The Foreign Service Journal, December 2018

THE FOREIGN SERVICE JOURNAL | DECEMBER 2018 73 AFSA NEWS FAS VP VOICE | BY KIMBERLY SAWATZKI Overhauling Our Washington Assignment Process Ideally, FSOs could look ahead to see which positions are likely to be open, both overseas and in Washington, and bid accordingly. In my October column, “Mis- sion (Almost) Impossible: Landing a Desirable Position in D.C.,” I ended with a cliff- hanger about ways to improve the assignment process for Foreign Service officers returning toWashington. It’s an age-old debate, but the time is ripe for change. The FAS administra- tor recently announced an agency reorganization and transformation in human capital management, so the timing is ideal to make overdue improvements to our Washington assignment process. One option would be to require all those in supervi- sory positions in the agency (including Civil Service employees) to rebid every four years, on a rotating timeline. Employees can reapply for the positions they occupy, but supervisors may choose to select another bidder. Previous agency attempts to mandate rotations failed due to a lack of enforcement by management, but this approach differs because it enables, but does not require, rotation if the incumbent and supervisors prefer the status quo. This option would not only ensure that returning FSOs have ample positions to bid on; it would also encourage underperforming employees to work harder to keep their positions or compete for others. This proposal would face some opposition from the Civil Service. But there would be support as well, because it would address frequent complaints from our Civil Service colleagues about limited opportunities to move around within the agency. Unfortunately, this option does not address the need for meaningful positions for FSOs at lower levels, which would not be solved through manda- tory rebidding of supervisory positions. Another option would be to create Foreign Service–desig- nated positions, which must be promotable and have the appropriate level of responsi- bilities for career growth. (Cur- rently, there are only a handful of FS-designated positions in the agency, all concentrated in the Office of Foreign Service Operations.) There are challenges with this option, particularly stem- ming from the shortfall of mid- level officers. For instance, if no FSOs bid on a position, how would it be filled? Could a Civil Service employee occupy it? And if so, for how long before it is rebid?Would there be a minimum tour length? These questions need to be addressed. However, this option presents an excellent opportunity to create mean- ingful jobs at the lower levels for the many FSOs who are unlikely to receive an imme- diate onward assignment overseas. Returning toWashington after one overseas tour can be disheartening, especially since FSOs are often returning to positions that are no higher in grade or responsibility than the one they were in years before they went overseas. With a shortfall of FSOs, we cannot afford to lose offi- cers to the private sector or elsewhere because they feel underutilized, unchallenged or stuck at headquarters. Perhaps the best approach is a mixture of the two options above, or maybe it is something entirely different. Regardless, the new system should be more predictable and transparent, as FSOs currently have little or no idea what options will be avail- able until long after they have learned they are returning toWashington. Ideally, FSOs could look ahead to see which positions are likely to be open, both overseas and inWashing- ton, and bid accordingly. We should explore the State Department’s approach of simultaneous bidding for overseas positions and on specificWashington jobs for a predetermined tour length. That might be tough for a Foreign Service as small and understaffed as ours, but per- haps we can create a tailored solution that works for us. We need to ensure that returning FSOs have access to career-enhancing, fulfill- ing positions available, or the agency risks damage from a further contraction in the size of our already dwindling For- eign Service cohort.With the upcoming agency reorganiza- tion and operational transfor- mation, the time is right for changes to our problematic Washington assignment process. I invite you to share your ideas on how we can improve our system. n 73 NOVEMBER 2018 | THE FOREIGN SERVICE JOURNAL Views and opinions expressed in this column are solely those of the AFSA FAS VP. Contact: kim.sawatzki@usda.gov | (202) 720-3650