This report displays question-by-question counts and percentages for each response option for the three most recent administrations of the FEVS by participating agency and also governmentwide. Counts of respondents are unweighted, but the percentage estimates for each question are weighted.

This report displays question-by-question counts and percentages for each response option for the three most recent administrations of the FEVS by demographic groups and also governmentwide. Counts of respondents are unweighted, but the percentage estimates for each response category are weighted.

This report displays counts and percentages by participating agencies' demographic and workforce profile (e.g., work location, supervisory status, sex, age, pay category, intention to retire) for the three most recent administrations of the FEVS. Both respondent counts and percentage estimates are unweighted.

This report displays the percentage of individuals that responded to the survey by participating agency and governmentwide.

The Engagement Index assesses the critical conditions conducive for employee engagement (e.g., effective leadership, work which provides meaning to employees, etc.). It is made up of three subfactors: Leaders Lead, Supervisors, and Intrinsic Work Experience.

To guide Governmentwide efforts to support agency mission results with strong human capital strategies, OPM created the Human Capital Assessment and Accountability Framework (HCAAF). The results of the FEVS provide a single source of information for evaluating success in the three HCAAF implementation systems: Leadership and Knowledge Management, Results-Oriented Performance Culture, and Talent Management. The HCAAF consists of 39 items that are grouped into four indices: Leadership and Knowledge Management, Results-Oriented Performance Culture, Talent Management, and Job Satisfaction.

The Global Satisfaction Index is a combination of employees’ satisfaction with their job, their pay, and their organization, plus their willingness to recommend their organization as a good place to work.

The New IQ was built on the concept that individual behaviors, repeated over time, form the habits that create the essential building blocks of an inclusive environment. These behaviors can be learned, practiced, and developed into habits of inclusiveness and subsequently improve the inclusive intelligence of organizational members. The New IQ consists of 20 items that are related to inclusive environments. These 20 items are grouped into “5 Habits of Inclusion”: Fair, Open, Cooperative, Supportive, and Empowering.