# Presentation: 252909

## Federal Human Capital Survey:  Ex-Im Results

## Background

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

## 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

## Ex-Im vs. Gov’t-wide Results 

- Ex-Im’s 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

## Ex-Im vs. Gov’t-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

## 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

## Ex-Im Results 

- Results snapshot (cont’d)
- 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 agency’s 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

## Ex-Im Results 

- Results snapshot (cont’d)
- Performance Culture (cont’d)
- 	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

## Ex-Im Results 

- Results snapshot (cont’d)
- 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 what’s going on

## Ex-Im Results 

- Results snapshot (cont’d)
- 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

## 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

## 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

## 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

## 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

## 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