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Employee Viewpoint Survey

OPM has released a new data tool to the agencies called UnlockTalent.gov. I am excited about this powerful new interactive dashboard because I think it will help Federal leaders foster a culture of excellence and high performance at each and every agency.

With UnlockTalent.gov, agency leaders can take advantage of the valuable information from the Federal Employee Viewpoint Survey and other HR resources, including Enterprise Human Resources Integration (EHRI) data. It will help them better understand the data and it will give them the extra support they need to create the most effective engagement programs for their employees.

The dashboard is exciting for another reason. It is one of the many ways we are working to meet the President’s Second Term Management Agenda goal of creating a culture of excellence and engagement, leading to higher performance.

There are some great features available as a part of the dashboard that makes it particularly helpful and unique. It is customized to each individual agency’s data with personalized pages. And when users sign in, they have access to five separate tabs: Agency Overview, HR Core Metrics, Employee Engagement, Global Satisfaction, and Community of Practice. Each tab offers a different type of data analysis or set of resources. The Community of Practice serves as a hub for agencies to explore best practices from the Federal Government and elsewhere. The combination of data and resources is a powerful way for agency leaders to be able to think about their engagement programs and office cultures.

We didn’t create this tool alone. OPM teamed up with 14 Federal agencies and the Office of Management and Budget so that the dashboard would be designed based on real input from potential users. We’ll also continue to improve it by gathering user feedback and applying it to updates that will add information and features in the coming months.

I am very proud of the team here at OPM and our government partners for this great product. It is proof of what innovation and teamwork can create and it’s happening all across government. I look forward to hearing from agency leaders about how UnlockTalent.gov is helping them bolster their efforts to engage our talented Federal workforce.


Director Archuleta writes a message on Facebook message wall.

As I work to make sure we continue to build a model workforce for the 21st Century, I have been traveling around the country meeting with Federal employees, college students, faculty members and community leaders to learn from their experiences. This week, I spent some time in Silicon Valley talking to technology industry leaders about recruiting, retaining and engaging our employees.

What I learned is that cutting-edge companies like Facebook, LinkedIn and Google share many of the same goals and face many of the same challenges we do.  The leaders I met with shared some compelling insights based on their experiences. We also shared best practices that are common to private industry and government. 

Like the Federal government, businesses in Silicon Valley are competing for the best talent in their fields. And also like us, they know that attracting and retaining talent is vital. Each company has found its own, innovative way to tackle these challenges. One executive I met with talked about the need to find qualified candidates where they are. Another said that his company uses staff to act as recruiters on their own social networks.

It makes sense in today’s media environment to find ways to reach potential employees across social media platforms. We need to target qualified candidates by using the communications tools that they are already using. In order to recruit the most talented candidates in the hyper-competitive Silicon Valley environment, employers aggressively pursue candidates rather than wait for applicants to come to them. 

Just as diversity is one of my highest priorities, the same is true in Silicon Valley. I talked with officials at several companies about how important it is to have a diverse and inclusive workforce. Many of these firms are using similar tactics. Some work with underprivileged and underrepresented communities to cultivate interest in IT and related fields from an early age. Most rely heavily on internship programs as a pipeline for talent. And others turn to advocacy groups to help recruit to underrepresented groups.

Officials at these companies also agree with me that an engaged workforce is vital. They are looking for creative ways to not only improve the workplace culture, but to use that culture to attract talent.

Some technology companies use an equivalent of our Federal Employee Viewpoint Survey to provide insights into employee morale and job satisfaction and as a vehicle for employee feedback. Company officials know that employees who believe in their mission and see a collegial workplace  will want and encourage others to join them.

These companies really are a lot like the Federal government. We have the same goals and the same challenges. Our collaboration can only help to make our own efforts that more powerful.

My conversations with these companies, and others like them, are just beginning. We have agreed to maintain an ongoing dialogue and to continue to share best practices to help each other be model employers of 21st century.



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