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OPM uses employee survey results as a tool for driving positive
change. The Employee Viewpoint Survey (EVS) is designed to measure
work environment and human capital practices in Federal agencies.
It gauges employee perceptions of leadership and management
practices; rewards and recognition; opportunities for professional
development and growth; and opportunity to contribute to achieving
organizational mission. The 2010 Employee Viewpoint Survey results
have been reviewed and analyzed to gauge OPM employee perceptions
on how well the Agency is meeting the goals of strengthening,
developing and rewarding its employees.
The 2010 EVS results continued to reflect increases in positive
response rates when compared to the 2006 and 2008 Federal Human
Capital Survey (FHCS). When compared to 2008 FHCS results, positive
response rates increased in 67 percent of the survey questions. In
addition, the Agency showed a higher positive response rate than
the Governmentwide rate in 67 percent of survey items.
While the Agency is making very good progress overall, we
reviewed our 2010 results to identify areas where we scored lower
compared to the rest of Government and the areas we feel are most
critical to our success. In addition, we incorporated EVS and
satisfaction-related questions into recent employee and manager
focus groups conducted as part of our annual human capital
accountability reviews, and analyzed other survey data related to
employee satisfaction (e.g., new hire survey; exit survey) to draw
conclusions and begin to inform action plans for improving
satisfaction in key areas.
When comparing our 2008 and 2010 HCAAF rankings based on survey
responses, the Agency showed significant improvement. Out of 37
agencies, OPM ranked 14th on Leadership and Knowledge Management
(same as 2008); 12th on Results-Oriented Performance Culture (up
from 15th in 2008); 19th on Talent Management (up from 26th in
2008); and 13th on Job Satisfaction (up from 19th in 2008). In
fact, in the area of Job Satisfaction, all seven survey questions
showed an increased positive response rate.
Areas showing the highest overall positive responses include:
"when needed, I am willing to put in the extra effort to get a job
done" (97.4%); "the work I do is important" (93.9%); "I am
constantly looking for ways to do my job better" (90.7%); and "I am
held accountable for achieving results" (90.2%). Areas showing the
lowest overall positive response rates include: "steps are taken to
deal with poor performers" (38.4%); "satisfaction with opportunity
to get a better job in the organization" (39.3%); "differences in
performance are recognized in a meaningful way" (39.9%); and
"creativity and innovation are rewarded" (39.7%). While the
satisfaction levels in these areas were our lowest, they did show
increases from the 2008 response rates except in question 23 (steps
are taken to deal with poor performers) which dropped by 5.8
Other key areas showing a continued increase in positive
responses include "I recommend my organization as a good place to
work" and "leaders generate high levels of motivation and
commitment in the workforce." Both of these questions showed a
positive response rate increase of 5.9 percent. The area showing
the greatest overall decline in positive responses was "people I
work with cooperate to get the job done" (-8.2%) and "steps are
taken to deal with poor performers" (-5.8%).
Individual organizational responses are shared with leadership
and employees. Each organization ensures that their results are
analyzed to identify specific areas where they need to focus
attention. Organizational-level action plans are developed to
address areas of concern.
A corporate action plan will be developed to address areas of
greatest concern OPM-wide. We plan to continue to enhance our focus
on developing managers and supervisors to ensure they have the
capacity to carry out their human capital management
responsibilities through classroom and online training
opportunities. The actions taken based on previous survey results
have resulted in significant improvements in the areas of
performance management, individual employee development and
communication. We will also continued to focus on enhancing the
Agency's work/life and wellness programs by improving internal
programs and flexibilities and partnering with "shared campus"
agencies to share resources and offer a broader variety of programs
and services to employees.
The survey was conducted online from February 22 through March
All full time permanent OPM employees were surveyed.
Sample or Census: Census
Number in Population: 4,187
Percentages are weighted to represent the Agency's
Surveys Completed: 2,644
Response Rate: 63.1%
* AES prescribed items
** Sum of responses excluding DNK/NBJ
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