Women leaders in the federal government play a key role in improving public service and shaping public policy, yet they continue to earn less than men. Furthermore, women are drastically underrepresented in leadership positions across all industries, including the public sector.

Consistent with Partnership for Public Service data, women represented only 27.3% of the U.S. Congress in 2021. In 2022, 39% of Senior Executive Service members were female, while 61% were male.

Mackenzie Genecov, MA, a grant management specialist at the U.S. Economic Development Administration, and Andrelyn Moore, a diversity, equity, inclusion and accessibility program specialist, explore the importance of women leaders in the federal government and the value of diversity and inclusion. They also discuss approaches women leaders in the federal government can use to impact change for better public service.

Significance of Women Leaders in the Federal Government

Moore starts by stating that female federal government leaders must drive change to promote equality. The common saying, “It’s a man’s world,” persists due to the insufficient representation of women in leadership roles. The Partnership for Public Service’sLeadHERship series concluded that the lack of representation of women in senior federal positions is less due to their leadership ability and more due to systemic and structural barriers that operate in the workplace.

Genecov adds that women in leadership roles help make federal policies more responsive to citizens’ diverse needs. Since the federal government often serves as a role model for corporations and other organizations, the impact extends beyond public service. Women in leadership roles have the visibility and influence to push for meaningful reforms that address critical issues.

These include family leave, healthcare, education and social justice—areas that traditionally did not receive the same attention from male counterparts. Additionally, Genecov claims that women bring a collaborative, empathetic and consensus-building approach to leadership, which is highly effective in government settings.

This approach:

• Develops a more inclusive workplace culture
• Motivates significant change
• Strengthens teamwork

Genecov concludes that by advocating for policies that promote diversity, women leaders help strengthen institutions and ensure that the federal workforce reflects the population it serves. This is vital for driving continued progress and equity.

Value of Diversity and Inclusion in the Federal Government

“Diversity and inclusion in the federal government are vital for creating policies that reflect the real needs and experiences of all employees,” says Genecov. “When diverse perspectives are represented at decision-making tables, public service becomes more inclusive and equitable, benefiting the entire population…women leaders in the federal government can drive similar positive outcomes by advocating for and embracing change.”

“Diversity and inclusion in the federal government are invaluable,” exclaims Moore. “Embracing the diversity of other individuals, whether in thoughts, appearance or cultural beliefs, without judgment demonstrates inclusion. Feeling a sense of inclusion and belonging allows individuals to bring their authentic selves to work without fear of ridicule. Creating this safe space enhances productivity, engagement and organizational culture.”

Both women agree that diverse viewpoints and leadership styles help to challenge the status quo. Genecov adds, “This helps to dismantle systemic barriers and foster a more progressive, innovative approach to governance. Research, such as the McKinsey diversity report, shows that organizations with diverse leadership, including women in top positions, perform better, make more informed decisions and are more resilient.”

Tactics to Transform Public Service

Genecov and Moore recommend the following tactics for women leaders in the federal government to apply to impact change for improved public service:

1. Promote inclusive and transparent leadership.

Women leaders in the federal government can drive change by:

• Encouraging inclusive and transparent leadership
• Demonstrating integrity, empathy and accountability to foster a more equitable public service environment

Building strong alliances with colleagues and mentors amplifies women leaders’ impact, allowing them to advocate for policies that improve diversity and equity.

2. Actively root for and champion other women.

This is crucial in ensuring their voices are heard in meetings and not overshadowed. Managers also can provide candid, constructive feedback during performance reviews to support the development and growth of female employees. Mentoring and sponsoring underrepresented groups further helps cultivate a diverse talent pipeline, ensuring more inclusive decision-making.

3. Recognize opportunities and actively pursue them.

By identifying potential leadership roles and taking steps to prepare for them, you demonstrate initiative and commitment to your career growth. This can make you a more attractive candidate for future opportunities. Likewise, don’t neglect self-promotion. Share your strengths confidently and persistently. Talking about yourself can be challenging and is a work in progress.

4. Use data to boost evidence-based reforms.

Women leaders can use data and research to push for evidence-based reforms, such as gender pay equity and family-friendly policies while encouraging innovative approaches like new technologies to enhance government efficiency. By continuing to invest in your leadership development, you can remain an effective change agent, driving modernization and inclusivity in public service.

5. Pay it forward.

Women leaders can play a central role in shaping public policy by advocating for budget allocations or specific legislation. Establish policies and practices that encourage women’s leadership and promote gender parity.

Many women leaders and organizations, such as Federally Employed Women (FEW), champion social justice and advocate for policies that address systemic inequalities. Women leaders can also help to address critical issues including education and healthcare.

Priority Goals for Agency Leadership

The Federal Government manages Agency Priority Goals (APGs) using a three-pronged approach that reflects agency leadership and the Administration’s top performance improvement priorities, encompassing:

1. Public goal setting
2. Data-driven performance review meetings with agency leadership no less than quarterly
3. Quarterly public updates on www.Performance.gov.

APGs reflect measurable results that leadership wants to accomplish over two years, advancing progress toward longer-term strategic goals and objectives outlined in the agency’s strategic plan. For the fiscal year 2022-2023, the U.S. Office of Personnel Management developed six APGs. 

In conclusion, Genecov and Moore state that by leveraging unique perspectives, experiences and skills, women leaders in the federal government can significantly improve public service and create a more equal and just society.

Leadership Training Resources

The benefits of FEW membership include premiere training on the national, regional and chapter levels and provides members with knowledge about:

• The federal system
• Career development and planning techniques
• Personal effectiveness and awareness of the broader issues that impact women

The focus of FEW’s training is to improve professional and leadership skills while advancing workplace marketability through the following core areas:

• FEW Foundation for Education and Training: Helps women enhance career opportunities through education and training.
• Regional Training Programs: Offer training opportunities right in your neighborhood.
• Webinars: Present online training and presentations of interest for the federal government community.
• Scholarships: Provide an opportunity for deserving individuals to participate in the National Training Program.

Get in touch to learn more.

Despite efforts to address equal pay for women, the gender pay gap persists. A recent White House proclamation stated that women working full-time and year-round are paid an average of 84 cents for every dollar paid to men. In more than 90% of occupations, women earn less than men. These inequalities are even greater for women of color and women with disabilities. In federal work, the disparity is clearly seen in the low numbers of women promoted to higher levels of federal service, also increasing the gender wealth gap.

To commemorate Women’s Equality Day, Federally Employed Women’s (FEW’s) National President Pamela H. Richards explores the most recent pay gap initiatives to advance pay equity for women in the United States federal government and presents approaches to help close the gender pay gap.

When confronted with realities of the gender pay gap and wealth gap, President Richards knows all too well how women are adversely affected. Raising her son as a single parent, she found it a monumental task to find the resources supporting her life in the military and then in civilian life. “Having to overcome bias and gender discrimination first in the Army and then in the workplace in my platoon was tough; knowing there is a system in place that limits my advancement is disappointing. As women, we work too hard not to be recognized with equal pay and an open door for all promotion opportunities.” 

Jeri Wolf, a Supervisory Administrative Specialist and Special Emphasis Program Manager at the U.S. Department of Veterans Affairs, agrees the gender pay gap is a formidable enemy to equity and a merit-based system. “Two equally qualified individuals are hired but the man comes in at a higher pay because he has a family to take care of. It harms women. It shows bias when we forgo hiring on skill equally.”

FEW Vice President for Membership and Chapter Organization, Reneé Murdock, adds that “families suffer due to women feeling they have to work harder and longer. This causes a generational wealth gap over time. Working harder does not guarantee career advancement and if so, there is the stigma of always having to prove oneself. This also causes unnecessary stress, women having to deal with mental health issues.”

Latest Gender Pay Gap Initiatives

In an attempt to close the gender pay gap entirely, the Office of Personnel Management (OPM) issued proposed regulations to prevent the use of salary history in the hiring process, which can perpetuate pay inequities.

According to the Department of Labor, relying on an employee’s former income can worsen pay discrepancies for any worker who has experienced labor market discrimination, but evidence shows that enacting salary history prohibitions can help to decrease the gender wage gap. Research also reveals salary history bans raise earnings and eliminate pay discrepancies between workers of color and white workers.

Under the recently proposed regulations, federal agencies wouldn’t be able to consider an applicant’s salary history when setting pay for new federal employees in the:

• General Schedule pay system
• Prevailing Rate pay system
• Administrative Appeals Judge pay system
• Administrative Law Judge pay system

Furthermore, the OPM and the Equal Employment Opportunity Commission (EEOC) are collaborating to ensure the strictest possible enforcement of federal equal pay laws in federal sector employment. Representatives from each agency are working to identify the reasons for this wage gap and routes to close it.

Approaches to Help Achieve Equal Pay in the Federal Government

“The fight for equal pay for women in the federal government is a complex issue that requires additional work”, says Richards. Here are some ways she recommends helping to achieve it:

1. Boost Audits and Investigations

   Conduct more frequent audits of federal agencies to identify and address pay discrepancies. Currently, there is no single (publicly available) source to track all ongoing audits and investigations for pay discrimination.

2. Enhance Compliance Practices

   Making it easier for women in the federal government to report pay discrimination can help identify and address pay gaps more efficiently. Currently, reporting pay discrimination can be difficult due to long wait times and process complexity.

3. Standardize Pay-Setting Practices

   Although the federal government strives for consistent pay-setting practices across agencies, there is inconsistency within the framework, depending on the specific pay system and agency needs. An objective and consistent method for aligning salaries across all federal agencies can help eliminate biases.

4. Make Pay Transparency Mandatory

   Requiring federal agencies to disclose salary ranges for open positions can empower women to negotiate for fair pay. (It is important to note that not all federal jobs are listed on the official USAJobs site.) Presently, there is no law mandating organizations to disclose salary ranges for their own positions. Some federal agencies may choose to do so voluntarily for transparency. (Most job announcements on USAJobs includes salary ranges.)

5. Employ “Unconscious Bias Training”

   This type of training can help alleviate unconscious gender biases and perceptions about women that can influence salary decisions. At the moment, there is no single, mandatory unconscious bias training requirement for all federal employees. Individual federal agencies have the option to implement their own programs. Although not directly mandating unconscious bias training, Executive Orders can influence agency practices.

6. Enforce Work-Life and Family-Friendly Policies

   In a 2023 Best Places to Work in the Federal Government^® ranking, employees posted a score of 70.1 out of 100 on work-life balance. Imposing policies allowing for flexible work schedules, remote work options or compressed workweeks can give women more control over their time and help them manage work-life balance. Likewise, increasing access to paid parental leave and affordable, high quality child care options can help women stay in the workforce and advance in their careers.

7. Expand Mentorship and Leadership Training Programs

   Providing opportunities for women to interact with experienced mentors and sponsors can assist them in expanding their networks and advance their careers. Recognizing this need, FEW offers various programs and resources focused on leadership training with mentoring and shadowing opportunities.

8. Monitor Federal Government Progress

   FEW’s Compliance Program monitors the progress made by the federal government in achieving equal employment opportunity, evidenced by its adherence with statutory civil rights protections. The program complements FEW’s legislative mission to endorse the concerns and interests of women in the federal workforce and presents them to the legislative bodies.

FEW’s Impact on Advancing Women in the Workplace

Since FEW’s incorporation 56 years ago, the organization has a long history of accomplishments and activities that have:

• Increased the potential for women
• Positively impacted the federal workplace
• Contributed to improved working conditions

The following are some highlights throughout the years:  

1980 – FEW joined the Steering Committee of the National Committee on Pay Equity and worked with federal employee unions on the issue of contracting out. FEW also sponsored a First Ladies Reception to raise funds for the Equal Rights Amendment.

1986 –FEW testified in support of parental leave and participated in a press conference expressing commitment to the passage of the Pay Equity Act.

1993 – FEW led coalition efforts to monitor a General Accounting Office study designed to identify sex- and race-based discrimination in the General Schedule pay and classification system. Also, developed comprehensive pay equity legislation for workers in the public and private sectors.

2007 – FEW formed a task force to study and initiate a Statistical Survey of the Status of Women in the Government. FEW President Rhonda Trent testified before Congress on the lack of diversity in the Senior Executive Service (SES) and upper management ranks in the government and participated in a press conference with Senator Akaka and Representative Davis, introducing the Senior Diversity Assurance Act in the Senate and House.

2014 – FEW held a two-day national event in Washington, D.C., the Leadership Summit, which brought more than 150 members to our nation’s Capital. During this event, FEW members met and discussed with their Congressional Representatives two key issues: the Federal Women’s Program and the disparity in opportunities afforded to women in higher grades in the federal sector.

2020 –FEW held an Advocacy Day for members to visit Congressional representatives on Capitol Hill and discuss legislative priorities for women, including pay equity.

2022–FEW bolsters its social media strategy, highlighting gender discrimination and overcoming barriers, including the gender pay gap, the gender wealth gap, and the pink tax.

2024–FEW scheduled a fall Advocacy Day for members to learn more about current legislative initiatives and their impact on working women.

President Richards concludes with a reminder that achieving equal pay for women in the federal government involves a holistic approach to address both legal and cultural concerns. By implementing the strategies outlined above, bureaus and agencies can work to eliminate the gender wage and wealth gaps in the federal workplace.

Get in touch to learn more.

Are you a recent college graduate looking to make a difference? Consider starting your career with the U.S. federal government. Earlier this year, the federal government added 11,000 jobs and hit a 20-year high for non-census years.

Opportunities are available in a range of sectors, including law enforcement and criminal justice, public policy, international relations, science, research and healthcare.

Lauren Merritt-Taylor, a regulatory analyst at the USDA Animal and Plant Health Inspection Service, delves into the benefits of pursuing a career in the federal government. She also provides valuable tips to help you assess whether a federal government job aligns with your career aspirations.

Benefits of Federal Government Employment

Government workers enjoy rewards that make employment more attractive. Merritt-Taylor says examples include job security, promotion opportunities, health and retirement benefits, and holiday and vacation pay. And the list doesn’t stop there. Consider the following advantages:

Diverse Field Choices

The federal government offers a high level of diversity and a variety of fields. Depending on your position within an agency or if you’re in the field, the work could be fast-paced or steady.

There are also options to work in the Washington, D.C., metro area, across the nation or even overseas.

With so many possibilities, government employees can create intriguing, fulfilling careers. One way to accomplish this is by working in a detail. Details provide temporary opportunities to apply and potentially work in other positions of interest. In some cases, temporary assignments lead to permanent positions.

Access to the Employee Assistance Program (EAP)

Each federal executive branch agency has an EAP that offers a variety of services such as legal assistance and limited, free mental health sessions. Having a career that values its employees’ work life balance is integral. The key is to take advantage of these offers.

Leadership and Training Opportunities

These opportunities are available to all levels of federal employees. Examples include Management Concepts training and Harvard Kennedy School executive programs and the National Training Program (NTP) offered by Federally Employed Women (FEW).

Additionally, the U.S. Office of Personnel Management offers interagency leadership development courses that can guide you through a career-spanning process of leadership development—from aspiring leader to senior executive. You’ll learn alongside peers from across the government while networking and sharing best practices.

Options to Participate in Numerous Organizations

Federal employees can participate in various organizations and interest groups if they have the time and bandwidth.

For instance, they might join Toastmasters International to improve their public speaking skills. They might also consider gaining new skills and networking through non-profit organizations such as Young Government Leaders (YGL) and FEW.

Top Tips to Consider

Here are some top tips from Merritt-Taylor for determining whether government employment is a good fit for you.

1. Explore USA Jobs

USAJobs is a “one-stop shop” for government employment with many opportunities and resources. Review the section for students and recent graduates with internship, fellowship, job and volunteer opportunities.

Some tabs list the agencies and federal occupations that align with various majors and fields of study. Many of their FAQs about programs, hiring paths and volunteer opportunities can help you in your decision-making process.

2. Research Agencies

Visit the website of a specific agency or multiple agencies to learn more about their mission and vision. Being inquisitive and doing the “groundwork” through research can help during your career decision-making process.

Read what employees are saying about their experiences working for those agencies. Because agencies aren’t all the same, assessing whether the culture aligns with your values and whether the program or staff will be the right fit is critical.

3. Apply for Internships

Internships provide practical experience for students and recent graduates in the environment they seek to work in. They’re also an excellent way to explore government positions and gain invaluable professional experience to add to your resume or curriculum portfolio. I hadn’t considered federal employment until a third-party internship with my alma mater presented me with the opportunity. The experience also debunked preconceived notions about federal employment and what I could expect.

Ask questions, build genuine relationships and gain the knowledge necessary to decide what’s right for you. Those relationships could be valuable for future, professional references.

4. Keep an Open Mind

By remaining open-minded, you could ultimately discover a rewarding and fulfilling career with the federal government that you hadn’t previously considered.

5. Tap Into Career Development Resources

FEW offers various programs and resources focused on career development and leadership training with mentoring, shadowing, and coaching opportunities. The organization also provides workshops, webinars and conferences on topics like work-life balance and stress management. YGL offers internship, mentoring and leadership development opportunities.

Premiere training on the national, regional and chapter levels are just some of the paybacks of FEW membership. This year’s 55th National Training Program (NTP) is scheduled for August 4-8, at the Hilton Chicago in Chicago, Illinois. Merritt-Taylor will offer high-impact sessions on the following topics:

• Session 1: Valuable Evaluations: Executing Feedback in all Areas of Life
• Session 2: Your Presence is a Gift: The Impact of Stage Presence

For more information visit: https://few-national-training-program.cventevents.com/event/2024/summary.

  

Collaboration across diverse teams presents valuable opportunities to boost performance and results while strengthening your organization internally and externally. However, a recent McKinsey & Company report reveals that only 47% of organizations have the infrastructure to make transformative diversity, equality and inclusion (DEI) a reality, despite 70% expressing a desire to do so. 

Lauren Golubski, vice president for diversity at Federally Employed Women (FEW) and DEI advocate, shares strategies and benefits of building diverse teams in the Federal government.

Advantages of Cultivating Diverse Teams

When thinking about diverse teams, it’s critical to begin by defining diversity and understanding what it means. Diversity is the practice or quality of including or involving people from various social and ethnic backgrounds, as well as different genders, orientations and more.

Building diverse teams in the Federal government, and any workforce for that matter, brings various experiences, backgrounds and perspectives to the table. This leads to improved problem-solving, innovation, enhanced performance and many other benefits for an agency.

Findings from a study by the Public Administration Review, a premier journal in the field of public administration research and theory, support this principle:

• When employees work together longer, higher levels of gender diversity increase performance, the study says.
• Racial diversity significantly improves agency performance and encourages teamwork and cooperation among employees.
• Higher levels of age diversity in an agency that emphasizes a results-oriented culture may increase organizational performance, reducing competition and conflicts among employees.

Approaches to Leveraging Diverse Teams

There are many ways to leverage the power of diverse teams in the Federal government to:

• Foster an inclusive environment.
• Emphasize teamwork and collaboration.
• Encourage open communication.
• Promote diversity, while recruiting and retaining through diverse hiring practices.

Yet, in order to truly accomplish this, teams must:

• Understand how to implement inclusive practices.
• Create a safe and inclusive space for all team members.
• Provide opportunities for respectful and professional discussions about challenges, differing opinions and innovative ideas.

Moreover, several systems and processes demonstrate a safe and inclusive workplace for leveraging the power of diverse teams comprising:

• Creating a safe environment that promotes trust.
• Valuing open communication.
• Connecting work with your organization’s mission.
• Building self-esteem and confidence.
• Respecting diverse cultures and customs.
• Challenging beliefs and assumptions.

Julie Battilana, a professor of organizational behavior and social innovation at the Harvard Business School and the Harvard Kennedy School, provides structures and frameworks for achieving a more balanced workplace in Power for All. She co-wrote the book with Tiziana Casciaro, a professor of organizational behavior at the Rotman School of Management at the University of Toronto.

One such framework is a power map that helps identify individuals with influence and the reasons behind their influence. She emphasizes that leadership is fundamentally determined by understanding what people value and identifying who controls access to these valued resources.

To create a more equitable and inclusive workplace, it’s essential to understand where power resides and be willing to shift power dynamics, as necessary. This will enable your organization to become more inclusive internally and within society. 

An image from a Harvard Business School Online article about shifting the power balance in business illustrates the framework discussed in Battilana’s book.

Image credit: Havard Business School Online

Lastly, it’s essential to highlight and expect that all employees make mistakes, and that human behavior is truly at the core of the problem. Nonetheless, after a problem has occurred, systems and strategies, along with an opportunity for learning and growing as an organization, should be in place while eliminating exclusive and toxic work environments.

The article, Leaders as Design Architects, highlights these five basic steps for supporting good decision behavior:

1. Understand the systematic errors that can occur in decision-making.
2. Determine whether behavioral issues are at the heart of poor decisions.
3. Pinpoint the specific underlying causes.
4. Redesign the decision-making context to mitigate the negative impacts of biases and inadequate motivation.
5. Rigorously test the solution.

Leaders are human, and challenges and mistakes are inevitable. How leaders respond to these situations is crucial for propelling an organization forward. Ultimately, learning from experiences and continuously improving as an organization is critical.

A Wider Range of Perspectives Leads to Better Decision-Making

Companies with above-average diversity of management teams reported innovation revenue 19 percentage points higher than companies with below-average leadership diversity. This study also shows similar practices of laying the proper foundation to support DEI efforts.

A fascinating Boston Consulting Group study (BCG)suggests that “increasing the diversity of leadership teams leads to more and better innovation and improved financial performance.”

In this case study, the factors include:

• Participative leadership: Managers value employee contributions.
• Strategic priority: Top management and the CEO visibly support diversity.
• Frequent communication: Teams have free and open discussions.
• Openness to new ideas: Employees can share their perspectives without fear of retribution.
• Fair employment practices: People in equal roles receive equal pay, and the company has strong anti-discrimination policies.

While the BCG study focuses on private sectors in six different countries, it recognizes the benefits the government sector receives when considering a more comprehensive range of perspectives, which leads to better decision-making and a more innovative government.

To fully leverage the benefits of diversity, it’s crucial to establish supportive systems and structures that promote inclusivity. This may involve implementing training programs or encouraging collaboration among teams. It’s imperative to create systems that facilitate continuous learning, personal growth, self-reflection and improvement in team dynamics. By doing so, your agency can harness all team members’ unique strengths and perspectives.

More is needed to acknowledge the presence of diversity within an organization. A profound commitment to diversity and its implementation is necessary to drive meaningful progress for current and future employees. This commitment will help your organization get closer to establishing an equitable, inclusive, welcoming and safe workplace for all individuals.

DEI Resources and Programs

FEW, a private, non-profit organization founded in 1968, is committed to providing all equal access to membership, programs, activities and opportunities, regardless of sexual orientation or gender identity.

Through its Diversity Program, FEW develops strategies to identify and eliminate barriers and increase diversity by examining the demographics of the workforce according to age, race, sex, ethnic background, religious affiliation, disability, sexual orientation, grade level and occupation within the Federal government.

FEW also seeks to expand diversity beyond the categories protected by law and regulation, including socioeconomic status, communication and thinking styles, family composition, and much more.

FEW offers in-person diversity training annually at its National Training Program (NTP), via webinars to members and non-members, and at all Regional Training Programs. Don’t miss this year’s NTP, scheduled for August 4 – 8, 2024, at the Hilton Chicago in Chicago, Illinois.

Get in touch to learn more. We’d love to hear from you.

  

If you’re considering enlisting, are on active duty or are one of the approximately 200,000 service members who will transition to civilian life this year, you should start planning now. 

Research confirms that making the military transition can be burdensome and confusing for Veterans and their families. Although there’s been progress, data suggests that around half of all recently separated Veterans don’t connect with available resources and benefits for several years, and sometimes only when they’re in crisis.

In honor of National Military Appreciation Month (NMAM), Kenneth L. Heyward, management analyst at the U.S. Department of Veterans Affairs, and Cherelle Hines, program training manager at the National Guard Bureau, explain some of the most common challenges veterans face during the military transition process and proven steps to better navigate your military-to-civilian transition.

Military Transition Challenges

Many hurdles exist in transitioning from military to civilian life. Heyward says one of the main challenges is transferring military jobs and skills to civilian careers. Examples include infantry and artillery.

Furthermore, most retirees have been “institutionalized” and will have difficulty changing the mindset they’ve developed and operated under for the past 20 years.

According to Hines, the most significant military transition challenges include:  

• Recognizing available benefits. Veterans are unaware of all the benefits available to them during and after their service. Instead, a strong emphasis is placed on the mission when they serve, and their personal development and professional needs are put on the back burner.
• In turn, these individuals miss out on crucial educational and professional benefits, many of which go untapped by those who require them the most. Various organizations are dedicated to helping military members thrive. However, many of these programs lack proper advertising, and word of mouth is insufficient to reach a wide audience.
• Translating military experience into corporate civilian terms. “Demilitarizing” your resume, speaking plainly without military jargon and finding strengths that can easily transfer from operational military service to corporate business is a difficult task.

• Building a sustainable community. While joining military-centric volunteer groups is great for leadership development, they tend to be siloed in a vacuum, lacking the ability to boost your circle beyond the base’s gates.

• Being stationed in rural areas. Many transitioning service members are stationed in these areas, which typically don’t have a robust job market. Job search support is limited with busy schedules for out-processing, VA medical appointments and duty transitions. This makes it near impossible to truly find meaningful networks and build lasting connections.

Steps to Navigate the Transition

Heyward and Hines advise the following 10 steps to better navigate your miliary-to-civilian transition:

1. Choose your military specialty wisely.

   Before enlisting, consider your long-term goals and ask yourself, “What do I want to do once I get out?”

   For example, before Heyward enlisted in the U.S. Army in 1994, he knew he planned to serve for less than 20 years. Therefore, he chose a military occupational specialty that would allow him options once he made the military transition.

   “Think about what could be easily transferred to the civilian sector,” Heyward suggests. “Almost anything in the medical field was my first choice. However, that was everyone else’s first choice as well. The wait for positions in that field was approximately eight to 12 months.”

   After more research, Heyward enlisted in the U.S. Army’s Signal Corp as a 31D, which later became a 31R. His job title was Mobile Subscriber Equipment Operator and Maintainer.

   “My unit provided tactical and mobile telecommunications to the various units we supported,” Heyward said. “About the same time, the Telecommunications Act of 1996 was signed into law. This very important piece of legislation was the catalyst and the beginning of the boom in the telecommunications industry.”

2. Go to sick call and obtain documentation.

   Ensure you get a copy of your active-duty medical service records before leaving active duty.

   “I own and operate a non-profit organization whose primary mission is to assist veterans with getting the disability benefits that they have earned and deserve,” Heyward says. “It saddens me when Veterans come to me with little or no medical documentation simply because they never took the time to be seen or treated while on active duty.”

3. Adopt a growth mindset.

   “Think about your transition from military service on day one,” Hines says. To help, she suggests reading “Mindset” by Carol Dweck, Ph.D., a world-renowned Stanford University psychologist. In the book, Dweck emphasizes the importance of continuous learning and growth and having a flexible, growth-oriented approach to personal and intellectual development.

   “Never stop learning and never stop growing,” Hines exclaims.

4. Start looking for jobs 18-24 months ahead.

   Hines says you should reverse engineer the job requirements and experience and then build on the skills you lack. Reach out to employees and request an informational phone call to learn about the position and company.

   “Go a step further and request to job shadow as a visitor to get a feel for the day-to-day life,” Hines suggests. “Ask employers if they have a veteran employee resource group to connect with and build that relationship well before you separate. Organic relationships are key, and they must start early.”

5. Know who you are.

   Take a personality-strengths assessment test. “Learn your values and what motivates you,” Hines says. “Link them with where you want to go after your military transition.”

6. Match your military skills to a civilian job.

   Find civilian employment where you can apply your military skills and foundational competencies to the knowledge, skills and abilities required for that position.

7. Upskill with competitive and in-demand skills.

   “Don’t get too comfortable and don’t get left behind in the job market,” Hines says.

   “We often get comfortable in our military career, and that tends to hurt us down the road when we have to compete in a larger market,” she continues.

8. Build financial resilience.

   Studies show that financial insecurity is a major cause of stress. That’s why Hines says you should aim to have a robust emergency fund during the transition, while navigating the job market and try to pay off all consumer debt.

   “Build an emergency fund of six to 12 months,” she reveals. To help, Hines recommends taking a financial education program called “The Financial Peace University – Military Edition.” The program is designed for military personnel and their families and is hosted by Dave Ramsey, a renowned personal finance expert on debt elimination and wealth building.

   Hines adds: “This will build your financial resilience so you can focus on finding a meaningful post-military career.”

9. Explore job fairs.

   “Attend hiring fairs, in person preferably, or virtually,” Hines says. “Get to know the hiring managers and recruiters face-to-face,” she recommends. “Connect with them on LinkedIn.”

10. Find a mentorship-leadership program.

    Identify a mentorship-leadership program with a professional organization connected to the industry or sector you’re interested in joining.

Heyward and Hines say you can effectively leverage your military experience and hit the ground running into your civilian life by proactively navigating your military-to-civilian transition. Be sure to utilize the numerous resources available to help with this process, they add, ensuring a smoother and more positive transition.

Additional Resources for Military Women

Federally Employed Women (FEW), a private, non-profit organization founded in 1968, recognizes the special education and experience your military service represents and honors your selfless dedication to the defense of our nation.

If you’re a military service member discharged from the service and looking to be hired by the Federal Government, here are a few resources:

• Veterans Opportunity to Work
• USAJobs.gov
• FEDShireFVETS

Also, consider joining our professional women’s organization dedicated to serving women employed by or retired from the federal government, civilian or military.

Here are FEW membership benefits:

• The organization plays a leadership role in promoting legislation that’s beneficial to its members.
• The group provides communications and information via its national website, regular legislative updates, email alerts and a newsletter available via email or special request.
• It holds an annual awards program, given to a maximum of six exceptional military service members: one for each service branch (Army, Air Force, Navy, Marines, Coast Guard) and one member of the National Guard.

FEW works to advance and support military women. To share your ideas and professional expertise gained in the military, contact the Special Assistant for Military Women at military@few.org. 

Developing resilience in the face of change and uncertainty is essential for team performance and organizational success. Most crucially, personal well-being and overall quality of life.  

Resilience is the capacity to withstand or quickly recover from challenging events while being able to bounce back from adversity, adapt to change and cope with stress in a healthy manner. This helps us navigate life’s challenges more effectively, reduces the negative impact of stress on our health and well-being, and enhances our overall quality of life. Resilient individuals can better deal with life’s unexpected obstacles, learn from their mistakes, continue to work toward their objectives and conquer failures. 

Dr. LaTonya L. Small, founder and empowerment strategist of LT Empowerment Inc., shares the benefits of personal and team resilience as well as some strategies to build resilience during changing and uncertain times. 

Benefits of Resilience  

Although change can be disruptive, when resilience is employed, you and your team can benefit in the following ways:  

Personal 

• Thrive in new environments: Resilient individuals can adapt, acquire innovative talents, adopt novel techniques and devise creative solutions to problems.  
• Boost mental health: Although uncertainty can cause stress, resilient individuals have more effective stress-coping techniques, which help to minimize burnout and improve mental health.  
• Grow personally and professionally: Resilience promotes the idea that challenges are opportunities for learning and growth. This increases the willingness to experiment and take calculated risks. 

Team 

• Create a healthy environment: Even amid chaos, a resilient team retains a sense of calm. Maintaining composure decreases anxiety and keeps everyone motivated and focused on their goals. 
• Collaborate successfully: Resilient teams work together to identify and solve problems, using a variety of perspectives and experiences to develop unique answers.  
• Foster stronger teams: Change is frequently an opportunity for improvement. Resilient teams see obstacles as opportunities to learn, adapt and become stronger. This promotes a culture of constant improvement. 

Strategies to Build Resilience  

Here are the top strategies to develop resilience through change and uncertainty.  

1. Develop a resilient mindset. Cultivate a positive outlook and embrace challenges as opportunities for growth and learning. 
2. Practice self-care. Prioritize your physical, emotional and mental well-being by engaging in self-care activities and developing a self-love mindset. This includes going to bed early, eating a balanced meal and exercising. Consider what helps you relax and get into your zone. For Small, it’s the ocean, music and traveling to new places. “They just set my soul,” she says. 
3. Build a support network. Understand what regulates you and surround yourself with caring friends, family members, colleagues and mentors. Recognize your needs and assess existing relationships.  
4. Seek perspective. Take a step back and gain a perspective of a situation. Reflect on your experience regarding what you’ve done successfully and how you can navigate and pivot. Think about how you’re framing the situation. One of my good girlfriends always would say, “How are you viewing the situation? Do you see it as half full or half empty?”  
5. Be flexible and adaptable. Don’t be so rigid. During times of change and uncertainty, be flexible, especially in a team environment. Consider how to communicate effectively and advise the team to reflect on what they learned from a negative situation.  
6. Develop problem-solving skills. Break down problems into manageable tasks. Develop practical, actionable and SMART solutions that are specific, measurable, achievable, relevant and timebound.  
7. Practice mindfulness. Think about the mind. Make sure you’re regulating and understanding what’s going on with yourself. Find quiet time to concentrate on your thoughts, breathing and environment. When your mind starts to wander, try to bring your attention to the present. 
8. Cultivate gratitude and optimism. Begin by asking yourself: How are you viewing these? What are you grateful for? Even in stressful and challenging times, there’s always something to be thankful for. Think about that and remember it.  
9. Seek professional support. When needed, obtain professional assistance. This will enable you to discuss your personal resilience inventory, which is a self-assessment that measures your level of resilience. The inventory consists of activities and exercises that ascertain how you deal with and resolve situations related to different resilience aspects. It also helps you visualize a situation and identify your strengths and areas for improvement.  

Small leaves these thoughts: Uncertainty and change are inevitable. Are you prepared to deal with them when they knock at your door? By applying these strategies and seeking professional guidance, you can effectively manage stressful situations and build resilience.  

Professional Skills and Training Resources 

Federally Employed Women (FEW) membership offers premiere training on the national, regional and chapter levels. The focus is to help members strengthen their professional skills and acquire knowledge of career development and planning techniques. Additionally, FEW enhances members’ personal effectiveness and awareness of the broader issues that impact women. Get in touch to learn more. We’d love to hear from you. 

Dr. LaTonya L. Small is the founder and CEO of LT Empowerment, Incorporated, a consulting company with the mission of empowering people to live life with Possibilities, Power and Purpose. The company offers facilitated learning and strategic development through customized services, workshops, coaching and motivational speaking. LT Empowerment adds value to its clients by unpacking the root, reward and relational impact of decisions and actions derived or planned and transforms them into viable outcomes that render performance excellence and financial gains. Contact Dr. Small for more resources and support at info@LTEmpowerment.com.  

Throughout history and worldwide, countless women have championed diversity, equity, inclusion, and accessibility (DEIA), making significant contributions to creating a more just and equitable society.

In closing out the 2024 celebration of National Women’s History Month, which honors women who advocate for diversity, equity and inclusion, meet the following individuals of Federally Employed Women (FEW) who promote DEIA every day. They are:

• Lauren Golubski, M.Ed., FEW Vice President for Diversity and Special Assistant to the President for People with Disabilities
• Lisa Keakalaulono Zimmerman, FEW Western Region Manager

Each discusses why DEIA is critical for women in the Federal government and the overall workplace and how the Federal government is boosting its DEIA efforts.

Q: Why is DEIA critical for women in the Federal government and the workplace in general?

A: Golubski – It’s critical to have a safe place, including DEIA initiatives for women in the workforce, both within the Federal sectors and in general, to grow personally and professionally. 

Here are leading DEIA initiatives advantages:

• Ensure equal representatives. As women are capable of ALL things, breaking down barriers and biases enhances organizations and creates a level playing field where women can actively participate, contribute and advance in their careers. Increased representation of women improves diversity and brings broader experiences, ideas and insights to organizations and the implemented decision processes.

• Challenge and overcome gender bias and stereotypes. By fostering an inclusive culture that values diverse perspectives and talents, organizations can create an environment where women’s skills and potential are recognized and utilized. Overcoming gender bias promotes fairness and a more inclusive and respectful workplace.

• Support and retain women in their careers. According to a recent “Women in the Workplace” report, nine in 10 women ages 30 and under want to be promoted to the next level, and three in four aspire to become senior leaders. Supporting women in their careers is essential in helping the leaders of tomorrow and the general future, resulting in an equitable and inclusive workforce.

A: Keakalaulono Zimmerman – DEIA is critical for women because it’s often women who are excluded from opportunities to work in certain fields, experience discrimination while on the job, and face barriers in hiring, recruitment and retention. This adversely impacts performance awards, recognition and promotions.

What affects your pay now affects how comfortable you’ll be in your future retirement. For example, average lifetime earnings for women are substantially lower due to a number of factors. These include gender inequality, constraints, and biases that limit promotion opportunities, training, career advancement, career interruption for family caregiving, or unequal pay for equal work.

The Executive Order on DEIA states that the Federal government, as the nation’s largest employer, must be a model for diversity, equity, inclusion and accessibility, where all employees are treated with dignity and respect. Also, recruit, hire, develop, promote and retain its nation’s talent, removing barriers to equal opportunity. The Federal government should reflect America’s diversity. Workplaces that demonstrate a diverse, equitable, inclusive and accessible workplace yield higher-performing organizations.

DEIA is critical for women in the Federal government, and women are critical for the Federal government to succeed at its best, with a diversity of ideas, people and talent.

Q: How is the Federal government improving DEIA efforts?

A: Golubski – Based on my experiences under the Biden Administration, there have been many efforts to improve DEIA efforts. Some include promoting more women to senior positions and more women leading the way in the workforce.

A: Keakalaulono Zimmerman – Early in my career with the Federal government, I knew of military women who, along with their spouses, planned to have both a family and a career. However, once she became pregnant, she was required to be involuntarily separated from military duty.

This kept women from meeting the required years of active service to reach their full retirement and retired pay. Consequently, they couldn’t reap the lifelong financial benefits afforded male service members. The Seabee Battalions weren’t yet integrated with women, which restricted them from gaining the technical experience in the field that they needed to achieve a higher degree of proficiency. This also hampered them from being promoted to leadership positions. 

The Department of Defense also had the Risk Rule, which barred women from the risk of hostile fire, capture or direct combat, effectively keeping women from working in certain fields in the military.

As civilian women, they were often the “only” or the “few.” The term “only” refers to one woman working in a traditionally masculine function (e.g., firefighter, police officer, tradesperson, etc.), which commands a higher salary. The non-supervisory information technology and engineering fields usually went up to GS-12, but there were “few” women in these fields.

Most jobs for civilian women were in the secretarial and clerical fields. These jobs were usually GS-1, 2 and 3. The highest secretarial position on our base was GS-8 for the Captain’s secretary. The highest-graded woman in the blue-collar on our base was WG-10. Most were WG-5 and below.

When one of my colleagues applied for a coveted job, she was in her third trimester of pregnancy. She asked during her interview if that would hurt her chances of being selected, as she would be taking maternity leave. There wasn’t maternity leave at the time, so you had to take your sick leave. If you were still early in your career, you most likely hadn’t accrued enough sick leave. If you borrowed sick leave, it would take two years to pay it back. So, if your family members got ill, you had to take annual leave.

Instances of sexual harassment were unfortunately common, and many buildings at base lacked ramps and elevators for accessibility. Often, recruitment efforts seeking people with disabilities were insufficient.

Based on my experiences since then, the Federal government has improved its DEIA efforts. Anyone can go online and see the various pay scales. All employees are required to get annual sexual harassment prevention training. Pregnant women can work in the military and civilian workforce and continue their careers with new leave options and accommodations for breastfeeding mothers. 

The U.S. Equal Employment Opportunity Commission (EEOC) is in place, so agencies can use the Management Directive MD-715 to help them identify barriers to equal opportunity. Federal government employees can also track and report to improve their recruiting, hiring and promoting in line with a model equal opportunity employment program. 

If agencies don’t comply with EEOC guidance and mandates, individuals may file a complaint to seek resolution. Adaptive and assistive tools and technologies are available to accommodate employees with disabilities.

While improvements have been made, issues remain. Women still face discrimination and are underrepresented in higher pay grades and tiers of the Federal government, as per recent reports. There are additional obstacles due to intersecting barriers experienced by women from more than one underserved community. One example is being a woman and a woman of color.

So, is there more to be done? Yes, there is.

Q: What are your passion projects and accomplishments of which you’re particularly proud?

A: Golubski – I’m proud to serve as the Vice President of Diversity and Special Assistant to the President for People with Disabilities. It’s a passion project to provide support and a more inclusive, equitable workforce for women currently in their roles and to make way for and build a pathway forward for the women behind us.

A: Keakalaulono Zimmerman – I’m honored to have worked with management in the Federal government to develop on-the-job training, which ultimately allowed employees at a lower level grade to be able to later qualify for ladder positions and be promoted from a GS-7 to GS-12. Likewise, on a similar program in blue collar for on-the-job training.

I established the Joyce W. Stewart Memorial Award, an equal employment opportunity (EEO) award at my base. The command used it for more than 25 years to acknowledge the accomplishments of military, civilians, contractors, individuals, supervisors, managers and teams in applying the principles of equal and fair treatment. This created a model EEO program, thereby removing barriers and providing avenues for career advancement and mentorship.

Additionally, I established the JUDE Scholarship, which supplies mentoring and scholarship money for a local high school. This has benefited many young women who were the first in their families to attend a university.

I’m the proud recipient of the Allie Latimer Award, presented at the 2023 FEW National Training Program (NTP). The award recognizes action and leadership resulting in service to FEW, and extraordinary grassroots effort working to achieve FEW’s mission. I was especially moved because of who the award represented, the FEW Founder Dr. Allie Latimer.

This was a full circle moment for me because I remember meeting Dr. Allie Latimer at a FEW NTP years earlier. That is another great aspect of the NTP. It’s an opportunity to meet women of history, women of destiny and women of strength. So much knowledge and wisdom at one event! The 55th FEW NTP is scheduled for August 4 – 8, 2024, at the Hilton Chicago in Chicago, Illinois.

Q: What are your thoughts on the theme: Women Who Advocate for Equity, Diversity and Inclusion, and how does FEW fit into this picture?

A: Golubski – I love the theme because I believe it’s essential for women to lead the way with DEIA initiatives and learn from other like-minded women who are striving to break barriers for women inside and outside the Federal work sector.

FEW plays a vital role in advocating, as its mission is to “work to end sex and gender discrimination, to encourage diversity for the inclusion and equity in the workplace, and for the advancement and professional growth of women in the Federal service.” Not only is this part of the mission, but as the theme, FEW is actively pursuing this mission to share with others through the theme.

A: Keakalaulono Zimmerman – If we don’t advocate, who will? Working and advocating for DEIA is essential. Most people know what’s fair and right, but it doesn’t mean they’ll do either. Many women before us fought for these rights. We must continue the work so that these hard-fought rights don’t vanish.

Women will benefit from our advocacy, and the converse is true. Women will suffer in recruitment, retention, promotion, career advancement, finances, and issues that impact our work, our lives, and our families if we fail to advocate.

FEW is the good news of this story that fits into this picture. The organization offers advocacy, mentorship, and membership. Its foundational pillars are training, diversity, compliance, and legislation. FEW stays abreast of the latest legislative issues impacting women, children, and families, as well as other topics of concern to all government employees. Moreover, FEW connects with legislators to inform them of what’s important to its national membership.

For example, the FEW Southern California Gold Coast Chapter invited our congresswoman to speak with us. One of the women in the audience asked a question regarding paid parental leave for Federal government employees. The congresswoman was surprised that federal workers didn’t yet have that and had to take unpaid leave. She took it back to Washington, D.C., and that benefit is now available because of that interaction. It happened at the FEW chapter level because women advocated for other women, which benefited all Federal government employees.

On April 30 and May 1, 2024, attend the FEW Western Region Training Program, Women Who Advocate for Equity, Diversity, and Inclusion in Las Vegas, Nevada.

Q: Who is FEW?

A: FEW, a private, non-profit organization founded in 1968, is an advocacy group that works to improve the status of women employed by the Federal government. Membership is open to those who subscribe to the organization’s purposes and carry out its mission. Participation in FEW is not limited to women. Anyone concerned about discrimination based on sex and employment opportunities for women in the Federal government is welcome to join FEW. Get in touch to learn more. We’d love to hear from you.

Self-love plays a significant role in career growth, acting as a powerful engine fueling your professional journey. A self-love mindset empowers you to navigate career growth challenges with confidence, resilience and a focus on well-being—which can lead to tremendous career success and fulfillment.

In celebration of International Day of Self-Love, Victoria Icenhower, a self-love scientist, women’s empowerment coach and nationwide speaker, explores how a lack of self-love can stunt your career growth and how to overcome self-love challenges to foster personal career growth.

Role of Self-Love in Career Growth

Self-love is the foundation for personal well-being and professional success. The more we set our standards of worthiness, the stronger our relationship with ourselves becomes. Women often invest a lot of time and effort into assuming roles such as leader, wife, mother and entrepreneur to uphold expectations that aren’t in line with their worth. That’s on top of external relationships and personal and professional obligations.

When all those “boxes” are checked, women often forget themselves, which is the most important box to check because self-love enables us to:

• Prioritize work-life balance and personal well-being.
• Communicate demands with confidence.
• Become resilient in the face of obstacles at work.
• Make better decisions.
• Find long-term satisfaction in our careers.

Lack of Self-Love Stunts Career Growth

A lack of self-love creates a barrier because there’s a state of mind that speaks to “not being good enough.” When this happens, comfort becomes the safest position, hindering future growth potential.

Since self-love is linked to promoting your worthiness and values, lacking it makes it harder for women to apply for promotions because they fear rejection or believe they’re unworthy. There can be neither career advancement nor job satisfaction while these barriers, also known as limiting beliefs, are present.

Without self-love, women are likelier to settle for unfavorable behaviors because they don’t respect their boundaries and feel like they have a purpose or sense of fulfillment in their profession. They’re also more likely to burn out. The comfort zone is not always the best zone.

Ways to Overcome Self-Love Challenges

Before we dive into ways to overcome self-love challenges, let’s review some of the top ones. Fear of failing is the most prevalent obstacle to self-love in women. It keeps you from taking chances and pursuing your dreams, lowering your self-confidence. Next is the fear of rejection and judgment. Fear of judgment creates an unwillingness to express oneself authentically.

These fears contribute to a common thread known as “people pleasers.” They have the mission of pleasing everyone for the sake of external validation. Regrettably, this makes establishing and maintaining healthy boundaries difficult, leading to over-commitment and disregarding one’s needs. When you neglect your own needs, you’re discounting proper rest, nutrition and pleasure.

Next, negative self-talk and constant self-criticism erode your self-esteem, making it impossible to believe you can achieve greatness. Playing the comparison game adds to this negative self-talk. Whether you’re passed over for a promotion or don’t get an appreciation for your job, comparing yourself to others can make you feel inadequate and diminish your self-worth, especially in the workplace.

The following are five ways to begin overcoming these challenges to foster personal career growth.

1. Self-reflection and awareness: First and foremost, identify and understand your very own self-love challenges. Developing self-awareness is the first step toward fostering personal growth. The sooner you clarify your values and non-negotiables, the sooner you can end what’s holding you back and make changes.
2. Positive affirmations: To combat negative self-talk, practice positive affirmations tailored to your professional achievements and capabilities. Affirming your worth and acknowledging accomplishments can reshape your self-perception positively. Failures translate as opportunities for learning versus just a failure.
3. Work-life balance: Set aside time for the things that bring you the most joy, maintain a healthy sleep schedule and keep a close eye on your mental health. Balancing professional responsibilities with personal life contributes to overall satisfaction and fosters a positive self-image. When you feel good in your body, you feel good in your mind, and that’s expressed visually.
4. Celebrations: Acknowledge and celebrate your achievements regularly. Recognizing accomplishments, both big and small, boosts morale and reinforces a positive self-perception. You start to build the mental affirmation of “I get to be here,” “I’m good enough” and “I’m doing the best I can.”
5. Communicating your values: How would anyone know how to treat you? To maintain long term successful personal and professional relationships, it’s vital to set clear and specific expectations and communicate regularly. Your truth reflects your values. Be specific and set the tone for the relationships you want to experience.

The key to growth is through vulnerability. Overcoming societal expectations and gender roles in the workplace can be challenging and impact your role and confidence. All women must recognize that self-love is not a one-time achievement but an ongoing journey.

Embracing self-love requires patience, self-compassion and a commitment to personal growth. Be kind to yourself, celebrate your uniqueness and understand that your worth extends beyond professional accomplishments. Taking the time for self-care is not a luxury but a necessity for sustained success and fulfillment in your personal and professional life.

As federally employed women, fostering self-love is beneficial for personal well-being and a strategic investment in unlocking your full potential and achieving personal career growth.

Professional Skills and Training Resources

Federally Employed Women (FEW) membership offers premiere training on the national, regional and chapter levels. The focus is to help members strengthen their professional skills and acquire knowledge of career development and planning techniques. Additionally, FEW enhances members’ personal effectiveness and awareness of the broader issues that impact women. Get in touch to learn more. We’d love to hear from you.

Victoria Icenhower has empowered countless individuals to reclaim their confidence and embrace a life of authentic fulfillment. With a journey rooted in personal transformation, Icenhower has risen above the challenges of corporate burnout, battling boundaries and divorce and turning it into a catalyst for growth and empowerment. Drawing from her own experiences, Icenhower understands the profound impact of a healthy relationship with oneself on overall well-being and sexual empowerment. She has dedicated time to studying and developing transformative techniques and methodologies that blend the science of self-love and psychology, unlocking the secrets to lasting personal fulfillment, meaningful relationships and captivating confidence. Contact Victoria Icenhower for more resources and support at victoria.lotuslifestyle@gmail.com

Every year, changes to federal and retirement benefits impact federally employed women. Examples can include Social Security amounts and cost of living (COLA) rates, to name a few. In 2024, there are specific modifications that present unique opportunities and challenges for women working for the government.

Staying informed on these changes is crucial to making informed decisions, protecting your financial well-being, navigating your career and contributing to the government workforce.

Nicole Sherwood at United Benefits provides pertinent information you need to know about federal and retirement benefits in 2024 and shares tips on meaningful ways federal employees can improve their current situation.

Key Information to Know

• Supplemental Security Income (SSI): The maximum Federal SSI payment amounts rise with Social Security benefit cost-of-living increases. The latest such increase, 3.2 percent, became effective in January 2024. The monthly maximum Federal amounts for 2024 are $943 for an eligible individual, $1,415 for an eligible individual with an eligible spouse and $472 for an essential person. 
• Wellness programs: Many agencies offer health and wellness programs with incentives for participating in health-related activities such as like health fairs, fitness challenges and healthy eating campaigns. Additionally, some agencies provide on-site fitness centers or discounted memberships to local gyms. Take advantage of these programs in 2024 to improve your health and potentially lower your healthcare costs.
• Catch-up contributions: If you’re 50 or older (or will be turning 50 in 2024), you can make additional contributions to your Thrift Savings Plan (TSP) beyond the annual limit. The 2024 IRS annual limit for Catch-up contributions is $7,500. This amount is in addition to the regular TSP limit of $23,000. If you started late or had career gaps, use this option to boost your retirement savings.
• Long-Term Care Insurance: The Federal Long-Term Care Insurance Program (FLTCIP) is currently suspended and they’re not accepting new applications. Eligible individuals who applied for FLTCIP prior to the start of the suspension period will have their application considered. If the application is approved for coverage, then the individual will receive a benefit booklet and schedule of benefits with complete coverage information.
• Life insurance: Employees under age 65 who retired on or after January 1, 1990, must continue to make contributions toward their basic life insurance coverage. For 2024, budget authority and obligations will increase by $2.0 million due to the number of annuitants under age 65 with Federal Employees’ Group Life Insurance coverage. Funds appropriated to this account remain available until expended to finance post-retirement life insurance benefits.
• COLA: Starting at 62, Federal Employees Retirement System (FERS) retirees are eligible for COLA. For 2024, annuitants who retire under FERS will receive a 2.2 percent increase. The rate varies each year.
• Retirement planning: Utilize resources from your agency and organizations like the Office of Personnel Management to create a personalized retirement plan. Consider factors like desired retirement age, anticipated expenses and potential sources of income—any survivor benefits and decisions made in retirement exceptionally impact retirement and future benefits. Factors to consider are your retirement planning, with or without a survivor, life insurance and other benefits.
• Survivor benefits and retirement: Protect your loved ones by designating beneficiaries for your TSP and life insurance policies. If you retire under FERS, the maximum survivor benefit payable is 50 percent of your unreduced annual benefit.

Tips for Optimal Utilization of Federal and Retirement Benefits

Outside of the open season, when federal employees can change their benefit options, there are meaningful ways federal employees can optimize their utilization of federal and retirement benefits to improve their current situation.

One of the ways is to make changes to your benefits when applicable. For example, if you have any life change—including loss of coverage, adoption, birth, marriage, divorce, death or a move—you can change your benefits. This may trigger other updates like changing your insurance or beneficiaries. Also, it’s a good time to revisit your financial outlook so you can make any necessary updates based on your changes.

Another approach is to understand every component of retirement income and TSP options. This includes maxing out your TSP contributions, especially if you’re eligible for agency matching contributions. This significantly increases your retirement savings. Finding the solution that best meets your needs should be customized to fit your specific goals.

Finally, keeping updatedabout your benefits and retirement options is crucial for financial security and planning for your future. Understanding key information and actively managing your benefits and retirement plans can ensure a comfortable and secure future after your government service.

Financial Planning and Career Development Resources

FEW offers various programs and resources focused on career development and leadership training. The organization also provides workshops, webinars and conferences on topics like financial planning, work-life balance and stress management. Premiere training on the national, regional and chapter levels are just some of the paybacks of FEW membership. 

Get in touch to learn more. We’d love to hear from you.

Nicole Sherwood is a licensed health and life insurance agent with United Benefits, which works alongside federal employees to provide and design solutions that fit an individual or family’s needs. Sherwood specializes in Medicare, benefits, and retirement for federal employees and retirees. Before working in insurance, she worked in finance for one of the top 25 children’s hospitals and several Fortune 500 companies.