The Federal Government will Become America's Model Employer for the 21st Century.
Recruit, Retain and Honor a World-Class Workforce to Serve the American People.
Review the new 2014 Federal Employees' Group Life Insurance (FEGLI) Handbook
Answering your questions about Healthcare and Insurance
Congress approved a cost of living increase for Federal retirees.
Manage your retirement online.
Human Resources and Security Specialists should use this tool to determine the correct investigation level for any covered position within the U.S. Federal Government.
OPM’s Human Resources Solutions organization can help your agency answer this critically important question.
Developing senior leaders in the U.S. Government through Leadership for a Democratic Society, Custom Programs and Interagency Courses.
Visit this federal site to search for our regulatory notices, proposed and final rules.
See the latest tweets on our Twitter feed, like our Facebook pages, watch our YouTube videos, and page through our Flickr photos.
OPM uses employee surveys to gather information about employee
perceptions of the leadership and management practices that
contribute to overall performance and employee satisfaction in
areas such as work environment; rewards and recognition;
opportunities for professional development and growth; and
opportunity to contribute to achieving organizational mission. The
2008 Federal Human Capital Survey (FHCS) results have been reviewed
and analyzed to gauge employee perceptions on how well the Agency
is meeting its goal of strengthening, developing and rewarding its
The results of the initial 2004 FHCS pointed to a number of
potential areas where employee satisfaction could be improved. To
obtain more in-depth information regarding these issues, focus
groups were conducted with Agency employees nationwide. Employees
were asked to identify the most critical issues to be addressed and
provide recommendations for improvement. A report was presented to
the OPM Director and senior leadership and action plans were
developed and implemented to address the most critical issues
raised. As a result of these efforts, the results of the 2006 FHCS
reflected noticeable improvement; however, the results also showed
that some areas might benefit from continued attention. Survey
results were shared with all employees and new action plans were
created to ensure that areas still in need of improvement would be
The 2008 FHCS results continued to reflect a trend of increased
positive results, with the Agency ranked in the top ten of most
improved agencies. Overall, 75 percent of the survey questions
showed an increase in positive responses from the initial 2004
survey results. Areas showing the highest positive response rates
include: importance of the work performed (93%); quality of work
done by the work group (87.7%); use of information technology
(87.4%); understanding of how work relates to the Agency's goals
and priorities (87.1%); accountability for achieving results (87%);
people cooperating to get the job done (86.6%); liking one's work
(82.7%); and supervisors supporting the need to balance work and
other life issues (79.7%).
Areas showing highest overall increase in positive response
rates since the initial 2004 FHCS include: managers communicate
goals and priorities (+ 16.4%); managers review and evaluate
programs toward meeting goals and objectives (+ 16%); leaders
maintain high standards of honesty and integrity (+ 14.2%);
employee satisfaction with the organization (+ 13%); employees are
rewarded for providing high quality products and services (+ 12%);
and steps are taken to deal with poor performers (+ 11%). While
progress has been significant, these areas still warrant additional
attention and we will continue our efforts to improve employee
perceptions in these areas.
The overall results reflect the positive steps the Agency has
taken to address the most critical issues and concerns raised by
employees and managers. Specific efforts included the development
of a new Strategic and Operational Plan that was communicated to
all employees, and the goals of which were built into every
manager's performance plan and cascaded down to every OPM employee.
Improved communication strategies were initiated across the Agency
through the use of all hands meetings, brown bag lunches with the
Director, and all employee messages. Emphasis was placed on
ensuring the training needs of all employees were assessed with a
focus on creating avenues for employees to obtain needed or desired
training within budgetary constraints. Supervisory and managerial
training was also provided with an emphasis on performance
We plan to continue the focus on developing our managers and
supervisors to ensure they have the capacity to carry out their
human capital responsibilities by providing classroom and online
training opportunities. We will sponsor quarterly supervisory
forums to ensure supervisors are provided with the most current
information on Agency policies and procedures to assist them in
carrying out their supervisory responsibilities. New guidance has
been developed regarding the Agency's incentive awards program to
share organizational best practices and provide managers and
supervisors information on types of awards available to recognize
accomplishments of their employees. Continued improved
communication strategies are critical to ensuring that all
employees are provided information on a timely basis and are
provided the opportunity to make a positive impact on their work
The survey was conducted online from August 1, 2008, through
September 26, 2008.
All full-time permanent OPM employees were surveyed.
Back to Top
(Survey Administration Period 8/1/08 to 9/26/08)
Items with * are AES prescribed
Items with * are AES prescribed
items. Percentages for demographic items are not