TSA Needs to Improve
Efforts to Retain, Hire, andTrain Its Transportation
Security Officers

March 28, 2019
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DHS OIG HIGHLIGHTSTSA Needs to Improve Efforts to Retain, Hire,and Train Its Transportation Security Officers
March 28, 2019

Why We Did
This Audit
TSOs are integral to
improving aviation
security at our Nation’s
airports by identifying
prohibited objects inbags, in cargo, and on
passengers. Therefore,
TSA must retain, hire,
and train its TSOs withthe requisite skills andabilities to help protect
the Nation from aviation
security risks. We
conducted this audit todetermine the extent towhich TSA retains, hires,and trains TSOs toaccomplish its screening
mission.

What We
Recommend
We made nine
recommendations that,when implemented,
should help TSA improve
TSO retention, hiring,and training.
For Further Information:
Contact our Office of Public Affairs at(202) 981-6000, or email us at
DHS-OIG.OfficePublicAffairs@oig.dhs.gov

What We FoundThe Transportation Security Administration (TSA)
needs to continue to improve its retention, hiring, andtraining of Transportation Security Officers (TSO).
Specifically, TSA needs to better address its retention
challenges because it currently does not share andleverage results of TSO exit surveys and does notalways convey job expectations to new-hires. Prior toAugust 2018, TSA did not always focus on TSO career
growth. Thus, the agency may be missing
opportunities to prevent early attrition. By improving
its retention efforts, TSA could save funds otherwise
spent to hire and train new TSOs.
Furthermore, TSA does not fully evaluate applicants
for capability as well as compatibility when hiring new
TSOs. Thus, the agency may be making uninformed
hiring decisions due to inadequate applicant
information and a lack of formally documented
guidance on ranking potential new-hires. Withoutcomplete information, TSA may not be selecting themost highly qualified individuals as TSOs.
Prior to July 2018, TSA had not standardized theapproach for training new TSOs before they attend
basic training and did not consistently send TSOs tobasic training immediately following onboarding. TSA
also does not give all airports complete visibility into
its basic training curriculum as a basis for training
new-hires locally. Without an experienced workforce
or a consistent, robust training program, TSA is
missing opportunities to strengthen its workforce.
Given the importance of TSOs fulfilling the aviation
security mission, TSA must address its retention,
hiring, and training challenges, which could savemillions in taxpayers’ dollars.

TSA Response
TSA concurred with all nine recommendations andinitiated corrective actions to address the findings.

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OFFICE OF INSPECTOR GENERAL
Department of Homeland Security
Washington, DC 20528 / www.oig.dhs.gov

March 28, 2019
MEMORANDUM FOR:

The Honorable David Pekoske
Administrator
Transportation Security Administration

FROM:John V. Kelly
Acting Inspector General

SUBJECT:TSA Needs to Improve Efforts to Retain, Hire,and Train Its Transportation Security Officers

Attached for your action is our final report, TSA Needs to Improve Efforts to
Retain, Hire, and Train Its Transportation Security Officers. We incorporated theformal comments provided by your office.
The report contains nine recommendations aimed at improving TSA’s retention,
hiring, and training efforts for its Transportation Security Officers. Your officeconcurred with all nine recommendations. Based on information provided inyour response to the draft report, recommendations 4, 6, and 8 are closed
while recommendations 1, 2, 5, 7, and 9 are resolved and open. Once youroffice has fully implemented the recommendations, please submit a formal
closeout letter to us within 30 days so that we may close the recommendations.
The memorandum should be accompanied by evidence of completion of agreedupon corrective actions and of the disposition of any monetary amounts.
Recommendation 3 remains unresolved and open because we did not agreewith TSA’s proposed corrective action plan. As prescribed by the Department ofHomeland Security Directive 077-01, Follow-Up and Resolutions for the Office ofInspector General Report Recommendations, within 90 days of the date of thismemorandum, please provide our office with a written response that includes
your (1) agreement or disagreement, (2) corrective action plan, and (3) target
completion date. Also, please include responsible parties and any othersupporting documentation necessary to inform us about the current status of
the recommendations. Until your response is received and evaluated,recommendation #3 will be considered open and unresolved. Please send yourresponse or closure request to OIGAuditsFollowup@oig.dhs.gov.

OFFICE OF INSPECTOR GENERAL
Department of Homeland Security

Consistent with our responsibility under the Inspector General Act, we will
provide copies of our report to congressional committees with oversight andappropriation responsibility over the Department of Homeland Security. We will
post the report on our website for public dissemination.
Please call me with any questions, or your staff may contact Sondra McCauley,
Assistant Inspector General for Audits, at (202) 981-6000.
Attachment

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Table of Contents
Background .................................................................................................... 1
Results of Audit .............................................................................................. 6
TSA Needs to Continue to Improve TSO Retention ................................. 6
TSA Needs to Enhance the TSO Applicant Evaluation Process.............. 12
TSO Training Lacked Standardization and Visibility ............................ 14
Recommendations......................................................................................... 15

Appendixes
Appendix A: Objective, Scope, and Methodology ................................. 22
Appendix B: TSA Comments to the Draft Report .................................. 25
Appendix C: TSO Hiring Process .......................................................... 31
Appendix D: Airports’ Best Practices Based on Visits ........................... 32
Appendix E: Office of Audits Major Contributors to This Report ........... 34
Appendix F: Report Distribution .......................................................... 35

Abbreviations
BTP
CBT
GAO
HC
LE/FAMS
OJT
TSA
TSO

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Basic Training Program
Computer Based Test
Government Accountability Office
Human Capital
Law Enforcement/Federal Air Marshal Service
on-the-job training
Transportation Security Administration
Transportation Security Officer

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Background
The Transportation Security Administration’s (TSA) mission is to protect our
Nation’s transportation systems to ensure freedom of movement for people andcommerce. A vital element to the agency’s success is a professional, motivated,and dedicated workforce. At the end of fiscal year 2017, TSA comprised
approximately 61,400 employees. More than 34,200 (56 percent) were entrylevel Transportation Security Officers (TSO).
TSOs are integral to carrying out aviation security at our Nation’s airports.1
TSOs secure and protect air travelers and baggage at airports by identifying
prohibited objects in bags, in cargo, and on passengers to prevent those objects
from getting onto aircraft. TSO responsibilities include operating various
screening equipment and technology, performing pat-downs of passengers,
conducting bag searches, controlling airport terminal entry and exit points,
interacting with the public, and understanding and implementing TSA
standard operating procedures (figure 1 shows TSOs screening passengers andbaggage at an airport security checkpoint). In carrying out these screening
responsibilities, TSOs must think critically about current threats and risks,
and the responses necessary to mitigate those threats.

Figure 1. TSA Airport Security Checkpoint
Source: TSA

1 During the partial Government shutdown from December 2018 – January 2019, TSOs wererequired to work to carry out their critical mission to secure the airports.
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The FY 2017 obligational authority of approximately $3.5 billion for TSO
screening operations encompasses about 41 percent of TSA’s funding,2 which
includes costs for screening personnel, compensation, benefits, and training(figure 2 outlines TSA’s FY 2017 total obligations).
Figure 2. Total FY 2017 Obligational Authority for TSA

Source: Office of Inspector General (OIG) analysis of TSA data

TSA primarily relies on the following offices to retain, hire, and train TSOs:

Human Capital (HC) oversees the recruitment and hiring process. It
administers and reviews the employee engagement and exit surveys. HC
also hires contractors to provide recruiting, hiring, and other services.
Law Enforcement/Federal Air Marshal Service (LE/FAMS) oversees
background investigations for applicants.
Training and Development oversees the development and delivery of
training programs.
Security Operations secures the transportation system. This officeconsists of headquarters and airport personnel.

TSA has an inherently challenging mission that involves addressing evolving
threats, adapting to new technologies, and dealing with consistent personnel
2 FY 2017 TSA obligational authority was $8.4 billion, which does not include $2.8 billion foraviation security and credentialing fees collected. According to a TSA official, obligational
authority is the authority provided by law to incur financial obligations that will result inoutlays.
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turnover. History shows terrorists are capable of attacking in many different
ways. As threats change, TSA pursues advanced technology for detection. Thisrequires that TSOs learn and operate new equipment with revised procedures
to safeguard the traveling public. We have previously reported many findings
and recommendations in prior Department of Homeland Security OIG covert
testing and other audit reports specific to TSO performance and training. TSA
continues to work on improving its workforce’s capability to address security
risks and vulnerabilities. We believe TSO retention and training challenges arecontributing factors to airport security weaknesses. Human performance andsound judgment are critical factors in protecting the Nation against terrorist
attacks, thus highlighting the importance of retaining experienced TSOs, hiring
qualified TSOs, and training the workforce appropriately to secure our airports.
Congressional and media attention has focused on TSA’s retention andemployee turnover issues, which include:






workforce morale;
staffing and scheduling challenges;
management;
employee attrition; andTSA pay scale.

TSOs are excepted service positions and are not subject to the same
appointment, pay, and classification rules as competitive service positions
codified under Title 5 of the United States Code. The Aviation andTransportation Security Act authorizes TSA to set the compensation, terms,
and conditions of employment for security screening personnel. TSA uses thelegacy Federal Aviation Administration Core Compensation System tocompensate its employees. The core compensation system establishes pay
bands that set a range for the minimum and maximum rate of basic pay for an
occupation based on position category, duties, competencies, and level of
responsibility. Employees may receive in-band increases and promotions basedon individual accomplishments.
During FYs 2016–17, TSA hired more than 19,300 TSOs, yet lost more than
15,500 during this same period. TSA spends millions annually to hire and train
new TSOs to replace those who leave the agency.

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In FY 2017, TSA reported that, on
average, it spent approximately $6,300 tohire and $2,300 to train TSOs through its
Basic Training Program (BTP) and the
new-hire training at airports. In that same
fiscal year, TSA hired more than 9,600
TSOs, costing the agency approximately$75 million3 in hiring and training costs.
According to TSA, the TSO attrition rate
matches that for overall Federal
government employees — approximately
17 percent in FY 2017, as shown infigure 3.

FY 2017 Average New-Hire TSO Costs
HiringRecruitment & Hiring Costs$5,545
Post-Hire Background
Investigation*$745$6,290Training
Basic Training Program &New-Hire Training$2,283
Total: $8,573
Source: TSA data as of June 2018
*Note: TSA estimated post-hire background investigation costs
because it does not track investigations conducted by position.

Figure 3. Comparison of FY 2017 Federal Employee and TSO
Attrition Rates
18.00%
16.00%
14.00%
12.00%
10.00%

Federal Government
Employee Attrition
Rate

8.00%

Transportation
Security Officers
Attrition Rate

6.00%
4.00%
2.00%
0.00%

Resignations

All
Voluntary

Involuntary

Total

Source: TSA data as of April 2018

According to the Aviation and Transportation Security Act, TSA is charged with
developing standards for the hiring, retention, training, and testing of security
screening personnel at all U.S. airports. Hiring is a multifaceted process
3 TSA officials explained they did not train all 9,600 TSOs hired in FY 2017 through the BTP

due to storm closures at the training facility and resource restrictions. Airport personnel locallytrained TSOs who did not attend the BTP.
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involving at least eight distinct steps from TSO application to job offer
acceptance. As shown in figure 4, these steps include applicants passing a
Computer-Based Test (CBT), which comprises both a Screener English Testand a Screener Object Recognition Test. Applicants also complete an Airport
Assessment, which involves a structured interview, fingerprinting, andverification of U.S. citizenship. Additional steps consist of a medical evaluation,
including a drug test and a background investigation. The Ready Pool is the setof applicants eligible for job offers. For placement in the Ready Pool, thePersonnel Security Section, within LE/FAMS, performs a preliminary
background check. Appendix C contains details on the TSO hiring process.
Figure 4 shows the average hiring process took 252 days from application tojob offer acceptance.4 The average of 252 days includes the number of days it
may take an applicant to schedule the CBT and resolve issues arising from a
medical examination,5 which are the applicant’s responsibility and out of TSA’s
control. Excluding the average number of days related to the applicant’s
actions, the hiring process takes an average of 183 days from application to job
offer acceptance.
Figure 4. TSO Hiring Process and Average Completion Timeframes
for FYs 2016–17
Application(Beginning)
1 Day

ComputerBased Test
56 Days

AirportAssessment
84 Days

Medical
Evaluation
40 Days

BackgroundCheck
17 Days

Ready Pool
Placement
0 DaysCertification
43 Days

Job Offer
Acceptance(End)
11 Days|----------------------------------------Average 252-day Completion Timeframe--------------------------------------|
Source: DHS OIG analysis of the TSO hiring process and completion timeframes

Prior to July 2018, new-hire TSOs were required to complete onboarding tasks,
such as online training and shadowing an experienced officer for “A Day in theLife” exercise. All new-hire TSOs attended a 2-week BTP at the TSA Academy,
which is located at the Federal Law Enforcement Training Centers in Glynco,
GA. Using approved TSA standard operating procedures, Academy instructors
provided new TSOs the requisite knowledge and skills to screen individuals andtheir property. In addition to attending the TSO BTP, all new TSOs had tocomplete on-the-job-training (OJT) tasks before being certified on various
elements of the job, such as pat-downs, explosives detection, and x-ray
machines. Training and Development could grant exceptions to allow airports
to conduct new-hire TSO training locally in certain circumstances, such as TSA
Academy closure or a hiring surge.
In FYs 2016-17, the average time for a TSO to enter on duty after certification wasapproximately 36 days.
5 TSA has changed its policy and now removes applicants from the process when they do notreceive a satisfactory medical evaluation. When TSA removes an applicant from the hiring
process, the applicant is no longer eligible for the TSO position.
4

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Results of Audit
TSA needs to continue to improve its retention, hiring, and training of TSOs.
Specifically, TSA needs to better address its retention challenges because it
does not share and leverage results of TSO exit surveys and does not always
convey job expectations to new-hires. Prior to August 2018, TSA did not always
focus on career growth for TSOs, including pay increases based on skill level.
Thus, the agency may be missing opportunities to prevent early attrition. By
improving its retention efforts, TSA could save on funds otherwise spent to hire
and train new TSOs.
Furthermore, TSA does not fully evaluate applicants for capability as well ascompatibility when hiring new TSOs. Thus, the agency may be making
uninformed hiring decisions due to inadequate applicant information and alack of formally documented guidance on ranking potential new-hires. Withoutcomplete information, TSA may not be selecting the most highly qualified
individuals as TSOs.
Prior to July 2018, TSA had not standardized the approach for training new
TSOs before they attend basic training and did not consistently send TSOs tobasic training immediately following onboarding. It also does not give all
airports complete visibility into its basic training curriculum as a basis fortraining new-hires locally. Without an experienced workforce or a consistent,
robust training program, TSA is missing opportunities to strengthen its
workforce. Given the importance of TSOs fulfilling the aviation security
mission, TSA must address its retention, hiring, and training challenges, which
could save millions in taxpayers’ dollars.

TSA Needs to Continue to Improve TSO Retention
TSA has not addressed all of the challenges associated with retaining TSOs.
TSA does not fully leverage the results of TSO exit surveys because HC does
not proactively share the survey results with airport management teams.
According to TSA officials at 2 of the 12 airports visited, lack of clearly
understanding job expectations, such as pat-down procedures and shiftschedules, has led to early attrition of new-hires. Further, TSA did not always
focus on career growth for TSOs, including pay increases based on skill level.
In August 2018, TSA implemented the first phase of TSO Career Progression,
which provides newly hired entry-level officers a career path with pay increases
tied to enhanced skills and training. Under the TSO Career Progression, newhire TSOs must successfully complete standardized training locally and thenattend training at the TSA Academy within a certain period (e.g., 6 months forwww.oig.dhs.gov

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Category X, I, and II airports) of onboarding if they meet certain readinesscriteria.
TSA has also identified and addressed some retention challenges. For example,
the agency has approved retention incentive packages for some cities. By
improving its retention efforts, TSA could save millions of taxpayer dollars
spent hiring and training new TSOs. Attrition costs include the costs of
replacing those who leave by hiring and training new staff to replace them, as
well as losses associated with productivity, institutional knowledge, decreased
employee morale, and potential performance gaps as new staff take time tofully perform in their job. According to a 2010 report from a consulting firm
and non-profit organization,6 losing experienced employees can be a serious
disruption to an agency’s operational capacity and performance.
TSA Does Not Fully Leverage Results of TSO Exit Surveys to Improve
Retention
Although TSA requests that employees leaving the agency complete a voluntary
exit survey,7 it does not fully analyze departing TSOs’ responses on thesesurveys, especially the responses of high turnover employees such as part-time
personnel and those with less than 6 months of experience.
We reviewed a summary of TSA’s exit survey results from 10,128 respondents
from FYs 2012–17. The exit surveys identified common themes, most of whichwere corroborated by TSA airport officials during our interviews. These
included dissatisfaction with career advancement opportunities and issues
with management’s competence and communication. Table 1 identifies themost common responses for the part-time and full-time TSA employees.

6 Booz Allen Hamilton and Partnership for Public Service, Beneath the Surface: Understanding

Attrition at Your Agency and Why It Matters, November 2010.
7 TSA’s cumulative response rate to employee exit surveys is 25 percent.

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Table 1. Summary of Most Common TSA Exit Survey Responses for FullTime and Part-Time TSOs, FYs 2012–17
Theme
CareerAdvancement

FT PT
X

Survey Details

X

The most commonly selected reason for leaving TSA was
dissatisfaction with career advancement opportunities andprocesses. Specific reasons included few opportunities foradvancement, unfair promotion process, unsupported careerdevelopment, and few professional/career development-training
opportunities.
Management
X
X Reasons respondents cited for dissatisfaction with theirsupervisors included management’s competence, communication,
promotion of negative work environment, disrespect, lack of trust,lack of appreciation or recognition, and unfair practices inappraisal, discipline, and advancement.
Personal
X
X Respondents complained about the impact of the job on theirpersonal life, having to care for family, desire to change to a
Reasons
different type of work, family concerns, personal health problems,
commute, moving out of the area, and family dissatisfaction withjob. In addition, the category contained respondents who wereretiring or needed to move for full-time work.
Scheduling
X Reasons respondents were dissatisfied with scheduling include
the lack of flexibility in scheduling, the scheduling process,difficulty in obtaining time off, nontraditional scheduling, and theinability to obtain shift preferences.
Pay
X
X Respondents complained about base pay, pay raises, bonuses,
and the fairness of pay compared with the work
performed. Almost three-quarters of those who completed thevoluntary exit surveys said the new job would pay more.
Respondents had issues with senior leadership’s competence,
SeniorX
lack of communication, respect issues, trust issues, lack of
Leadershipappreciation, work environment, unfair practices in appraisals,
and the changes in leadership and the organization.
Source: DHS OIG analysis of TSA’s exit survey results

TSA does not fully leverage the results of voluntary exit surveys to help airports
mitigate the reasons TSOs leave the agency. HC’s Workforce Assessment
Branch administers employee exit surveys, analyzes the results for common
themes, and presents the results to TSA senior officials annually. However, HC
does not proactively share specific results for each airport with each airport’s
management team. Proactively sharing data from exit surveys for a morecomprehensive analysis would help maximize retention efforts.
Additionally, airports do not consistently conduct exit interviews when a TSO
leaves. TSA airport officials may collect information as TSOs depart, but thedata is limited and not always used to help improve weaknesses that may becontributing to turnover. Management at 7 of 12 airports we visited said they
do not have a process to interview departing employees (appendix D contains alist of best practices observed during airport site visits, which includes
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reasons for departure). Having a process to interview departing employees
consistently could give TSA valuable information about why TSOs leave andhelp the agency develop beneficial retention strategies.
TSA Has Difficulty Retaining Small Airport, New-hire, and Part-time TSOs
TSA continues to struggle with attrition rates across all sizes of airports, as
shown in table 2. For example, the three largest category airports, representing
92 percent of the TSO workforce, have an attrition rate of approximately 17
percent. The smallest categories of airports, representing 8 percent of the TSO
workforce, have an attrition rate of approximately 19 percent.8 Smaller airports
may only have four TSO positions; whereas, larger airports may have morethan 1,000 TSO positions. According to TSA airport officials, TSOs at smaller
airports may leave due to limited career growth opportunities and schedulingchallenges.
Table 2. FY 2017 Average TSO Attrition Rate by Airport Category
AirportCategory

X
I
II
III
IV

Number of
Airports

Number of
TSOs% of Total
Airports% of TSOs

28
57
80
112
145

25,823
12,674
4,584
2,255
1,325

7
14
19
27
34

55
27
10
5
3

Attrition
Rate (%)

16
18
18
18
20

Source: TSA data through FY 2017
Note: TSA calculates attrition rates by dividing separations by average headcount.

New-hire and part-time TSOs leave TSA at a considerably higher rate thanmore experienced and full-time TSOs.9 TSA officials explained that new-hires
often leave because they do not understand job expectations; part-time TSOs
often leave for positions with more hours or other part-time work. To
accommodate flight schedules and operational requirements, TSA hires morepart-time than full-time TSOs, which could increase its overall attrition rate
(table 3 shows the TSO voluntary attrition rates in FYs 2012–17). During FYs
2012–14, part-time TSOs separated at a rate three times greater than full-time
TSOs. During FYs 2015–16, the part-time TSO voluntary attrition rate wasmore than two-and-a-half times the full-time TSO voluntary attrition rate.
8 Each airport has a category ranking with category X being the busiest airport followed by acategory I, II, III, and IV. As noted in table 2, there is an inverse relationship between attrition
rate and size of airport.
9
TSA employs more full-time TSOs than part-time TSOs. As full-time TSO employees depart
TSA, agency policy allows currently employed part-time TSOs the opportunity to backfill thevacant full-time positions.
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Table 3. TSO Voluntary Attrition Rates, FYs 2012–17
FY 2012FY 2013

FY 2014

FY 2015

FY 2016

FY 2017Overall

9.13%

10.83%

12.30%

12.02%

13.53%

13.91%

Full-Time

5.67%

6.79%

8.27%

8.88%

10.06%

10.70%

Part-Time18.16%

22.04%

25.40%

23.26%

26.55%

26.58%

Source: TSA data through FY 2017
Note: TSA calculates attrition rates by dividing separations by average headcount.

Faced with TSO turnover, TSA must repeatedly hire and train new TSOs toreplace those leaving the agency. In FY 2017, more than 9,600 TSOs joined theworkforce, with TSA hiring about two part-time
employees for every full-time employee. The new It cost taxpayers
approximately $16
employees consisted of 6,611 part-time andmillion to hire and2,991 full-time TSOs. That same fiscal year,
train the 1,906 TSOs
8,095 TSOs left the agency, with approximately
who left.
24 percent (1,906) separating within the first 6
months of their start dates.
TSA Does Not Always Use Available Options for Communicating Job
Expectations to TSO Applicants
TSA airport officials asserted that some TSOs leave shortly after starting
because they do not fully understand scheduling demands or the daily tasks of
the job, such as the details of pat-down procedures. One reason this occurredis that TSA does not require that airports use available means ofcommunicating job expectations to applicants.10 For example, in addition to job
requirements included in vacancy announcements, applicants may view aRealistic Job Preview video, which gives an objective portrait of the TSO
position and an overview of the application process. The Realistic Job Preview
video is also available for applicants to view on the TSA Candidate Dashboard,which is the system that provides applicants the status of their employment
application. At 4 of 12 airports we visited, we identified a best practice ofshowing the video to groups of applicants during Airport Assessments. Even
though TSA provides applicants opportunities to watch the Realistic Job
Preview video, it does not require that applicants view this video.

Other means that TSA uses to convey job expectations to applicants include participation in
job fairs and career events, hosting information sessions, and providing airport-specificinformation in TSO job announcements.
10

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Another example of an available method of communicating job expectations toapplicants is airports may choose to conduct an optional conversation prior toscheduling the Airport Assessment or prior to check-in on the day of the
Airport Assessment. According to HC’s TSO Local Hiring Process Manual, theseconversations are not required. These optional conversations can provide a
realistic overview of the TSO position and airport-specific facts, such as open
positions at the airport, shifts available, parking fees, hiring process
timeframes, required training, and working conditions.
TSA Did Not Focus on TSOs’ Career Development
According to Government Accountability Office’s (GAO) Standards for Internal
Control in the Federal Government, operational success partly depends onproviding the workforce with the right incentives and responsibilities. During
fieldwork, we noted that TSA did not consistently focus on career development
opportunities for TSOs to promote interest and long-term loyalty to the agency.
At 6 of the 12 airports we visited, TSA airport officials agreed that lack of careeradvancement affects TSO attrition (see appendix D for a list of several bestpractices in this area, including temporary promotions and the opportunity totake roles outside of screening operations to enhance career development). TSA
officials at one airport explained that they develop professional growth
opportunities locally without help from headquarters.
To encourage commitment to and advancement in one’s career, TSA submitted
a TSO Career Progression Model to the Secretary’s office for review in April
2018 and implemented it in August 2018. It shows the milestones associatedwith a TSO’s career advancement, as well as the required training for eachlevel. TSA officials stated that the model gives TSOs reasonable and achievable
milestones for career advancement. The model links TSO pay and career
progression within the agency.
Staff Shortages and Low Pay Exacerbate Retention Challenges
TSA officials reported staff shortages exist because not enough applicants arein the hiring pipeline and airport personnel have difficulty competing with local
economic conditions. TSA officials from one airport we visited expressed
concerns about staffing according to the airport’s Resource Allocation Plan.11 In
the second quarter of FY 2018, the airport was staffed at 87 percent. An official
at the same airport said that even though TSA offers overtime shifts to fillscheduling gaps resulting from staff shortages, it has difficulty filling those
overtime shifts. According to an April 2018 congressional testimony by the
11 Security Operations provides a Resource Allocation Plan to each airport based upon data,such as passenger volume and targeted wait times. This plan estimates the number of full-time
equivalents necessary to meet these demands.
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National President for the American Federation of Government Employees,12
TSA’s failure to adequately staff checkpoint and baggage screening areas leads
to overworked officers and less security for the flying public. In our opinion,
excessive use of overtime, which could be mitigated by competitive salaries andadequate staffing levels, could also result in lower job satisfaction and morale,
and therefore higher turnover.
As shown in table 1, exit surveys cite pay as one of the most common reasons
employees leave TSA. According to a 2014 TSA memo, at that time, front-line
TSOs were the lowest paid operational personnel in TSA’s workforce. TSO pay
is limited to the TSA pay bands allotted for the position. In addition, officials
from two hard-to-hire airports said TSOs often leave to find job opportunities
that offer the same or higher pay. When comparing the most recent Census
Bureau data for cities in which these two hard-to-hire airports are located, TSA
pays TSOs as much as 31 percent below the per capita income amount. For
example, at one airport, officials indicated that a local retail store offeredcomparable salaries to TSOs. Additionally, one TSA official reported that asandwich shop chain offered a higher salary than an entry-level TSO.
Without competitive pay rates, TSA officials asserted they cannot successfullycompete in the job market. TSA addresses this issue by improving monetaryrecognition for TSOs under its compensation authority. For example, inFebruary 2018, HC approved retention incentives for two hard-to-hire airports.
Additionally, as stated previously, TSA implemented the TSO Career
Progression in August 2018. As it develops, the TSO Career Progression
initiative is intended to provide a clearly defined career path with pay increases
tied to enhanced skills and training for TSOs.

TSA Needs to Enhance the TSO Applicant Evaluation Process
According to GAO’s Standards for Internal Control in the Federal Government,
management should recruit competent staff to achieve agency objectives.
However, TSA has not pursued all options for fully evaluating applicants toensure it hires qualified staff. For example, competency tests evaluate only
English proficiency and object recognition, and do not consider compatibility
factors such as personality, motivation, and attitude that are critical for job
performance. Structured interview questions also do not assess applicants’ability to perform actual TSO duties. TSA may be making uninformed TSO
hiring decisions given inadequate applicant documentation and a lack of formal
12 Statement by J. David Cox, Sr., National President of the American Federation ofGovernment Employees, American Federation of Labor and Congress of Industrial
Organizations, before the Subcommittee on Transportation and Protective Security of theCommittee on Homeland Security, Examining the President’s FY 2019 Budget Request for theTransportation Security Administration, April 12, 2018.
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guidance on the applicant ranking process. As a result, TSA airport officials
may not be identifying and hiring the most highly qualified individuals for TSO
positions.
Competency Tests and Structured Interview Questions Do Not Fully
Assess TSO Applicants
To hire more qualified applicants, TSA could enhance the current competency
tests. During the CBT and interview, TSA assesses competencies, such as oral
communication, attention to detail, conflict management, critical thinking,flexibility, integrity, honesty, teamwork, and situational awareness. Examplesof potential enhancements include personality tests and practice tests given atcolleges to determine whether students are a fit for TSO positions.
In April 2018, TSA officials completed research on the potential effectiveness ofassessing job compatibility during the hiring process. TSA officials said the job
compatibility assessment is a pre-employment suitability screening that
focuses on personality-related, motivational, and attitudinal competencies thatare critical for job performance. TSA officials said their goal for this initiative
was to develop and implement a valid assessment to strengthen the TSO
applicant pool by identifying applicants least and most likely to be a good fit forthe position. HC will complete this initiative and incorporate the assessment
into the hiring process as part of the CBT.
Additionally, TSA could enhance structured interviews to better evaluate anapplicant’s ability to perform TSO tasks. As part of the Airport Assessment,
TSA scores applicants on a structured interview consisting of sevencompetencies validated as critical for the position, including flexibility,
teamwork, and oral communication. According to TSA personnel at one airport,
the interview portion limits their ability to disqualify applicants. TSA personnel
at another airport stated the interview questions do not assess the ability toperform actual TSO duties.
Inadequate Documentation May Lead to Uninformed Hiring Decisions
Without adequate documentation supporting newly hired TSOs and formal
guidance on the process to rank applicants, TSA may be making uninformed
TSO hiring decisions. Airports could not provide documentation showing
applicants passed all steps in the hiring process. Additionally, TSA lacks formal
criteria and clear guidance describing the Certification List13 ranking process.

13 The Certification List is a list of eligible applicants used to select individuals for employment.

TSA selecting officials at the airports make job offers to applicants in the order in which they
appear on the Certification Lists ranking from best qualified, highly qualified, and qualified.
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We tested whether 30 applicants from a universe of 4,665 Ready Poolapplicants as of September 30, 2017, had passed each hiring step. Because theairports could not provide complete files, there was no conclusive evidence
whether three of these applicants14 had passed each hiring step. One airport
admittedly destroyed files for two applicants 1 year after the applicants
completed the Airport Assessment, even though TSA’s records retention policy
requires TSA airport personnel to retain these documents for 2 years after the
Airport Assessment. Another airport could not locate one applicant’s complete
file at the time of the audit. Without these documents, TSA cannot validate
whether these applicants met the qualifications to be in the Ready Pool.
TSA has no formally documented criteria or clear guidance describing theprocess it uses to rank applicants. When there is a hiring need, airports use
the TSO Cert Tool system to generate Certification Lists from applicants in the
Ready Pool. This system uses a numeric score for each applicant derived fromthe Screener Object Recognition Test portion of the CBT and airport interview
to rank applicants into qualified categories on a Certification List. In response
to our request for documented criteria against which TSA programmed thecategories in the system, TSA provided an email chain from 2011 showing
score ranges for the qualified categories. TSA did not provide evidence
explaining the reasoning behind the scoring ranges informally stated in the e­
mail. Without this evidence, we could not verify whether TSA programmed its
TSO Cert Tool correctly. As a result, TSA airport personnel may not be
contacting and extending job offers to the most qualified applicants.

TSO Training Lacked Standardization and Visibility
According to GAO’s Standards for Internal Control in the Federal Government,
training should develop employee knowledge, skills, and abilities to meetchanging organizational needs. TSA had not standardized the training airports
provide to new TSOs and did not require TSO BTP attendance immediately
following TSO onboarding. Additionally, Training and Development does notgive all airport training managers the waivers they need for complete visibility
into the TSO BTP curriculum and authorization to train new-hires locally.
Improving training efforts would better position the agency with a stronger
workforce.
Lack of Standardization in Training Prior to TSO BTP Attendance
Until July 2018, TSA had not standardized the approach for training new TSOs
prior to attending the TSO BTP. At 6 of the 12 airports we visited, TSA officials
said that before new TSOs attend the TSO BTP, they train them in screening
14 These applicants completed Airport Assessments at two airports.

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positions, such as Travel Document Checker and Divestiture Officer. However,
TSA officials at another airport said they do not train new TSOs in these
positions before BTP attendance. This occurred because TSA had notstandardized how airports should use the time from a TSO’s start date to thedate the TSO attends BTP. Security Operations allowed airports flexibility inthe timeline for TSO BTP attendance, and some airports delayed sending new
TSOs to BTP rather than immediately following onboarding. This flexibility
allowed TSA airport personnel to observe new-hires and assess whether they
could fulfill all TSO duties. As some TSOs may have waited an extended periodof time to go to BTP, there was concern TSA may have underused these TSOs.
Beginning in July 2018, new TSOs attend standardized training delivered at
the airport. TSOs attend BTP at the TSA Academy after successfully completing
this standardized training.
Incomplete Visibility into TSO BTP Curriculum
Training and Development personnel do not give all airport training personnel
complete visibility into the current TSO BTP curriculum. At least 5 of the 12
airports visited were not able to access the TSO BTP curriculum and use it as abasis for training new-hires. Without complete knowledge of updated
curriculum content, airport training managers cannot enhance TSO skills andperformance levels with appropriate local training efforts.

Conclusion
TSOs are critical to airline passenger safety and the security of the aviationtransportation system. The Aviation and Transportation Security Act charges
TSA with developing standards for retaining, hiring, and training security
screening personnel at all U.S. airports. Passengers rely on TSOs to screenother passengers and baggage properly at more than 400 airports nationwide.
In FY 2017, TSA hired more than 9,600 TSOs and spent approximately $75
million to recruit, hire, and train them. Improving retention, hiring, andtraining of TSOs would save costs and provide a more stable, mature, andqualified workforce to better secure the Nation’s aviationtransportation system.

Recommendations
Recommendation 1: We recommend the Assistant Administrator, Human
Capital, continue to coordinate efforts with Security Operations to implement
actions that facilitate improvements in the hiring process to ensure applicants
are informed of the Transportation Security Officer duties and that TSA
continues to hire qualified applicants. At a minimum, TSA should:

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a. require an applicant affirm whether he/she has reviewed theTransportation Security Officer Realistic Job Preview video andunderstands duties include interacting with passengers, passenger patdowns, shift work, weekend work, and holidays. If the applicant has not,ensure the applicant reviews the video as part of the application process;andb. finalize the implementation of the agency’s job compatibility assessment
tool for use during the hiring process.
Recommendation 2: We recommend the Assistant Administrator, Human
Capital, revise the exit survey process to:a. ensure airports offer local exit interviews;
b. record results in a centralized system;c. provide relevant stakeholders access to the results for analysis andprocess improvements; andd. address areas identified in the exit survey results that would help retaina skilled and knowledgeable Transportation Security Officer workforce.
Recommendation 3: We recommend the Assistant Administrator, Human
Capital, continue to review and develop recruitment and retention strategies for
reducing attrition:a. at smaller airports; andb. among part-time Transportation Security Officers.
Recommendation 4: We recommend the Assistant Administrator, Human
Capital, meet established timelines to implement the first phase of Career
Progression for newly appointed entry-level Transportation Security Officers.
Recommendation 5: We recommend the Assistant Administrator, Human
Capital, examine increases in pay based upon skill level for Transportation
Security Officers that could help attract and retain a strong workforce.
Recommendation 6: We recommend the Assistant Administrator, Human
Capital, compile a local hiring update message to remind airports to follow TSA
records retention policies for Airport Assessment documentation.
Recommendation 7: We recommend the Assistant Administrator, Human
Capital, formally document system functional requirements, such as the ratingprocess criteria, for quality assurance purposes to ensure proper system logic
in how applicants are ranked on the Certification Lists.

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Recommendation 8: We recommend the Assistant Administrator, Training
and Development, coordinate with Security Operations to enforce the pre-Basic
Training Program requirements.
Recommendation 9: We recommend the Assistant Administrator, Training
and Development, provide all airports access to the Basic Training Programcurriculum in its entirety.

Management Comments and OIG Analysis
TSA concurred with all of our recommendations and is taking steps or has
implemented actions to address them. Appendix B contains TSA’s management
comments in their entirety. We also received technical comments to the draft
report and revised the report as appropriate. We consider recommendations 1,
2, 5, 7, and 9 resolved and open. Recommendations 4, 6, and 8 are closed.
Recommendation 3 remains unresolved and open because we did not agreewith TSA’s proposed corrective action plan. A summary of TSA’s responses andour analysis follows.
TSA Comments to Recommendation 1: TSA concurred with therecommendation. TSA explained its efforts to make every TSO applicant awareof the realities of the TSO position and ensure the agency conveys job
expectations to TSO applicants. These efforts include participating in job fairs
and career events, hosting in-person and virtual information sessions,attaching an airport-specific fact sheet to every TSO Job Opportunity
Announcement posted on the Federal Government's official employment site,
USAJobs, and creating and sharing the TSO Realistic Job Preview video that iscommunicated throughout the hiring process and accessible through various
avenues. TSA will mandate that personnel scheduling the Airport Assessment
review an airport's hours of operations, typical shifts and days off, and typicalduties of the position. Additionally, TSA will modify the Airport Assessment
scheduling script to advise that each applicant is required to watch the TSO
Realistic Job Preview video prior to attending the assessment. TSA expects
these actions to begin by March 31, 2019. Additionally, TSA plans to include a
compatibility assessment tool in the TSO hiring process, which the Office of
Personnel Management will validate. The estimated completion date to pilot
and fully deploy the compatibility assessment tool is September 30, 2019.
OIG Analysis of TSA Comments: TSA has taken steps to satisfy the intent of
this recommendation. We consider this recommendation resolved, but it willremain open until TSA provides documentation to support that all planned
corrective actions are completed.

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TSA Comments to Recommendation 2: TSA concurred with therecommendation. In fall 2018, the Workforce Assessments Branch released a
new Workforce Surveys iShare site, which includes a page dedicated to the
National Exit Survey. All TSA employees have access to this page and are able
to view information about the survey, TSA-wide results for FY 2018, andinstructions for running custom reports within the HCAccess Tool. Employees
seeking to address survey results can also use the iShare site to access action
planning tools and best practices. As needed, the Workforce Assessments
Branch will engage with airports to facilitate local action planning focus
groups. Additionally, the Human Capital Risk Management and Accountability
Branch will include this item in random evaluations. The estimated completion
date is September 30, 2019.
TSA indicated that ahead of releasing the new website, survey results point ofcontacts were solicited from all airports and offices. These contacts have accessto a controlled access folder containing results for engagement surveys (e.g.,
Federal Employee Viewpoint Survey, Employee Engagement Survey) for their
specific worksite, along with their worksite's FY 20l7–18 exit survey
reports. Human Capital (HC) posted exit survey reports for all Category X and I
airports, as well as Headquarters and Law Enforcement/Federal Air Marshal
Service. The survey tool does not produce reports when fewer than five
responses are registered, which limits the reports’ availability for smaller offices
and airports. This is done to preserve the anonymity of exiting employees. To
ensure airports offer local exit interviews, Human Capital will partner with
Security Operations to disseminate a broadcast message to airport leadershipreminding them of this requirement. The estimated completion date is April 30,
2019.
OIG Analysis of TSA Comments: TSA has taken steps to satisfy the intent of
this recommendation. We consider this recommendation resolved, but it willremain open until TSA provides documentation to support that all planned
corrective actions are completed.
TSA Comments to Recommendation 3: TSA concurred with therecommendation. TSA anticipates that implementation of TSO Career
Progression, announced in August 2018, will assist with retention of officers,
including those who are part-time or stationed at smaller airport duty
locations. Additionally, TSA uses retention incentives to augment TSO pay atduty stations with retention and recruitment challenges, particularly formarkets in which there are competitive employment opportunities, low
unemployment, and high cost-of-living. During the recruitment process, TSA
also markets the benefits of Federal employment to prospective applicants andpromotes TSO positions as an entry point to a Federal career. To maximize
distribution of this message and in an effort to attract and hire qualified
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candidates for agency positions, HC has implemented additional recruitment
strategies and approaches, such as sponsored social media and programmatic
digital advertising. Through the assistance of Public Affairs, TSA has alsoenhanced its social media presence for recruitment on sites such as Linkedin,
Twitter, Facebook, and Instagram. TSA outlined these actions in support of its
request to close this recommendation.
OIG Analysis of TSA Comments: We recognize that TSO Career Progression,
implemented in August 2018, and retention incentives may assist withretention of officers, including those who are part-time or located at smaller
airports. However, actions described during the recruitment process do not
specifically address the intent of the recommendation. This recommendation
will remain unresolved and open until TSA provides additional details anddocumentation outlining strategies to retain TSOs at smaller airports andamong part-time TSOs.
TSA Comments to Recommendation 4: TSA concurred with therecommendation. TSA implemented the first phase of TSO Career Progression
on August 5, 2018 for TSOs hired on or after that date. Through a phased
approach, TSA improved training for new officers to learn basic skills at home
airports and the TSA Academy. The first phase of TSO Career Progression also
included, subject to funding, a quarterly on-the-job coaching incentive forcertain TSOs selected as coaches. TSA outlined these actions in support of its
request to close this recommendation. TSA also provided its career progression
policy for entry-level TSOs hired on or after August 5, 2018.
OIG Analysis of TSA Comments: TSA provided evidence that the agency
implemented corrective actions to satisfy the intent of this recommendation.
We consider the recommendation closed.
TSA Comments to Recommendation 5: TSA concurred with therecommendation. TSA explained that TSO Career Progression, implemented inAugust 2018, is a strategic and comprehensive approach establishing a clearly
defined and transparent career path for employees, with pay increases tied toenhanced skills and training for the TSA front line workforce. Furthermore,
TSA recently completed an officer compensation analysis, the results of which
TSA will use to consider changes to the existing TSO pay structure. The
estimated completion date is June 30, 2019.
OIG Analysis of TSA Comments: TSA has taken steps to satisfy the intent of
this recommendation. We consider this recommendation resolved, but it willremain open until TSA provides documentation to support that all planned
corrective actions are completed.

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TSA Comments to Recommendation 6: TSA concurred with therecommendation and implemented corrective actions. On October 2, 2018, HC
sent out a local hiring update message to airport hiring points of contact
reminding them of the TSA records retention policy regarding Airport
Assessment documentation. TSA provided a copy of this field message insupport of its request to close this recommendation.
OIG Analysis of TSA Comments: TSA demonstrated how the agency has
implemented corrective actions to satisfy the intent of the recommendation,
and we consider the recommendation closed.
TSA Comments to Recommendation 7: TSA concurred with therecommendation. Moving forward, HC will ensure TSA creates a comprehensive
Systems Functional Requirements Document for any new systems. These
documents will capture all requirements and log the history regarding systemchanges. TSA will update the document to include rating process criteria in the
TSO Cert Tool. The estimated completion date is September 30, 2019.
OIG Analysis of TSA Comments: TSA has taken steps to satisfy the intent of
this recommendation. We consider this recommendation resolved, but it willremain open until TSA provides documentation to support that all planned
corrective actions are completed.
TSA Comments to Recommendation 8: TSA concurred with therecommendation and implemented corrective actions. As of August 2018,
Training and Development had standardized the training TSOs receive locallyprior to attending a second phase of training at the TSA Academy. Prior toattending the TSA Academy, airports complete an Academy-ready checklist,
which the airport maintains. This checklist consists of one element of the newhire file that justifies the five percent pay increase. The checklists are also a
Management Control Objective Program technique to ensure training
completion. All TSOs hired on or after August 5, 2018 receive the same
standardized local training. Additionally, Training and Development provides
Security Operations field Training Managers, Training Specialists, and Security
Training Instructors access to all elements of the TSO standardized local
training curriculum. TSA provided documentation to the OIG in support of its
request to close this recommendation.
OIG Analysis of TSA Comments: TSA provided sufficient evidence to support
how the agency implemented corrective actions responsive to thisrecommendation, and we consider the recommendation closed.
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TSA reported that staff at airports have full access to the TSO training
curriculum in its entirety.
OIG Analysis of TSA Comments: TSA has taken steps to satisfy the intent of
this recommendation. We consider this recommendation resolved, but it willremain open until TSA provides sufficient evidence and documentation to
support that all planned corrective actions are completed.

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Appendix A
Objective, Scope, and Methodology
The Department of Homeland Security Office of Inspector General wasestablished by the Homeland Security Act of 2002 (Public Law 107−296) byamendment to the Inspector General Act of 1978.
We conducted this audit to determine the extent to which TSA retains, hires,and trains its TSOs to accomplish its screening mission. The scope of our audit
focused on FYs 2016–17. To achieve our objective, we reviewed:










legislation, strategic plans, policies, procedures, and guidance related toretaining, hiring, and training TSOs;
HC contracts for recruiting and hiring;
results of the 2016 Federal Employee Viewpoint Survey, TSA's 2015 and2017 Employee Engagement Survey, as well as FYs 2012–17 exit
surveys, and HC briefing documents on the survey results;
retention studies;budget information;prior OIG and GAO audit reports;
Congressional testimony;
media articles; andTSO workforce and attrition data, which include hires and separations,length of service of active and separated TSOs, and attrition rates.

We interviewed TSA Headquarters officials in Human Capital (multiple
divisions and branches within the HC, including Recruitment and Hiring, theHR Solutions Center, Human Capital and Policy Management, and Workforce
Assessment), Training and Development, Security Operations, LE/FAMS,
Finance and Administration, and Requirements and Capabilities Analysis. To
determine the hiring, training, and retention procedures handled in the field,
we also interviewed TSA officials at 12 airports — Ronald Reagan Washington
National, George Bush Intercontinental, Philadelphia International, William P.
Hobby, Logan International, Louis Armstrong International, ManchesterBoston Regional, Austin-Bergstrom International, O'Hare International,
General Mitchell International, Indianapolis International, and Seattle-Tacoma
International.
We selected a statistical sample of 355 applicants from a universe of 4,665
Ready Pool applicants for all airports as of September 30, 2017. We selected
the first 30 applicants from the statistical sample to ensure each applicant
passed all required steps in the hiring process. Specifically, we verified thefollowing:Each applicant met the minimum qualification requirements for the CBT

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





based on application responses (Graduated high school, U.S. Citizen,
Selective Service Registration, and No Prior Criminal Convictions).
CBT scores were accurately transferred to the Integrated Hiring Systemand determine whether they were accurately scored and each applicant
passed the test.
Citizenship verification worksheets were properly completed for eachapplicant.
Each applicant received the required rating for the core competencies
during the structured interview portion of the Airport Assessment.
Medical contractors performed the applicant medical review, and the
Airport Assessor system records matched the supporting medical review.
Personnel Security Section completed the applicant’s pre-hirebackground investigation prior to being placed in the Ready Pool. We did
not validate data provided to source documents. We considered this stepin the hiring process low risk as we did not find issues with thebackground data reviewed.

To ensure the contractor is placing applicants in their correct ranking based on
the applicant’s Screener Object Recognition Test and Structured Interview
results, we tested 30 Certification Lists. Specifically, we selected a statisticalsample of 372 from a universe of 11,816 Certification Lists issued during
FYs2016–17. We tested the first 30 Certification Lists from the statisticalsample, which included 355 applicants. We verified each applicant was
included in the appropriate rating category — Priority Employment Program,best qualified veterans, best qualified, highly qualified veterans, highly
qualified, qualified veterans, and qualified. We selected an additional 39
Certification Lists and verified applicants included on the lists were pulled fromthe Ready Pool.
To confirm new-hire TSOs are completing the required training, we selected astatistical sample of 375 new-hires with an enter-on-duty date of January 1,
2016, through September 30, 2017, from a universe of 16,577. We selected thefirst 30 applicants from the statistical sample. We verified whether the newhires completed their required basic and OJT training. Additionally, we
determined whether TSA has a process to update training courses based on
TSO performance during internal and external covert testing. We did not audit
the curriculum content for each of TSA’s training courses; instead, we focusedon the training process for new TSOs and the delivery schedule.
We verified the reliability of the data systems used during the audit, including
the Integrated Data Warehouse, the Airport Assessor system, the TSO Cert
Tool, and the Online Learning Center. Specifically, we observed walkthroughsof the systems and determined the controls in place by reviewing system guides
and manuals and interviewing database administrators. Additionally, we traced
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records provided by TSA from the Airport Assessor, TSO Cert Tool, and theOnline Learning Center to report queries and source documents. We believe thedata from the Airport Assessor, TSO Cert Tool, and Online Learning Center tobe sufficiently reliable to support our audit conclusions. We were not able tovalidate the data provided for TSO hires and separations, number of full-timeor part-time TSOs, and the entry-on-duty and separation dates from theIntegrated Data Warehouse. We did not validate the costs related to hiring andtraining new-hire TSOs in FY 2017.
We conducted this performance audit between September 2017 and November
2018 pursuant to the Inspector General Act of 1978, as amended, andaccording to generally accepted government auditing standards. Thosestandards require that we plan and perform the audit to obtain sufficient,appropriate evidence to provide a reasonable basis for our findings andconclusions based upon our audit objectives. We believe that the evidence
obtained provides a reasonable basis for our findings and conclusions based
upon our audit objectives.

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Appendix B
TSA Comments to the Draft Reportwww.oig.dhs.gov

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Appendix C
TSO Hiring Process

Source: OIG analysis of HC hiring policies, procedures, and processes
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Appendix D
Airports’ Best Practices, Based on Visits

Retention

Training

HiringCategory
Best PracticeAllow TSOs to apply for collateral duties and temporary

X supervisory upgrades.

Create a local action plan based on results of employee

X engagement surveys.

Allow supervisors to take on roles outside of operations toX empower employees and build trust and confidence with TSOs.
X Increase employee communication in various ways such as:

X
X
X
X

X

X

X

X

X

www.oig.dhs.gov- Employee Newsletters- Town Hall Meetings- Lead and Supervisory TSO Meetings- Daily Morning Meetings- Providing a "Year in Review"
Empower Supervisory TSOs to be people managers, allowing
airport administration staff flexibility to perform other duties.
Conduct face-to-face exit interviews to determine the root causeof employees' departures and maintain a database of responses.
Provide a snapshot of data for senior management highlighting
the level of performance for TSOs.
Recognize accomplishments, such as high Threat Image
Projection detection scores and covert detection.
Host events and organizations for Employees, such as:- Bring Your Kid to Work Day- Employee Appreciation Day/Week- Veteran's Committee- Employee of the Month- Wellness Programs and "Challenges"
Show a Realistic Job Preview video during the Airport Assessment
to make applicants fully aware of TSO duties and responsibilities.
Encourage airport management, such as the Assistant Federal
Security Director for Mission Support, to meet with new-hires todiscuss the importance of the TSA mission and remind them ofactive and current threats to the American public.
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Retention

Training

HiringCategory
Best PracticeShow National Geographic videos on 9/11 to new-hires toX

X emphasize the importance of the job.

Discuss pay, schedules, hours, and other expectations during
recruiting events to expose applicants to TSO duties andresponsibilities.

X

X

X

X photographs in front of a flag after swearing in and pinning.

Celebrate all steps within the onboarding process, such as

X

X

X
X

X

X

X

X

X

X

X

X

X

X

Provide hard copies of airport fact sheets to TSO applicantsduring the Airport Assessment so they are fully aware of airport
operations.
Brief applicants about training requirements and screening
operations.
Maintain local guidance manuals on a shared site to explain local
processes to employees.
Keep new employees in the same Basic Training Program/New
Hire Training Program class to promote camaraderie.
Require new-hire TSOs to observe pat-downs prior to BTP/New
Hire Training Program attendance.
Schedule monthly meetings for all offices in the airport to discuss
any airport issues.
Host weekend hiring events to complete multiple aspects of thehiring process, including medical exam and Airport Assessments,
in one day.

X

Offer full-time work hours to part-time employees during OJT tocomplete training faster.

X

Review training requirements weekly to ensure they are met andemail reminders of outstanding training.
Institute coaching programs allowing a more experienced TSO to
mentor a new-hire TSO.
Conduct monthly in-service training to meet requirements.
Develop spreadsheets to track new-hire training dates and ensurecompletion prior to BTP/New Hire Training Program attendance.

X
X
X

Source: OIG interviews with 12 airports

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Appendix E
Office of Audits Major Contributors to This Report
Patrick O’Malley, Director
Stephanie Brand, Audit Manager
Kristine Odiña, Analyst-in-Charge
T. Max Larson, Program Analyst
Victor Leung, Senior Program Analyst
Jeffrey Threet, Program Analyst
Christine Meehan, Senior Auditor
Kevin Dolloson, Communications Analyst
Frank Lucas, Independent Referencer

www.oig.dhs.gov

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OFFICE OF INSPECTOR GENERAL
Department of Homeland Security

Appendix F
Report Distribution
Department of Homeland Security
Secretary
Deputy Secretary
Chief of Staff
General Counsel
Executive Secretary
Director, GAO/OIG Liaison Office
Assistant Secretary for Office of Policy
Assistant Secretary for Office of Public Affairs
Assistant Secretary for Office of Legislative Affairs
Administrator, Transportation Security Administration
Office of Management and Budget
Chief, Homeland Security Branch
DHS OIG Budget Examiner
Congress
Congressional Oversight and Appropriations Committees

www.oig.dhs.gov

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Additional Information and Copies
To view this and any of our other reports, please visit our website at:www.oig.dhs.gov.
For further information or questions, please contact Office of Inspector General
Public Affairs at: DHS-OIG.OfficePublicAffairs@oig.dhs.gov.
Follow us on Twitter at: @dhsoig.

OIG Hotline
To report fraud, waste, or abuse, visit our website at www.oig.dhs.gov and clickon the red "Hotline" tab. If you cannot access our website, call our hotline at(800) 323-8603, fax our hotline at (202) 254-4297, or write to us at:
Department of Homeland Security
Office of Inspector General, Mail Stop 0305
Attention: Hotline
245 Murray Drive, SW
Washington, DC 20528-0305