Federal Human Capital Survey: Ex-Im Results

1
Federal Human Capital Survey Ex-Im Results

2
Background

• Federal Human Capital Survey is a government-wide
  employee survey
• Required by statute and Presidents Management
  Agenda
• Most recently administered by OPM in
  September/October 2004
• Results provided to participating agencies June
  2005

3
Background

• Topics covered (78 questions)
• Views on leadership and management
• Employee satisfaction with
• Job satisfaction
• Pay, benefits, rewards and recognition
• Recruitment, retention and development
• Work environment

4
Ex-Im vs. Govt-wide Results

• Ex-Ims survey results generally paralleled the
  government wide findings
• Ex-Im staff are focused on their mission, believe
  they possess the skills to effectively do their
  jobs, and believe the work they do is important
• Work gives employees a feeling of personal
  accomplishment
• Less satisfaction with managing high and low
  performers

5
Ex-Im vs. Govt-wide Results

• Managers and senior leaders mixed assessment
• Immediate supervisors got good marks
• Senior leaders received lower assessments
• Employees are largely satisfied with their
  benefits, including retirement, life and health
  insurance, paid vacation and sick leave

6
Ex-Im Results

• Ex-Im had a 52 response rate vs. 54
  government-wide
• General snapshot of results
• Personal Work Experiences
• 80 Like the work they do
• 80 Have enough information to do their jobs
  well
• 86 Favorably rate work quality done by their
  work group
• 58 Recommend organization as good place to work

7
Ex-Im Results

• Results snapshot (contd)
• Recruitment, Development and Retention
• 71 Workforce has skills to accomplish
  organizational goals
• 56 Manager provides opportunity to demonstrate
  leadership
• 86 I know how my work relates to the agencys
  goals
• Performance Culture
• 39 Promotions in my unit are based on merit
• 45 Personnel decisions are based on merit
• 35 Steps are taken to deal with poor performers
• 46 High performers are recognized/rewarded on a
  timely basis

8
Ex-Im Results

• Results snapshot (contd)
• Performance Culture (contd)
• 42 Creativity and innovation are rewarded
• 37 Differences in performance are meaningfully
  recognized
• Leadership
• 33 Leaders generate high levels of motivation
  and commitment
• 52 Mgrs communicate goals and priorities of the
  organization
• 48 Mgrs review progress toward goals
• 56 Prohibited Personnel Practices are not
  tolerated
• 35 Complaints, disputes or grievances are
  resolved fairly

9
Ex-Im Results

• Results snapshot (contd)
• Learning (Knowledge Management)
• 68 Supervisors support employee development
• 47 Training needs are assessed
• 49 Mgrs promote communication between work
  units
• 81 Employees share job knowledge with each
  other
• 92 Employees use IT to perform work and share
  knowledge
• Job Satisfaction
• 54 Satisfied with pay
• 69 Satisfied with their job
• 39 Satisfied with polices and practices of
  senior leaders
• 49 Satisfied with information from mgmt on
  whats going on

10
Ex-Im Results

• Results snapshot (contd)
• Satisfaction with Benefits
• Employees were largely satisfied with their
  retirement, health and life insurance benefits
• Paid vacation and sick leave received high
  satisfaction ratings
• Employees less familiar with newer benefits,
  including long term care insurance, flexible
  spending account program, child care,
  telecommuting, and work/life programs.
• 56 of respondents are satisfied with alternative
  work schedules

11
Recommendations Summary

• The Office of Human Resources recommended actions
  to address issues from the survey.
• Review existing performance appraisal system
• Provide more information on (i) core business
  objectives (ii) new benefits and (iii) employee
  grievance process
• Enhance development and career paths to support
  succession planning

12
Recommendations Performance Appraisal

• Objectives
• Better communicate senior management objectives
• Develop Bank performance metrics
• Establish linkage between individual performance
  expectations and priorities
• Ensure recognition of high-performers
• Position the Bank to address any future mandated
  govt-wide migration to a Pay for Performance
  system

13
Recommendations Performance Appraisal

• Status
• Retooling of appraisal system is currently
  underway
• Implementation to be completed in 3 phases.
• Phase I will include senior mgt/supervisory
  staff, Phase II professional/administrative
  staff, Phase III clerical/technical staff

14
Recommendations Communication

• Objectives
• Provide more information from leadership on core
  business objectives and progress
• Provide more information on new benefits programs
  and grievance process
• Status
• Redesigned Intranet will provide a central
  reference point for Bank business information.
• Human Resources and EEO will provide more
  training and information on Intranet

15
Recommendations Development

• Objective Strengthen workforce planning to
  develop future leadership and succession
  planning
• Status
• Developing training to address workforce skill
  gaps identified by divisions and develop
  leadership
• Restructuring positions to provide leadership
  opportunities