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In 2010, the President laid down a challenge to his Administration: hire 100,000 people with disabilities into the Federal workforce within five years. This was one of the many ways the President has demonstrated his strong commitment to broadening career opportunities for people with disabilities, and I’m happy to report we are making steady progress toward meeting that important goal.
With one year of data still to analyze, we are on track. From 2011 to 2014, the Federal government hired nearly 72,000 full-time permanent employees with disabilities. When we add in part-time permanent employees, the number is nearly 80,500. And, if we include temporary employees, the total is more than 115,000.
OPM’s latest report on the employment of people with disabilities shows that at the end of fiscal year 2014, there were more people with disabilities working in the Federal government – by percentage share and by real numbers – than at any time since we started record-keeping 34 years ago. In the past year alone, the share of people with disabilities in the Federal workforce went from 12.8 percent to 13.6 percent. Of the new hires of people with disabilities, 16.4 percent were at the GS 14 and 15 levels.
I’m proud of the work we have done with agencies across government to help make this happen. We are also looking to improve on these totals. We will share the data from fiscal year 2015 when it’s ready.
This important story is about more than numbers. By demonstrating our commitment to providing equal employment opportunities for Americans with disabilities, we are also tapping into a talent pool that enriches the 2-million strong Federal workforce.
In my view, we need people with disabilities in every agency and at every level of Federal service if the government is going to provide the excellent service that the American people expect and deserve. We cannot fulfill our mission without such diversity.
As encouraging as the numbers are, our work is not done. We need to make sure that after we hire these accomplished and motivated employees, they have opportunities for advancement. We need to do more to provide them with training and mentoring. We need to focus on retaining them in Federal service.
We’re holding leaders accountable. We’re working with agencies and affinity groups to build mentoring programs, because we know how important great mentors are to fostering confidence and success. And, we are committed to working with agencies in an effort to provide people with disabilities the reasonable accommodations they need to do their jobs.
I want to thank the team at OPM and all those throughout the Federal service who have been working diligently to fulfill the President’s vision of a workforce that is a model employer for people with disabilities. We will continue to make this effort a priority as we sustain and improve on these results.
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.
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