The US DOGE Service is the first-of-its-kind federal agency. It has generated enthusiasm, controversy, and discussion ever since it went into effect on President Donald Trump’s first day in office. This new agency grew out of the original US Digital Service (USDS) that President Barack Obama launched in 2014. It’s designed to enhance the efficiency of government by harnessing the power of cutting-edge technologies. Mina Hsiang, the first administrator of the USDS, was instrumental in this shift. She was instrumental in shepherding the agency through its initial formation, rebranding, and reconstitution.
Elon Musk’s potential influence on the inset Department of Government Efficiency (DOGE) would raise some eyebrows. The nonprofit is leading on transformative efforts—and none more controversial than utilizing artificial intelligence (AI) to cut through the federal regulatory thicket. Starting with a $20 billion idea, Christopher Sweet, DOGE affiliate’s project lead, cuts a lively figure. His vision is to apply AI to the eCFR and identify regulations that should be loosened or eliminated.
DOGE hiring process has been a hot topic due to the speed at which it was conducted. It usually takes place over two to three weeks and it’s composed of five separate phases. The initial stage starts with a short 15-minute screening interview with a recruiter. Next, candidates take part in a practical skills assessment, solving tasks literally pulled from the eCFR. Successful candidates then advance to a placement interview. On the flip side, this interview is a great guide to the more specific roles they should play if they are hired.
Attraction to work at DOGE is the lure, but potential employees are worried about how DOGE might pay them. Many employees have salaries in excess of $120,000, regardless of previous government experience. This has increased our national conversations around equity and what it means to bypass hiring practices that seek historic qualifications in favor of efficiency.
The original USDS was focused on providing technical services to improve the federal government’s technological infrastructure. Just a few of the original staff are left. This change continues a trend away from the agency’s core focus and mission since the switch to DOGE. Yet the executive order that originally created DOGE established a temporary organization. This unique organization, under the direct oversight of the USDS administrator, enables the hiring of Special Government Employees (SGEs) for limited terms during a year.
DOGE’s initiatives extend beyond regulatory reform. The agency’s mission is to help civil servants deliver better, fairer, more efficient government services. One of their goals includes “leveraging AI to improve medical services for veterans,” as noted by a recruiter involved in the hiring process. They aim to “streamline federal aid applications from Americans who experience natural disasters like floods, hurricanes, and tornadoes,” enhancing the support available during crises.
Additionally, efforts are underway to “improve the Free Application for Federal Student Aid (FAFSA) and expand Americans’ access to financial assistance for higher education.” These initiatives are indicative of DOGE’s larger goal to modernize federal services and bring them closer to the American people.
Even with these laudable goals, many retenants that have gone through the process feel frustrated and disappointed by their experiences in the application and hiring process. One interviewee remarked, “I feel disappointed at the outcome, not unlike other job opportunities that don’t proceed.” This sentiment was further echoed by another candidate who stated, “I feel frustrated to be rejected by the organization that has destroyed the original USDS that I respected.” Those comments indicate a deep and abiding appreciation for the transformative ideals that launched the USDS. They voice concern about its current direction under DOGE.
Beyond their own impatience, many of these applicants look back on their self-evaluation against DOGE staff. One individual expressed confidence about their own skills in light of “reading about some of DOGE’s people’s public behavior.”
As DOGE tries to find its voice and purpose amid all this, the scrutiny is met with enthusiasm from its most dedicated fans. The agency’s commitment to regulatory reform through innovative approaches like AI holds promise for enhancing government efficiency while navigating complex public service challenges.
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