It doesn't take long
working for the government to figure out that hard work doesn't pay in the long
run. In fact, it is quite the
opposite. No matter how hard your brain
tries to deny the evidence, you eventually realize and then accept that hard
work means nothing in terms of pay or advancement in the federal service.
There are people
that will deny that this is the case.
These people are truly delusional , the people that somehow believe
their service is special, important, or meaningful in some measurable way. These people can either be managers who
erroneously believe their promotions were based on merit, or workers who have
fooled themselves into thinking that they provide a unique and special service
to the American public. Something that
can't be found for cheaper elsewhere, or perhaps some special property that
makes them, and only them, a unique snowflake.
Some are just obvious wastes of space that defy all logic, and justify
their existence through some morbid sort of unexplainable magic. This may seem fantastical to someone who has
never worked in the federal service, but it seems downright run of the mill to
those unfortunate enough to have worked in a federal setting for extended
periods of time.
False promises:
Performance Rewards and Promotions in the federal service.
First, we will
tackle the almost laughable concept of "performance awards." I use quotations here, because when compared
to the private sector, "performance awards" in the federal service
are meaningless and miniscule. So much so that most people would consider them
insulting.
We will also discuss
the haphazard world of promotions in the federal service. I say haphazard
because to understand the workings of upper level government management, one
must delve into the realm of the insane.
To begin to
understand these concepts, you first need to understand the basics about the
federal pay system.
The General Schedule Pay System
The general schedule
pay system is the basic federal pay system that most federal jobs fall
under. This system is divided into
grades and steps. The current GS
schedule from the Office of Personnel Management is shown below in Table
1. A grade is a large span of pay,
ranging from GS-1 to GS-15. The maximum
pay in the GS system is currently $157,100 per annum. Bachelor's level graduates are typically
brought in at the GS-5/7 range. Those
with advanced degrees are typically brought in at higher grades (9-11), but it
depends heavily on the degree obtained and the type of work being done. After performing a year of work in one grade,
you are eligible to apply for positions in one grade above your current grade
in the same line of work. Typically,
promotions up to the 11/12/13 level occur quickly, depending on the full
performance level of the position, which defines the top grade obtainable in
the position. For instance, an analyst
position will hire at the GS-5/7/9 grade at entry level with a full performance
level of 12. This means that someone
hired at GS-5 can work their way up to GS-12 in the same position, without
having to compete for the same job up to grade 12.
OPM Pay Tables: 2015 (link to external website)
For steps, there is
a waiting period for different ranges.
Advancement up to step 4 requires a waiting period of one year per
step.
From steps 4 to 8, there is a two
year waiting period.
For steps 8 to 10,
there is a three year waiting period.
Herein lies the main
issue with
the GS system: all continuing pay raises at the full performance level are
obtained by length of service, no matter what your performance has been, with
one rule:
To get a step increase, you
must be rated as "fully successful" in your current job
description.
The definition of
"fully successful" is different depending on your job classification
and agency and means that your supervisor must believe that you are
accomplishing your job goals at an acceptable level during your annual
performance review. What this means for
most positions, in reality, is that you maintain a body temperature somewhere
around 98 degrees and continue breathing.
It has been my experience in the federal service that supervisors do not
want to alienate their workers, so that "fully successful" is the
absolute minimum that any supervisor will assign each employee. With unions, destitute morale, and other
headaches, it is much easier not to rate even the lowest performers under your
purview as less than "fully successful."
"Performance Awards"
As far as bonuses,
they vary widely by organization, but in general your annual performance rating
in the federal service can be thought of as a grade, just like back in school,
from 0-4 in several elements (typically four).
A grade of 4 is outstanding in an element, akin to an "A" back
in school. A grade of 0 is
"unsuccessful," or "F."
The elements are averaged together to give your overall rating (or GPA,
as it could be thought of). Bonuses are
assigned a dollar value per point. For
instance, if your organization assigns a value of $800 per point, your bonus
for a perfect GPA of 4.0 would be $3200.
This is unearned income, so the taxes on it approach 50%, leaving your
outstanding performance over an entire year at a whopping $1600. Hourly, using the OPM guideline of 2087 hours
worked per year, your outstanding performance nets you $0.76 per hour in your
pocket, or about $61 every two weeks.
Now, let us contrast
the benefits of outstanding performance with those of fully successful
performance. Fully successful is defined
as an overall rating (GPA) of 2, a solid C effort. In this case, your annual bonus is only
$1600, of which you take home around $800.
Still, this nets you an extra $0.38 cents average per hour, or about
$30.66 per two week pay period. If we
take the difference between the outstanding candidates bonus and that of a
fully successful candidate, we arrive at a difference of $30.66 per pay
period. To put this into perspective,
the current step increase in the GS-13 pay band is $2,998, and at a tax rate of
23% results in an hourly increase of $1.10 and a pay period increase of
$88.19. Therefore, the reward for your
outstanding work is less than half of one step.
A fully successful
candidate will get the same step increases as an outstanding candidate. While the outstanding candidate may have
better promotion potential than the fully successful candidate, this motivation
wears out once the GS-15 level is obtained, and in many cases at the GS-14 or
GS-13 level, in organizations in which promotion to higher grade positions is
not possible. Spoiler alert: this covers most organizations in the federal
service.
Promotions in the federal service
Promotions are a
tricky thing in the federal service. The
methods for obtaining promotions vary widely between organizations, but the
general promotion environment is determined by a capped number of high grades
that is defined for each organization.
For example, an organization may be capped at having 10% GS-15s, 15%
GS-14s, 30% GS-13s, etc. These positions
are rarely distributed equitably among departments in an organization. Upper management uses the higher grades as
bargaining chips on a regular basis, so don't expect a high grade to stay in
your department if someone retires. It
can vaporize in an instant.
To complicate
matters, you can only get a high grade position if you have 12 months of
service in the same position, one grade lower.
Therefore, a GS-13, even if they consistently perform at a level
consistent with most GS-14s or GS-15s, can only apply for GS-14 positions. GS-12s, similarly, can't apply for GS-14s or
GS-15s. As a particularly horrendous
example, in rural communities the federal government expects GS-12s, in some
cases, to have supervisory duties. In
cities, supervisory duties are typically GS-14 or GS-15 positions. If the GS-12, performing the same work,
applies for a job in the city, human resources will simply throw out their
application because they do not have the prerequisite experience, even though
they have performed the same duties.
There is a loophole that lets you state that you have performed high
grade work in order to get around this nonsense, but these approaches generally
meet with very little success.
The people that get
promotions in the federal government fall into several categories. First, there are the ladder climbers. These are the people that will do and say
anything to work their way up the ladder.
The fastest ones spend a year (or less) in one job, and then immediately
apply for anything at the next higher grade.
Typically, they are not interested at all in the work they will be
performing, just in getting that high grade position. Which means, when they get the job, they are
not likely to enjoy what they are doing, and in another year they will apply
for another position.
Second, we move to
seniority. Many promotions in the
federal government come down to seniority, meaning that the person with the
most years wins. Regardless of whether
or not the person has become nothing but a dried husk of hatred, self-loathing,
and solitude, seniority gets them the grade.
Another route to
promotion is the leadership academy.
Many agencies have leadership programs to groom people for high grade
positions. In these situations,
graduation from a training program practically guarantees an applicant a high
grade position, regardless of previous experience. This results in some truly strange situations
in upper management, where the staff is forced to report to individuals that
have absolutely no idea what is going on in the agency. You can tell if your agency has one of these
if in every meeting, every manager sounds like a bad carbon copy or broken
record. This is because they all
listened to the same online course in their studies, and when a lack of
knowledge confronts them, their brains revert to the organizationally-approved
leadership handbook that was drilled into their heads.
In other cases,
promotions are actually given to the poorest performers or those that have been
formally disciplined for abhorrent behavior.
The logic in these cases goes like this:
I have a horrible performer. I
can't unload them on another group, because the other groups know they are
awful. They are poisoning the morale in
my group. What is my option to isolate
them? Promote them.
Of course, in those
rare "I discovered a new species" moments, promotions are actually
based on merit. If you find one of these
people, I recommend you transfer to work under them immediately. It can provide at least a shield from the
howling madness around you, knowing that you work with someone who defied the
norm.
In a nutshell,
promotions in the federal government are rarely based on merit. Of course, no generalization is
absolute. What I mean is the majority of
promotions are not based on merit, and rather that they are based on one's
ability to "game the system," either through building connections
(schmoozing, bullshitting, empire building, etc.), enrolling in a leadership
program, or performing so badly that the organization has no choice but to
promote you. While I admire "gaming
the system" as much as anyone, allowing it certainly erodes organizational
confidence and morale. Rewarding, and
even encouraging behavior that is purely a means to an end, rather than
dedicated performance, is at the heart of the federal service's broken
promotion system. And as far as morale
in the organization, nothing utterly annihilates morale than a haphazard and
unbalanced approach to awarding promotions.
Thought Experiment
Assume you are a
worker in an small group of eight workers.
You are all GS-13s. Thanks to
congressional limits on funding and the number of high grades allowed in your
organization, there are no opportunities for advancement to a higher grade in
the foreseeable future. Your base pay is
the same or higher than two of your co-workers.
However, five of your co-workers get paid MORE than you. Assume also that you are an outstanding performer. You work every day as hard as you can to get
your work done. The remaining seven
workers around you sit around all day, talk loudly, take long lunches, and get
the absolute bare minimum done. Your
boss, seeing that you do work, rewards you with the work that the others cannot
get done. Your boss recognizes you with
pieces of paper that do not have monetary or other value, and rates you as
outstanding during the annual review.
Not wanting to sow discord in the group, the rest of the employees get
fully successful reviews. How long will
you continue to work as hard as you can, without tangible benefits? How long until you start thinking about
leaving your organization? A month? A year?