Inside the DOGE Hiring Process: An Applicant's Journey Through Elon Musk's Government Efficiency Initiative

While Elon Musk’s so-called Department of Government Efficiency (DOGE) has been actively reducing the federal workforce, the organization itself is paradoxically engaged in a significant hiring push. Formerly known as the US Digital Service (USDS), this entity has undergone a dramatic transformation, both in name and apparent mission, under the new administration. Despite the controversy surrounding its methods and objectives, DOGE has been actively recruiting, conducting interviews, and even extending offers with salaries positioned at the upper echelons of the government pay scale.

To shed light on this opaque process, WIRED spoke with an individual who recently navigated a portion of the DOGE hiring pipeline. This applicant, who requested anonymity to protect their privacy and professional standing, offered a unique perspective on what it’s like to interview for a role within an organization that has simultaneously dismantled parts of the federal government while seeking to build its own team. Their experience provides valuable insights into the structure, pace, and priorities of the DOGE recruitment effort, set against the backdrop of its controversial evolution from the respected US Digital Service.

The Transformation: From USDS to US DOGE Service

Understanding the current state of the US DOGE Service requires looking back at its origins. The US Digital Service was established in 2014 by former President Barack Obama in the wake of the disastrous rollout of the Healthcare.gov website. Its mission was clear and vital: to bring top tech talent from the private sector into government for limited tours of duty to fix critical digital services and improve the public’s interaction with federal agencies. USDS attracted engineers, designers, product managers, and other tech professionals motivated by a sense of public service, aiming to make government technology work better for citizens.

The interviewee described the pre-Trump administration USDS as a “dream job,” reflecting the high regard in which the organization was held by many in the tech community who valued its mission-driven approach and focus on user-centered design and efficient service delivery. The interviewee had applied to USDS in previous years, drawn by its reputation and impact. A December 2023 interview with Mina Hsiang, the then-administrator of USDS, further solidified this positive view, inspiring the interviewee to apply again.

However, the landscape shifted dramatically on President Donald Trump’s first day in office. An executive order was signed, renaming and repurposing the USDS as the US DOGE Service. This move signaled a fundamental change in direction. While the original USDS focused on improving digital services and user experience, the new US DOGE Service was explicitly tasked with “identifying/eliminating waste, fraud, and abuse” across government agencies. This mission, often interpreted as a mandate for significant deregulation and workforce reduction, starkly contrasted with the USDS's original goals.

The executive order technically created two entities operating under the DOGE umbrella. The first is the repackaged USDS, now the US DOGE Service, which was granted broad access to agency records, software, and IT systems. The second is a temporary organization, also referred to as DOGE, headed by the USDS administrator and set to run until July 4, 2026. This temporary structure facilitates the hiring of Special Government Employees (SGEs), individuals who work for the government for a limited time (up to 130 days a year) before returning to the private sector. Elon Musk himself has served as an SGE within this framework.

This transformation was not merely cosmetic. Many of the original USDS employees, deeply committed to the organization's founding principles, departed. A “firewall” was reportedly erected between Musk’s DOGE and the legacy USDS staff, further isolating the remaining employees. From over 100 employees at the start of Trump’s second term, the number of original USDS staff dwindled to just a few dozen. This exodus and the perceived shift in mission have made recruiting new, qualified talent to the permanent USDS challenging, according to a current USDS employee.

For the interviewee, seeing the organization they respected referred to as the “US DOGE Service” was jarring. They described the feeling as wanting “to barf,” viewing the name change as symbolic of “the hollowing out of the organization I appreciated.” Despite these reservations and knowing several federal workers who had already been laid off as part of DOGE’s activities, the interviewee remained “excited about getting an interview,” applying “on a lark” but ready to “learn what they wanted and to explore what impact I could have.”

Navigating the Five-Phase Hiring Process

According to the interviewee’s experience, the DOGE hiring process appears to be structured into five distinct phases, designed for rapid execution over a period of just two to three weeks. This compressed timeline is notably faster than typical federal hiring processes, which can often take months.

The five phases described are:

1. Initial Screening Call: A brief, typically 15-minute conversation with a recruiter.
2. Technical Assessment: A practical exercise or test that applicants are given three days to complete.
3. Technical Interviews (Two Rounds): In-depth interviews with DOGE staff, focusing on technical skills and problem-solving abilities.
4. Placement Interview: A final interview stage where applicants learn more about potential project assignments and team placements if hired.

The interviewee successfully navigated the initial screening call and the technical assessment before their application did not proceed further.

Phase 1: The Initial Screening Call

The first step, the 15-minute screening call with a recruiter, serves as an initial filter. During this call, the recruiter provided the interviewee with an overview of potential projects that DOGE might undertake. These examples offered a glimpse into the organization’s current priorities and areas of focus. The projects mentioned included:

• Leveraging AI to improve medical services for veterans.
• Streamlining federal aid applications for Americans affected by natural disasters (floods, hurricanes, tornadoes).
• Improving the Free Application for Federal Student Aid (FAFSA) and expanding access to financial assistance for higher education.

These project examples were also outlined in an email the interviewee received prior to the call, inviting them to speak with the recruiter. While these projects touch upon areas that could align with improving government services, they are framed within the broader DOGE mandate of efficiency and potentially leveraging technology like AI for rapid analysis and change.

The interviewee, having applied multiple times to USDS before and shortly after the new administration took office, was unsure why their application garnered attention this time. They speculated, “Maybe they were just looking for a coder,” suggesting a potential shift in focus towards specific technical roles rather than the broader range of expertise sought by the original USDS.

Phase 2: The Technical Assessment

Following the screening call, successful applicants move to the technical assessment phase. This is a crucial step designed to evaluate the applicant’s practical skills and ability to tackle real-world problems relevant to DOGE’s work. The interviewee was given three days to complete this assessment.

The specific task assigned to the interviewee was to “create a simple website to analyze federal regulations to allow for more digestible and actionable insights to be made on potential deregulation efforts across the government” using data from the Code of Federal Regulations (eCFR).

This exercise is particularly revealing about DOGE’s priorities. It directly aligns with recent reports indicating that DOGE is actively pursuing initiatives to use AI to analyze the eCFR to identify regulations that could be relaxed or rescinded. WIRED previously reported that DOGE affiliate Christopher Sweet is leading such an initiative, which has already commenced work at the Department of Housing and Urban Development. The technical assessment, therefore, was not a generic coding challenge but a task directly related to a core, and controversial, aspect of DOGE’s current mission: deregulation facilitated by technology.

The nature of this technical assessment underscores the shift from the USDS’s focus on improving user interfaces and service delivery to DOGE’s emphasis on analyzing and potentially dismantling existing government structures and regulations. An applicant’s ability to build tools for regulatory analysis is clearly a key skill sought by the new organization.

Phases 3, 4, and 5: Technical and Placement Interviews

Although the interviewee did not proceed past the technical assessment, the recruiter outlined the subsequent steps. Phases three and four involve two separate technical interviews with DOGE staff. These interviews would likely delve deeper into the applicant’s technical expertise, problem-solving approaches, and potentially discuss the technical assessment results. Given the rapid pace of the process, these interviews would likely be scheduled back-to-back or within a short timeframe.

The fifth and final phase is described as a placement interview. This stage is less about technical evaluation and more about fit and assignment. Applicants who reach this stage would learn more about the specific teams they might join and the types of projects they would be assigned if hired. This suggests that DOGE, despite its relatively small size compared to the federal workforce it impacts, operates with distinct teams focused on different areas or initiatives, such as the deregulation effort or the specific projects mentioned during the screening call.

Roles and Compensation at DOGE

The recruiter also provided details about the types of roles DOGE is seeking to fill and the compensation offered. According to the interviewee’s conversation, DOGE is looking to hire:

• Software engineers
• Software development and IT operations engineers
• Project managers

These positions are listed at General Schedule (GS) pay grades GS-13 through GS-15, with corresponding salaries ranging between $120,000 and $190,000, depending on location and specific step within the grade. This salary range is competitive within the federal government and, according to a former USDS employee familiar with past hiring practices, is similar to what USDS offered in previous years to attract experienced tech talent.

However, WIRED has previously reported on instances where some members of DOGE, particularly those brought in as SGEs or affiliates with limited or no prior government experience, are drawing salaries at or above this range, sometimes exceeding the pay of long-serving federal employees. An unsigned agreement obtained by WIRED, for example, showed the Department of Labor reimbursing the USDS up to $1.3 million for the services of four DOGE affiliates over an 18-month period, highlighting the significant cost associated with bringing in external talent under this new structure.

The types of roles being hired also reflect the shift in DOGE’s focus. While software engineers and IT operations are foundational to any tech organization, the emphasis on project managers and the nature of the technical assessment suggest a focus on executing specific, high-priority initiatives, potentially with less emphasis on the broader range of digital service improvement areas that the original USDS covered.

A Narrowing Scope of Expertise

A comparison of the “Join DOGE” page on the organization’s website with the previous US Digital Service application portal further illustrates the narrowing scope of expertise being sought. The old USDS application allowed candidates to select from over 20 “areas of expertise,” covering a wide spectrum of digital service needs, from artificial intelligence and cybersecurity to content strategy and accessibility.

In contrast, the “Join DOGE” site lists only 11 areas of expertise. While core technical roles like software engineering and cybersecurity remain, several areas previously considered vital for building user-friendly and equitable government services are conspicuously absent. For instance, accessibility, a critical component of ensuring government websites and services are usable by people with disabilities, is no longer listed as a specific area of expertise on the DOGE hiring site. Content strategy, which focuses on clear and effective communication with the public, is also missing.

This reduction and refocusing of desired expertise, according to the former USDS employee, is a clear indicator of how the goals and priorities of the US DOGE Service have drastically shifted. If the new priority is, for example, the rapid analysis of regulations for deregulation or potentially removing language related to diversity, equity, and inclusion (DEI) from government websites, as some reports have suggested, then roles focused on accessibility, content strategy, or even certain types of design might be deemed less necessary or even counterproductive to the new mission.

The shift from a broad mandate of improving *all* aspects of government digital services to a more targeted approach focused on efficiency, cost reduction, and deregulation necessitates a different skill set. The types of individuals being recruited – including, as WIRED has reported, some young, inexperienced engineers given access to sensitive data, and conservative lawyers and Trump-world veterans aligned with the deregulation agenda – reflect this new direction.

The Applicant's Mixed Feelings

The interviewee’s personal reaction to the outcome of their application process encapsulates the complex feelings many might have about the transformation of USDS into DOGE. Despite their initial excitement about the prospect of working on impactful government projects, their application was ultimately unsuccessful.

“I feel disappointed at the outcome, not unlike other job opportunities that don't proceed,” the interviewee stated, acknowledging the standard disappointment that comes with job rejection. However, their feelings went deeper, intertwined with their respect for the original USDS and their reservations about the new DOGE.

“I also feel frustrated to be rejected by the organization that has destroyed the original USDS that I respected,” they added. This sentiment highlights the internal conflict faced by individuals who might be drawn to the idea of public service and improving government technology but are repelled by the perceived mission and methods of the current iteration of the organization.

The interviewee’s frustration stems from the apparent dismantling of the USDS’s core values and expertise. The organization they admired for its commitment to user needs, accessibility, and broad digital improvement has seemingly been repurposed into a tool for a specific political agenda focused on deregulation and efficiency through potentially aggressive means.

Despite the rejection and the frustration, the interviewee expressed confidence in their own abilities. “In reading about some of DOGE's people's public behavior, I remain confident in the quality of my skills, including as compared to what I see of theirs,” they remarked. This comment, while pointed, reflects a broader concern among some in the tech community about the qualifications and motivations of some individuals reportedly brought into DOGE, particularly those with limited relevant experience but strong political connections.

Implications for Government Technology and Public Service

The experience of this applicant, combined with other reports about DOGE’s activities and personnel, raises important questions about the future of government technology and the role of skilled professionals in public service. The original USDS model aimed to bridge the gap between Silicon Valley expertise and government bureaucracy, bringing modern practices and talent to improve critical services for millions of Americans.

The transformation into the US DOGE Service, with its narrowed focus and controversial methods, risks alienating the very talent pool that the original USDS sought to attract. Professionals motivated by a desire to build better services for the public, ensure accessibility, and promote ethical technology use may be hesitant to join an organization perceived as prioritizing deregulation and workforce reduction over service improvement and user needs.

The rapid, five-step hiring process, while potentially appealing for its efficiency, might also raise concerns about thoroughness and fit, particularly given the sensitive nature of the data and systems DOGE employees may access. The emphasis on specific technical skills related to tasks like regulatory analysis, while necessary for DOGE’s current mission, represents a departure from the broader, more holistic approach to digital service delivery championed by the USDS.

Furthermore, the reliance on SGEs and affiliates, while providing flexibility, can also lead to a less stable workforce and potential conflicts of interest if individuals are simultaneously working on government projects and maintaining ties to private sector companies that could benefit from policy changes or access to government data. The reports of inexperienced personnel having access to sensitive data across agencies are particularly concerning from a cybersecurity and privacy perspective.

The current USDS employees who remain are reportedly facing challenges in recruiting new talent, necessitating the hiring of external contractors for talent acquisition. This suggests that the DOGE brand, despite offering competitive salaries, may be a deterrent for many qualified candidates who are aware of the organization’s history and current direction.

Conclusion: A Changing Landscape

The interview process at the US DOGE Service, as described by this applicant, is a microcosm of the larger changes impacting government technology and public service under the new administration. It reveals a hiring process designed for speed and focused on specific technical skills aligned with a mission centered on efficiency, deregulation, and potentially workforce reduction, a significant departure from the user-centric, service-improvement mandate of the original US Digital Service.

The applicant’s experience – their initial hope, their visceral reaction to the name change, their frustration at rejection by an organization they feel has been fundamentally altered, and their enduring confidence in their own skills – reflects the complex and often conflicting emotions felt by those who care about effective and ethical government technology.

While DOGE continues to hire, seeking talent for its specific initiatives, the transformation from USDS raises fundamental questions about the long-term vision for government digital services. Will the focus remain on efficiency and deregulation, or will there be a return to the core principles of building accessible, user-friendly, and reliable services for all Americans? The types of people DOGE hires, and the projects they undertake, will ultimately determine the answer.

The experience of applying to DOGE is clearly more than just a standard job interview; it is an encounter with an organization at the center of a significant, and often contentious, shift in how the U.S. government approaches technology, efficiency, and its relationship with the public.