but are limited to specific subject areas. For instance, the Tech Talent Task Force Coordinator coordinates tech talent policy in an effort to scale hiring and manages a task force that seeks to align agency talent needs. The Senior Advisor for Talent Strategy serves a similar function. The Senior Advisor leads a “tech surge” at the Office of Management and Budget, pulling together workforce and technology policy implementation, including efforts to speed up hiring. Either of these roles could be elevated to the STEM lead, or a new position could be created.

The STEM talent lead would also coordinate government units that have already been established to help deliver STEM talent to federal agencies efficiently. Such units include the United States Digital Service, 18F, Presidential Innovation Fellows, the Lab at the Office of Personnel Management (OPM), the Department of Homeland Security’s Artificial Intelligence Corps, and the Digital Corps at the General Services Administration. The STEM talent lead should be empowered to pull experts from these teams into OSTP for short details to define critical hiring needs. The talent lead should also be responsible for coordinating efforts among the various groups. The goal would not be to supplant the operations of these individual groups, rather to learn from and streamline government-wide efforts in critical fields.

Recommendation 2. Proactive, continuous hiring for key roles across the government

The STEM talent lead should work with the administration and agencies to define the most critical and underrepresented scientific and technical skill sets and identify the highest impact placement for them in the federal government. This is currently being done under the Executive Order on Artificial Intelligence which could be expanded to include all STEM needs. The STEM Lead should establish sourcing strategies and identify prospective hires, possibly building on OPM’s Talent Network goals.

The lead should also collaborate with public and private subject matter experts and use approved and tested hiring processes, such as SMEQA and shared certificates, to pre-vet candidates. These experts would then be placed on a government-wide hiring certificate so that every federal agency could make them a job offer. Once vetted and placed on a government-wide hiring certificate, experts would be available for agencies to onboard within days.

Recommendation 3. Implement a “shared-certificate-by-default” policy

Traditionally, more than one qualified applicant will apply to a federal job opening. In most cases, one applicant will be chosen and the rest rejected, even if the government (even the same agency) has another open role for the same job class. This creates an unnecessary burden on qualified applicants and the government. Qualified applicants should only have to apply once when multiple opportunities exist for the same or similar jobs. This exists, to a limited extent, for excepted service applicants but not for everyone. To achieve this, all critical, scientific, and national security roles should default to shared hiring certificates. Sharing hiring certificates is an approved federal policy but is not the default. The Office of Management and Budget (OMB) could issue a policy memo making shared certificates the default, and then work with the OPM to implement it. 

Furthermore, the STEM talent lead should coordinate a centralized list of qualified applicants who were not chosen off of shared certificates if they opt-in to receiving job offers from other agencies. This functionality, called “Talent Programs,” has been piloted through USAJobs but has had limited success due to a lack of centralized support.

Recommendation 4. Let departing employees remain available for rapid re-hire into federal roles

Departing staff in critical roles (as determined by the STEM talent lead; see Recommendation 2) with good performance reviews should be offered an opportunity to join a central pool of experts that are available for rehire. The government invests heavily in hiring, training, and providing security clearances to employees with an expectation that they will serve long careers. 20+ year careers, however, are no longer the norm for most applicants. Increasingly, talent is lost to burnout, lack of opportunity inside government, or a desire to do something different. Current policy offers only “reinstatement” benefits, which allow former federal employees to apply for jobs without competing with the broader public. Reinstatement job seekers are still required to apply from scratch to individual positions.

Former employees are a critical group when staffing up quickly. Immediate access to staff with approved security clearances is particularly critical in national emergencies. Former employees also bring their prior training and cultural awareness, making them more effective, quicker than new hires. To incentivize participation from departing employees, the government could offer to maintain their security clearance, give them access to their Thrift Savings Plan and/or medical insurance, and other benefits. This could be piloted through existing authorities (e.g., as intermittent consultants) and OMB and/or OPM could develop a new retention policy based on the outcomes of that pilot.

Conclusion 

The federal government needs to establish processes to proactively recruit for key roles, help every qualified candidate get a job, and rapidly respond to STEM staffing needs for critical and complex policies, technologies, and crises. A central pool of science and technology experts can be called upon to fill permanent roles, respond to emergencies, and provide advisory services. Talent can enter and exit the pool as needed, providing the government access to a broad set of skills and experience to pull from immediately.

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.

PLEASE NOTE (February 2025): Since publication several government websites have been taken offline. We apologize for any broken links to once accessible public data.

A federal agency takes over 100 days on average to hire a new employee — with significantly longer time frames for some positions — compared to 36 days in the private sector. Factors contributing to extended timelines for federal hiring include (1) difficulties in quickly aligning position descriptions with workforce needs, and (2) opaque and poor processes for screening applicants.

Fortunately, federal hiring managers and HR staffing specialists already have many tools at their disposal to accelerate the hiring process and improve quality outcomes – to achieve better hires faster. Inside and outside their organizations, agencies are already starting to share position descriptions, job opportunity announcements (JOAs), assessment tools, and certificates of eligibles from which they can select candidates. However, these efforts are largely piecemeal and dependent on individual initiative, not a coordinated approach that can overcome the pervasive federal hiring challenges.

The Office of Personnel Management (OPM), Office of Management and Budget (OMB) and the Chief Human Capital Officers (CHCO) Council should integrate these tools into a technology platform that makes it easy to access and implement effective hiring practices. Such a platform would alleviate unnecessary burdens on federal hiring staff, transform the speed and quality of federal hiring, and bring trust back into the federal hiring system.

Challenge and Opportunity 

This memo focuses on opportunities to improve two stages in the federal hiring process: (1) developing and posting a position description (PD), and (2) conducting a hiring assessment.

Position Descriptions. Though many agencies require managers to review and revise PDs annually, during performance review time, this requirement often goes unheeded. Furthermore, volatile occupations for which job skills change rapidly – think IT or scientific disciplines with frequent changes to how they practice (e.g., meteorology) or new technologies that upend how analytical skills (e.g., data analytics) are practiced – can result in yet more changes to job skills and competencies embedded in PDs.

When a hiring manager has an open position, a current PD for that job is necessary to proceed with the Job Opportunity Announcement (JOA)/posting. When the PD is not current, the hiring manager must work with an HR staffing specialist to determine the necessary revisions. If the revisions are significant, an agency classification specialist is engaged. The specialist conducts interviews with hiring managers and subject-matter experts and/or performs deeper desk audits, job task analyses, or other evaluations to determine the additional or changed job duties. Because classifiers may apply standards in different ways and rate the complexity of a position differently, a hiring manager can rarely predict how long the revision process will take or what the outcome will be. All this delays and complicates the rest of the hiring process.

Hiring Assessments. Despite a 2020 Executive Order and other directives requiring agencies to engage in skills-based hiring, agencies too often still use applicant self-certification on job skills as a primary screening method. This frequently results in certification lists of candidates who do not meet the qualifications to do the job in the eyes of hiring managers. Indeed, a federal hiring manager cannot find a qualified candidate from a certified list approximately 50% of the time when only a self-assessment questionnaire is used for screening. There are alternatives to self-certification, such as writing samples, multiple-choice questions, exercises that test for particular problem-solving or decision-making skills, and simulated job tryouts. Yet hiring managers and even some HR staffing specialists often don’t understand how assessment specialists decide what methods are best for which positions – or even what assessment options exist.

Both of these stages involve a foundation of occupation- and grade-level competencies – that is, the knowledge, skills, abilities, behaviors, and experiences it takes to do the job. When a classifier recommends PD updates, they apply pre-set classification standards comprising job duties for each position or grade. These job duties are built in turn around competencies. Similarly, an assessment specialist considers competencies when deciding how to evaluate a candidate for a job.

Each agency – and sometimes sub-agency unit – has its own authority to determine job competencies. This has caused different competency analyses, PDs, and assessment methods across agencies to proliferate. Though the job of a marine biologist, Grade 9, at the National Oceanic and Atmospheric Administration (NOAA) is unlikely to be considerably different from the job of a marine biologist, Grade 9 at the Fish and Wildlife Service (FWS), the respective competencies associated with the two positions are unlikely to be aligned. Competency diffusion across agencies is costly, time-consuming, and duplicative. 

Plan of Action

An Intergovernmental Platform for Competencies, PDs, Classifications, and Assessment Tools to Accelerate and Improve Hiring

To address the challenges outlined above, the Office of Personnel Management (OPM), Office of Management and Budget (OMB) and the Chief Human Capital Officers (CHCO) should create a web platform that makes it easy for federal agencies to align and exchange competencies, position descriptions, and assessment strategies for common occupations. This platform would help federal hiring managers and staffing specialists quickly compile a unified package that they can use from PD development up to candidate selection when hiring for occupations included on the platform.

To build this platform, the next administration should:

• Invest in creating Position Description libraries starting with the unitary agencies (e.g. the Environmental Protection Agency) then broadening out to the larger, disaggregated ones (e.g., the Department of Health and Human Services).  Each agency should assign individuals responsible for keeping PDs in the libraries current at those agencies. Agencies and OPM would look for opportunities to merge common PDs. OPM would then aggregate these libraries into a “master” PD library for use within and across agencies. OPM should also share examples of best-in-class JOAs associated with each PD. This effort could be piloted with the most common occupations by agency.
  Adopt competency frameworks and assessment tools already developed by industry associations, professional societies and unions for their professions. These organizations have completed the job task analyses and have developed competency frameworks, definitions, and assessments for the occupations they cover. For example, IEEE has developed competency models and assessment instruments for electrical and computer engineering. Again, this effort could be piloted by starting with the most common occupations by agency, and the occupations for which external organizations have already developed effective competency frameworks and assessment tools.
• Create a clearinghouse for assessments at OPM indexed to each occupation associated in the PD Library. Assign responsibility to lead agencies for those occupations responsible for the PDs to keep the assessments current and/or test banks robust to meet the needs of the agencies. Expand USA Hire and funding to provide open access by agencies, hiring managers, HR professionals and program leaders.
• Standardize classification determinations for occupations/grade levels included in the master PD library. This will reduce interagency variation in classification changes by occupation and grade level, increase transparency for hiring managers, and reduce burden on staffing specialists and classifiers.
• Delegate authority to CHCOs to mandate use of shared, common PDs, assessments, competencies, and classification determinations. This means cleaning up the many regulatory mandates that do not already designate the agency-level CHCOs with this delegated authority. The workforce policy and oversight agencies (OPM, OMB, Merit Systems Protection Board (MSPB), Equal Employment Opportunity Commission (EEOC)) need to change the regulations, policies, and practices to reduce duplication, delegate decision making, and lower variation (For example, allow the classifiers and assessment professionals to default to external, standardized occupation and grade-level competencies instead of creating/re-creating them in each instance.)
• Share decision frameworks that determine assessment strategy/tool selection. Clear, public, transparent, and shared decision criteria for determining the best fit assessment strategy will help hiring managers and HR staffing specialists participate more effectively in executing assessments.
• Agree to and implement common data elements for interoperability. Many agencies will need to integrate this platform into their own talent acquisition systems such as ServiceNow, Monster, and USA Staffing. To be able to transfer data between them, the agencies will need to accelerate their work on common HR data elements in these areas of position descriptions, competencies, and assessments.

Data analytics from this platform and other HR talent acquisition systems will provide insights on the effectiveness of competency development, classification determinations, effectiveness of common PDs and joint JOAs, assessment quality, and effectiveness of shared certification of eligible lists. This will help HR leaders and program managers improve how agency staff are using common PDs, shared certs, classification consistency, assessment tool effectiveness, and other insights.

Finally, hiring managers, HR specialists, and applicants need to collaborate and share information better to implement any of these ideas well. Too often, siloed responsibilities and opaque specialization set back mutual accountability, effective communications, and trust.  These actions entail a significant cultural and behavior change on the part of hiring managers, HR specialists, Industrial/Organizational psychologists, classifiers, and leaders. OPM and the agencies need to support hiring managers and HR specialists in finding assessments, easing the processes that can support adoption of skills-based assessments, agreeing to common PDs, and accelerating an effective hiring process.

Conclusion

The Executive Order on skills-based hiring, recent training from OPM, OMB and the CHCO Council on the federal hiring experience, and potential legislative action (e.g. Chance to Compete Act) are drivers that can improve the hiring process. Though some agencies are using PD libraries, joint postings, and shared referral certificates to improve hiring, these are far from common practice. A common platform for competencies, classifications, PDs, JOAs, and assessment tools, will make it easier for HR specialists, hiring managers and others to adopt these actions – to make hiring better and faster.

Opportunities to move promising hiring practices to habit abound. Position management, predictive workforce planning, workload modeling, hiring flexibilities and authorities, engaging candidates before, during, and after the hiring process are just some of these. Making these practices everyday habits throughout agency regions, states and programs rather than the exception will improve hiring. Looking to the future, greater delegation of human capital authorities to agencies, streamlining the regulations that support merit systems principles, and stronger commitments to customer experience in hiring, will help remove systemic barriers to an effective customer-/and user-oriented federal hiring process.

Taking the above actions on a common platform for competency development, position descriptions, and assessments will make hiring faster and better. With some of these other actions, this can change the relationship of the federal workforce to their jobs and change how the American people feel about opportunities in their government.

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.

PLEASE NOTE (February 2025): Since publication several government websites have been taken offline. We apologize for any broken links to once accessible public data.

Validating the Need and Planning for Success in the Federal Hiring Process

Most federal agencies consider the start of the hiring process to be the development of the job posting. However, the federal hiring process really begins well before the job is posted and the official clock starts. There are many decisions that need to be made before an agency can begin hiring. These decisions have a number of dependencies and require collaboration and alignment between leadership, program leaders, budget professionals, hiring managers, and human resource (HR) staff. What happens in these early steps can not only determine the speed of the hiring process, but the decisions made also can cause the hiring process to be either a success or failure. 

In our previous blog post, we outlined the steps in the federal hiring process and identified bottlenecks impacting the staffing of roles to support permitting activities (e.g., environmental reviews). This post dives into the first phase of the process: planning and validation of the hiring need. This phase includes four steps:  

1. Allocate Budget for Program Staffing and Workload
2. Validate Hiring Need Against Workforce, Staffing, and Recruiting Plans
3. Request Personnel Action to Fill the Job
4. Launch Recruiting Efforts for the Position

Clear communication and quality collaboration between key actors shape the outcomes of the hiring process. Finance staff allocate the resources and manage the budget. HR workforce planners and staffing specialists identify the types of positions needed across the agency. Program owners and hiring managers define the roles needed to achieve their mission and goals. These stakeholders must work together throughout this phase of the process.

Even with collaboration, challenges can arise. For example, there may be:  

• A lack of clarity in the budget appropriation and transmission regarding how the funds can be used for staffing versus other program actions;
• Emergent hiring needs from new legislation or program changes that do not align with agency workforce plans, meaning the HR recruiting and hiring functions are not prepared to support these new positions; and
• Pressure from Congressional appropriators and the Office of Management and Budget (OMB) to speed up hiring and advance implementation, which is particularly acute with specific programs named in legislation;
• New tools outside of the boundaries of individual staffing (e.g., shared certificates of eligibles) that need to be considered and integrated into this phase.

Adding to these challenges, the stakeholders engaging in this early phase bring preconceptions based on their past experience. If this phase has previously been delayed, confusing, or difficult, these negative expectations may present a barrier to building effective collaboration within the group.

Breaking Down the Steps

For each step in the Planning and Validation phase, we provide a description, explain what can go wrong, share what can go right, and provide some examples from our research, where applicable. This work is based on extensive interviews with hiring managers, program leaders, staffing specialists, workforce planners and budget professionals as well as on-the-job experience.  

Step I. Allocate Budget for Program Staffing and Workload

In this first step, the agency receives budget authorization or program direction funding through OMB derived from new authorizing legislation, annual appropriations, or a continuing resolution. Once the funds are available from the Treasury Department, agency budget professionals  allocate the resources to the particular programs inside the agency. They provide instructions regarding how the money is to be used (e.g., staffing, contracting, and other actions to support program execution). For example, the Bipartisan Infrastructure Law (BIL) provided funding for grants to build cell towers and connections for expanding internet access to underserved communities. This included a percentage of funds for administration and program staffing.

In an ideal world, program leaders could select the best mix of investments in staffing, contracting, equipment, and services to implement their programs efficiently and effectively. They work toward this in budget requests, but in the real world, some of these decisions are constrained by the specifics of the authorizing legislation, OMB’s interpretation, and the agency’s language in the program direction. 

What Can Go Wrong

• Prescriptive program direction funding can limit the options of program managers and HR leaders to craft the workforce for the future. In some cases, the legislation even identifies types of people to hire or the hiring authority to be used (e.g., Excepted Service, Competitive Service, Direct Hire Authority, etc.). This limits the program leaders’ options to build or buy the resource solutions that will work best for them.
• Legislation can be ambiguous regarding how programs can use the funding for staffing. This delays implementation because it requires deliberation by OMB, the agency budget function, program leaders, and even the agency attorneys to determine what is permissible with the funding. This can also increase risk aversion as agency leaders have grown concerned with trespassing on the Anti-Deficiency Act, which prohibits federal agencies from obligating or expending federal funds in advance or in excess of an appropriation, and from accepting voluntary services. For example, with the Inflation Reduction Act (IRA) funding, one agency we spoke with decided to only authorize term hires because of the time-limited nature of the funding, despite having attrition data that predicted permanent positions would become available in the coming years. This can limit recruiting to only those willing to take temporary positions and reduce the ability to fill permanent, competitive roles.
• Delays between the passing of legislation, Treasury Department authorization, and OMB budget direction can create impatience and frustration by Congressional appropriators and agency leaders who want to fill jobs and implement intended programs. This pressures program leaders and HR specialists to make faster, sometimes suboptimal, decisions about who to hire and the timeline. They tend to proceed with the positions they already have, instead of making data-based decisions to match future workload with their hiring targets. In one case, a  permitting hiring manager under this kind of pressure wanted to hire an Environmental Protection Specialist, but did not have a current PD or recruiting strategy. They opted for a management analyst position for which they already had a PD because they could hire for this position faster.

What Can Go Right

• Budget/Legislative Integration: Agency Chief Financial Officers (CFOs), program leaders and Legislative Affairs consult with each other to anticipate the impacts of new legislation and changes to budget language that alter resource management and staffing decisions. For example, one agency we spoke with anticipated the increased demand for HR services resulting from the yet-to-be passed BIL, and thus used existing open positions to hire the HR staff needed to recruit and hire the hundreds of new staff to support the legislation.
• Clear Guidance: Establishing clear budget guidance as early as possible and anticipating upcoming changes helps program and HR leaders plan for and implement optimal program resources. This frequently requires collaboration and consultation with all the parties involved in resource decisions, especially when new legislative mandates are ambiguous or provide no direction on resource use. In one of our discussions with a science agency, we learned that the agency engaged in collaborative negotiations across its programs to allocate the resources from the Inflation Reduction Act (IRA) in the absence of clear legislative direction.

Step II. Validate Hiring Need Against Workforce, Staffing, and Recruiting Plans

After receiving their budget allocation, program leaders validate their hiring need by matching budget resources with workload needs. A robust workforce plan becomes useful, as it allows leaders to identify gaps in the current workforce, workload, and recruiting plans and future workload requirements. Workforce plans that align with budget requests and anticipate future needs enable HR specialists and hiring managers to quickly validate the hiring need and move to request the personnel action. 

What Can Go Wrong

• Frequently, workforce plans do not address emergent needs coming from new legislation or abrupt program changes. This is often due to rapid technology changes in the job (e.g., use of geographical information systems or data analysis tools), dynamism in the external environment, or unfunded mandates. This means program leaders and hiring managers need to quickly adapt their workload estimates and workforce configurations to match these new needs. 
• Ambiguity in the legislative intent for staffing can extend into this step. This creates a delay as the program leads work to build consensus on the positions needed, the hiring authorities to be used, and the timeline for bringing new candidates onboard.
• If program leaders have been constrained in backfilling open positions (due to previous budget issues) these immediate needs limit their options to configure a workforce for the future. When coupled with competition across the agency for resources and a lack of workforce planning data, program leaders often sacrifice longer term, sustainable workforce needs for short-term solutions.

What Can Go Right

• Readiness: A mature process in which workforce planners, legislative analysts, and program leaders are anticipating and addressing changes in legislation and their external environment reduces surprises and enables HR staff and program managers to adapt when new staffing or changes are required. In one interview, a program leader described using empirical data on key workload indicators to develop workload projections and determine the positions needed for implementing their program requirements.
• Strike Teams: When legislation or outside changes result in a hiring surge, successful agencies form strike teams with sponsorship from senior leaders. These strike teams pull staff from across the agency – leaders, program leaders, HR leaders and implementers – to focus on meeting the demands of the hiring surge. In response to the infrastructure laws, affected agencies were able to accelerate hiring and target key positions with these teams. Many agencies are doing this to address the AI talent surge right now.
• Integration with Strategy Development: The best workforce planning emerges when key actors are embedded into the agency’s strategy; each strategic goal has a workforce component. Using scenario planning, simulation, and other foresight tools agencies can develop adaptive, predictive workforce plans that model the workforce of the future and focus on the skills needed across the agency to sustain and thrive in achieving its mission. When the future changes, the agency is ready to pivot. OPM’s Workforce of the Future Playbook moves in this direction.

Step III. Request Personnel Action to Fill the Job and Launch Recruiting Efforts for the Position

Note: Requesting personnel action to fill the job is a relatively straightforward step, so we have combined it with launching the recruiting process for simplification.

In most agencies, the hiring manager or program leader fills out an SF-52 form to request the hiring action for a specific position. This includes defining the position title, occupation, grade level, type of position, agency, location, pay plan, and other pertinent information. To do this, they verify that the funding is available and they have the budget authority to proceed. 

Though recruiting can begin before and after this step, this is the chance to begin recruiting in earnest. This can involve activating agency HR staff, engaging contract recruiting resources if they are available, preparing and launching agency social media announcements, and notifying recruitment networks (e.g., universities, professional organizations, alumni groups, stakeholders, communities of practice, etc.) of the job opening.

What Can Go Wrong

• If a hiring manager intimates that a potential candidate has an “inside track” on a position or promises that a candidate will be hired. These trespass on Merit Systems Principles and Prohibited Personnel Practices can result in financial damage to the agency and censure for the hiring manager.
• When an agency lacks recruiting resources and network connections, especially for highly specialized roles or a talent surge, this hinders agencies from reaching the right communities to attract strong applicants and restricts the applicant pool.
• Segmented recruiting to just HR and its resources results in a lack of expectation that the hiring manager plays a key role in recruiting and actively promotes the job to their networks.
• At any point in the process, funding can be pulled and the personnel action will need to be canceled. This disheartens the hiring manager and HR staff, who are ready to start the hiring process.

What Can Go Right

• Build The Pipeline: Hiring managers and recruiters who build and maintain pipelines of potential applicants for key positions have a ready base to begin outreach. This is permissible as long as there is no expectation that those on this list will receive any preferential treatment, as stated above. For example, in our discussion with one land-management agency, we learned that they keep in touch with potential candidates by sharing periodic updates on their programs and job opportunities. This continues to engage a pool of candidates and provides access to an interested community when launching a new position.
• Build Enthusiasm For The Job Across The Ecosystem: Rallying peers, fellow alumni, agency leaders, universities, contractor contacts, and others across HR and program networks to build enthusiasm for the open position and joining the agency. One sub-agency office we met promotes its positions on a variety of public sites (i.e., LinkedIn, Instagram, Facebook, and their website). 
• Direct and Sustained Attention to Recruiting: Agencies that set clear expectations for hiring manager engagement in recruiting fare better at attracting qualified candidates because the hiring manager can directly speak to the job opportunity.
• Tell the Story: Hiring managers and recruiters that tell a compelling story of the agency and the importance of this job to the mission help potential applicants see themselves in the role and their potential impact, which increases the likelihood that they will apply.

Conclusion

Following What Can Go Right practices in this beginning phase can reduce the risk of challenges emerging later on in the hiring process. Delays in decision making around budget allocation and program staffing, lingering ambiguity in the positions needed for programs, and delayed recruiting activities can lead to difficulties in accessing the candidate pools needed for the roles. This ultimately increases the risk of failure and may require a restart of the hiring process.

The best practices outlined here (e.g., anticipating budget decisions, adapting workforce plans, and expanding recruiting) set the stage for a successful hiring process. They require collaboration between HR leaders, recruiters and staffing specialists, budget and program professionals, workforce planners, and hiring managers to make sure they are taking action to increase the odds of hiring a successful employee.

The actions that OPM, the Chief Human Capital Officers Council (CHCO), their agencies, and others are taking as a result of the recent Hiring Experience Memo support many of the practices highlighted in What Can Go Right for each step of the process. Civil servants should pay attention to OPM’s upcoming webinars, guidance, and other events that aim to support you in implementing these practices.

As noted in our first blog on the hiring process for permitting talent, close engagement between key actors is critical to making the right decisions about workforce configuration and workload management. Starting right in this first phase increases the chances of success throughout the hiring process.

Current hiring processes for political appointees are opaque and problematic; job openings are essentially closed off except to those in the right networks. To democratize hiring, the next administration should develop a public jobs board for non-Senate-confirmed political appointments, which includes a list of open roles and job descriptions. By serving as a one-stop shop for those interested in serving in an administration, an open jobs board would bring more skilled candidates into the administration, diversify the appointee workforce, expedite the hiring process, and improve government transparency.

Challenge and Opportunity

Hiring for federal political appointee positions is a broken process. Even though political appointees steer some of the federal government’s most essential functions, the way these individuals are hired lacks the rigor and transparency expected in most other fields.

Political appointment hiring processes are opaque, favoring privileged candidates already in policy networks. There is currently no standardized hiring mechanism for filling political appointee roles, even though new administrations must fill thousands of lower-level appointee positions. Openings are often shared only through word-of-mouth or internal networks, meaning that many strong candidates with relevant domain expertise may never be aware of available opportunities to work in an administration. Though the Plum Book (an annually updated list of political appointees) exists, it does not list vacancies, meaning outside candidates must still have insider information on who is hiring.

These closed hiring processes are deeply problematic because they lead to a non-diverse pool of applicants. For example, current networking-based processes benefit graduates of elite universities, and similar networking-based employment processes such as employee referral programs tend to benefit White men more than any other demographic group. We have experienced this opaque process firsthand at the Aspen Tech Policy Hub; though we have trained hundreds of science and technology fellows who are interested in serving as appointees, we are unaware of any that obtained political appointment roles by means other than networking.

Appointee positions often do not include formal job descriptions, making it difficult for outside candidates to identify roles that are a good fit. Most political appointee jobs do not include a written, formalized job description—a standard best practice across every other sector. A lack of job descriptions makes it almost impossible for outside candidates utilizing the Plum Book to understand what a position entails or whether it would be a good fit. Candidates that are being recruited typically learn more about position responsibilities through direct conversations with hiring managers, which again favors candidates who have direct connections to the hiring team.

Hiring processes are inefficient for hiring staff. The current approach is not only problematic for candidates; it is also inefficient for hiring staff. Through the current process, PPO or other hiring staff must sift through tens of thousands of resumes submitted through online resume bank submissions (e.g. the Biden administration’s “Join Us” form) that are not tailored to specific jobs. They may also end up directly reaching out to candidates that may not actually be interested in specific positions, or who lack required specialized skills.

Given these challenges, there is significant opportunity to reform the political appointment hiring process to benefit both applications and hiring officials.

Plan of Action

The next administration’s Presidential Personnel Office (PPO) should pilot a public jobs board for Schedule C and non-career Senior Executive Service political appointment positions and expand the job board to all non-Senate-confirmed appointments if the pilot is successful. This public jobs board should eventually provide a list of currently open vacancies, a brief description for each currently open vacancy that includes a job description and job requirements, and a process for applying to that position.

Having a more transparent and open jobs board with job descriptions would have multiple benefits. It would:

• Bring in more diverse applicants and strengthen the appointee workforce by broadening hiring pools; 
• Require hiring managers to write out job descriptions in advance, allowing outside candidates to better understand job opportunities and hiring managers to pinpoint qualifications they are looking for; 
• Expedite the hiring process since hiring managers will now have a list of qualified applicants for each position; and 
• Improve government transparency and accessibility into critical public sector positions.

Additionally, an open jobs board will allow administration officials to collect key data on applicant background and use these data to improve recruitment going forward. For example, an open application process would allow administration officials to collect aggregate data on education credentials, demographics, and work experience, and modify processes to improve diversity as needed. Having an updated, open list of positions will also allow PPO to refer strong candidates to other open roles that may be a fit, as current processes make it difficult for administration officials or hiring managers to know what other open positions exist.

Implementing this jobs board will require two phases: (1) an initial phase where the transition team and PPO modify their current “Join Us” form to list 50-100 key initial hires the administration will need to make; and (2) a secondary phase where it builds a more fulsome jobs board, launched in late 2025, that includes all open roles going forward. 

Phase 1. By early 2025, the transition team (or General Services Administration, in its transition support capacity) should identify 50-100 key Schedule C or non-career Senior Executive service hires they think the PPO will need to fill early in the administration, and launch a revised resume bank to collect applicants for these positions. The transition team should prioritize roles that a) are urgent needs for the new administration, b) require specialized skills not commonly found among campaign and transition staff (for instance technical or scientific knowledge), and c) have no clear candidate already identified. The transition team should then revise the current administration’s “Join Us” form to include this list of 50-100 soon-to-be vacant job roles, as well as provide a 2-3 sentence description of the job responsibilities, and allow outside candidates to explicitly note interest in these positions. This should be a relatively light lift, given the current “Join Us” form is fairly easy to build.

Phase 2. Early in the administration, PPO should build a larger, more comprehensive jobs board that should aim to go live in late 2025 and includes all open Schedule C or non-Senior Executive Service (SES) positions. Upon launch, this jobs board should include open jobs for whom no candidate has been identified, and any new Schedule C and non-SES appointments that are open going forward. As described in further detail in the FAQ section, every job listed should include a brief description of the position responsibilities and qualifications, and additional questions on political affiliation and demographics.

During this second phase, the PPO and the Office of Personnel Management (OPM) should identify and track key metrics to determine whether it should be expanded to cover all non-Senate confirmed appointments. For example, PPO and OPM could compare the diversity of applicants, diversity of hires, number of qualified candidates who applied for a position, time-to-hire, and number of vacant positions pre- and post-implementation of the jobs board. 

If the jobs board improves key metrics, PPO and OPM should expand the jobs board to all non-Senate confirmed appointments. This would include non-Senate confirmed Senior Executive Service appointee positions.

Conclusion

An open jobs board for political appointee positions is necessary to building a stronger and more diverse appointee workforce, and for improving government transparency. An open jobs board will strengthen and diversify the appointee workforce, require hiring managers to specifically write down job responsibilities and qualifications, reduce hiring time, and ultimately result in more successful hires.

This action-ready policy memo is part of Day One 2025 — our effort to bring forward bold policy ideas, grounded in science and evidence, that can tackle the country’s biggest challenges and bring us closer to the prosperous, equitable and safe future that we all hope for whoever takes office in 2025 and beyond.

PLEASE NOTE (February 2025): Since publication several government websites have been taken offline. We apologize for any broken links to once accessible public data.

The next generation of nuclear energy deployment depends on the Nuclear Regulatory Commission’s (NRC) willingness to use flexible hiring authorities to shape its workforce. Many analysts and policymakers propose increasing nuclear power production to ensure energy security and overall emissions reduction, and the U.S. recently joined 20 other countries in a pledge to triple global nuclear energy capacity by 2050. Additional nuclear deployment at this scale requires commercializing advanced reactor concepts or reducing capital costs for proven reactor technologies, and these outcomes rely on the capacity of the NRC to efficiently license and oversee a larger civilian nuclear industry. The ADVANCE Act, which became law in July, 2024, empowers the agency to accelerate licensing processes, mandates a new mission statement that reflects the benefits of nuclear energy, and provides additional direction to existing hiring flexibilities authorized by the Atomic Energy Act (AEA) of 1954. To meet expected demand for licensing and oversight, the NRC should not hesitate to implement new hiring practices under this direction.

The potential of the ADVANCE Act’s provisions should be understood in context of NRC’s existing authorities, practices, and history. NRC is exempt from the federal competitive hiring system for most positions. When Congress created the NRC in 1974 as a partial replacement of the Atomic Energy Commission (AEC), it maintained AEA provisions that allowed the AEC to hire without regard to civil service laws. Most NRC positions are in the Excepted Service, a category of positions across the federal workforce exempt from competitive hiring, which is particularly useful for highly-skilled positions that are impracticable to assess using traditional federal examining methods. The AEA allows NRC to hire staff to the Excepted Service provided salaries do not exceed grade 18 of the General Schedule (GS) (GS-16-18 were replaced with the Senior Executive Service in 1978) for scientific and technical positions and provided salaries for other positions follow the General Schedule when the occupation is comparable. Other agencies can hire to the Excepted Service in limited circumstances such as for candidates that are veterans or for specific occupations defined by the Office of Personnel Management (OPM).

Non-Competitive Hiring In Practice

Based on a review of NRC policies, procedures, and reports, NRC underuses its non-competitive hiring authorities provided under the AEA. Management Directives (or MDs, NRC’s internal policy documents) repeatedly state that NRC is exempt from competitive hiring under the AEA while outlining procedures that mirror government-wide practices derived from other laws and regulations such as the Senior Executive Service, Administrative Judges, experts and consultants, advisory committee members, and veterans, which are common flexible hiring pathways available to other agencies. MD 10.1 outlines NRC’s independent competitive merit system that generally follows OPM’s general schedule qualification standards. MD 10.13 on NRC’s non-competitive hiring practices under AEA authority is limited to part-time roles and student programs. While the policy includes a disclaimer that it covers only the most common uses, it does not include guidance on applying non-competitive hiring to other use cases. 

The NRC has also been slow to reconcile its unique flexible hiring authorities with OPM Direct Hire Authority (DHA), a separate expedited process to hire to the Competitive Service. As far back as 2007, NRC hiring managers and human resources reported in Government Accountability Office interviews that DHA was highly desired and the agency was exploring how to obtain the authority. OPM denied NRC’s request for DHA the year before because it determined that it does not apply to NRC’s already-excepted positions under the AEA. NRC decided to replicate its own version of DHA that follows OPM’s restrictions for hiring of certain occupational categories. While this increased flexibility for hiring managers, a 2023 OIG audit found confusion among staff, managers, and directors about which laws and internal policies applied to DHA.

Making Sense of the ADVANCE Act

As NRC updates guidance on its version of DHA for hiring managers, the ADVANCE Act provides NRC with more direction for hiring to the Excepted Service. The law creates new categories of hires for positions that fill critical needs related to licensing, regulatory oversight, or matters related to NRC efficiency if the chair and the Executive Director for Operations (EDO) agree on the need. It specifies that the hires should be diverse in career level and have salaries commensurate with experience, with a maximum matching level III of the Executive Schedule. Additional limitations on the number of hires fall into two categories. The first category limits use of the authority to 210 hires at any time. The second category limits use of the authority to an additional 20 hires each fiscal year which are limited to a term of four years. The total number of staff serving at one time under the second category could reach 80 appointments if the authority is used to the maximum over four consecutive years. If NRC maximizes hiring in both categories each year for at least 4 years, the total number of staff serving at one time could reach 290, which is almost 7% of the current total NRC workforce. Several analyses and press releases mischaracterized or overlooked the specifics of these provisions, reporting the total number of 120 for the number of appointments in the first category, which could be a typo of 210 or a figure derived from a prior draft version of the bill. Appropriations are provided in NRC’s normal process of budget recovery through fees charged to license applicants.

The Regulatory Workforce for the Next Generation of Nuclear Power Plants

The capacity of the NRC to license new nuclear power plants and provide oversight to a larger number of operating reactors impacts the viability of nuclear power as part of the U.S.’s abundant and reliable energy system. For decades, the AEA has provided NRC staff with unique flexibility to shape a workforce to regulate the civilian nuclear energy and protect people and the environment. Under recent direction and specificity from Congress, the EDO should not hesitate to hire staff in new, specialized positions across the agency that are dedicated to implementing updates to licensing and oversight as mandated by the ADVANCE Act. In parallel, the EDO should work with the Office of Human Resources to promote NRC’s version of DHA to hiring managers more widely to solve long-standing hiring challenges for hard-to-recruit positions. Effective use of NRC’s broad hiring flexibilities are critical to realizing the next generation of nuclear energy deployment.

How hard can it be to hire into the federal government? Unfortunately, for many, it can be very challenging. A recent conversation with a hiring manager at a federal regulatory agency, shed light on some of the difficulties experienced in the hiring process.

A Hiring Experience

This hiring manager – let’s call her Alex – needed to hire someone to join her team and support environmental review efforts (e.g., reviewing the impact of building a road near a wetland) towards the end of 2023. It was a position she had hired for previously, and she had a strong understanding of the skills and knowledge that a candidate would need to be successful in the role. 

Luckily, she did not need to create a new job description, classify the position, or create a new assessment. Instead, she was able to use the previous job description, job analysis, and assessment, only making small tweaks. This meant that she just needed to work with the HR Specialist (personnel who provide human resource management services within their agency) to finalize the Job Opportunity Announcement (JOA). 

This was happening in December and given the holidays, she decided to wait on posting the JOA until the new year. They posted the announcement in early January and closed the application a week later. Alex publicized the opening through her network on LinkedIn and through other LinkedIn pages.

Anxious to bring a new teammate on board, Alex was quite frustrated to not receive a certified list of candidates from the HR Specialist until four months later. And when she began her review of the candidates, she was surprised to find only one applicant with the experience and skills she was looking for in the role. Alex reached out to the candidate, but learned that they had already accepted a different role.

Feeling disheartened, Alex contacted the HR Specialist to ask for a second list of candidates, explaining the incompatibility of the other applicants in the initial list. Alex waited until June to receive the second list, now six months past the posting date, but she was excited to see several qualified candidates for the role. 

Following their evaluation process, Alex made an offer to a candidate from the list. With the tentative offer accepted, they started the background check, which took about two months. The candidate finally started in September, nine months after posting the position.

Now, what happened? Why did it take nine months to fill this position, especially when the job announcement only required small changes?

Mapping the Hiring Process

In our recent blog post, we shared how difficult it is to hire into the federal government and cited a number of different challenges (e.g., outdated job descriptions, reclassifying roles, defining an assessment strategy, etc.) hindering the government from building talent capacity. We decided to map out the federal government’s competitive hiring process to illustrate how the hiring process typically works and where pain points often emerge. Through research (e.g., OPM’s Hiring Process Analysis Tool), expert feedback, and practitioner discussions (e.g., interviews with hiring managers, HR specialists, and leaders involved in permitting activities), we outlined the main steps of the hiring process from workforce planning through candidate selection and onboarding. And we found the process to look similar to a game of Chutes and Ladders. 

As you’ll see, the hiring process is divided into four major phases: (1) aligning the workforce plan and validating the hiring need, (2) developing and posting a job opportunity announcement, (3) assessing the candidates, and (4) selecting a candidate and making an offer. Distributed throughout this process, we identified nine primary pain points that drive the majority of delays experienced by civil servants.

See full-sized, interactive map here

In the first phase, the major challenges experienced are receiving the funding to begin the hiring process and realigning the workforce plan to account for the new role, especially when there is a talent surge that was unanticipated. In the case of environmental permitting, the Inflation Reduction Act (IRA) and Bipartisan Infrastructure Law (BIL) provided significant funding to support talent acquisition, but agencies had not planned for the talent surge. These new talent needs did not align with their existing workforce plans nor their capacity to recruit, source, assess, and bring new staff onboard. 

Additionally, budget availability has also caused a number of delays. The new legislation only provides short-term funding for talent or in other cases, is unclear how the funds can be used for staffing. As a result, agencies have hesitated in hiring. They are left weighing the tradeoffs of hiring for full time employees with uncertain future funding or hiring for term positions (i.e., roles with a limited duration). Analyzing retention and retirement rates have helped some agencies navigate this decision, but the desire to avoid future layoffs combined with the risk averse culture has made the process difficult. Some have decided to hire for term positions, but have struggled in recruiting talent interested in a short-term role. Ultimately, this short-term funding does not help address long-term talent capacity gaps.

In the second phase of the process, the pain points center around developing and preparing the final job opportunity announcement (JOA). This can be delayed if there is not a position description that accurately captures the role, there is not a strong assessment strategy, or the HR Specialist and Hiring Manager disagree on the language to be used in the announcement. 

With permitting-related positions, many agencies have been looking to hire for interdisciplinary positions that have a range of expertise. OPM, the Permitting Council, and agencies have worked to create interdisciplinary position descriptions and announcements across technical disciplines. Developing the job descriptions, confirming the job duties, and formulating an assessment strategy takes more time, ultimately resulting in a longer time to hire. 

Even for positions that are more regularly used across agencies (e.g., Environmental Protection Specialist) descriptions may be available and up to date, but there may not be an assessment for a particular grade. For example, OPM and the Permitting Council collaborated to create a pooled hiring, cross-government announcement for a multi-grade Environmental Protection Specialist (EPS). This allowed for one JOA to produce a list of candidates that many agencies could use for hiring. Yet the assessment remained somewhat of a bottleneck because there were not standard assessments available for each grade (e.g., GS-5-14) in the JOA, which required more time for assessment development. This is not unique; for many positions, standard assessments do not exist for each grade.

In the third phase, the primary challenge is a lack of qualified candidates. Hiring managers receive a list of candidates (i.e., certificate list) who should meet the requirements of the position, but that is not always the case. This can result from a number of issues ranging from the use of self-assessments and HR Specialists lacking the expertise to screen resumes to insufficient recruiting efforts. 

In discussions with civil servants looking to hire for permitting-related positions, we have heard these challenges. Some agencies have struggled to make time for efforts given their limited capacity, resulting in a limited applicant pool. Alex’s story provides another example. Alex and their HR Specialist selected a self-assessment strategy, where applicants report their level of experience and skills on a number of questions related to the role. Both self-inflation and humility can distort these scores, resulting in qualified candidates not making it through the process. In reviewing the first certification list, Alex explained being surprised to see individuals with resumes unrelated to the role. This likely resulted from inaccurate self-assessment scores combined with a lack of expertise among the HR Specialist to effectively screen the resumes for the position. Receiving a certificate list with unqualified candidates can significantly delay the process, and in Alex’s case, result in another two month delay.

In the last phase of the process, delays often result from candidates declining their offer and the time required for background checks. Candidate declines can be very demotivating for a Hiring Manager who is excited to bring on the candidate they selected. Candidate declinations are a challenge for permitting-related positions. This is often due to constraints in negotiating salaries and relocation requirements, especially when candidates are asked to move to an area with a high cost of living. With today’s high interest rates, some candidates are just unable to move given the federal government’s stagnant pay structure. 

Improving Alex’s Experience

Thinking back to Alex, this process highlights some areas where the process went astray, particularly with the assessment and HR Specialist screening. These issues can be solved through skills-based hiring and better assessment tools such as Subject Matter Expert Qualification Assessment (SME-QA) (i.e., a process that incorporates subject matter expert resume reviews into the screening process). However, an often-overlooked challenge, not highlighted in the process map, is the relationship between the Hiring Manager and HR Specialist. 

The breakdown in communication between HR Specialists and Hiring Managers is not uncommon. Building a strong relationship and shared ownership across the hiring process is key to success. In Alex’s case, she was discouraged from reaching out to the HR Specialist with questions because of the HR team’s limited capacity; the team was centralized across their organization and responsible for servicing many offices. This left Alex frustrated. The process felt like a black box, leaving her with no insight as she waited for her certificate list to eventually arrive. A kickoff meeting with the HR Specialist to align on a timeline, establish roles and responsibilities, and form a line of communication to share updates throughout the process could have helped open and shine light in the black box, fostering a collaborative relationship to identify and mitigate issues as they arose throughout the process.

Summary

When we take a step back and look at this hiring process, it can feel daunting. The average time to hire one candidate is 101 days. In comparison, the private sector takes less than half the time. While it may not be possible for this current process to meet the private sector’s timeline, there are things that can be done to streamline today’s process. In our next series of blog posts, we will dive into each phase in more detail and highlight short-term solutions for hiring managers, HR specialists, program managers, and budget personnel to bypass these chutes — and focus on the ladders.

In the last three years, the Biden Administration has passed a wave of legislation to address infrastructure, climate, and economic vulnerabilities: the Bipartisan Infrastructure Law (BIL), the Inflation Reduction Act (IRA), and the CHIPS and Science Act (CHIPS). These key laws provide funding and support to rebuild bridges, increase internet access, replace aging water systems, invest in clean energy technologies, build advanced semiconductor factories, and much more. These projects can improve the lives of all Americans, but all have one common implementation bottleneck: permitting. 

Permits underpin many of these projects because they are required for the use of land and other resources under the National Environmental Policy Act (NEPA), National Historic Preservation Act of 1966, and other laws. This means that before building can begin, environmental specialists, scientists, engineers, attorneys, and other experts need to form  federal agency permitting teams to conduct environmental assessments, analyses, community engagement, and legal reviews to provide the required permits and authorizations.

Prior to these new bills passing, the federal permitting workforce was already overwhelmed, according to agency professionals. With the implementation of BIL, IRA, and CHIPS, the demand for permitting has only ballooned, driven by these investments in our future; changing laws, regulations, and policies impacting permitting; and the need for more environmental reviews and authorizations. Additionally, improving existing processes and technology tools to increase transparency and manage the permitting workload has engendered complexity. Not only does this further the need for new talent and skill sets that vary from traditional permitting teams, but it also leads to thousands of new customers beginning new, modernized processes. The Permitting Dashboard, owned by the Permitting Council, illustrates the status of some permitting projects and shows over 7,400 permitting projects planned, in progress, or paused as of September 2024. These demands far exceed the current workforce capacity. 

The federal government is looking to address their surge hiring needs, but have run into challenges. In FY24, there were just under 11,000 full time employee permitting roles anticipated to be hired. However, hiring efforts have run into a number of barriers. Process delays caused by siloed ownership across the hiring process and outdated job descriptions; finding, selecting, or creating an assessment strategy; a need to reclassify roles; required multi-stakeholder reviews; and background checks have all slowed progress. Many of these have been exacerbated by the need for interdisciplinary permitting roles. Appropriation delays, misunderstanding regarding hiring flexibilities and authorities, and insufficient candidate pools have presented additional challenges for HR leaders, hiring managers, and HR specialists to navigate together. Additionally, the type of permitting work conducted and thus, the hiring needs, vary across agencies based on their mission and role in the permitting process, presenting challenges for collaboration and centralized solutions. Outdated federal hiring policies limit agency’s ability to recruit in a more competitive and geographically dispersed manner.

Most of these hiring challenges are not unique to permitting. Rather, they illustrate the pain points experienced by hiring managers, HR specialists, and HR leaders across government. Permitting hiring challenges are merely a microcosm of federal hiring and can serve as an example to identify critical talent reforms.

In the short term, all agencies involved in the permitting process need to prioritize hiring for permitting roles. The Biden Administration, agency leadership, and the Office of Personnel Management (OPM) need to be focused on finding solutions to address these process bottlenecks, and agencies should be looking for opportunities to collaborate and support their shared hiring goals through activities such as, pooled hiring, shared certifications, and standardized agency job descriptions. Implementation of the guidance and recommendations in a recent OPM-OMB Memo on Improving the Federal HIring Experience will help close many of these hiring challenges for agency permitting teams.

Without the permitting workforce needed for implementation, the American public will not reap the benefits of this new legislation. A diversified energy portfolio, improved and safe transportation systems, rural broadband access, resilient supply chains, and clean, accessible water will remain unattainable. The federal hiring process is the linchpin to onboarding this critical talent, and agency leaders are key to prioritizing these efforts. Our nation has not had this opportunity for decades; we do not want to let this moment pass. But if we are not able to build the government capacity needed for implementation, the impact of this historic legislation will go unrealized.