An Open Missive to our Federal Elected Officials: Who Polices the Federal Government in Following Hiring Practices?

As a dual-service, disabled veteran, possessing two master-level degrees from accredited colleges and engaged in the pursuit of a Ph.D., I am finding, from personal experience and in speaking to others pursuing employment with disabilities, discrimination is alive and well.  I can understand the discrimination in private sector hiring; I do not like it but understand it.  Risk, costs of health insurance, and costs of doing business increase when hiring those with disabilities.  I do not see government as a “jobs program” in any way; however, the government has taken it upon themselves to enact rules specifically to hire those with disabilities.  Thus, the government should be more open to hiring those of us with disabilities.

People ProcessesFederal Government hiring procedures provide two hiring paths, competitive and non-competitive.  Under competitive, there are several ways of being placed ahead of others and points are awarded for certain hiring preferences, of which being a veteran is but one.  In non-competitive hiring, Schedule A provides for disabled people to sidestep the traditional, or competitive, practices of hiring to have an opportunity of obtaining employment without having to compete with candidates not experiencing the special conditions caused by disability

Disabled people are supposed to be able to employ Schedule A hiring practices for Federal Hiring because disabled people know how difficult it is to be hired for the private sector, city, county, and state government hiring.  Here is where those in hiring positions for the Federal Government are able to bypass the system and not hire disabled people:  no one is policing hiring.  I was informed, very politely, by the Inspector General’s Office that they do not inquire or investigate compliance with regulations for hiring.  The question to you, elected Federal Officials: who polices and ensures compliance with written protocols established by OPM for hiring?

As a disabled veteran, hiring in the private sector has become more difficult as my injuries have become more noticeable, from fall 2010 to present.  Having a disability that is nerve based, causing tics/twitches/spasms, hiring officials acknowledge directly or indirectly that since my cost to employer-based health care will come with a pre-existing condition and higher overall costs in ADA compliance and loss of potential (blue) money, I become the “candidate to beat,” and finally will be told, “you are overqualified,” “you are over-educated,” or my personal favorite “you are not a good fit.”  Thus, after four consecutive years of seeing my ability to be hired in the private sector diminish, I began more heavily pursuing employment with the Federal Government.

In June 2016, I was, finally, awarded a Schedule A letter to add to my documents in Federal Hiring.  With the Schedule A letter, I was provided OPM training on how to be “Direct Hired” and walked through the OPM website governing the policies that govern Schedule A hiring and disability hiring for the Federal Government.  Since the award of the Schedule A letter, I have had a VA hiring official refuse to use the letter claiming VRA and VEOA are both more efficient, and then not hire me for being “overqualified.”  I have experienced hiring managers tell me that “Direct Hire” authority lies with managers, and you need to know those managers to employ Schedule A preference, but the hiring managers cannot tell you who else to speak with to receive Schedule A hiring.  The absolute best excuse has been a hiring manager’s claim that there is no such thing as non-competitive hiring, that all applicants must be hired under competitive hiring standards, and then proceeded to tell me I am not qualified for the position because my degrees were not specifically those desired in the advertisement, even though the advertisement did not specify a specific degree, other than master-level.  Most recently I have been offered positions so far below minimum pay levels only because the government knows that desperation often breeds compliance, even if compliance creates actual harm, all in the name of some future date of possibly being hired for the wages qualified for at the time of hire.

Hence, I emailed the Inspector General’s office regarding these circumstances and received the following reply, “The Inspector General’s Office does not monitor compliance with hiring in the Federal Government.”  Thus, Elected Officials, I ask you, “Who regulates and ensures compliance in hiring for Federal Government positions?”  “Who is accountable for OPM regulations being adhered to by local hiring decision-makers?”  “Where can those who are disabled and trying to work turn for a reconciliation of just grievances?”  You, the elected officials, created this hiring system with preferences for disabled people to find work with the Federal Government, so who is policing the hiring for you?

I have now contacted elected officials in four separate states while living and voting in those areas, Ohio, Arizona, Utah, and Michigan, asking the representatives of elected officials directly the same questions posed in this missive.  Senator McCain’s office was the most oblique and obtuse claiming that if hiring practices are not being followed it is due to a lack of training somewhere, but the issue is not important enough for the senator’s time.  Upon arrival in New Mexico, I asked about hiring at the VA Hospital in Albuquerque and was told by several officials at the VA Hospital that the HR Department was under extra scrutiny due to a significant lack of following the hiring guidelines for Federal Government hiring; but, none of those people could tell me who polices the hiring practices and ensures compliance.

Why is this important; because disabled people are not receiving the kind of hiring support they need.  With the current costs to business operation in the private sector, I can understand, I do not like it, but I can understand, that hiring those with disabilities is going to be a major cash outlay upfront with increased risk.  As a business professional, I understand the risk/cost structure, and I understand that the speed of business dictates finding the lowest cost/risk, candidate.  For the city, county, state, and Federal Government positions, I cannot fathom why disabled people are dragged through such egregious hiring practices.  I did an unofficial survey of 25 Federal Government, NM State, Bernalillo County, and City of Albuquerque employees asking them one simple question, how long did it take for you to be hired initially.  The answers ranged from multiple months to 5 years of constant applying.  If the employee had been promoted, I asked how long did the employee wait for the promotion, and the answers ranged from 3-months in the initial position to 15-years.  As a business professional, I can confidently say this is where enormous amounts of blue (potential) money are being wasted, and as the axiom goes, burn enough blue money and green money, in this case, taxpayer funds, evaporate!

Ways to fix the hiring issue:

  • USAJobs.govEach Federal Government office needs to have a single person solely responsible for Schedule A and all other direct hire authority programs that non-employees can communicate with to apply directly to that organization. All open positions would run through this office first providing the option to request Schedule A preference, and upon that selection, USAJobs.gov would automatically drive the applications to the single person responsible for direct hiring and provide this person’s name and contact information to the applicant.
  • Stop the redundant efforts. Once a background and reference check has completed for one office, make this information available to all offices for 365-days.  With applicants making multiple applications to several different offices, this alleviates contacting those references multiple times, duplicating work, and wasting resources.  The technology to share is already available, and this is a low-cost, high-return option to invoke.
  • Every worker in government expects everything to take an inordinate amount of time to complete work. The longer the waiting game takes, the more potential (Blue) money is wasted exponentially.  Start shaving unproductive hiring practices, processes, and procedures.  Streamlining the hiring process overall is needed!

Blue Money BurningConsider the following as a general guide.  For every five dollars of blue money wasted, fifteen to fifty green taxpayer dollars evaporate.  Thus, when a position is open, the lost potential is the annual salary of the new hire for every month the position remains open and unfilled, and the green money loss is the annual salary of the position open every two months.  Between others having to work harder to cover the open position (Blue), the added strain and stress of working shorthanded (Blue), and the lost productivity of the entire team including the costs of long-term planning (Blue), along with other factors, are “hidden costs” of conducting business.  In the blue money loss, the green money evaporation is found in less time for maintenance, tools, and people are used harder and longer, overtime for important deadlines, and commitments lost are all, but not a complete list, of green money evaporation pits.

  • While not directly a hiring practice, reducing employee churn, training, and promoting more quickly is a best business practice. The people in government make the government, and I am not the only customer service professional pointing to government offices as the epitome of incompetent people wasting resources and destroying morale and customer relationships.

Case in point, at the Regional VA Office in Phoenix, AZ, three people regularly man the front desk and are the face of this VA facility.  Of these three, one person is incompetent and intentionally mean, remarking in demeaning and insulting tones to questions and speaking ill of the veteran they just “helped.”  One is trying and means well.  The third could not be hired to clean road kill off streets and is completely and utterly a drone, for example saying they are working on a task but never accomplishing anything productive.  Several times while being harassed assisted by these individuals, I witnessed the third person asking for help from another employee to staple forms together, asking “where does the staple go in the form again?”  Hence, I was not surprised when Phoenix became the face of incompetent and heartless government workers literally killing veterans.  Clean house of the deadwood, replace with hard-working people and streamline the process of work to reduce the opportunity for drones and hacks to manipulate the system.  Of the 10-15 people that regularly float through the Phoenix VA Regional Office Front-Desk/Waiting Area, I think two might actually be working.  The rest seem to have an amorphous purpose doing ambiguous work in a cloud of confusion taking taxpayer wages for no productivity.

  • Customer service improvement begins internally, employee to employee. Want to slow churn, improve how employees serve each other.  Want to reduce churn significantly, get the supervisors, team leaders, and other organizational leaders out of the office, onto the production floor, and actively exemplifying customer service and professionalism.  Improve employee to employee customer service and departments like the VA and DMV will immediately begin to change their horrendous reputations.

I am not the only person in this country paying taxes and angry about the drones and dregs hired to conduct government business.  It is past time to demand accountability for the taxpayer money waste at all levels of government.  Decreasing waste begins with improved hiring, respect for the government they work for by being honest in their employment, and increased regard for the people they serve.

When an employee commits a crime, they should be able to be fired and never re-hired by the government, then held accountable in a court of law for their crimes.  When an employee does not pay their taxes while working for the government, they should be fired and never re-hired, then held accountable like every other citizen not paying their taxes.  To hear about government computers full of porn, child porn, and online gambling, tells me there are workers that are not being supervised properly, work is not being done, and the supervisor and the offending employee need to be fired and never re-hired, then held accountable in a court of law for their crimes.  Being paid to work and not working is theft!  Child porn is a crime!  Watching porn on a computer while being paid is both sexual harassment and theft, both of which are crimes!

The taxpayer receives a slap to the face when federal, state and county government employees are caught gaming the system for personal profit, are not required to remit the monies ill-gotten, and are not fired, or worse are fired and an obscure union regulation returns them to work at the same salary and position of authority, or worse are promoted after being returned to work.  These are failures in treating people properly, honoring the tax dollars invested, and reflecting a failure of elected officials to supervise government workers needed to run the government.  When will our elected officials become the leaders we are paying them to be, holding those malfeasant characters legally and morally accountable and removing them from employment in government?

Your'e HiredWe hired you, the elected officials, to run the government for us, not to enrich yourselves at our expense, and not to allow nefarious and untrustworthy people to lie, cheat, and steal our tax monies and keep being paid with our tax money!  More egregious still is allowing those who have abused the power of government to cause harm, then allow those abusers to quietly leave the government with their pensions, and no criminal charges are ever pursued, e.g., Lois Lerner among many others.  When you want to know why the approval rating for elected officials is so low, look no further than the issues raised in this missive.  Fix the problems!

Published by

msalis1

Dual service military veteran. Possess an MBA in Global Management and a Masters degree in Adult Education and Training. Pursuing a PhD in Industrial and Organizational Psychology. Business professional with depth of experience in logistics, supply chain management, and call centers.

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