Numerous studies over the past decade by OPM, MSPB,  NAPA, the Partnership for Public Service, the National Commission on the  Public Service, and GAO have noted problems with the federal hiring  process. Although, as noted above, nearly all HR directors and others note that the  time to hire is too long for most federal hires. In July 2002, NAPA reported that federal “hiring remains a slow and  tedious process.”  The report noted that “Many managers are attempting  to rebuild a pipeline of entry level employees in this very competitive  labor market, yet current hiring methods do not keep pace with the  private sector.”
In September 2002, MSPB said that the federal hiring process has a  number of key problems including  “overly complex and ineffective  hiring authorities” and “inadequate, time-consuming assessment  procedures.”
In November 2002, OPM in its strategic plan for 2002 through 2007  stated, “ There is a general perception that our hiring process takes too  long and may not provide well-qualified candidates.”
In January 2003, the National Commission on the Public Service said,  “Recruitment to federal jobs is heavily burdened by ancient and illogical  procedures that vastly complicate the application process and limit the  hiring flexibility of individual managers.”
Not only does the current hiring process not serve agencies and managers  well as they seek to obtain the right people with the right skills, but  applicants can be dissuaded from public service by the complex and  lengthy process. OPM and the agencies we studied have taken steps to address some of  these hiring obstacles. OPM points out that the classification  standards and process need to be reformed. OPM recognizes that it must do more to improve assessment tools. The Rule of Three Limits Managers’ Choice of Quality Candidates

One of the largest obstacles to the federal hiring process mentioned in our  interviews with HR directors was the rule of three. Conclusions

Improving the federal hiring process is critical as the number of new hires  is expected to increase substantially to address the security needs arising  from the terrorists attacks of September 11, 2001, and to replace the large  number of employees expected to retire over the next few years. Recommendations for Executive Action

OPM’s hiring initiatives are moving in the direction that will help agencies  improve their hiring processes. Objectives, Scope, and Methodology

As agreed with the requesters and in accordance with discussions with  their offices, the objectives of this study were to  identify major factors that hamper or delay the federal hiring process;  provide examples of innovative practices or approaches used by  selected agencies to improve their hiring processes and have the  potential to be adapted by other agencies; and   identify opportunities for the Office of Personnel Management (OPM),  agencies, and others to improve the federal hiring process. Next we gathered information on our three objectives by conducting  semistructured interviews with the HR directors of the 24 largest federal  departments and agencies. In order to provide examples of innovative practices or approaches used by  selected agencies to improve their hiring processes and that have the  potential to be adapted by other agencies, we conducted a second phase of  interviews at five selected agencies from February through November  2002: Department of Agriculture’s Agricultural Research Service (ARS) and  Forest Service (FS), U. S. Geological Survey (USGS), U.S. Census Bureau  (Census), and Department of the Army (Army). 3. We  recommend that OPM help agencies improve all applicant assessment  tools. 6.
Why GAO Did This Study

Improving the federal hiring process is critical, as the number of new hires is expected to increase substantially. Federal agencies are responsible for their hiring processes, but must generally comply with applicable Office of Personnel Management (OPM) rules and regulations. Congressional requesters asked GAO to identify federal hiring obstacles, provide examples of innovative hiring practices, and identify opportunities for improvement. To address these issues, GAO interviewed the human resources directors in 24 largest departments and agencies, analyzed the hiring practices of five federal executive branch agencies, and reviewed OPM's role in the hiring process.

What GAO Found

There is widespread recognition that the current federal hiring process all too often does not meet the needs of agencies in achieving their missions, managers in filling positions with the right talent, and applicants for a timely, efficient, transparent, and merit-based process. Numerous studies over the past decade have noted problems with the federal hiring process. Nearly all of the federal human resource directors from the 24 largest federal agencies told us that it takes too long to hire quality employees. According to data compiled by OPM, the estimated time to fill a competitive service position was typically more than 3 months, with some human resources directors citing examples of hiring delays exceeding 6 months. The competitive hiring process is hampered by inefficient or ineffective practices, including defining a vacant job and pay that is bound by narrow federal classification standards, unclear job announcements, the quality of certain applicant assessment tools, time-consuming panels to evaluate applicants, and the "rule of three" that limits selecting managers choice of candidates. Equally important, agencies need to develop their hiring systems using a strategic and results-oriented approach. GAO studied five agencies that human capital experts identified as having taken steps to improve parts of the hiring process--the U.S. Geological Survey, the Department of the Army, the U.S. Census Bureau, and the Department of Agriculture's Agricultural Research Service and Forest Service. Some of these practices might help agencies across government improve their hiring processes. OPM recognizes that the federal hiring process needs reform and has a major initiative to study the federal hiring process. OPM's efforts will be most effective to the extent to which they help transform agency hiring practices from process focused to mission-focused hiring tools that are more closely integrated into agencies strategic plans.