She refused to disclose her personal medical information regarding COVID vaccine status, viewing it as privileged. This decision created friction with supervisors. Though she moved positions and bases, the issue followed her. When asked again on official documents, she noted it as protected medical information she would not provide. Despite a long and honorable career, she wasn't yet eligible for standard retirement. When early retirement options became available under President Trump, she accepted.

The sense of being targeted never fully dissipated. In the relatively small world of senior DoD leadership, those aware of her stance were positioned to block further advancement. Her experience highlights a troubling reality: institutional memory and informal networks can quietly sideline those who don't conform, regardless of their contributions.

Stories like this are not isolated. They reflect deeper systemic issues in federal hiring, promotion, and culture—issues that waste talent, discourage innovation, and undermine the effectiveness of government service.

The Core Problems

HR processes in federal agencies often act as gatekeepers that reinforce rather than challenge the status quo. Nepotism and "incestuous hiring" prevail, where retirees from the same system—often the very individuals who helped create or perpetuate inefficiencies—are brought back in as contractors or senior civilians. The "no retired O-6 left behind" mentality ensures familiar faces cycle through positions, bringing the same perspectives and habits that contributed to existing problems.

This creates a self-perpetuating loop. People protect their "rice bowls"—defending obsolete programs, duplicative efforts, and unnecessary billets—because efficiency today might mean losing resources or positions tomorrow. Cooperation across organizations suffers when credit and visibility drive promotions more than results. Those who have never experienced the impact of bad policy from the ground level often craft rules disconnected from operational reality.

The Washington, D.C. bubble compounds these issues. Too many policymakers and senior leaders have spent their careers insulated from field conditions or private-sector pressures. Without broader experience, it's difficult to drive the kind of pragmatic, innovative change the public deserves.

Practical Reforms Worth Considering

Drawing from real-world frustrations in federal service, here are several targeted ideas for reforming federal HR and talent management:

End preferential hiring for retired military officers in civilian roles. Many excel at leadership in uniform but lack hands-on execution experience in the specific technical or operational domains they later oversee. Federal roles should prioritize proven domain expertise over rank alone.

Expand internships and early-career pipelines. Bring in recent college graduates from relevant fields with fresh perspectives, energy, and up-to-date technical knowledge. This creates a healthier talent flow and reduces over-reliance on internal cycling.

Require diverse experience for key positions. No one should be assigned to headquarters or policy-making roles in D.C. or the Pentagon without substantial time spent in field or operational assignments elsewhere. Similarly, aspiring senior leaders should spend meaningful time in industry to understand efficiency, innovation, and real-world constraints outside the government ecosystem.

Limit the revolving door of problem-creators. Prioritize candidates who demonstrate a track record of solving issues rather than managing them. Career progression should reward those who have implemented efficiencies, even when it means challenging established structures.

Incentivize cross-organizational cooperation. Shift promotion criteria away from individual credit-seeking toward measurable collaborative outcomes. Protect those willing to streamline or eliminate duplicative efforts rather than penalizing them.

These changes wouldn't require massive overhauls—just a deliberate shift in priorities toward competence, fresh thinking, and accountability to the mission over personal or institutional comfort.

A Tribute to Those Who Serve

To the woman who shared her story, and to the countless federal employees across the Department of Defense and other agencies who show up every day committed to public service: thank you. Your dedication often goes unrecognized, especially when you push back against inefficient systems or stand on principle. Many of you continue working within challenging structures because you believe in stronger, more effective government that truly serves the nation.

True reform won't come from recycling the same perspectives in new clothing. It requires opening pathways for new talent, demanding real-world experience from leaders, and building systems that reward results over relationships. The goal is a more innovative, forward-thinking federal workforce—one better equipped to handle complex national challenges.

The inefficiencies are plain to those living them daily, yet often invisible to those writing the rules. Sharing these perspectives is a start toward demanding better. What reforms have you seen work—or fail—in federal service? I'd welcome thoughtful discussion in the comments.

The official announce is here. Make sure you have followed the application process and timeline.

Interview Structure

Applicants invited to interviews should expect to devote at least half an hour per office. The interview is generally conducted by an office manager (a director or deputy director) and an international economist in the office. Interview questions will cover the candidate’s background, interest in working for Treasury, responses to the application essay questions, and technical questions to evaluate analytical competency and fluency across topics in macroeconomics, development finance, and financial markets.

For instance, a candidate may be asked the following sample technical question: A country faces a dilemma as to whether to move away from a fixed exchange rate. How would you analyze the potential risks and benefits?

In both the initial application review and panel interview, interviewers are looking to assess the candidate’s technical competencies and how successful they may be in achieving the Junior Fellows job competencies as described in the Junior Fellows job description. In their responses, candidates should draw from their own academic and professional experience and cite relevant and specific examples in their responses. Candidates should be prepared to respond clearly and concisely and discuss relevant academic principles, policy implications, and real-world examples.

Candidates’ interviews are evaluated across the following broad categories:

• Technical competence in macroeconomics and other IA core competencies (e.g. development finance, financial sector analysis);

• At least 52 weeks of relevant experience as described in the Junior Fellows job description; and

• Oral presentation and interpersonal skills.

Preparation Tips

We recommend that you prepare for the interview both by reviewing the academic concepts noted and by familiarizing yourself with current events and global economic, financial, and development challenges. The goal is to determine whether there is a match between vacancies within IA and your skills, interests, and qualifications.

Writing is a critical component of the Junior Fellow position. Application reviewers closely examine both the substantive arguments made and the clarity of the writing in the application essay questions. Essay responses are used throughout the evaluation process and shared with hiring managers. We recommend devoting sufficient time to this portion of the application. At any point throughout the interview and evaluation process, we may request additional writing samples for further assessment.

Familiarizing yourself with the organizational structure of IA for more information about different offices and their responsibilities may provide helpful background. IA is made up of both functional (e.g. Trade, International Financial Markets, etc.) and regional (Europe and Eurasia, East Asia, etc.) focused offices. Offices collaborate extensively with each other, foreign counterparts, and other U.S. Government agencies. Most offices have one Junior Fellow; as this fellowship is a 2-year rotation, not every office is hiring each cycle. Within their office, each fellow generally is responsible for a portfolio of countries or policy issues, in addition to working on projects with International Economist colleagues.

IA also includes Treasury staff working in the International Financial Institutions; U.S. Executive Directors’ offices (including at the International Monetary Fund and World Bank), technical advisors to foreign governments, and attachés in U.S. embassies. We work regularly with international counterparts and external stakeholders to engage in international economic diplomacy. Examples of IA work include representing the United States at the G7 and G20, Financial Stability Board, and other international engagements; assessing lending policy and reform priorities; managing national security reviews of foreign investments; negotiating trade and investment agreements; monitoring economic conditions abroad to anticipate and mitigate crisis; and enhancing understanding of U.S. policies to promote growth and stability. Fellows should be prepared to work independently and in teams across a range of these and other issues.

If you're a former fed fellow or seasoned government professional, your experience is exactly what young applicants need right now — and Fed Fellowship Hub wants to help connect you with them.

Mentors set their own terms. You decide your availability, how you're contacted, and what you charge. We simply put your bio in front of motivated, talented young people who are serious about entering public service.

How to sign up:

PM me, or Email FedFellowshipHub@proton.me with the following:

- Your preferred contact method (email, LinkedIn, Signal, etc.)

- Your hourly rate, if any

- Relevant background — past fellowship experience, current or former role, specific strengths (essays, interviews, agency culture, etc.), or anonymized success stories

- How you'd like your bio presented on the Mentorship Service page

Once received, we'll do basic due diligence and post your approved bio so applicants can reach out to you directly.

If you spent years building something for your career and public service, let's make sure that your knowledge gets handed forward.

Ready?

-Fed Fellowship Hub

FedFellowshipHub@proton.me

Experienced federal employees—dedicated professionals with decades of knowledge—are leaving in large numbers. Many departed through the 2025 Deferred Resignation Program (DRP), whether by choice or circumstance. Fed jobs have lost the job security that once made them competitive with the private sector. Pay, benefits, and stability no longer draw or retain top talent.

This erosion matters because federal institutions depend on deep technical competence and institutional memory — neither of which can be rebuilt quickly once lost.

The official OPM Pathways programs exist for recent graduates and undergraduates—but they cast too wide a net. They’re designed for broad access, not for identifying and developing exceptional talent. The bar simply isn’t high enough to build the next generation of public servants our country needs.

Meanwhile, the post-2025 staff shortages have made federal recruitment painfully slow. Agencies are stretched thin, HR capacity has shrunk, and the pipeline for bringing in new talent has ground to a near halt.

That’s exactly why competitive federal fellowship programs matter more than ever. These programs work because the incentives are genuinely aligned. Fellows get unmatched early-career experience working on real, consequential analytical and policy work. Agencies get sharp, motivated contributors at a stage in their careers where the work itself is the reward. It’s not purely altruistic on either side — and that’s precisely what makes these programs sustainable and effective.

There’s another dimension worth being honest about. Research-focused fellowships — particularly at institutions like Department of Treasury and the Federal Reserve — don’t just develop young talent. They also make those institutions more attractive to senior economists and experienced researchers, who are far more willing to join an organization that gives them dedicated, capable research support. In this way, fellowships strengthen the entire talent ecosystem, from the bottom up and the top down.

These fellowships don’t just launch careers. They give young talent time inside federal institutions to gain real experience, observe what works and what doesn’t, form thoughtful plans for reform, and decide whether public service is their long-term path.

My mission is clear: Help build a stronger public service for the future by making these fellowships more accessible to the next generation.

The Hub provides practical guides, application tips, success stories, and a welcoming space to connect with experienced contributors who want to give back. Everything here is completely free and non-commercial — driven solely by my belief that talented young people belong in the right place.

If you’re a recent grad or undergraduate exploring fellowships, I hope The Hub makes the path clearer and less daunting.

If you’re a former fellow or seasoned fed, I invite you to share your insights and help pass the torch.

Together, we can rebuild the steady, capable pipeline our country needs.

Thank you for joining the effort.

— Fed Fellowship Hub

FedFellowshipHub@proton.me

The Hub exists to rebuild a stronger public service pipeline. That mission only works when experienced voices step up to share what they know. Whether you have a quick tip, a hard-won story, or the willingness to mentor the next generation, here‘s exactly how to get involved.

For Experienced Contributors (Insights and Career Stories)

If you‘ve worked in a federal fellowship, agency, or related role, I warmly invite you to share practical advice, application lessons, or career reflections.

PM me, or email me at FedFellowshipHub@proton.me (I use ProtonMail to protect your privacy).

Tell me whether you want your name and identifying details publicized or kept anonymous.

First-time contributors:

Please include brief proof of your real experience.

In return, I‘ll send a thank-you gift card directly to your PM or email—$50 for a useful tip or short piece, $100+ for deeper, insightful contributions.

For Those Ready to Mentor Future Applicants:

If you want to offer 1:1 guidance to recent grads and undergraduates applying to programs:

PM or email me at the address above with:

Your preferred way to be contacted (email, LinkedIn, Signal, etc.)

Your hourly rate (if any)

Any details that build trust—past fellowship experience, current role, success stories (anonymized if preferred), or specific strengths (essays, interviews, agency culture, etc.)

How you would like your bio presented on the “Mentorship Service” page.

I‘ll review your information, perform basic due diligence, and post an approved bio so applicants can reach out directly.

For Applicants Looking for Mentorship

The contributor bios you see on The Hub are shared in good faith. I do my best to verify experience and background, but I cannot take responsibility if any information turns out to be inaccurate. Please use your own judgment, ask good questions, and treat every conversation as an opportunity to learn.

Ready to Get Started?

Whether you want to write one tip, become a listed mentor, or simply share your journey as an applicant, PM or email me today. Every contribution helps give young talent the steady foothold our federal institutions need.

Thank you for helping build a stronger, younger, and steadier public service.

— Fed Fellowship Hub

FedFellowshipHub@proton.me