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OPM today released the complete Federal Employee Viewpoint Survey (FEVS) results for 2015. The report contains the scores for the three major indices – employee engagement, overall job satisfaction, and workplace inclusion – plus lots of supporting detail from the survey and the trend lines for individual agencies over the past few years.
The report provides a first look at this year’s scores for the New IQ, which is a measure of employees’ sense of inclusion in their workplaces – meaning how fair, open, cooperative, supportive, and empowering they perceive their workplaces to be. The New IQ score rose by 1 percent government-wide to 57 percent. That small but statistically meaningful increase is important because we know that employees who feel a strong sense of inclusion are better performers on the job and contribute more of their talents to the vital public service missions of their agencies.
The New IQ increase also tracks the improvement we saw in the employee engagement and global job satisfaction indices in two earlier releases of the FEVS results in recent weeks. Both engagement and global satisfaction rose by 1 percentage point over 2014, to 64 percent and 60 percent, respectively. The Administration has made improving the government’s workplace culture a priority, and the trend lines reflect that.
When I dove into the full report, I was especially gratified by the progress made by individual agencies. Agency leaders and managers really can make a difference when they use OPM’s data to make meaningful changes that improve work environments. For example, since last year, 30 of the 37 large departments and agencies made gains in their scores measuring global job satisfaction, which includes how satisfied employees are with their jobs, their pay, and their organizations. (OPM recently highlighted the success of one large agency, the Department of Housing and Urban Development, in boosting its scores.)
It’s clear that some agencies truly excelled in their internal efforts. One small agency, the Defense Nuclear Facilities Safety Board, made double-digit gains in all three indices. Its engagement score went up by 14 percentage points, its global job satisfaction score by 17 points, and its workplace inclusion index by 12 points.
We asked our colleagues at the board how they did it. They credit better communication, employee recognition programs and greater focus on relationships with senior leaders. Agency managers increased the regularity of staff and all-agency meetings, ensuring that employees got relevant information faster. They also created many opportunities for employees to get together to discuss topics of interest, ranging from pay and performance to dress code guidelines. These events are good opportunities to not only collect valuable employee feedback, but to foster collegiality and closer working relationships. The reaction from employees to these initiatives was overwhelmingly positive and the agency plans to expand the programs.
Finally, I am encouraged by the government-wide results that demonstrate how important our work-life programs are to employees. In 2015, satisfaction with telework increased to 78 percent, up 1 percent from last year. The growth of telework across government continues, and I encourage every agency to consider it as a vital workforce tool. Employees are also just as, if not more, satisfied than last year with their employee assistance programs, alternative work schedules, and health and wellness programs.
All of this is not to say our work is done. There are several areas where agencies continue to focus on making improvements. For example, scores for senior leaders have rebounded somewhat (up 1 percentage point) but still have a ways to go. And employees in a mission critical occupation – IT specialists – post more negative responses on questions related to recruitment, retention and development than employees in other occupations.
Agencies now have senior accountable officials who have been tasked with increasing employee engagement by customizing programs to an agency’s needs and by working closely with the leadership. I know that this, coupled with the focused efforts of leaders and managers throughout government, will help us keep our momentum going.
I want to send a special thanks to every employee who gave feedback in this year’s survey. Their willingness to share their thoughts and concerns is the starting point for change and for an evolution that keeps us moving in the right direction. Federal employees and the public can now explore the 2015 FEVS on their own with OPM’s terrific digital resource, UnlockTalent.gov.
Yesterday, we began mailing notification letters to the individuals whose personal information was stolen in a malicious cyber intrusion carried out against the Federal Government. Impacted individuals will be notified by OPM via U.S. Postal Service mail. Email will not be used.
The letters being mailed to those affected by this incident will describe the comprehensive suite of identity theft protection and credit monitoring services that will be provided for at least three years, at no cost, to impacted individuals and to their dependent minor children. An impacted individual is someone whose personal information, including Social Security Number, was stolen.
As we have noted before, those impacted by this breach are already automatically covered by identity theft insurance and identity restoration services. However, the Federal Government is providing additional services that impacted individuals are encouraged to enroll in, free of charge.
The notices will contain a personalized identification number (PIN) number which is necessary to enroll in the covered services. Please note that neither OPM, nor anyone acting on OPM’s behalf, will contact you to confirm any personal information. If you are contacted by anyone asking for your personal information in relation to compromised data or credit monitoring services, do not provide it.
As you know, a very large number of people were impacted by this breach, and the nature of the information involved has national security implications as well. OPM and the Department of Defense have continued to analyze the impacted data to verify its quality and completeness, and in this process, we determined that approximately 5.6 million of the impacted individuals had their fingerprints stolen. If an individual’s fingerprints were taken, this will be noted in their letter.
While Federal experts believe that, as of now, the ability to misuse fingerprint data is limited, an interagency working group with expertise in this area will review the potential ways adversaries could misuse fingerprint data now, and in the future. This group will also seek to develop potential ways to prevent such misuse. If in the future, new means are developed to misuse the fingerprint data, the government will provide additional information to individuals whose fingerprints may have been stolen in this breach.
All of these factors make it important that we take the time necessary to make sure the notification process is carried out carefully. We’re committed to getting this right. What this means is that, while the notifications are beginning this week, it could take considerable time to deliver them all.
I understand that many of you are frustrated and concerned, and would like to receive this information soon. My personal data was also stolen in this breach, and I am eager to get my notification letter as soon as possible so that I can sign up for these services. However, given the sensitive nature of the database that was breached – and the sheer volume of people affected – we are all going to have to be patient throughout this notification process.
In the meantime, please check OPM’s online cybersecurity resource center at www.opm.gov/cybersecurity for updates and additional information. This website has valuable suggestions about how to reduce the risk of becoming a victim of cybercrime, has answers to many frequently asked questions, and allows you to sign up for automatic updates. We are continually refreshing the site and will continue to do so as this process unfolds.
OPM and our partners across government are working hard to protect the safety and security of the information of Federal employees, contractors and others who entrust their information to us.
Together with our interagency partners, OPM is committed to delivering high quality identity protection services to the Federal community. We will continue to update you as this process continues. Thank you for your patience, your service to the American people, and your continuing support.
By Maureen Clark, MPH, Public Health Analyst, National Cancer Institute, PMF Class of 2015
This is the time of year that I recall with chagrin how I got my start in the Presidential Management Fellowship (PMF) program. The applications were due, and I applied at the last minute, the day of the deadline. While I do not recommend that strategy, I do, without reservation, recommend the PMF program.
The application period for this prestigious, competitive program for recent graduates of post-graduate programs is open now through October 13, 2015. If you’re just learning about the program or are on the fence about whether to apply, let me tell you more about my experience.
After being selected as a PMF-STEM finalist -- a track focused on science, technology, engineering, and math -- I was selected by the National Cancer Institute (NCI), part of the National Institutes of Health (NIH). NCI has been a perfect fit because of my educational background in public health, English, and pre-medical studies, as well as my passion for NCI’s mission: to conduct and support research, training, and programs aimed at reducing the cancer rate.
The PMF program looks a little bit different at each agency. At NCI, PMFs typically complete four to six rotations across the organization. My first rotation was in one of NCI’s program offices, where I worked on strategic planning and the identification of scientific trends related to health communications research. And right now I am in NCI’s Office of Government and Congressional Relations, which serves as the liaison between Congress and NCI’s scientific staff. Each experience presents unique challenges, but all of the offices have treated me as a vital member of the team.
PMFs are also required to complete 80 training hours per year over the course of the two-year program. I have participated in training specific to my current work, as well as a special session on leadership in the style of George Washington at his historic estate in Mount Vernon. I also had the chance to attend sessions on innovation, held at the White House, and on Congress, held on Capitol Hill. There are also extremely helpful informational interviews. During a typical session, I sit down with a colleague at NIH and ask as many questions as I can to learn about his or her career.
The fellowship has provided me with an insider’s view of how the Federal Government operates. I’ve watched the budgeting process and have come to understand the priorities that shape NIH’s mission. And my external rotation -- one of the key features of the PMF program -- in the Office of Personnel Management’s Office of Communications gave me a broad perspective on opportunities across government agencies.
I still have another year left in the fellowship, but because of the experiences I’ve had, I have some ideas about what’s next for me. I’d like to continue to address health disparities, particularly as they relate to health literacy and health care access. I am going to use the health communications skills I have been able to develop. And I do hope that my next job will be in the Federal Government.
I’m very glad that I made that last-minute decision to apply to the PMF program nearly two years ago. And I’m grateful for the training, networking, and career opportunities that I’ve had since then. I am most thankful for the chance to have a positive impact on the lives of people across the country.
Visit www.pmf.gov for more information about the PMF program.
The results of the 2015 Federal Employee Viewpoint Survey (FEVS) are in and they show that employees across the Federal Government are more engaged in their workplaces and more satisfied with their jobs than they were a year ago. While there is still plenty of room for improvement, there are signs that the Administration’s focus on employee engagement is beginning to pay dividends for the workforce, and ultimately for our customers, the American people.
I’d like to share some highlights of the government-wide results as well as share an important update on how you can access some of the data. The employee engagement and global satisfaction results of this year’s FEVS can now be viewed by the public in visual formats on UnlockTalent.gov, OPM’s innovative digital dashboard. This tool, which allows customized views of the data, was previously available only to the leadership of Federal agencies.
One highlight in the government-wide results that is especially meaningful for me and other leaders this year is a 1 percent increase in the employee engagement index score, to 64 percent from 63 percent in 2014. Although the change may appear to be small, it is in fact statistically significant, and many individual agencies experienced larger gains.
The FEVS provides a powerful way for agency leaders to evaluate their engagement programs and office cultures. As leaders, we know that employee engagement drives performance and is closely tied to mission success in the Federal Government, which translates into better customer service for the American people.
Agency leaders have actively responded to feedback from prior years’ surveys and those efforts are reflected in the results. Compared with 2014, more employees in 2015 perceive their agency conditions as conducive to employee engagement, which is defined as an employee’s sense of purpose, manifest in the level of dedication, persistence, and effort that he or she puts into the work and into the overall commitment to an agency and its mission.
Internal engagement efforts are more likely to be successful when employee feedback is used to make workplace changes. That’s why these results are crucial. Agencies that experienced increases in employee engagement of 3 percentage points or more also saw an increase in employees’ confidence that the survey would be used to make the agency a better place to work.
Another important index also increased by 1 percent government-wide: The global satisfaction score in 2015 was 60 percent, up from 59 percent in 2014. That score tells us that employees are more satisfied with their jobs, their pay, and their organizations and that they are more likely to recommend their agency to others.
This year, 50 percent of the employees who were surveyed responded, for a total of 421,748 responses from 82 agencies. The response rate was 3 percentage points higher than last year’s 47 percent. Overall, 75 percent of responses to the individual survey questions were more positive than they were last year.
And the results underscore the dedication of Federal employees. The survey found that 90 percent or more of employees view their work as important, are willing to commit extra effort when necessary to get their jobs done, and consistently seek out ways to do their jobs better.
Other trends remained strong in 2015: By and large, employees expressed that they enjoy good relationships with their supervisors and are satisfied with telework and alternative work schedules. Areas where the results show we need improvement are: Adequately dealing with poor performers and recognizing differences in performance levels within work units.
Employees’ ratings of senior agency leaders, which declined by 3 percentage points in the 2014 survey, rebounded somewhat in 2015 with a 1 percentage point increase. But it’s clear that we need to continue our focus on engagement and building confidence in our senior leadership.
As of today, everyone can access the employee engagement and global satisfaction data with our visualization tool, UnlockTalent.gov, which tells the story with graphs, charts, and other visual means. It is a very helpful way to analyze the results agency by agency.
Here are five things you’ll want to know to get started:
Clicking on UnlockTalent.gov will take you directly to the data, no sign-in required.
This tool has been an invaluable resource for leaders throughout the
government, and I am pleased that it is now available for all to use.
Every employee is a part of the change and we want to keep the momentum
going. If we continue to work together, the progress will show in future
Note to our readers: OPM will release the full 2015 FEVS government-wide report soon.
OPM soon will be releasing the government-wide results of the 2015 Federal Employee Viewpoint Survey (FEVS), and I am happy to report that we are seeing some positive trends in the numbers this year, although we still have more work to do. Participation in the survey was up – the response rate was 50 percent, up from 47 percent in 2014 – and employee engagement index scores improved at most agencies. The Administration’s focus on engagement is having an impact, and I’m looking forward to sharing the results in more detail soon. In the meantime, I’d like to talk about why employee engagement is so important, and to share a success story from the Department of Housing and Urban Development (HUD).
Employee engagement drives performance and is closely tied to mission success in the Federal Government. An agency that engages its employees ensures a work environment where each employee can reach his or her potential, which in turn has a strong impact on the agency’s ability to achieve its mission goals. Individual agency performance contributes to success for the entire Federal Government, which means better service for the American people.
Engagement occurs in every office between employees and their supervisors and should be a focus at all levels of an agency, from front-line employees to the leadership. The People and Culture plank of the President’s Management Agenda was created, in part, to shine a light on engagement and to support agencies’ efforts to strengthen an organizational culture of employee engagement and mission performance.
This past year, each agency was asked to appoint a senior accountable official responsible for improving employee engagement. Agencies then worked closely with OPM’s FEVS team to analyze and interpret their reports. Each agency received detailed, customized reports with data broken down by department, program, and office, with the goal of enabling agencies to examine internal engagement at the “local level”.
The experience of HUD shows just how powerful a tool the FEVS can be. This past year, HUD increased its engagement score by 5 percentage points. It also increased its global satisfaction score by 6 percentage points. This impressive growth came about as a result of the agency’s commitment to increasing internal engagement.
In sharing their story with OPM, HUD officials credited several efforts with making the difference. They created new collaboration tools, and repurposed some existing ones, for employees to share ideas with their leaders. One such tool is HUDConnect, an internal social media platform that gives employees the opportunity to reach out to leaders and each other. They can recommend process improvements or new technologies. The agency also implemented regular emails to the workforce and quarterly town hall meetings as ways to open lines of communication.
Every employee was provided the FEVS scores for the agency as well as analyses of the data. HUD encouraged senior leaders to use www.unlocktalent.gov – a dashboard OPM created last year that puts each agency’s survey data into visual formats and helps leaders to better understand what the numbers mean.
Importantly, at HUD, change came from the top. Secretary Julián Castro made engaging employees a priority – and he made sure employees knew their feedback would be taken seriously. He and Deputy Secretary Nani Coloretti challenged the department to increase participation in the survey from 51 percent to 75 percent, and it ultimately achieved a 74 percent response rate. Coloretti placed a strong emphasis on responding to employees’ requests through internal tools like HUDConnect and Switchboard, two ways to directly solicit employee feedback. She conducted deep-dive conversations with program offices to create a set of initiatives to build a stronger HUD. These initiatives were shared with employees agency-wide and voted on; from this feedback, there are several projects happening now that are expected to improve HUD’s processes and systems and to strengthen its staff.
These strategies are backed up by our experience with Federal agencies collectively. Leadership involvement, improving internal communications, and enabling employees to have more input into how their organization functions are proven approaches to boosting employee engagement and performance.
I congratulate everyone at HUD for their commitment to employee engagement, for maximizing the value of FEVS as a tool to drive change, and for embracing evidence-based strategies in order to achieve progress. Well done.
There are many other agency success stories in this year’s FEVS results, and I look forward to sharing more of them soon on the OPM blog.
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