Workforce & Contractors

There is no simple answer to this question, however research by the Congressional Budget Office (CBO) has provided detailed comparisons.

According to CBO analysis, Federal civilian workers with less education tend to earn more in wages than similar workers in the private sector, while Federal workers with more education tend to earn less. However, when benefits like health insurance and retirement plans are included, the total compensation for federal employees is, on average, higher than for similar workers in the private sector across most education levels. The value of Federal benefits, particularly defined benefit pensions, is a significant part of this difference.

Yes, most career Federal government employees are covered by a pension plan, which provides a defined monthly payment in retirement. This is part of a three-tiered retirement system that also includes Social Security and a 401(k)-style investment plan called the Thrift Savings Plan (TSP). This type of defined-benefit pension has become much less common in the private sector.

Over the past few decades, most private-sector companies have shifted away from offering traditional pensions due to costs and now primarily offer defined-contribution plans, such as 401(k)s, where the employee’s retirement income depends on their contributions and investment returns. While both sectors offer retirement benefits, the structure and generosity, particularly the guarantee of a lifetime pension, are now significantly different, with federal benefits generally being more comprehensive.

No, the government does not count contractor personnel or grant recipients as part of its official employee headcount. The official headcount and Full-Time Equivalent (FTE) numbers for the federal workforce, which are tracked by the Office of Personnel Management (OPM), only include civil service employees.

While contractors and grantees perform essential work on behalf of the government, they are not federal employees. They work for private companies or non-profit organizations that have been awarded a contract or grant. Tracking the exact number of contractor personnel is challenging, as the government primarily tracks the dollar value and scope of contracts, not the number of individuals working on them. This distinction is important for understanding the true size and scope of the total workforce that is funded by taxpayer dollars. Some reports suggest that Federal Contractors are as many a 4 times the Federal Government headcount (9.1 Million – See POGO in reference)

Federal employees have due process rights, and agencies must follow specific legal procedures when taking disciplinary action, which can range from a letter of reprimand to suspension or removal from service. For most career employees, agencies must base adverse actions on performance issues or misconduct, and the penalty must be reasonable.

An employee facing a serious disciplinary action, like removal, has the right to receive advance written notice, review the evidence against them, and respond to the charges. If the agency decides to proceed, the employee can appeal the decision to an independent body, the Merit Systems Protection Board (MSPB). This process is designed to protect employees from unfair or arbitrary political influence and ensure that personnel decisions are based on merit.

You can view data on vendor concentration and small business participation in federal contracting through USASpending.gov. This official website provides detailed information on which companies are receiving federal contracts and allows you to analyze market trends. You can see which vendors are the top recipients of contracts for specific agencies or for the government as a whole.

The site also provides extensive data on the government’s progress in meeting its small business contracting goals. Federal law requires that a certain percentage of contract dollars be awarded to various categories of small businesses, such as those owned by women, veterans, or socially and economically disadvantaged individuals. The Small Business Administration (SBA) also publishes annual scorecards that rate how well each federal agency is doing in meeting these small business participation goals.

Federal agencies decide between using civil service employees (government workers) and private contractors based on a process that weighs factors like cost, efficiency, and whether the work is “inherently governmental.” For commercial activities that could be performed by either sector, agencies may be required to conduct a cost comparison to determine the most cost-effective option.

The government’s long-standing policy, outlined in OMB Circular A-76, is to rely on the private sector for needed commercial services. However, certain functions, particularly those that are “inherently governmental” or closely associated with it, must be performed by federal employees to ensure accountability and protect the public interest. This decision-making process, known as “sourcing,” is a key part of managing the federal workforce and budget.

The Ffederal government uses performance awards and bonuses to recognize and reward employees for high-quality work and contributions to their agency’s mission. These awards are a component of the government’s pay-for-performance system and can take various forms, including cash bonuses, time-off awards, and quality step increases to base pay.

The criteria and funding for these awards are determined by each individual agency, based on guidance from the Office of Personnel Management (OPM). Decisions about awards are typically linked to an employee’s annual performance rating. The goal of the system is to incentivize excellence and create a clear link between individual performance and recognition, thereby fostering a more effective and motivated workforce.

It varies significantly but generally the Federal government tends to offer higher average salaries than state and local governments. This is partly because Federal jobs are often concentrated in high-cost metropolitan areas and may require higher levels of education or specialization.

However, benefits can be a major equalizer. While Federal benefits are considered generous, many state and local governments also offer strong pension and healthcare packages that can be competitive with or even exceed federal offerings. The U.S. Bureau of Labor Statistics (BLS) provides compensation data that allows for comparisons of wages and benefits across federal, state, and local government sectors.

Continuity of Operations (COOP) planning is the effort within the federal government to ensure that essential functions can continue to be performed during a wide range of emergencies, including natural disasters, accidents, or attacks. The goal of COOP is to maintain the essential operations of government with minimal disruption.

Each federal agency is required to develop a COOP plan that identifies its essential functions and includes procedures for relocating to alternate facilities, ensuring access to vital records, and communicating with staff and stakeholders during an emergency. The Federal Emergency Management Agency (FEMA) provides guidance and assistance to agencies on developing and maintaining their COOP plans, ensuring that the entire federal government is prepared to operate under any circumstances.

The federal government measures employee engagement and satisfaction primarily through the annual Federal Employee Viewpoint Survey (FEVS). This government-wide survey, administered by the Office of Personnel Management (OPM), asks federal employees about their experiences with their agency, their leaders, and their overall work environment.

The survey results provide valuable insights into morale, engagement, and job satisfaction across the government. OPM publishes the results publicly on a website called UnlockTalent.gov, allowing you to see government-wide trends and individual agency scores. Agency leaders use this data to identify areas for improvement and develop strategies to build a more engaged and effective workforce.

Millions of Americans work in the public sector across Federal, State, and Local governments. The Federal government employs over 2 million civilian workers. However, the vast majority of government employees in the U.S. work at the State and Local levels. There are approximately 19 million State and Local government employees.

The U.S. Census Bureau conducts a regular Census of Governments, which provides detailed statistics on the number of government employees at the state and local levels, broken down by function, such as education, hospitals, and police protection. The Bureau of Labor Statistics (BLS) also tracks government employment as part of its monthly employment situation report, providing another key data source.

The federal government employs over 2 million civilian workers across a wide range of occupations. The central resource for data on the federal workforce is the Office of Personnel Management (OPM), which serves as the chief human resources agency for the federal government.

OPM regularly publishes data and statistics on the federal workforce through its FedScope database. This public tool allows you to explore data on federal employee demographics, occupations, agency, location, and salary. You can also find information on the official salary tables for federal employees, known as the General Schedule (GS) pay scale, on the OPM website. This data provides a transparent look at the composition and cost of the federal workforce.

The federal government uses several types of appointments to hire employees, each with different rules and durations. The most common type is a “career appointment,” which is a permanent position with no set end date. These are competitive service positions where employees gain job security and full benefits after a probationary period.

Other types include “term appointments,” which last for a defined period, typically one to four years, and “temporary appointments,” for short-term work lasting a year or less. The government also uses special hiring authorities for specific groups, like veterans or individuals with disabilities. Finally, “political appointments” are used to fill leadership and policy-making positions for an administration, and these appointments typically end when the President leaves office.

The Federal civilian workforce is spread across dozens of agencies, but a few large departments account for the majority of employees. The Department of Veterans Affairs is the largest civilian agency, employing hundreds of thousands of people, largely to operate its extensive healthcare system.

The Department of Homeland Security is another of the largest agencies, with a vast workforce that includes customs and border protection, immigration services, and transportation security. The Department of the Treasury, which includes the IRS, and the Department of Justice are also among the biggest federal employers. You can find precise, up-to-date employment numbers for all agencies through the OPM’s FedScope database. Additionally the DOGE Workforce website has a easy to navigate tool.

The Hatch Act is a federal law that limits certain political activities of federal employees to ensure the civil service remains non-partisan. The goal is to prevent government workers from being politically coerced and to ensure that federal programs are administered in a fair and impartial manner.

While federal employees retain the right to vote and express their opinions privately, the law restricts their active participation in partisan political campaigns. For most federal employees, this means they cannot run for partisan office, solicit campaign contributions, or engage in political activity while on duty. The U.S. Office of Special Counsel (OSC) is the independent agency responsible for enforcing the Hatch Act and provides detailed guidance on its website.

“Inherently governmental work” refers to functions that are so intimately related to the public interest that they must be performed by federal government employees, not by private contractors. The official definition states that these are activities that require the exercise of discretion in applying government authority or making value judgments in making decisions for the government.

Examples of inherently governmental functions include determining agency policy, commanding military forces, and awarding government contracts. The distinction is critical for ensuring that core government responsibilities are carried out by public servants who are accountable to the public, rather than by private entities. The Federal Activities Inventory Reform (FAIR) Act requires agencies to identify these functions to prevent them from being improperly outsourced.

A Thrift Savings Plan (TSP) is a retirement savings and investment plan for Ffederal employees and members of the uniformed services, similar to a 401(k) plan in the private sector. It allows Federal workers to save and invest for retirement by contributing a portion of their pay, which can grow tax-deferred or tax-free (in the case of the Roth TSP option).

The government contributes to employees’ TSP accounts as well, providing an automatic 1% contribution and matching employee contributions up to an additional 4%, for a total of a 5% government match if the employee contributes at least 5%. Participants can choose how to invest their money from a selection of different investment funds, ranging from a secure government securities fund to various stock and bond index funds.

An Intergovernmental Personnel Act (IPA) assignment is a temporary arrangement that allows for the movement of employees between the federal government and non-federal entities. Under an IPA, a Federal employee can go on a temporary assignment to a state or local government, university, or other eligible non-profit organization, and vice versa.

The purpose of the IPA program is to facilitate the sharing of skills and knowledge between different levels of government and other organizations. For example, a federal scientist might work at a university for a year to collaborate on research, or a city manager might take a temporary assignment at a federal agency to share expertise in urban policy. The program is managed by the Office of Personnel Management (OPM) and is designed to improve cooperation and strengthen all levels of government.

Whistleblower protection laws are designed to shield federal employees who report evidence of government waste, fraud, abuse, or other misconduct. The Whistleblower Protection Act prohibits federal agencies from retaliating against an employee for making a protected disclosure. Retaliation can include actions like being fired, demoted, or reassigned.

An employee who believes they have faced retaliation for whistleblowing can file a complaint with the U.S. Office of Special Counsel (OSC). The OSC is an independent agency that investigates these complaints and can seek corrective action on behalf of the employee from the Merit Systems Protection Board (MSPB). This process is crucial for holding the government accountable by encouraging employees to speak up without fear of reprisal.

Federal Executive Boards (FEBs) are forums for communication and collaboration among federal agency leaders located in major metropolitan areas outside of Washington, D.C. There are 28 FEBs across the country, and they serve as a vital link between federal agencies at the local level and the President’s administration.

The mission of the FEBs is to increase the effectiveness of the federal government by strengthening coordination among federal agencies. They play a key role in implementing presidential initiatives at the local level, coordinating emergency response and continuity of operations planning, and sharing best practices among federal managers. The FEB network helps to create a more unified and effective federal presence in communities across the nation.

The Federal Labor Relations Authority (FLRA) is an independent administrative federal agency that oversees the labor-management relations program for most federal employees. Its role is similar to that of the National Labor Relations Board (NLRB) for the private sector. The FLRA’s mission is to ensure that federal employees have the right to organize and bargain collectively, and to promote stable and productive relationships between federal agencies and their employee unions.

The FLRA is responsible for resolving disputes and complaints that arise under the Federal Service Labor-Management Relations Statute. This includes conducting union elections, deciding on unfair labor practice complaints, and resolving disputes over the negotiability of bargaining proposals. The agency’s work is central to defining and protecting the collective bargaining rights of the federal workforce.

The Merit Systems Protection Board (MSPB) is an independent, quasi-judicial agency in the executive branch that serves as the guardian of the federal merit systems. Its primary mission is to protect federal employees from unfair or arbitrary personnel actions and to ensure that employment decisions are based on merit, not partisan politics.

A key function of the MSPB is to hear and decide appeals from federal employees who have been disciplined, demoted, or removed from their jobs. It also hears whistleblower retaliation complaints and conducts studies of the civil service to ensure it is being managed effectively and fairly. The MSPB’s work is essential for maintaining an effective and non-partisan federal workforce.

The Senior Executive Service (SES) is a corps of senior leaders who serve in key positions just below the top presidential appointees in the executive branch. SES members are the major link between these political appointees and the rest of the federal workforce. They are responsible for leading and managing major government programs and initiatives.

Established in 1978, the SES was designed to create a cadre of highly experienced and effective public service leaders who can be moved between different agencies to address the government’s most pressing challenges. They are selected for their leadership qualifications and are expected to drive results, serve as a catalyst for change, and build a high-performing federal workforce. Data on the SES is available from the Office of Personnel Management (OPM).

“Headcount” and “Full-Time Equivalent” (FTE) are two different ways of counting the number of people working in an organization. “Headcount” is a simple count of all individual employees, regardless of how many hours they work. If an agency has 100 employees, its headcount is 100.

“FTE” is a calculation that measures the number of hours worked rather than the number of employees. One FTE is equivalent to one full-time employee’s work hours for a year. For example, two employees who each work half-time would be counted as one FTE. The government often uses FTEs for budgeting and workforce planning because it provides a more accurate measure of the total labor capacity and cost.

The Office of Personnel Management (OPM) is the main source for data and statistics on federal employee retirements. OPM’s FedScope database allows the public to view detailed information on workforce trends, including the number of retirements across the government each year. The data can be filtered by agency, occupation, and other demographic factors.

This data is important for workforce planning, as it helps agencies forecast future attrition and identify potential skills gaps as experienced employees leave the workforce. OPM and the Government Accountability Office (GAO) also publish reports that analyze retirement trends, such as “retirement waves” in certain occupations, and assess how well agencies are preparing for these changes.

The Office of Personnel Management (OPM) is the official source for data on labor-management relations in the federal government, including union membership. OPM is required to maintain and publish data on the number of Federal employees represented by a bargaining unit (a union) and the number who are dues-paying members. USA Facts using BLS data reports that Union membership is 5.5 times more likely in the Public sector vs. Private sector.

OPM releases this information in annual reports, which can be found on its website. These reports provide a government-wide overview and detailed breakdowns by agency, showing the extent of union representation across the federal workforce. The data allows for public transparency into the role and presence of labor unions within the civil service.

The primary agency responsible for ethics and conflict-of-interest policies for federal employees in the executive branch is the U.S. Office of Government Ethics (OGE). The OGE website is the main resource for information on the rules of conduct, financial disclosure requirements, and post-employment restrictions for federal workers.

“Revolving door” policies are specific ethics rules designed to prevent former federal employees from unfairly capitalizing on their government service and connections after they leave for the private sector. These post-employment restrictions are detailed in federal law and explained in guidance from the OGE. For the legislative branch, the House and Senate have their own ethics committees that establish and enforce similar rules for members of Congress and their staff.

Financial disclosure reports for senior officials in the executive branch are collected and managed by the U.S. Office of Government Ethics (OGE). These reports, which are intended to prevent conflicts of interest, require high-level officials to publicly disclose their personal financial information, including assets, income, and liabilities.

The OGE maintains a public database where you can access the financial disclosure reports for officials at the White House and most executive branch agencies. For members of Congress and their senior staff, financial disclosure reports are filed with the Clerk of the House and the Secretary of the Senate and are often made available to the public through their respective websites or by non-governmental watchdog groups.

The Federal Employees Health Benefits (FEHB) program provides health insurance to federal employees, retirees, and their families. It is the largest employer-sponsored health insurance program in the United States. The program is administered by the Office of Personnel Management (OPM).

Detailed information about the FEHB program, including available health plans, premiums, and benefits, can be found on the OPM website. OPM provides extensive guidance for federal employees to help them choose a plan that best fits their needs, particularly during the annual “Open Season” enrollment period. The website also contains information for the general public about the structure and administration of this major federal benefits program.

The primary source for data on diversity and inclusion in the federal workforce is the Office of Personnel Management (OPM). OPM maintains a comprehensive database, FedScope, which allows the public to view detailed demographic data of the federal workforce, including statistics on race, ethnicity, gender, and disability.

In addition to OPM, the Equal Employment Opportunity Commission (EEOC) publishes annual reports on the federal workforce that focus on equal employment opportunity statistics. These reports provide data and analysis on representation rates in leadership positions and other workforce trends. Together, these resources provide a transparent look at the government’s progress toward building a workforce that reflects the diversity of the nation.

Data on federal hiring and recruiting is primarily managed and published by the Office of Personnel Management (OPM). The OPM’s public database, FedScope, is a key resource that provides detailed statistics on federal hiring trends. You can explore data on new hires by agency, occupation, location, and demographic characteristics.

Additionally, USAJOBS.gov is the official website for listing federal job openings. While its main purpose is for job seekers, the site’s data and trends can provide insight into which agencies are hiring and what types of skills are in demand. For broader analysis, the Government Accountability Office (GAO) often publishes reports on federal hiring practices and challenges, which are available on GAO.gov.

The Office of Personnel Management (OPM) is the primary source for government-wide data on federal workforce planning metrics. Through its public database, FedScope, you can access data on hiring, attrition (the rate at which employees leave the workforce), retirements, and other workforce trends. This allows you to analyze the dynamics of the federal workforce by agency, occupation, and demographics.

Identifying and addressing “skills gaps” the difference between the skills the workforce has and the skills it needs is a critical part of workforce planning. While there isn’t a single public dashboard for skills gaps, the Government Accountability Office (GAO) frequently publishes reports on this topic, often highlighting mission-critical skills gaps in areas like cybersecurity and acquisition. Agencies also discuss their workforce challenges in their annual performance reports.