Take a look at metro areas that include battered cities like Detroit, which has an overall unemployment rate of 15.1%; Riverside, California, (13.3%); Las Vegas (12%); and Charlotte, North Carolina (11.7%), to name a few. A recent study published by the Economic Policy Institute, Uneven Pain: Unemployment by Metropolitan Area and Race, found that in 2009, in the 50 largest metropolitan areas African Americans were almost always more likely than their white counterparts to be unemployed. The report’s author, Algernon Austin, Ph.D., director of the Race, Ethnicity, and the Economy program for EPI, a nonprofit Washington, D.C., think tank, maintains that such trends continue to be a long-standing problem: “We can track black–white unemployment discrepancies fairly accurately from the 1970s. Its persistence is an indication that we have yet to take it seriously. Policymakers have not responded adequately, but that is, in part, because the general public has not prioritized it as a problem that needs addressing.”

Historically, African Americans have always experienced significantly higher unemployment rates. During times of economic contraction, large numbers of African Americans are hit harder and take a longer time to recover because many were already in a disadvantaged position. In the recession that lasted from July 1981 to November 1982, the national unemployment rate was 10.8%. During that same period, the unemployment rate for African Americans was a staggering 20.2%. Manufacturing, the sector that employed thousands of African American workers at the time, took a devastating hit.

In the report, Austin found that a black–white unemployment ratio of 2-to-1 was the norm. But in certain areas, such as Minneapolis and Memphis, Tennessee, there were black–white unemployment ratios of 3-to-1. Educational attainment was not an equalizer: African Americans with the same educational pedigree as that of other racial groups were still less likely to find employment in their fields. For example, the 2008 findings of the American Community Survey found that African Americans living in Minneapolis were three times as likely as whites to be unemployed, even though the two groups had similar levels of educational attainment. Although Austin asserts that African Americans must attain higher education credentials, he believes the underlying problem is anti-black discrimination in the labor market.

Gerald D. Jaynes, professor of economics and African American studies at Yale University and a member of the black enterprise Board of Economists, maintains that another reason for high African American joblessness is the concentration of black workers in unstable blue-collar positions. He also believes that geographic location is a factor, and cites Detroit. Once a thriving metropolitan area (with a large black population) that relied heavily on manufacturing, Detroit now has one of the country’s highest unemployment rates. Still, Jaynes says unemployment disparity is part of “the legacy of slavery. African Americans never had a chance at a good education or a chance to try high-skilled jobs.”

Soladé Rowe, a principal at Wesley, Brown & Bartle Co. Inc., a New York-based executive search firm that specializes in diverse talent, believes African Americans have made great strides in educational achievement, but that they need to engage in more effective networking. These connections, he maintains, can provide support and advocacy as well as yield opportunities: “The consequences of not leveraging these internal resources, particularly during tough economic times, can result in not having an advocate when layoff decisions are being rendered.”

Jaynes urges a two-pronged attack: “Improve education and skills, and create jobs.” He believes the creation of public sector jobs not unlike those of the Works Progress Administration of the Great Depression era would help alleviate the African American unemployment burden.

Targeted policies that produce new jobs, Austin asserts, will reduce unemployment in these metro areas. “We need a commitment to equal employment opportunity at the national, state, and local levels,” he says. “And we need stronger, more aggressive enforcement of anti-discrimination laws and affirmative action.”

James Hutchinson

Title: Chief Marketing Officer and Senior Vice of HUB International Northeast

Location: New York

Age: 45

Power Play:  Hutchinson manages a department of senior brokers responsible for the negotiation and placement of all insurance coverages for HUB International Northeast’s clients, as well as developing and maintaining all insurance company relationships and the implementation of the insurance marketing strategy. Hutchinson and his team handle numerous industries, including real estate, construction, restaurant, and manufacturing and distribution

When one thinks of building a brand, they automatically assume that the brand is for the customer. Why does building a brand for your employees matter as well?
In any large multidepartmental organization there are three levels of brand building: Within your department, within your organization, and externally to your clients. The first is to build the identity of your department. This is accomplished by developing your department’s mission, goals, and objectives, your processes, and the right personnel to execute the process. Our success and/or failure both from within the HUB organization or to our customers is a direct result of the departments and, more important, individuals within the department’s execution and deliverance of the brand. Our department brand is our promise to represent HUB International and our customer fairly and accurately. I believe that if you are successful at building your departmental brand by getting your team to believe in you, your message, and the process, then projecting that brand within your organization and externally becomes easier.

How do you go about understanding the needs of your employees so that you can create a brand that’s for them and benefits them?
You have to talk to and interact with your employees constantly. You have to build a true team. The first step in building a successful team is picking the right personalities and skill sets. Not everyone should think, act, or perform the same. They need to get along with you and each other. Then you have to explain your philosophy and back it up when it is challenged internally or externally. If your employees see that you not only believe in the brand but will protect it, they will also. It becomes real. I try to get my employees to understand that their individual reputations and work product are their most prized possessions and that their current and future success depends on their individual branding of themselves.

How do managers balance the emphasis of the brand they present to their customers as well as the one they present to their employees?
Both brands should be treated equally because if your employees do not believe, then the brand will never translate to the customer. I don’t think that you can have one brand without the other.

This article originally appeared in the April 2010 issue of Black Enterprise magazine.

(Illustration by Ray Alma)

Whitney Goldsberry wasn’t surprised to land a healthcare job within two weeks of receiving her master’s degree in communication sciences and disorders in May 2009 from Emerson College in Boston. “It took most of the people in my program less than a month to find a job,” says the speech-language pathologist for special needs children. “There’s just such high demand.” She attributes the need to changes in laws that have made speech therapy more available to children at an earlier age, the number of veterans with impaired speech as a result of head injuries, and our aging population. With an 11% employment growth projected between 2006 and 2016 and an average salary of $75,000, speech pathology is just one of many growing jobs available in healthcare.

Despite staggering job losses overall in 2008 and 2009, the healthcare sector actually added hundreds of thousands of jobs. According to the U.S. Department of Labor, nearly 22% of all wage and salary jobs added to the economy between 2006 and 2016 will be in the healthcare sector. Although much has been reported about the nationwide need for nurses, qualified employees are needed throughout the healthcare industry. Opportunities abound, but knowing industry trends and occupational requirements will make all the difference in securing a post in this field.

Your Job Search
Jobs in healthcare can be categorized into four broad groups: managerial, business, and financial; professional; service; and office and administrative support. Positions within these groupings require a range of experience and myriad educational, certification, and licensing credentials—and they don’t necessarily involve patient care. There are a number of managerial and administrative positions for which job seekers who lack a health or science background but have basic business experience can apply.  Even those who have a clinical background can find jobs that don’t directly involve patients, if they prefer such as case managers and nurse educators.

Education, Training, and Advancement
The level of education and skills needed to work in the healthcare industry varies greatly, from an associate degree to a doctorate. Aspiring physician’s assistants must complete an accredited two-year program and pass a licensing exam. To become a medical scientist, a student must obtain, as a minimum requirement, a doctorate in biological science. Ona Okoro, a staff nurse at a veterans  hospital in St. Louis, could have entered her profession with just an associate degree, but instead she obtained a bachelor’s in psychology and then a second bachelor’s in nursing. “There are more opportunities with a bachelor’s degree,” she says. “It’s a boost to your résumé.” Okoro plans to get a master’s degree once she’s gained more work experience. Although many positions in healthcare require only an associate degree, more and more jobs are beginning to up the educational ante. For example, more entry-level nursing positions are requiring a bachelor’s degree, and there is a push to extend the requirement industrywide.

Salaries in the healthcare sector, just as in any other, depend upon position, experience, education, and location. For an entry-level clinical research technician position in Omaha, Nebraska, the average pay is $34,111; the same job in San Diego offers an average salary of $40,192. Having a master’s degree will likely increase your salary wherever you reside.

The new ‘it’ position
The Obama administration has established new initiatives and legislation to digitize medical records and use more technologically managed systems to enhance patient safety and cut costs, such as the new medication administration system that uses barcode technology to track how and when patients receive their medication. The administration has also earmarked significant stimulus funds for this project. Of the $317 billion from the stimulus package (the dollar amount that excludes monies allocated for tax provisions), $66.15 billion has been dedicated to the labor, health, and education sectors; $19.57 billion has been dedicated to the Department of Health and Human Services. Although much of the stimulus money won’t be distributed for another year and a half, many institutions are now hiring in preparation for when it does become available.

According to the 2000–2010 Job Outlook in Brief published by the Bureau of Labor Statistics, computer information systems managerial positions are slated to increase at a rate much faster than average. “Healthcare needs every IT person we can get our hands on,” says Gregg Veltri, chief information officer at Denver Health Medical Center, which is in the top 2.5% of hospitals in the nation that leverage technology for patient care.  What’s needed to successfully transition from paper to digital records, according to Veltri, is people with experience in traditional information technology, but it’s also helpful to have those with clinical backgrounds working as technological liaisons. Called clinician hybrids, these professionals use their clinical knowledge to ensure that the systems being created will actually be useful. Although the tendency may not be to initially link healthcare and technology together, Veltri says, they have more to do with each other than you might think. “We have the same technology that other businesses have; we just have the added complication of having these healthcare systems that are used to provide patient care, so mistakes cannot be tolerated.”

This article originally appeared in the February 2010 issue of Black Enterprise magazine.

Name:

Title: Chairman, President & CEO, Molina Healthcare of Michigan

Location: Troy, MI

Age: 58

Power Play: A healthcare industry maven with more than 25 years of experience in the field, Thomas is currently responsible for a $600 million P&L budget. He has also held the position of chief/administrator of the Office of Healthcare Purchasing, Illinois Department of Healthcare & Family Services.

When managing a large staff, how do you minimize the number of breakdowns in communication?

Getting results is the goal of all interaction and the effectiveness of communication is the outcome. We have standing forums, councils, meetings, newsletters, and other communications media ensuring that all staff receives appropriate and consistent messages of relevance and importance throughout the company. We graph metrics on key priorities and monitor trend lines for movement in the appropriate direction. As such, we are in a position to celebrate progress or coach as needed.

When communication breakdowns do occur, when or where do you normally see them? How do you go about repairing them?

A sobering reality in communication is that the greater burden and basis for breakdown in effective communication rests with the communicator. The communicator has to be very articulate in conveying what he or she wants; if I want a certain outcome then it is on me to knock down any barriers. If you can’t tell it, you can’t sell it. I follow a principle I call G.A.B.E. It is an acronym for: Get in front of the issue, Always about the money, Be proactive, and Early and often, [meaning] early and often direction and team-building communications through one-on-one monthly accountability and coaching meetings with my direct reports; bimonthly senior leadership councils; bimonthly all managers and all associates conferences; bimonthly luncheons with my C-level executives; and quarterly luncheons with all my direct reports.

Is having a perfect communications style an attainable goal for a company?

Begin with the quantifiable rather than a qualitative outcome in mind. In other words, develop a transparency in communication that relies more on results than activities. It should be built upon a reporting and feedback loop that includes frequent review and updates to tactical action plans that align with the company’s operating and strategic plans. Take great efforts to scorecard results instead of just measuring activities. This helps with course correction and coaching as needed. Otherwise, there is a risk of being content with busywork and activities that may not be moving the company in the appropriate direction for desired results.

Whether you have a small company or a large one, what are some steps to take when disseminating information?

Promote a culture of inclusion, collaboration, and partnership of purpose. There is only one agenda—the company’s agenda—and neither the individual leader nor the department’s interest supersedes it. Leaders should model the behavior and culture they want for their organization. And always celebrate successes, express genuine appreciation, and crystallize for all associates the purpose of the company. My door is usually open and I am even-tempered and approachable. I model this style to my direct reports to ensure an inclusive and mentoring culture that promotes openness to feedback and coaching. Also, learn how people receive information. You’re more likely to be successful when you align your communication style with how people understand information. Make your points in different ways that will touch people.

This article originally appeared in the November 2009 issue of Black Enterprise magazine.

(BlackEnterprise.com only reviewed the paid versions of these applications. Many of the apps have free versions that have fewer features.)

Small Business Guide: As a small business owner, it’s easy to feel overwhelmed with the amount of information you need to know in order successfully operate. With Small Business Guide ($29.99), created by Intersog, learning the basics is a lot easier. This interactive app includes a course book, flash cards and self-test covering subjects like power marketing, managing human resources and debt and equity financing. If this reads like gibberish, then this pocket teacher might be a good study-buddy.

GotExpenses: Keeping track of your expenses is vital, but it is very easy to get lost in the mountains of transactions happening on a daily basis. GotExpenses ($2.99) by app creators Meiwin Fu allows you to create a fully customizable monthly budget as well as monitor how much of your budget you have exhausted. And when the month ends, the data can be synced with Google Spreadsheets in order to export all of your budgeting information. A free limited version of the app is available.

Credit Card Expense Manager: This app ($3.99) by Atinco is another great budgeting app. For some small business owners, when cash is low, credit is king. Of course, being knowledgeable and responsible about your credit cards can ensure costly fees don’t trump your spending and that your credit score is a winner. Users can stay abreast of payment due dates, credit limits and a ton of other specific information. The number of cards that can be managed through the app is limitless and all information garnered can be emailed. Both Credit Card Manager and GotExpenses have security settings to ensure that sensitive information is protects.  A free version of the app is available but does not include all of the features of its full-price counterpart.

Bill Minder: For the person who needs help managing their bills, Bill Minder (99 cents) by return7 is just what you’ve been looking for. This app lets users set up recurring bill reminders for up to 17 months, view a calendar with all of your bill due dates and see the total amounts for unpaid bills, paid bills and the grand total for all of your bills for each month. Users can also email a backup version of their information, manage account and bill information and secure everything with Bill Minder’s password protection feature.

Gas Cubby: If you have vehicles for your business, staying up-to-date on the needs and expenses of each of them is key. Apple has a number of applications that can assist in sharing the load. Gas Cubby ($4.99) can create charts that display the MPG, gas and service expenses of all your vehicles. Created by the team at AppCubby, users can also store important information like your vehicles VIN, insurance and license plate numbers and receive maintenance reminders.

Right Signature: For the small business needing an easy way to accept credit cards while out of the office, a number of apps turn your iPhone into a wireless credit card terminal. Whether you need to accept different currencies or you just need a basic terminal, there are a number of options to fit your needs, including the free Right Signature by RightSprite. When you’re on the go, signing important documents can be problematic. If you’re a busy small business owner, sitting by your fax machine waiting for documents to sign may not be the best use of your time. With Right Signature, you can sign documents no matter where you are. Using your touch screen to sign your name, your signature will appear as if you used an ink pen. This free app also has photo integration that enables users to include a photo of themselves along with their signature.

Fuze Meeting: Need to make a conference call while you’re away from your office? With Fuze Meeting (free) from Call Wave, users can attend mobile online meetings for free. Host audio conferences from your iPhone and view supporting video, images and presentations in HD. Users can also attend Web meetings with live desktop sharing. To register for a demo of Fuze Meeting, visit http://tr.im/fuze4.

For more information on these applications as well as others, access the App store via your iPhone, iPod Touch, or the iTunes store.

Ray Chew (Photo by Jerry Jack)

Ray Chew

Title: Contemporary Music Director, Master String Arranger, Composer and Head of Contemporary Music for Carnegie Hall

Location: New York

Age: 50

Power Play: Along with a long career as musical director of the Apollo Theater and his own company, R.C. Music, Chew served as musical director for the 2008 Democratic National Convention and the network-televised Neighborhood Inaugural Ball

Typically it’s a struggle for creative professionals to manage both their craft and the business aspect of their career. Has that been your experience?

We’ve learned from the mistakes of our jazz ancestors; people who were told that they should do the music and leave the business to others. That was a mistake. A lot of our jazz greats wound up dying penniless. I’ve focused on having a good grasp on my business, learning how to navigate and manage my time, and also trying to be aware of where the business itself is going and how to put myself in a position to succeed.

What have been some strategic moves that have enabled you to get where you are now?

There’s a lot of planning and focusing. I remember touring at a very young age. While a lot of my friends were hanging out and partying I was inside learning about production. I toured with the Commodores and they had these huge arena shows. I learned a lot about lighting and every job out there. When it came time for me to get involved in television production, I knew a lot and was able to put that into effect. I was the artistic production director on Alicia Keys’ first big tour because I was knowledgeable about every job out there. Research and commitment enabled me to do a job that wasn’t specifically designed for someone who just plays the piano.

What have you learned from other creative professionals that has furthered your own career?

Quincy Jones told me on numerous occasions about commitment not only to your craft but also taking chances. If you want something that’s special you have to reach for it. And in the process of reaching for it you might have to leap without a net. That means you have to believe in yourself and be prepared. Continue to be a student of the craft and a student of the business. I’m always learning something new from every experience, and then I evaluate what’s gone right and what may not have gone the way we wanted.

What business strategy would you share with someone who wants to pursue a creative career?

The first thing that I would say is to arm yourself with as many high-end focused skills as possible. If you’re an instrumentalist, also study the things that are connected to the industry: computers, software, audio components. If you’re in it for the long haul then you need to prepare yourself. It’s not a sprint—a career is a marathon.

This article originally appreared in the the October 2009 issue of Black Enterprise magazine.

First and foremost, it’s never advisable to accept a severance package right away — without reviewing your options. Most severance packages are offered and must be accepted during a certain timeframe. Depending on the situation, this time frame can be anywhere from a few days to a few weeks. Take the full amount of time that you have been allotted in order to carefully consider the severance package. If you feel that there is room for negotiation, than there are certain aspects that you need to think about before you head to the negotiating table.

–Have you made significant contributions to the company during your tenure?

–Do you have a history of receiving good performance reviews?

–Did you have any special achievements or receive any special recognition for you work?

These are just a few of the questions that will help give perspective to what you have professionally contributed to your organization, as well as offer a solid starting point for negotiating, which can be a difficult process. If you feel uncomfortable negotiating on your own behalf, consider hiring an employment lawyer as an adviser. Bringing a lawyer into the fray might set your employer on edge and make negotiating more difficult, so make sure that all communication on the matter happens between you and your employer.

When negotiating, don’t just think in terms of money. There are other concessions that you should seek that are just as valuable. In addition to pay, extended health benefits and training are negotiable provisions, as well as outplacement services. Depending on the company, outplacement services can range from allowing you continued use of your office space to assistance in finding new employment. Part of your discussion can include how references for future employment will be handled, who should be contacted and what will be said.

Do keep in mind that the bigger the lay-off, the harder it will be to negotiate a better severance package. An employer may be concerned about setting the precedence for negotiating with other employees. If you lost your job through a mass lay-off, you may have to be content with what you were offered. It doesn’t hurt to seek counsel on how you should approach your severance. Whatever the case, make sure you understand the terms of your severance agreement. You are signing a legally binding document and not fully understanding the contract today could lead to trouble tomorrow.

RESOURCES

Severance Best Practices Lessen Litigation Risk

Negotiating Severance Agreements

What Are Your Options

As he is about to release the third edition, publisher Michael Eboda talks about similarities with black America regarding struggles for equality and recognition and how this list could be a first step in Great Britain toward greater diversity. Powerlist 2010 will be available online Sept. 21 at www.powerful-media.com.

In previous Powerlists, there have been a number of black Brits featured from the creative and athletic world. Why do you think there are so few black people in business who get the same recognition?
Actually, the sector with the most representation in the 2010 list is the business/finance sector, so things are changing. We didn’t include many individuals from the sports world even on the last list—unless they were in a very senior managerial position—because although they may be well known, they tend to have only a limited amount of influence as we define it.

The Powerlist is not based on fame or wealth, but on influence. You define influence as “the ability to alter events and change lives.” Why did you choose this definition of influence and how did it shape your search for candidates?
We chose this definition because we wanted to distinguish ‘influence’ from ‘power.’ We wanted to promote the idea that a person who is powerful is only influential when they unleash that power in the right way. Power, in other words, is latent influence.

What are some obstacles for blacks in Britain to rising up the ranks in the business and corporate world? Do you think they are similar to those that black Americans deal with?
I imagine they are pretty similar to those faced by African Americans—about 30 years ago! We are still a long way behind. So, for example, there is only one black CEO of a FTSE 100-listed company, Tidjane Thiam at Prudential  plc. (no affiliation with U.S.-based Prudential Financial Inc.), and he was only appointed this year and is not British. He is from the Ivory Coast and came here via France. We are probably about 10 years away, I imagine, from having a black British CEO of a major company.

Do you really think that the lack of diversity in the business and corporate world stems from an inability to locate the right people or are there other things at play?
Quite often it’s about networks and whether or not you are a part of the right one. In England, for example, a lot of socializing goes on in the pub. But many black people don’t go to a pub on a regular basis, so they miss out. There are other exclusive preserves, too: golf clubs, private members clubs, and the old school tie-in. All of them are in effect devices people use to congregate around people like them. It’s not surprising that so many business decisions are made in these places between the people who are a part of them. Historically, blacks have been kept out of these networks. One of the things we are building with the Powerlist is a strong network of our own. So, for example, if an African American wants to do business in London, we can introduce them to people—black people, at the right level—who can help them to get things done.

This article originally appeared in the September 2009 issue of Black Enterprise magazine.

(Photo by Steve Cash)

Title: Senior Vice President/Global Process

Location: Greensboro, N.C.

Age: 50

Power Play: Dawkins is the first African American senior vice president in the 80-year history of AB Volvo. She is also National Action Network Labor Chair for the state of North Carolina and is regarded as one of the top female labor negotiators on a global platform.

How do you define organizational effectiveness?
Organizational effectiveness is a process that uses operational tools to enable an organization to maximize its productivity by optimizing its human capital. When it becomes a natural process, you have one of the main components of operational efficiency.

In this economic climate, what does organizational effectiveness look like and how can it be achieved?
Unfortunately, too often managers are shortsighted and see organizational effectiveness only as a training initiative. In this climate, the entire organization—not just the executives—must fully understand the primary goals and objectives to be accomplished. There should be a series of communication platforms—town halls, surveys, Webinars, one-on-one meetings—to educate the organization to ensure total alignment of its mission and goals. This is also a great way to get more ownership from your employee base for maximum contribution. And since the economy will continue to change, companies should be focusing on a few key initiatives as opposed to 30 or 40 that more than likely wouldn’t be achieved even in the best of times.

How much does the economy hinder a company’s ability to improve its effectiveness?
Successful companies are flexible and adaptable. An effective organization should have contingency plans in place to capitalize on unpredictable conditions. Organizational effectiveness has a methodology. Once it is properly in place and reinforced, the organization can virtually use autopilot for changing conditions. Bear in mind, the key factor is sincere reinforcement by the CEO and his or her chain of command.

Does organizational effectiveness apply beyond the company—to its vendors and customers?
It is applicable to vendors, customers, and anyone who uses the organization’s product or service. This is actually the intent of organizational effectiveness in its truest form. Most, if not all, of the processes and tools of it would work in the ideal organization if every person who ultimately touches the product has a seat at the table. Bringing all of the players to the game and having no one sitting on the bench is the way to develop a truly winning team. It helps to build an ethical foundation while at the same time cultivating moral values, because it allows the organization to be as transparent as possible. It helps to eliminate hidden agendas.

Although organizational effectiveness can vary considerably from company to company, what is consistent in its implementation?
Organizational effectiveness is not going to happen overnight. Metaphorically speaking, if you didn’t gain 100 pounds overnight, you can’t expect to lose 100 pounds overnight. An organization must be patient, focus on education, and celebrate its accomplishments. Implementing organizational effectiveness is not a textbook application; it is understanding and embracing your culture. The methodology takes a bit of tweaking and massaging. Be prepared to perform quality audits during the process. The process must maintain a checks-and-balances system. One size does not fit all.

This article originally appeared in the September 2009 issue of Black Enterprise magazine.

The mention of federal government positions may conjure up thoughts of specific agencies, such as the CIA, FBI, or State Department. Though those agencies offer viable job opportunities, the federal civil service offers more variety than you may realize. From museum curators and broadcast journalists to forest and conservation technicians, accountants, and fire fighters, career disciplines with the federal government match nearly every profession in private industry. “The federal government offers a lot of career flexibility,” says Downs. “It has also allowed me the opportunity to travel and see the world.”

As the largest employer in the country (excluding the U.S. Postal Service), the federal government is projected to create and fill nearly 200,000 positions over the next few years. With nearly one-third of the federal workforce expected to leave because of attrition over the next five years, and 40% expected to retire by 2016, many jobs are now—or will soon be—available. And to get one, you won’t necessarily need to move to Washington, D.C. Contrary to what many think, the vast majority of federal jobs, about 85%, are located across the country or around the world.

Begin Your Search
The U.S. Office of Personnel Management, or OPM, functions as the human resources department for the federal government and oversees USAjobs.gov, the federal government’s official job site. Job announcements are posted on the site as is information about applying for government work; also included are job search resources, such as a glossary of government terms and interviewing tips. Not all federal positions are posted here, however. To do a complete search, examine the sites of individual federal agencies, bureaus, committees, commissions, departments, and offices, all of which are listed at www.usa.gov.

Unlike jobs in the private sector, federal positions are divided into two categories: competitive and excepted service. To fill competitive service positions, candidates compete and the one who is best qualified is selected, as in private industry. Excepted service or noncompetitive positions are those that are difficult to fill, are designated high need, or require an accelerated process. Because they require special or more urgent attention, the hiring agency tends to fill these positions using a more streamlined process and may not list them on USAjobs.gov. So to know about these positions it’s important to periodically check individual agency Websites.

How to Apply
Once you’ve selected a position, it’s important to understand the application process. The federal government has discontinued the practice of administering certain testing (although some positions still require examinations), but  the process is still notoriously long, complex, and in need of reform. The good news is the OPM is working on reforms to be put in place over the next year. In the meantime, here’s how to navigate the current process:

To apply for a position, submit either a résumé or an Optional Application for Federal Employment, commonly known as OF 612, which can be downloaded from the OPM Website and requires information a traditional résumé does not. Inquiries about how many academic credits you earned from a given university, your citizenship status, and whether or not you claim veterans’ preference are just a sampling of questions on the OF 612. The job site also offers clear instructions for how to best present your applications.

If you choose to submit a résumé, it should include all the information the OF 612 requires; any omissions will lower your chances and can eliminate you from the pool of candidates. In addition to your résumé, you’ll need to submit a written document known as a KSA (for knowledge, skills, and abilities) in which you can elaborate on your work experiences and highlight your achievements. According to the Information Center on www.USAjobs.gov, a hiring manager should be able to see your main credentials on your KSA within 10 to 15 seconds—critical information should “jump off the page”—and you should effectively sell yourself in the top quarter of the first page. In other words, the KSA is a marketing vehicle, and you are marketing yourself.

The Pay Scale is Comparable, but Not the Wait
The vetting process, as it is now, is extensive. Expect to wait weeks, months, or longer before receiving any news.  Although the OPM has established a 45-day hiring deadline for all government positions, the deadline isn’t legally binding and each agency can differ considerably in its hiring practices. Be sure to keep any contact information provided in the job posting to refer to at a later time and date.

Salaries in the public sector are comparable to those in the private sector. There are many pay scales, but two apply to the vast majority of federal employees: the general schedule and the federal wage system. Professional and administrative workers are paid using the general schedule, which provides 15 levels of pay with incremental increases at each level. For example, federal job postings classified as G-14 offer a salary range of $83,445 to $108,483. As with most jobs, new hires usually start at the lower end.

People who work in craft, repair, as operators, or in labor are paid using the federal wage system, which reflects the local wages of comparable positions and varies significantly from region to region.