March 2022
DOD HIRING ASSESSMENT AND
SELECTION GUIDE
Guide for DoD Human Resources Professionals and Hiring Managers
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
2 March 2022
TABLE OF CONTENTS
1.0 PURPOSE AND BACKGROUND ................................................................................................................... 3
2.0 COVERAGE ..................................................................................................................................................... 3
3.0 QUALIFYING CANDIDATES ........................................................................................................................ 3
4.0 PERSONNEL ASSESSMENT AND SELECTION .......................................................................................... 4
5.0 ASSESSMENT STRATEGY AND TOOLS ...................................................................................................... 5
6.0 AUTOMATED PLATFORMS .......................................................................................................................... 7
7.0 ADMINISTRATIVE CAREERS WITH AMERICA (ACWA) ........................................................................ 10
8.0 SUBJECT MATTER EXPERT QUALIFICATION ASSESSMENT .............................................................. 10
9.0 USING A MULTI-HURDLE APPROACH UNDER E.O. 13932 ................................................................... 11
10.0 APPLYING VETERANS PREFERENCE IN A MULTI-HURDLE APPROACH .......................................... 12
11.0 JOB OPPORTUNITY ANNOUNCEMENT (JOA) UNDER E.O. 13932 ....................................................... 13
12.0 EVALUATING ASSESSMENT EFFECTIVENESS CONTINUES UNDER E.O. 13932 ............................... 14
13.0 REFERENCES ............................................................................................................................................... 15
14.0 POINT OF CONTACT .................................................................................................................................... 15
APPENDIX A: EXAMPLES OF ASSESSMENT TOOLS .......................................................................................... 16
APPENDIX B: STRUCTURED INTERVIEW QUESTION AND RATING SCALE EXAMPLE ............................. 18
APPENDIX C: SUBJECT MATTER EXPERT QUALIFICATION ASSESSMENT .................................................. 19
APPENDIX D: WORK SIMULATION ...................................................................................................................... 21
APPENDIX E: REFERENCE CHECK EXAMPLE .................................................................................................. 22
APPENDIX F: HIGHLIGHT OF DOD COMPONENT BEST PRACTICES ............................................................ 23
APPENDIX G: OTHER HELPFUL RECRUITMENT STRATEGIES ..................................................................... 26
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
3 March 2022
1.0 PURPOSE AND BACKGROUND
This guide is a resource for assessment strategies and provides information on best practices within the
Department of Defense (DoD), developed as a result of Executive Order (E.O.) 13932 issued on June 26,
2020. The E.O. mandates modernizing and reforming the assessment and hiring of Federal job
candidates, and commits the Federal government to improving identification of skills requirements and
making effective assessments of the skills job candidates possess.
The E.O. also directed agencies government-wide to: 1) refrain
from relying solely on candidate self-assessments of their
qualifications (e.g., occupational questionnaires) in assessing
candidates - applicants are to clear other assessment hurdles to
be considered qualified in examinations and thus eligible for
preference and referral; 2) continually evaluate the effectiveness
of different assessment strategies to ensure the quality and
integrity of their hiring process; and 3) be reminded that the
application of education will be a prerequisite to Federal
employment only when a minimum educational qualification is legally required (section 3308 of title 5,
United States Code (U.S.C. )) for the performance of the position’s required duties. Merit-based
reforms will replace degree-based hiring with skills and competency-based hiring, ensuring that
candidates most capable of performing the duties of a specified position are hired.
Further, this guide is designed to aid Human Resources (HR) professionals who assist hiring managers
in determining the most effective recruitment strategies to meet the unique mission and workforce
needs in the DoD. This guide gives DoD a variety of assessments options that may be utilized for
multiple positions which will support DoD in developing and implementing agency assessment
strategies. The information on personnel assessment, assessment methods, samples and best practices
provide sufficient, but not all-inclusive, information to use in conjunction with DoD Component
Headquarters and field-level policies and procedures.
2.0 COVERAGE
This reference guide covers competitive service positions, as defined by section 2102 of title 5, U.S.C., in
DoD and is designed for use by DoD HR professionals and hiring managers.
3.0 QUALIFYING CANDIDATES
In accordance with section 338 of title 5, Code of Federal Regulations (CFR), Federal agencies use the
Office of Personnel Management’s (OPM) policy for General Schedule (GS) (or equivalent) white collar
occupations in the Federal Government. Under this authority, agencies are responsible for conducting
all competitive examining functions from posting job opportunity announcements to evaluating
candidates and notifying them of their results. Currently, many qualification standards permit
candidates to qualify based on education/training, experience, or a combination of the two. Federal
agencies analyze work and apply OPM qualification standards to determine the education, training,
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
4 March 2022
experience and/or other requirements (e.g., licensure) that a candidate must possess in order to be
considered for a position or occupation (5 USC 5112, 5 USC 5105, USC 5102 (5)(b)). At present, most
agencies use federal resumes and an occupational questionnaire to screen candidates for minimum
qualifications. Additional assessment is necessary to address the actual competencies needed to
perform work successfully.
Education shall be a prerequisite to Federal employment only when a minimum educational
qualification is legally required (5 USC 3308) for the performance of the position’s required duties.
Education shall be an allowable substitute for required experience in qualifying for a position only
where education directly reflects the specific skills or competencies necessary to perform the job.
Position descriptions and job postings published by agencies will be based on analysis that emphasizes
the specific skills and competencies required to perform the work of the position successfully. Agencies’
analysis of work should follow the guidelines included in the Delegated Examination Operations
Handbook, 2019 (Chapter 2).
1
Currently, candidates for Federal employment may qualify for employment by holding formal
educational credentials or by obtaining relevant experience (e.g., training). In accordance with E.O.
13932 Sec.2(a)(i)-(ii), OPM is updating General Schedule Qualifications Policy so that candidates will
now be able to qualify for employment on the basis of competency-based assessments when there are
no legal educational requirements.
When preparing a list of qualified candidates, currently the most common considerations are education
and experience. With implementation of E.O. 13932, agencies will now utilize assessments at the pre-
certification stage as a third co-equal path
2
, and not rely solely on candidate self-evaluation of their
qualifications (resumes and occupational questionnaires). Developing competency-based assessments
will benefit DoD by generating a wider talent pool of highly skilled job candidates from which DoD
Components may select workers with non-traditional educational paths to serve and support current
and emerging DoD mission requirements.
4.0 PERSONNEL ASSESSMENT AND SELECTION
Personnel assessment is a systematic approach to gathering information about individuals. HR
professionals use this information to make employment or career-related decisions about candidates
and employees. Assessments may measure an individual’s ability, skill, work style, work values or
vocational interests for the purpose of selection, placement, promotion, career counseling, or training.
Assessments can predict job performance, managerial potential, career success, job satisfaction or
tenure and are administered in various formats (e.g., paper and pencil, work-sample, or computer
simulation). Not unlike many other organizations, DoD wants to be able to identify and hire, efficiently
and fairly, the best candidates; and a properly developed and applied assessment tool may yield
successful results.
1
OPM Memo, “Implementation of E.O. 13932; Determining Qualifications and the Use of Assessment Tools When Filing Positions,”
dated July 31, 2020.
2
The coequal paths are defined as: (1) education (when it is legally required), (2) experience, or (3) a skills-based assessment.
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
5 March 2022
DoD will continue using assessment tools in a purposeful manner and using tools that are appropriate
for the targeted population. Most importantly, DoD will use the whole-person approach to make
assessment and selection decisions. The table below identifies the major impacts of implementation of
E.O. 13932. Figure 1 provides a comparison of the hiring assessment process before and after
implementation.
OPM will issue revised guidance to incorporate the newly implemented provisions of E.O. 13932. This
will include the updated General Schedule Qualifications Operating Manual that provides the
overarching policy for qualifying candidates for Federal jobs and expands the use of skills and
competencies to qualify talent. In addition, the Group Coverage Qualification Standard for
Administrative and Management Positions and the Group Coverage Qualification Standard for
Professional and Scientific Positions will include guidance on qualifying talent using skills and
competencies in addition to education or experience. The Delegated Examining Handbook is also
included in the revisions that support the E.O.
5.0 ASSESSMENT STRATEGY AND TOOLS
An assessment strategy is an established plan for designing and implementing one or more assessment
tools for an organization, occupation, or a specific situation. DoD Components must consider a number
of factors in determining the most appropriate assessment strategy for a particular situation since not
all assessment tools are appropriate for every job.
Figure 1. EO Impacts
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
6 March 2022
Here are steps to consider when establishing an assessment strategy prior to implementing one or more
assessment tools, which measure an individual’s employment or career-related qualifications and
interests. The assessment strategy may include the following steps:
Step 1: HR Managers should share the vision with their team of Key Stakeholders
(Manager/HR/Subject Matter Experts (SME)/ Industrial and Organizational (IO) Psychologist)
after a review of the staff acquisition plans; budget; and required skill gaps within the
organization to cultivate an atmosphere of change.
Step 2: Activate, engage, and enable a team of Key Stakeholders (Manager/HR/Subject Matter
Experts (SME)/ Industrial and Organizational (IO) Psychologist) who will collaborate, identify
the competencies, based on the position and create a
supportive job analysis.
Step 3: Review and Execute the Team’s Strategy once
the team has communicated and obtain buy-in by
confirming and documenting the job analysis and
competencies.
Step 4: Identification of Validated and Reliable
Assessment Tools.
Step 5: Monitor, evaluate, and sustain an assessment strategy.
This process can also be instrumental in making employment and career-related decisions about job
candidates and current employees.
Quality assessments increase the likelihood of hiring employees who possesses the right competencies
and will contribute to agency success. In addition, a quality assessment results in hiring, placing and
promoting greater numbers of superior performers and decreases the likelihood of a bad hire and
associated consequences (e.g., poor work quality, dissatisfied customers, lowered morale among fellow
employees).
Any assessment tool used for selection of candidates must be both reliable and valid. Reliable where
consistent scores can be obtained when the same applicants are reexamined with the same or
equivalent form of an assessment, and valid to the extent where the assessment method has been shown
to accurately measure a job-related competency and/or predict successful performance on the job.
Further information on ensuring a reliable and valid assessment is in OPM’s Assessment Decision
Guide.
5.1 DoD Assessment Tool Usage
Across DoD, HR Professionals are utilizing a variety of assessment tools when recruiting for practically
every DoD occupational series. At a minimum, the occupational questionnaire in USA Staffing is the
staple. HR Professionals will continue collaborating with hiring managers to determine the best
assessment tool to employ. Some of the assessment tools DoD Components are using are below.
USA Staffing, the talent acquisition system adopted for use throughout DoD, to recruit, evaluate,
assess, certify, select and onboard talent.
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
7 March 2022
Self-Report Tools include questionnaires used to screen candidates based on training and
experience. Some DoD Components utilize Administrative Careers With America (ACWA) as a self-
report tool, as described below.
Ability and knowledge tests are comprised of questions that involve the candidate solving a potential
process or determining how much the candidate knows about a particular job task.
Simulation Tools include candidates providing writing samples, attending structured interviews or
responding to multiple assessments that evaluate how a candidate performs on a variety of job-
related competencies.
Many DoD Components are expanding the use of USA Hire to recruit for non-supervisory positions
with GS and GS-equivalent pay plans. Section 6.2 provides additional information on USA Hire.
More tools for your assessment toolbox and sample templates are located in Appendices A-E. These
tools will allow DoD Components to not solely rely on candidate self-evaluations (e.g., resumes and
occupational questionnaires); and may serve as alternatives to educational qualifications. In addition,
OPM guidance states candidates must clear other assessment hurdles in order to qualify and be eligible
for preference and referral.
Some of DoD’s assessment and evaluation best practices and highlights are located in Appendix F.
6.0 AUTOMATED PLATFORMS
DoD Components utilize the automated platforms USA Staffing and USA Hire for administering online
hiring assessments. USA Staffing, developed by OPM, is now the enterprise’s integrated talent
acquisition system used to recruit, evaluate, assess, certify, select, and onboard candidates. USA Hire
serves as an online assessment program designed by a team of psychologists at OPM to meet the hiring
needs of DoD.
6.1 USA Staffing
USA Staffing is a platform that handles the full range of hiring flexibilities and requirements while
offering expanded capabilities like onboarding and data analytics, and features a modern, user-friendly
interface. Many of its interfaces and features, such as workload management and tracking, create time
savings for HR Professionals.
USA Staffing features a competency-based foundation for assessments. It offers a range of assessment
and scoring capabilities and is interconnected with USA Hire, which delivers online, objective
assessments of general competencies to provide a ‘whole person’ assessment approach. It also contains
functionality that allows HR professionals to develop occupational questionnaires used to screen and
rate candidates. This assessment method typically consists of multiple choice, yes/no, or similar types
of questions that cover a wide variety of competencies. This method also consist of self-ratings of a
candidate’s training and experience. Most DoD HR professionals are familiar with the following
occupational questionnaire example:
Select the one statement that most accurately describes your training and
experience carrying out each task using the scale provided.
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
8 March 2022
Default Scale
Write technical policies and standard operating procedures governing the management of
data network systems.
A. I have not had education, training, or experience in performing this task.
B. I have had education or training on this task but have not yet performed it on the job.
C. I have performed this task on the job. My work on this task was monitored closely by a
supervisor or senior employee to ensure compliance with proper procedures.
D. I have performed this task as a regular part of a job. I have performed it independently
and normally without review by a supervisor or senior employee.
E. I am considered an expert in performing this task. I have supervised performance of
this task or am normally the person who is consulted by other workers to assist them in
doing this task because of my expertise.
Further examples of language in an occupational questionnaire could include
the following:
Customized Scale
Indicate the extent of your training and experience conducting legal research.
A. I have not had education, training, or experience in conducting legal research.
B. I have used legal periodicals, dictionaries, manuals, form books, and court rules for the
purpose of locating legal information or guidelines.
C. I have examined documents for legal sufficiency by verifying citations and statutory
references.
D. I have researched a variety of legal issues covered mostly by precedent and/or
assembled information on laws applying to specific cases.
E. I have provided direct assistance to attorneys preparing for Federal court by analyzing
and summarizing case law and governing statutes to support specific cases.
Yes/No
Do you have one year of specialized experience (equivalent to at least the GS-11 level or
pay band in the Federal service) that includes performing the following duties:
interpreting and applying complex personnel laws, regulations, practices, and procedures
relating to recruitment and placement activities; providing HR consultant/advisory
services and products in the areas of staffing, recruitment, and placement to managers,
supervisors, employees, and applicants; analyzing trends and forecasting changes in
workforce requirements that may impact future recruitment needs of an organization;
developing or modifying organization-wide policy relating to recruitment and placement
procedures; analyzing and resolving uncommon recruitment and placement issues; and
participating as a lead/senior consultant at meetings/conferences regarding workforce
initiatives and strategies?
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
9 March 2022
A. Yes. I have experience performing most of the above duties.
B. No. I do not have experience performing most of the above duties.
(Multiple Choice-Multiple Select)
Select all of the software systems you have used.
A. USA Staffing
B. Monster
C. People Soft
D. Ascendre
E. None of the above
The USA Staffing Resource Center for HR users is located here Resources -
USA_Staffing_Resource_Center and will provide users multiple resources to aide in developing
occupational (assessment) questionnaires in the USA Staffing platform.
6.2 USA HIRE
USA Hire serves as an online assessment program of off-the-shelf battery of assessments (i.e., a
combination of separate assessments) designed for use with specific occupational series and grade
combinations to measure general competencies (e.g., reading comprehension, decision making,
interpersonal skills, etc.). USA Hire offers agencies the capability to deliver innovative and robust
online assessment solutions in proctored and un-proctored environments. Moreover, a standard USA
Hire assessment can be included in the USA Staffing assessment plan for a vacancy with no additional
analysis, development, validation, or customization required; and can be combined with a rating
assessment questionnaire (AQ) delivered in USA Staffing, allowing Agencies to assess the whole-person
(i.e., general and technical competencies) during the assessment process.
Integrating online assessments offered through USA Hire into your existing hiring process can save
time and agency resources and can help your DoD Component find the right candidate that will help
accomplish mission goals.
Many DoD Components are expanding use of USA Hire to recruit for non-supervisory positions with GS
and GS equivalent pay plans. A list of USA Hire covered job series/grades is located here.
USA Hire also, offers custom designed and premium assessments as requested by agencies as a fee for
service option. For example, the Supervisory Situational Judgment Test (SSJT) is an online multiple-
choice test that asks candidates to respond to realistic work problems or scenarios that are common to
supervisory positions in the Federal Government. Another example of a custom designed assessment is
the Project Management Assessment. HR Professionals use this assessment in filling occupations with
core project management responsibilities.
For more information, visit the USA Hire Resource Center.
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
10 March 2022
In addition to USA Staffing and USA Hire, DoD Components utilize a variety of other assessment tools
to identify top talent to meet critical mission needs. See Appendices A-E.
7.0 ADMINISTRATIVE CAREERS WITH AMERICA (ACWA)
The Administrative Careers with America (ACWA) rating schedules are assessment tools that were
developed as a result of the lawsuit resolution known as the “Luevano consent decree”, and it required
the use of alternative assessments for occupations at the GS-5 and GS-7 grade levels that were once
subject to the Professional and Administrative Career Exam.
These assessment tools comply with the requirement to use validated (i.e., job-related) assessment tools
when examining candidates for competitive service positions. The ACWA rating schedules validated for
use with the professional and administrative positions as stated in the Delegated Examining Operations
Handbook.
Agencies are free to use any valid alternative assessment. USA Hire is a valid OPM alternative to
ACWA, and many of the ACWA series cover standard USA Hire assessments. Agencies are also able to
develop their own ACWA alternative assessments. We encourage you to consult your Office of General
Counsel before using an agency-developed ACWA alternative.
Under E.O. 13932, the assessment requirements for all vacancies are essentially the same as they
previously were for “ACWA-covered” positions. All vacancies require the use of a valid assessment
tool(s) that measure job-related competencies needed for successful performance in the position.
The current ACWA Rating Schedule still meets the criteria for assessment tools for the occupational
series and grade levels for which they were developed.
For more information, please copy and paste the following link into internet browser:
https://help.usastaffing.gov/ResourceCenter/images/6/6d/ACWA_User_Guide_9.14.20.pdf
8.0 SUBJECT MATTER EXPERT QUALIFICATION ASSESSMENT
HR professionals alone do not have to determine minimum qualifications and rate and rank candidates.
Recent OPM guidance states that it is appropriate and encouraged to use Subject Matter Experts (SME)
outside of HR, who have diverse backgrounds and relevant experiences to work with HR in determining
whether job candidates are qualified. As long as SMEs are not the selecting official, SMEs can conduct
pre- referral structured interviews to determine the most highly qualified candidates to refer to the
hiring manager for consideration.
During the job analysis process, SMEs may also help to identify and document the competencies and
proficiency levels required to perform the essential job functions. In partnership with SMEs, HR
professionals can screen out the candidates who do not possess the required competencies and
proficiency levels and can help identify and refer only the candidates who possess the required
competencies and proficiency levels.
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
11 March 2022
DoD HR Professionals should collaborate with their hiring managers to determine the appropriate type
of positions and determine which stages of the hiring process to include SME involvement.
3
In March 2019, the United States Digital Services (USDS) and OPM collaborated to pilot a Technical
SME Hurdled Assessment process prior to the category ranking of candidates and placement on the
selection certificate. The primary objective of this pilot was to enhance the quality of hires through a
partnership between the agency hiring manager, human resources specialist, and SMEs using a
documented multiple hurdle assessment process. Figure 2 outlines the steps that were included in
determining which candidates met the minimum qualifications.
Figure 2. SME Assessment Process
More information can be found https://www.usds.gov/projects/smeqa and on https://smeqa.usds.gov/
9.0 USING A MULTI-HURDLE APPROACH UNDER E.O. 13932
A multi-hurdle process uses multiple assessments successively to manage the candidate pool and
narrow the pool to the most qualified candidates. Generally, the methods that can manage easily a large
volume of candidates should be used at the beginning of the process; and the methods that are more
resource-intensive should be leveraged for the candidates who best meet the knowledge, skills, abilities
and competencies of the position. In Figure 3, the common first hurdles include the application and
occupational questionnaire, while common second and or third hurdles include cognitive ability test,
writing assessment, work sample/simulation, structured interview or reference checking.
3
OPM Memo, “Improving Federal Hiring using Effective Assessment Strategies to Advance Mission Outcomes," dated September 13,
2019.
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
12 March 2022
Figure 3. SME Assessment Process
MSPB Report on Improving Federal Hiring Through Better Assessment (July 2018)
10.0 APPLYING VETERANS PREFERENCE IN A MULTI-HURDLE APPROACH
As cited in the Delegated Examining Operations Handbook (DEOH), with the application of Category
Rating, an agency may not select a non-preference eligible if there is a preference eligible in the same
category. DoD Components must continue following appropriate procedures to pass over the
preference eligible pursuant to 5 USC 3318. As noted in the image below, when the certification is
issued all qualified CP/CPS veterans are moved to the top group, for certain grades and occupations. In
the final selection, Figure 4, veterans are placed ahead of non-veterans. These same rules apply when
using a multiple hurdle assessment process (preference is applied after completion of the multi-hurdle
process, prior to issuance of the hiring certificate).
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
13 March 2022
Figure 4. Overview of the Assessment Process
Designing an Assessment Strategy Briefing- OPM
11.0 JOB OPPORTUNITY ANNOUNCEMENT (JOA) UNDER E.O. 13932
The JOA will need to include an explanation of the assessment process within the “How You Will Be
Evaluated” section.
Agencies must include their basis for rating candidates in accordance with 5 CFR 300.104. At a
minimum, the description of the assessment process should include:
A general overview of the assessment process – this does not need to be exhaustive but should
provide candidates an idea of what the process will entail and what types of assessments they will
complete (e.g., writing sample, online questionnaire, USA Hire, etc.).
A list of the competencies to assessed during the assessment process – this includes the competency
titles and definitions identified during the job analysis and targeted in the assessment process.
Sample JOA language
Once the application process is complete, your resume, and supporting documentation,
along with the results of any additional hiring assessments, will be evaluated to determine
whether you meet the job qualifications listed on this announcement. If you rate yourself
higher than is supported by your application package, your responses may be adjusted
and/or you may be excluded from consideration for this position. If you are among the
top qualified candidates, you will be referred to the selecting official for employment
consideration.
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
14 March 2022
Your qualifications may be evaluated on the following competencies (knowledge, skills,
abilities and other characteristics):
Problem Solving
Communication
Compensation Management
12.0 EVALUATING ASSESSMENT EFFECTIVENESS CONTINUES UNDER E.O. 13932
The importance of quality assessments increases the likelihood of hiring employees who possess the
right competencies and will contribute to the DoD Component’s success. As outlined in the E.O. 13932
continuous monitoring and evaluating assessment development practices, including quality control,
remains a key factor in the effectiveness of different assessment strategies. To ensure the quality and
integrity of the hiring process, HR professionals can take the following actions:
After a vacancy is filled, or if a certificate is returned without a selection, seek feedback from the
hiring manager and candidates
o Examine the managers’ perceptions of the quality of candidates on certificates by reviewing
Hiring Manager Satisfaction Survey data
o Examine the candidates’ perceptions of the fairness and job-relatedness of assessments used in
the hiring process by reviewing Applicant Satisfaction Survey data
o Identify barriers to recruiting a well-qualified and diverse candidate pool by reviewing
Candidate Flow data
Obtain feedback from SMEs involved in the assessment process by tracking and reviewing the
performance of particular assessment tools in various hiring scenarios (e.g., how well are SME
interview panels working for selecting scientist positions, or how effectively are evaluations of
writing samples in identifying candidates with writing skills);
Evaluate the impact of the assessment process on timely hiring practices by reviewing time to hire
data;
Ensure optimization of available assessment options by tracking utilization of shared services
assessment tools such as USA Hire; and
Ensure use of competency-based assessment tools for hiring by utilizing Merit Systems
Accountability Reviews and Audits.
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
15 March 2022
13.0 REFERENCES
A. Executive Order 13932, “Modernizing and Reforming the Assessment and Hiring of Federal Job
Candidates” dated July 1, 2020
B. OPM Memorandum, “Improving Federal Hiring using Effective Assessment Strategies to Advance
Mission Outcomes” dated September 13, 2019
C. OPM Memorandum, “Implementation of E.O. 13932; Determining Qualifications and the Use of
Assessment Tools When Filling Positions” dated July 31, 2020
D. OPM Memorandum, “Updated Interim Guidance – E.O. 13932; Modernizing and Reforming the
Assessment and Hiring of Federal Job Candidates” dated December 29, 2021
E. OPM Assessment Types
F. OPM Assessment Decision Guide
G. OPM Designing an Assessment Strategy
H. OPM Glossary of Terms
I. Delegated Examining Operations Handbook: A Guide for Federal Agency Examining Offices
J. Uniform Guidelines on Employee Selection Procedures
K. USA Staffing ACWA User Guide
L. USA Staffing USA Hire User Guide
M. Department of Labor, Testing and Assessment: An Employer’s Guide to Good Practices
14.0 POINT OF CONTACT
For more information, contact DCPAS, Employment and Compensation, Field Advisory and Support
at 703-545-7487 or dodhra.mc-alex.dcpas.list.ec-field-advisory--[email protected].
APPROVALS
_____________________
_____________________
Name
Date Signed
_____________________
_____________________
Organization
Date Effective
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
16 March 2022
APPENDIX A: EXAMPLES OF ASSESSMENT TOOLS
Examples of Assessment Tools
Self-Reports
Ability and Knowledge Tests
Simulations
Occupational Questionnaires
– Task and competency-based
self-report questionnaires used to
screen candidates based on their
training and experience
Cognitive Ability Test –
Candidates are asked to solve
questions to estimate their
potential to use mental processes
to solve job-related problems or
acquire job knowledge; can also
measure aptitude for job-related
skills.
Writing Assessments –
Candidates receive a writing
prompt and have a set amount of
time to write about the topic.
Scored by raters using
professionally-developed
benchmarks or by complex
automated protocols.
Biodata – Items about past
events and behaviors that predict
overall performance for a given
occupation. Items scored using a
research-based scoring key.
Job Knowledge Test –
Comprised of specific questions
developed to determine how much
the candidate knows about
particular job tasks or
responsibilities.
Assessment Center – Consists
of multiple assessments to
evaluate small groups of
candidates on a variety of job-
related competencies. Resemble
actual challenges encountered on
the job. Candidate performance is
observed and evaluated by
multiple trained assessors.
Accomplishment Record –
Candidates provide a written
description of a situation to
illustrate their proficiency in
critical job-related competencies.
Evaluated by a panel of trained
raters against competency-based
benchmarks.
Situational Judgment Tests –
Presents candidates with a
description of a work problem or
critical situation, and asks them to
identify how they would deal with
it (can be paper, computerized, or
video-based format).
Structured Interview – Panel
interview where all candidates are
asked the same job-related
questions (often competency-and
behavioral-based). Interviewers
use detailed rating scales,
evaluating all candidates
according to the same standards.
Sample Self Reports:
Administrative Careers With
America (ACWA)
Customized Response Assessment
Questionnaire
Occupational Questionnaires
(Technical Competency and
Training/Experience)
Sample Ability & Knowledge
Tests:
Aptitude Test
Proctored Apprentice Exam
Sample Simulations:
Background Investigation
Behavioral Based Interviewing
Internal Job Libraries
Reference Check
Skill Assessment
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
17 March 2022
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
20 March 2022
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
21 March 2022
APPENDIX D: WORK SIMULATION
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
23 March 2022
APPENDIX F: HIGHLIGHT OF DOD COMPONENT BEST PRACTICES
This section highlights the various assessment best practices and evaluation methods across the enterprise.
Defense Logistics Agency’s (DLA) improved hiring approach inserts more rigor into the
evaluation/selection process, increases the validity of their existing assessment process, produces more
reliable, precise referral lists, and elicits better quality candidates on the lists and in the job. Using tests like
the DLA Supervisory Situational Judgment Test (SSJT) and the OPM USA Hire assessment, coupled with the
customized response questionnaire, behavior-based interviewing and reference checks supports a higher
validity rating (greater cumulative predictive power in determining successful performance).
Additionally, behavior-based interviewing is another best practice, also supported by research that reflects past
performance is an indicator of future performance.
DLA’s evaluation findings demonstrate the refreshed hiring approach is a more holistic, competency-based,
rigorous and accurate candidate evaluation process. The improved process results in more normal distribution
of ratings without the extremes, whereby hiring officials support candidates referred for the jobs have the right,
critical skill sets.
Department of Navy (DON) uses a variety of candidate assessment methods with the primary being USA
Staffing Occupational Questionnaires, and employs the use of resume reviews, USA Hire assessments,
structured interviews and reference checks.
When announcing to fill a position, the hiring manager conducts and submits a job analysis, which links the
requirements of the position to USA Staffing competencies. USA Staffing occupational questionnaires are
completed using DON’s Competency Library content and are used for all announced vacancies, except when
utilizing a specified hiring authority (e.g., Direct Hiring Authority, Veterans' Recruitment Appointment) which
uses a minimum qualifications assessment only. When developing occupational questionnaires, staffing
specialists follow guidance provided by OPM and detail DON USA Staffing process guides. Frequently filled
occupations utilize USA Staffing Assessment Templates built from the DON Competency Network content that
streamline the assessment development process. DON occupational content is developed/approved by
experienced and trained Competency Library developers with collaboration with DON functional community
leads.
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
24 March 2022
USA Hire used in combination with a USA Staffing Occupational Questionnaire to assess
technical competencies. Does not use for hard to fill occupations/locations, positions with
multiple specialties or supervisory responsibilities.
Apprentice assessments uses a proctored OPM custom exam or Accuplacer college exam,
which provides information about a student’s present academic skill levels in reading,
writing, mathematics, and computer fields.
Hard to fill occupations, or for direct hire, utilizes the minimum qualifications/screen out
element in the vacancy announcement. Additional formal candidate assessments outside of a
resume review and/or interview are rarely used.
Defense Finance and Accounting Service (DFAS) in most instances uses USA Hire when the
projected volume of candidates that may apply is high or when they have to create categories by law, e.g.,
Pathways, Delegated Examining hiring.
DFAS shares that the competencies identified with this type assessment allows for clear distinctions of top job
candidates. DFAS has observed that because there is a higher commitment of effort and time in completing a
USA Hire assessment, a smaller number of candidates complete the additional assessment.
Cyber Excepted Service (CES) in Fiscal Years 2021 and 2022, the DoD Chief Information Office is
implementing an online assessment tool for CES designed to leverage multi-hurdle and multiple, different
assessment processes which can vary by position and/or occupation. This platform uses artificial intelligence
to integrate job design and classification with job analysis; and will assess candidates and complete multi-
hurdle assessments. The personnel assessment menu will include:
Structured phone screening
Scored cognitive tests
Online occupational questionnaires
o Traditional KSA-Based (provides a draft version based on the documents and manager input)
o Competency-Based Assessment or CBA Questionnaire (provides a draft version based on the
documents and manager input)
o Freestyle Questionnaire (provides the staff support for Freestyle assessment development which
includes all the occupational analysis, job analysis, SME input via surveys and/or focus groups,
and validation)
o View eligibilities allows the user to see the eligibility requirements that are captured by Indigo as
applicants apply – e.g., veterans preference, citizenship, and any program-unique eligibility
requirements
Behaviorally-based interviews (panel or individual hiring manager) using a crediting plan-style scoring
methodology
Panel candidate assessment using a crediting plan-style scoring methodology
Online reference checking and candidate skill verification surveys
Task and job simulations (e.g., case study, code screens and live programming exercises)
Aptitude testing (sometimes called personality testing)
Security question evaluation for initial background investigations screening and suitability
determinations
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
25 March 2022
Department of the Air Force uses a quality control process to assess the hiring processes operations.
They have recently implemented a reporting process for ensuring hiring panel requirements are in compliance.
They also use the OPM hiring manager surveys to evaluate the hiring processes.
Department of the Army, Civilian Personnel Evaluation Agency, conducts evaluations of the various HR
Offices and Commands and reviews the quality and integrity of the hiring process. The review is conducted on
specific actions/processes and if issues are found, they are elevated to leadership for awareness and to ensure
any corrective actions are taken.
Defense Threat Reduction Agency established a number of reporting mechanisms, such as surveys,
brown bag sessions, and other channels of communication, which hiring managers/supervisors can use to
provide feedback. This helps to improve the hiring process, continuously. Use of these channels have allowed
hiring staff to become an agile team, able to swiftly meet the ever-changing needs of the agency and overcome
challenges.
DOD HIRING ASSESSMENT AND SELECTION GUIDE
REFERENCE GUIDE
26 March 2022
APPENDIX G: OTHER HELPFUL RECRUITMENT STRATEGIES
Establishing relationships with a broad variety of colleges and universities to develop diverse talent
pipelines and increase interest in careers with the Federal Government.
Establishing collaborative relationships with organizations and offices that serve specific
communities such as, individuals with disabilities, career services centers, workforce centers, and
veterans’ service organizations.
Reaching out to qualified individuals from appropriate sources in an endeavor to achieve a workforce
from all segments of society based solely on fair and open competition and merit that assures that all
receive equal opportunity.
Utilizing technology, including social media, to seek diverse pools of qualified candidates.
Displaying job opportunity announcements at locations (e.g., America’s Job Centers) accessible to
various candidate pools and/or providing supplies of agency recruiting literature at selected
locations.
Working with faculty from universities and community colleges to conduct curriculum reviews and
identify necessary coursework for mission-critical occupations. Designating an individual and/or
committee to work with deans and career placement offices in planning and implementing
recruitment strategies.
Educating candidates on how to apply for Federal jobs.
Developing strategies to encourage highly qualified candidates to relocate to regions where agencies
have vacancies (e.g., using internship programs and career development programs to give employees
an opportunity to try another location).
Using special appointing authorities such as the Pathways Internship and Recent Graduates
Programs, 30-Percent disabled veterans’ authority, and Schedule A authority for individuals with
certain disabilities, to recruit talented individuals and address future workforce needs.
Sponsoring recruiters’ and hiring managers’ participation in professional associations and
conferences where they are likely to meet qualified candidates or people who know qualified
candidates who could be encouraged to apply.
Using professional association websites, commercial websites, journals and other publications
reaching a diverse audience to advertise agency opportunities.
Marketing very competitive Federal employee benefits and programs to attract new people to Federal
employment.
Using recruitment flexibilities (e.g., Recruitment, Retention, and Relocation Incentives, Leave and
Work Schedule Incentives, etc.) to attract high-quality candidates.
In order for a recruiting strategy to be successful, agencies must determine what resource needs will be
required for implementation. Having the right staff and technology with the capabilities to implement
the strategy is a critical step. For more information, please see Delegated Examining Operations
Handbook.
