2017 Federal Employee V ewpoint Survey

Empowering Employees. Inspiring Change.

Pension Benefit Guaranty Corporation 

Agency Management Report

United States Office of Personnel Management OPM.GOV/FEVS #FEVS
Table of Contents

About This Report ..................................................................................................................................................................................1

Your FEVS Results: Taking Action............................................................................................................................................................2

Respondent Overview............................................................................................................................................................................6

Employee Engagement Index.................................................................................................................................................................7

Employee Engagement Index Benchmarks: Governmentwide ...........................................................................................................7

Employee Engagement Index Benchmarks: Small Agencies ..............................................................................................................7

Employee Engagement Index Component Scores and Trends ...........................................................................................................8

Employee Engagement Key Drivers........................................................................................................................................................9

New IQ Index ...................................................................................................................................................................................... 11

New IQ Index Benchmarks: Governmentwide................................................................................................................................ 11

New IQ Index Benchmarks: Small Agencies ................................................................................................................................... 11

New IQ Index Component Scores and Trends................................................................................................................................. 12

Decision Aid: Increases........................................................................................................................................................................ 13

Decision Aid: Decreases....................................................................................................................................................................... 17

Decision Aid: No Change..................................................................................................................................................................... 18

Appendix A: Item Results and Benchmarks......................................................................................................................................... 19

Appendix B: Work/Life Programs & Demographic Results ................................................................................................................... 25

Appendix C: Participating Agencies by Employee Population Size Categories ..................................................................................... 30
1

About This Report

The 2017 Federal Employee Viewpoint Survey (FEVS) Agency Management Report (AMR) was designed to 

provide an overview of survey results, enabling agencies to identify issues and take action for improvement. 

The AMR can be helpful in providing a starting point for analysis of your agency’s FEVS results, acting as an 

agency overview before drilling down into specific components of the agency for a more in-depth analysis. 

This report also highlights important agency successes, which should be acknowledged. We encourage you to 

share both successes and areas for improvement with employees.

When reviewing results, keep the guidelines below in mind. These guidelines were created to organize survey 

results in a way that is easier to digest and interpret.

Understanding Your Results

Percent Positive

The sum of two positive categories (e.g., Strongly Agree/Agree)

Percent Negative

The sum of two negative categories (e.g., Strongly Disagree/Disagree)

Percent Neutral

The neutral category (e.g., Neither Agree nor Disagree)

Identifying Strengths, Challenges and Neutral Findings

65 percent positive or higher is considered a strength

35 percent negative or higher is considered a challenge

30 percent neutral or higher suggests uncertainty, presenting an opportunity for communication 

between managers and staff

Identifying Increases and Decreases

Movement up or down since the previous year is another important piece of information to consider when 

examining your results. Any increase or decrease in results can be important; however larger increases or decreases 

(generally 3 or more percentage points) may be a result of significant changes taking place within your agency 

and should be explored. Increases indicate positive change that should continue to be reinforced. Decreases, 

especially in areas considered mission critical, may call for appropriate action to initiate and support beneficial 

workplace improvements.

About This Report
Your FEVS Results: Taking Action 2

Your FEVS Results: Taking Action

This section provides guidelines for taking action based on your FEVS results — focusing on steps you can take 

to form an action planning team, identify challenges, develop an action plan, and measure progress toward 

meeting goals. In addition, descriptions of helpful resources and tools are outlined. A broad overview of the 

process of moving from results to action is displayed in the diagram below, with the specific steps and guidelines 

outlined in the following pages.

Moving from Results To Action

Review Results and Progress

Identify your FEVS team.

Use your AMR and other resources 

(reports, websites) to identify areas 

for improvement.

Monitor your progress.

Planning

Develop your goals for improvement.

Develop your plan for action.

Implement Actions

Implement your plan.

Continue to monitor your progress.

Communicate your plan and progress 

to employees.

Getting Started

Agencies receive many FEVS reports each year, so it can be confusing to know where to start. One suggested 

starting point is to adopt a strategy based on an action planning framework. This involves looking for 

improvements you have made in previous years while also examining areas of decline. To help you get started, 

several steps are outlined below, including references to sections of the AMR and other resources that you may 

find useful to help you focus on the most critical issues.

Step 1: Identify and Establish a FEVS Action Team

This is a crucial step, as the team you establish can make or break your efforts to improve areas of concern and 

keep strengths strong. Teams can be composed of leadership, employees, or a combination. It is important that 

each member of your team is actively engaged in the process and supports its goals. Identifying your team is not 

just limited to personnel selection. It also includes identifying and pulling together your available resources while 

being aware of staff interests, capabilities, and agency budget and resources.

Step 2: Use Your AMR and Other Resources to Identify Areas for Improvement

Your agency has many available resources that present your FEVS results. The sections of the AMR as well as 

additional resources described below will help narrow your focus on the tools and results that may be most helpful 

to take action.
3

Your FEVS Results: Taking Action (continued)

Sections of the AMR

Respondent Overview

The Respondent Overview provides a snapshot of the characteristics of your employees who responded to 

the survey. Understanding who responded in your agency has a number of benefits. For example, this section 

allows you to better understand the ratio of seasoned employees who may be preparing for retirement to newer 

employees. This information can help inform and guide your recruiting and retention efforts. It is important to 

keep in mind that this is a survey respondent overview, and these percentages may not match up exactly to your 

agency’s total population characteristics.

Employee Engagement Index and New IQ Index

The Employee Engagement Index (EEI) and New IQ Index provide agencies with consistent metrics for measuring 

progress toward objectives. Benchmarks are included to provide insight into how your agency compares to others, 

and to encourage information sharing between agencies. For example, some of the top ranking agencies in the 

Engagement Index may have suggestions on things that have and have not worked to engage their employees. 

Trends for both indices are also displayed, going as far back as 2014 when available.

Employee Engagement Key Drivers

These groupings of FEVS items have been shown to influence the engagement potential of workplaces. While the 

EEI provides perspective on the conditions important to supporting engagement, the drivers can help you to more 

effectively target resources and actions needed to influence conditions and improve the engagement potential of 

your agency.

Decision Aid

The Decision Aid is useful in helping you easily identify the most critical issues in your agency as well as recognize 

where your agency has improved since 2016. The Decision Aid is divided into three sections to help you focus your 

attention on improvements and declines in your results since last year:

Increases contains items that increased since 2016

Decreases contains items that decreased since 2016

No Change contains items that did not change since 2016

Appendices

The appendices give you an opportunity to more thoroughly understand your workforce by displaying item-level 

results. Appendix A shows how well your agency scored relative to others in the government. Scanning the graphs 

can indicate how your agency is generally performing as well as help you identify particularly strong or weak areas. 

Appendix B shows the breakdown of the Work/Life Program and demographic results. Appendix C is a list of 

agencies arranged by employee population size.

Note: The Decision Aid only includes items 1-71. See Appendix B for a breakdown of the Work/Life results for your agency.

Your FEVS Results: Taking Action
4

Your FEVS Results: Taking Action (continued)

Additional FEVS Resources

Other Reports

Governmentwide Management Report

 This report provides an overview of the governmentwide results. The report includes item results, index scores, 

trends, and information on who responded to the survey.

All Items/Indices All Levels Report

 The purpose of this report is to provide a comprehensive summary of all FEVS items and index scores for all 

subagencies with at least 10 respondents in a Microsoft® Excel® spreadsheet.

Subagency Comparison Report

 This report provides the results of all the offices that report to the same “parent” office. This report is only created 

when there are two or more sub-offices that both have at least ten responses. Note: Subagency reports are only 

available for agencies that included organizational breakouts in 2017.

Subagency Breakout Report

 This report displays survey results for a single office so long as it has at least ten responses. Note: Subagency 

reports are only available for agencies that included organizational breakouts in 2017.

Occupational Series Reports

 This report allows for the comparison of occupational series and families at the agency level.

Demographic Comparison Reports

 This report allows for the comparison of demographic subgroups at the agency level.

Annual Employee Survey (AES) Report

 This report is a Microsoft® Excel® spreadsheet with a breakdown of agency and first level results. It also includes 

trends from previous FEVS administrations.

Websites

FEVS website

 Agencies and the general public can access governmentwide data reports, as well as special topic reports 

produced from the FEVS. This website includes results from the 2004 administration of the survey to the 

present. Access the FEVS website at www.opm.gov/FEVS.

Public Release Data File (PRDF)

 A public use data set is available for the FEVS and can be requested by completing the form available 

at: www.fedview.opm.gov/2017/EVSDATA. Note: The 2017 PRDF will be available in the winter.

FedScope

 OPM’s FedScope is an online publicly available tool which allows users to access and analyze HR data from OPM’s 

Enterprise Human Resources Integration (EHRI). Access this site using the following link: www.fedscope.opm.gov.

UnlockTalent

 A tool for both the general public and agencies to view comprehensive data visualizations with broad displays of 

FEVS data and personnel data from the Enterprise Human Resource Integration (EHRI). These displays allow 

agencies to identify subcomponents for action to improve engagement, as well as resources agencies can apply 

to their action planning. This site can be accessed at www.unlocktalent.gov. Questions and feedback for the 

dashboard can be sent to unlocktalent@opm.gov.

Your FEVS Results: Taking Action
5

Your FEVS Results: Taking Action (continued)

FEVS Online Data Analysis Tool

 A password protected tool for agency points of contact to access agency-specific and governmentwide reports. In 

addition, agency users can develop customized reports that may be useful for data analysis and action planning. 

Questions and feedback for this online tool can be sent to EVS@opm.gov.

Step 3: Develop Your Goals for Improvement

To develop your goals for improvement, you should consider issues that are most critical to your agency and how 

these issues relate to your strategic goals. It is also important to focus on issues that will provide both short-term, 

visible, measurable results, and those that will require long-term perspective. Keep in mind that you are more 

likely to show and achieve improvements if you follow SMART (Specific, Measurable, Attainable, Realistic, Time 

Specific) guidelines when establishing your goals. To be achievable goals must be:

Specific

 Goals need to be concrete and detailed enough to know when you meet with success.

• What exactly do you intend to do? Use action words such as lead, coordinate, direct, develop, plan, and build.

• How are you going to do it? Describe which actions need to be taken by which employees and when.

Measurable

 What evidence will you have to show that you have met your goal? Put a concrete figure or value to the objective 

(e.g., percentage increase in positive scores).

Attainable

 Goals should not be too easy or too difficult. Those that require a slight stretch to meet can create excitement, 

motivation, and the kind of commitment it takes to reach them.

Realistic

 Make goals challenging, but identify your resources and any limitations on those so you can actually achieve 

your objectives.

Time Specific

 Set a deadline to keep plans on track and meet the needs of decision-makers. Large goals should be established 

as a series of milestones to keep motivation high and the overall goal on schedule.

Step 4: Develop Your Plan for Action

Once your team has identified its goals, you should develop a list of actions that must be taken to reach these goals. 

You might also consider soliciting employee input on your plan. Assign staff responsibilities for each action and 

keep in mind timeframes. Tasks should include start dates, end dates, milestones, and descriptions of how you plan to 

measure and provide evidence for goal success. Make sure you get approval for the actions you must take to achieve 

your agency goals. Remember that leadership buy-in, involvement, and communication is critical to your success.

Step 5: Communicate the Implementation of Your Plan

There are many ways to publicize and communicate your intentions to employees, such as all-hands meetings, 

announcements, intranet/web updates, and social media, to name a few. After your plan is communicated and 

you have leadership support, you are ready to launch the plan. Communicating early and often ensures staff and 

leadership are well-informed.

Step 6: Monitor and Communicate Your Progress

In addition to measuring your progress along the way and evaluating the success of your plan, it is important that 

you communicate progress toward goals and final outcomes. Communicating during the entire process provides 

transparency which can add to staff engagement.

Your FEVS Results: Taking Action
6

Respondent Overview

The Unique Characteristics of Pension Benefit Guaranty 

Corporation Respondents

The figures below provide a snapshot of your survey participants. Except 

for military service and race, the most frequently selected response choice 

for each demographic item is highlighted in the first figure. The second 

figure displays the total breakdown of FEVS respondents by generation. 

Please be aware that these results are based on survey respondents, which 

may differ from the characteristics of the total employee population of 

your agency.

Military Service

15 %

Female

54 %

Agency Tenure of 

11+ Years

46 %

10

Advanced Degrees 

(Post-Bachelor’s)

46 %

Pay Grades 13 to 15

76 %

Minorities

54 %

Generations

 1% Traditionalists (born 1945 or earlier)

 40% Baby Boomers (born 1946 – 1964)

43% Generation X (born 1965 – 1980)

 17% Generation Y (born 1981 or later)

Note: The sum of percentages may not add to 100 due to rounding.

PBGC Response Rate

69% (610 out of 888 

employees responded)

Field Period: May 3, 2017 – June 14, 2017

Overall 2016 Response Rate: 65%

Component Response Rates

 87% OFFICE OF INFORMATION 

TECHNOLOGY (OIT)

 86% OFFICE OF THE INSPECTOR GENERAL

 79% OFFICE OF GENERAL COUNSEL

 78% OFFICE OF MANAGEMENT 

& ADMINISTRATION (OMA)

 77% OFFICE OF POLICY & EXTERNAL 

AFFAIRS (OPEA)

 64% OFFICE OF NEGOTIATIONS 

& RESTRUCTORING

 60% OFFICE OF BENEFITS 

ADMINISTRATION (OBA)

 53% OFFICE OF THE CHIEF FINANCIAL 

OFFICER

Agency results have a margin of error of +/- 2%

Note: For the full list of demographic item results, please see Appendix B.

Respondent Overview
7

Employee Engagement Index

Because the FEVS is an assessment of organizational climate, the Employee Engagement Index (EEI) does not 

directly evaluate an employee’s level of engagement. Therefore, instead of measuring aspects of engagement such 

as focused attention and dedication to completing assignments, this index concentrates on factors that lead to an 

engaged workforce (e.g., supporting employee development, communicating agency goals).

Below, you can see where your agency’s EEI score ranks (out of 37 departments/large agencies, where Army, 

Army Corps of Engineers, Air Force, Navy, Marine Corps, and DOD 4th Estate are rolled into Department of 

Defense) and how it compares to the governmentwide average. The names of agencies with the highest EEI scores 

are listed to facilitate the sharing of information, such as best practices. The U.S. Office of Personnel Management 

(OPM) has also created the UnlockTalent website (www.unlocktalent.gov) to share resources and help with 

interagency communication.

Employee Engagement Index Benchmarks: Governmentwide

rank

1 83% FTC

rank

2 82% NASA

rank

3 81% FERC

rank

6 PBGC 75%

67% Governmentwide

In addition to looking at your agency’s EEI results from a governmentwide perspective, the figure below allows you 

to compare your EEI results to those from similar sized agencies. Appendix C contains a listing of agencies by size 

category for your reference.

Employee Engagement Index Benchmarks: Small Agencies

rank

1 85% FMCS

rank

2 81% NEA

rank

3 79% NEH, USITC

rank

8 PBGC 75%

71% Small Agencies

Employee Engagement Index
8

Employee Engagement Index (continued)

Employee Engagement Index Component Scores and Trends

EEI Trends 2017 EEI Subfactors

2014 2015 2016 2017

Leaders 

Lead Supervisors

Intrinsic Work 

Experience

Governmentwide 63 64 65 67 55 74 71

Pension Benefit Guaranty Corporation 65 69 72 75 65 82 79

OFFICE OF POLICY & EXTERNAL AFFAIRS (OPEA) 78 75 78 91 87 95 92

OFFICE OF NEGOTIATIONS & RESTRUCTORING 77 75 79 84 76 92 84

OFFICE OF THE INSPECTOR GENERAL 68 41 — 82 82 80 86

OFFICE OF GENERAL COUNSEL 73 80 83 81 74 90 81

OFFICE OF MANAGEMENT & ADMINISTRATION (OMA) — 70 74 79 67 86 85

OFFICE OF INFORMATION TECHNOLOGY (OIT) — — — 78 69 83 82

OFFICE OF BENEFITS ADMINISTRATION (OBA) 58 68 64 68 52 77 74

OFFICE OF THE CHIEF FINANCIAL OFFICER 60 58 67 67 63 69 71

Employee Engagement Index
9

Employee Engagement Key Drivers

What is a Key Driver of the Employee Engagement Index?

The Employee Engagement Index (EEI) measures conditions that support employee engagement. “What actions 

can agency leadership take to influence those conditions and improve the engagement potential of workplaces?” 

is a question often asked. To help answer that question, OPM identified items on the FEVS that are key drivers of 

the EEI. Key drivers are groupings of FEVS items that influence the engagement potential of workplaces.

How Can Drivers Help Identify Effective Action?

Using the key drivers of the EEI and its subfactors, agencies can more effectively target resources to improve 

conditions that support engagement. Through a thorough review, OPM’s Survey Analysis team found that a 

number of FEVS items align with topics shown to be important to both employee engagement and to overall 

effective management practices. Final item selection for EEI drivers was guided by three principles: 1) they align 

with prior research, 2) they are strongly related to the EEI and/or its subfactors, and 3) they are actionable because 

they indicate practices and behaviors that can influence an agency’s engagement potential.

OPM examined the impact of nine different factors on the EEI. These nine factors were: 1) Collaborative/ Cooperative 

Management; 2) Training and Development; 3) Job Resources; 4) Merit System Principles; 5) Performance Feedback; 

6) Performance Rating; 7) Performance Recognition and Reward; 8) Supportive Coworkers; and 9) Work/Life 

Balance. The figure on the following page identifies and ranks the key drivers in order of impact for your agency’s 

overall EEI and subfactors. A ‘1’ indicates the key driver with the greatest impact on the index or subfactor.

For an example of how to use EEI drivers, consider the driver labeled Performance Feedback. It is comprised of 

three FEVS items:

• Discussions with my supervisor about my performance are worthwhile. (Q.44)

• My supervisor provides me with constructive suggestions to improve my job performance. (Q.46)

• In the last six months, my supervisor has talked with me about my performance. (Q.50)

Assume that a review of your agency’s FEVS results shows low scores on one or more of the items under 

Performance Feedback. To improve the engagement potential of your workplace, actions could be taken to 

address priorities indicated by the wording of the items, such as ensuring feedback that provides worthwhile 

or constructive suggestions to improve performance, as well as timely feedback.

Note: OPM conducted regression analyses of 2014, 2015, 2016, and most recently 2017 FEVS data to identify the key drivers. Factors with statistically significant standardized 

regression coefficients of 0.10 or above were identified as a “key driver.” A detailed discussion of the methodology used to conduct all of the key driver analyses can be 

found at www.opm.gov/FEVS.

Employee Engagement Key Drivers
10

Employee Engagement Key Drivers (continued)

Employee Engagement Key Drivers

Employee

Engagement

Index

Leaders 

Lead Supervisors

Intrinsic Work

Experience

Performance Feedback

Provide meaningful, worthwhile, and constructive performance 

conversations. (Q.44, 46, and 50)

 ranked 1 No effect ranked 1 ranked 3

Collaborative/Cooperative Management

Promote and support collaborative communication and 

teamwork in accomplishing goals and objectives. (Q.58 and 59)

 ranked 2 ranked 1 No effect No effect

Merit System Principles

Support fairness and protect employees from arbitrary actions, 

favoritism, political coercion, and reprisal. (Q.17, 37, and 38)

 ranked 4 ranked 2 No effect No effect

Training and Development

Target opportunities for employees to improve skills and 

enhance professional development, including training needs 

assessments. (Q.1 and 18)

 ranked 2 ranked 3 No effect ranked 1 

Work/Life Balance

Support employee needs to balance work and life 

responsibilities. (Q.42)

No effect No effect ranked 2 No effect

Performance Recognition and Reward

Support and effective recognition and reward system in which 

supervisors/managers/leaders recognize outstanding actions. 

(Q.22, 23, 24, and 25)

No effect ranked 3 No effect No effect

Performance Rating

Ensure employees are held accountable and performance 

is evaluated and rated. (Q.15, 16, and 19)

 ranked 5 No effect No effect ranked 2 

Job Resources

Allow sufficient materials, knowledge, personnel, skills, 

information and work distribution to complete the job. 

(Q.2, 9, and 10)

No effect No effect No effect No effect

Supportive Co-workers

Refers to supportive coworker relationships that involve 

cooperation and information sharing to perform job. 

(Q.20 and 26)

No effect No effect No effect ranked 4 

1

2

4

2

5

1

2

3

3

1

2

3

1

2

4

Employee Engagement Key Drivers
11

New IQ Index

The New IQ stands for the New Inclusion Quotient. The New IQ is based on the concept that individual behaviors 

repeated over time will create habits necessary for inclusiveness. It consists of 20 questions that relate to inclusive 

work environments. These 20 questions are grouped into five Habits of Inclusion: Fair, Open, Cooperative, 

Supportive, and Empowering. The New IQ Index score for your agency, the highest scoring agencies, and the 

governmentwide average are displayed below, along with your agency ranking (out of 37 departments/large 

agencies, where Army, Army Corps of Engineers, Air Force, Navy, Marine Corps, and DOD 4th Estate are rolled 

into Department of Defense).

New IQ Index Benchmarks: Governmentwide

New IQ Index

rank

1 78% FTC, NASA

rank

3 74% FERC

rank

4 73% OMB

rank

7 PBGC 69%

60% Governmentwide

In addition to looking at your agency’s New IQ Index results from a governmentwide perspective, the figure below 

allows you to compare your New IQ Index results to those from similar sized agencies. Appendix C contains a 

listing of agencies by size category for your reference.

New IQ Index Benchmarks: Small Agencies

rank

1 80% FMCS

rank

2 75% NEA

rank

3 74% USITC

rank

10 PBGC 69%

65% Small Agencies
12

New IQ Index (continued)

New IQ Index Component Scores and Trends

New IQ Index Trends 2017 New IQ Index Subfactors

2014 2015 2016 2017 Fair Open Cooperative Supportive Empowering

Governmentwide 56 57 58 60 47 59 57 77 59

Pension Benefit Guaranty Corporation 61 62 64 69 56 70 67 85 69

OFFICE OF POLICY & EXTERNAL AFFAIRS (OPEA) 73 69 67 83 69 86 79 95 85

OFFICE OF NEGOTIATIONS & RESTRUCTORING 71 67 70 79 61 81 83 95 78

OFFICE OF THE INSPECTOR GENERAL 67 37 — 77 69 78 77 80 79

OFFICE OF GENERAL COUNSEL 65 70 75 75 56 76 75 92 76

OFFICE OF INFORMATION TECHNOLOGY (OIT) — — — 75 63 77 74 87 74

OFFICE OF MANAGEMENT & ADMINISTRATION (OMA) — 64 68 75 65 77 69 88 74

OFFICE OF THE CHIEF FINANCIAL OFFICER 57 53 57 63 54 57 61 76 65

OFFICE OF BENEFITS ADMINISTRATION (OBA) 55 59 55 59 45 59 55 80 58

New IQ Index
13

Decision Aid: Increases

Identifying Increases Since 2016

The items in this section are sorted by greatest to smallest increase in percent positive results. The items are sorted 

to allow you to quickly and easily identify where your agency has made the greatest improvements since last year.

Using the Legend Icons

The legend icons provide context for interpreting these results. While these items have improved, some may still 

be considered challenges (35% or more negative) or others may have reached the 65% or more positive mark and 

become new strengths this year. The “Top Pos/Neg” icons highlight where an item is either in the top 10 positive 

items or top 10 negative items for your agency.

65 Items Increased Since 2016

Strength

These items are 

65 percent positive 

or higher

Caution

These items are 

30 percent neutral 

or higher

Challenge

These items are 

35 percent negative 

or higher

New Strength

These items became 

a new strength 

in 2017

Top Pos/Neg

These items are in 

your top positive 

or top negative

+

–

2016

Positive

2017 

Positive

2017 

Neutral

2017 

Negative

Increase 

Since 2016

Supervisors work well with employees of different backgrounds. (Q. 55) 62 76This item is 65 percent positive or higher.

This item became a new strength in 2017.

15 9 +14

Arbitrary action, personal favoritism and coercion for partisan political purposes 

are not tolerated. (Q. 37) 56 65This item is 65 percent positive or higher.

This became a new strength in 2017.

20 15 +9

How satisfied are you with the information you receive from management on what’s 

going on in your organization? (Q. 64) 56 65This item is 65 percent positive or higher.

This became a new strength in 2017.

19 16 +9

In my work unit, differences in performance are recognized in a meaningful way. (Q. 24) 38 47 28 26This item is in your top negative. +9

Prohibited Personnel Practices are not tolerated. (Q. 38) 66 75This item is 65 percent positive or higher. 16 10 +9

How satisfied are you with the recognition you receive for doing a good job? (Q. 65) 56 64 18 17 +8

I can disclose a suspected violation of any law, rule or regulation without fear 

of reprisal. (Q. 17) 63 71This item is 65 percent positive or higher.

This became a new strength in 2017.

15 14 +8

How satisfied are you with your involvement in decisions that affect your work? (Q. 63) 60 68This item is 65 percent positive or higher.

This became a new strength in 2017.

17 15 +8

My performance appraisal is a fair reflection of my performance. (Q. 15) 69 77This item is 65 percent positive or higher. 12 11 +8

Managers promote communication among different work units (for example, about 

projects, goals, needed resources). (Q. 58) 58 66This item is 65 percent positive or higher.

This became a new strength in 2017.

17 17 +8

Note: The Decision Aid only includes items 1-71. See Appendix B for a breakdown of the Work/Life results for your agency.

Decision Aid: Increases
14

Decision Aid: Increases (continued)

2016

Positive

2017 

Positive

2017 

Neutral

2017 

Negative

Increase 

Since 2016

In my most recent performance appraisal, I understood what I had to do to be rated at 

different performance levels (for example, Fully Successful, Outstanding). (Q. 19) 66 74This item is 65 percent positive or higher. 14 12 +8

My training needs are assessed. (Q. 18) 57 64 20 15 +7

How satisfied are you with the training you receive for your present job? (Q. 68) 65 72This item is 65 percent positive or higher. 16 12 +7

Considering everything, how satisfied are you with your organization? (Q. 71) 67 74This item is 65 percent positive or higher. 16 10 +7

Policies and programs promote diversity in the workplace (for example, recruiting 

minorities and women, training in awareness of diversity issues, mentoring). (Q. 34) 63 70This item is 65 percent positive or higher.

This became a new strength in 2017.

19 11 +7

Overall, how good a job do you feel is being done by the manager directly above your 

immediate supervisor? (Q. 60) 65 72This item is 65 percent positive or higher. 19 9 +7

Employees have a feeling of personal empowerment with respect to work processes. (Q. 30) 50 57 24 19 +7

Managers communicate the goals and priorities of the organization. (Q. 56) 67 74This item is 65 percent positive or higher. 14 12 +7

Employees are recognized for providing high quality products and services. (Q. 31) 57 64 22 14 +7

Awards in my work unit depend on how well employees perform their jobs. (Q. 25) 50 57 23 20This item is in your top negative. +7

Considering everything, how satisfied are you with your pay? (Q. 70) 57 64 16 20 +7

I feel encouraged to come up with new and better ways of doing things. (Q. 3) 66 73This item is 65 percent positive or higher. 14 14 +7

The skill level in my work unit has improved in the past year. (Q. 27) 60 66This item is 65 percent positive or higher.

This became a new strength in 2017.

25 9 +6

How satisfied are you with the policies and practices of your senior leaders? (Q. 66) 51 57 27 16 +6

I recommend my organization as a good place to work. (Q. 40) 72 78This item is 65 percent positive or higher. 14 7 +6

Managers support collaboration across work units to accomplish work objectives. (Q. 59) 63 69This item is 65 percent positive or higher.

This became a new strength in 2017.

18 13 +6

I am given a real opportunity to improve my skills in my organization. (Q. 1) 70 76This item is 65 percent positive or higher. 14 10 +6

Promotions in my work unit are based on merit. (Q. 22) 46 52 24 24This item is in your top negative. +6

My organization’s senior leaders maintain high standards of honesty and integrity. (Q. 54) 57 63 23 14 +6

Managers review and evaluate the organization’s progress toward meeting its 

goals and objectives. (Q. 57) 69 75This item is 65 percent positive or higher. 17 8 +6

Creativity and innovation are rewarded. (Q. 32) 47 52 27 20This item is in your top negative. +5

Senior leaders demonstrate support for Work/Life programs. (Q. 62) 71 76This item is 65 percent positive or higher. 18 6 +5

Decision Aid: Increases
15

Decision Aid: Increases (continued)

2016

Positive

2017 

Positive

2017 

Neutral

2017 

Negative

Increase 

Since 2016

My agency is successful at accomplishing its mission. (Q. 39) 83 88This item is 65 percent positive or higher. 10 2 +5

My supervisor provides me with opportunities to demonstrate my leadership skills. (Q. 43) 74 79This item is 65 percent positive or higher. 11 10 +5

Considering everything, how satisfied are you with your job? (Q. 69) 71 76This item is 65 percent positive or higher. 14 10 +5

Overall, how good a job do you feel is being done by your immediate supervisor? (Q. 52) 77 82This item is 65 percent positive or higher. 13 5 +5

How satisfied are you with your opportunity to get a better job in your organization? (Q. 67) 37 42 30This item is 30 percent neutral or higher.

29This item is in your top negative. +5

I have enough information to do my job well. (Q. 2) 77 82This item is 65 percent positive or higher. 11 7 +5

I know what is expected of me on the job. (Q. 6) 82 86This item is 65 percent positive or higher. 9 5 +4

Discussions with my supervisor about my performance are worthwhile. (Q. 44) 71 75This item is 65 percent positive or higher. 14 11 +4

Supervisors in my work unit support employee development. (Q. 47) 75 79This item is 65 percent positive or higher. 12 9 +4

My supervisor is committed to a workforce representative of all segments of society. (Q. 45) 76 80This item is 65 percent positive or higher. 15 5 +4

In my work unit, steps are taken to deal with a poor performer who cannot or will not 

improve. (Q. 23) 34 38 33This item is 30 percent neutral or higher.

30This item is in your top negative. +4

In my organization, senior leaders generate high levels of motivation and commitment 

in the workforce. (Q. 53) 49 53 25 22This item is in your top negative. +4

My supervisor listens to what I have to say. (Q. 48) 82 86This item is 65 percent positive or higher. 7 7 +4

My supervisor supports my need to balance work and other life issues. (Q. 42) 85 89This item is 65 percent positive or higher.

This item is in your top positive.

6 5 +4

My organization has prepared employees for potential security threats. (Q. 36) 82 86This item is 65 percent positive or higher. 10 4 +4

The people I work with cooperate to get the job done. (Q. 20) 80 83This item is 65 percent positive or higher. 10 6 +3

My supervisor provides me with constructive suggestions to improve my 

job performance. (Q. 46) 71 74This item is 65 percent positive or higher. 16 10 +3

I have a high level of respect for my organization’s senior leaders. (Q. 61) 61 64 23 13 +3

I believe the results of this survey will be used to make my agency a better place 

to work. (Q. 41) 54 57 25 18 +3

In the last six months, my supervisor has talked with me about my performance. (Q. 50) 87 90This item is 65 percent positive or higher.

This item is in your top positive.

5 5 +3

How would you rate the overall quality of work done by your work unit? (Q. 28) 86 89This item is 65 percent positive or higher.

This item is in your top positive.

9 1 +3

Employees in my work unit share job knowledge with each other. (Q. 26) 77 80This item is 65 percent positive or higher. 11 9 +3

Decision Aid: Increases
16

Decision Aid: Increases (continued)

2016

Positive

2017 

Positive

2017 

Neutral

2017 

Negative

Increase 

Since 2016

Physical conditions (for example, noise level, temperature, lighting, cleanliness in the 

workplace) allow employees to perform their jobs well. (Q. 14) 86 89This item is 65 percent positive or higher.

This item is in your top positive.

8 3 +3

I am held accountable for achieving results. (Q. 16) 86 89This item is 65 percent positive or higher.

This item is in your top positive.

8 3 +3

My supervisor treats me with respect. (Q. 49) 85 88This item is 65 percent positive or higher. 7 6 +3

My workload is reasonable. (Q. 10) 67 69This item is 65 percent positive or higher. 14 17 +2

The workforce has the job-relevant knowledge and skills necessary to accomplish 

organizational goals. (Q. 29) 76 78This item is 65 percent positive or higher. 13 9 +2

I have trust and confidence in my supervisor. (Q. 51) 75 77This item is 65 percent positive or higher. 12 11 +2

My work gives me a feeling of personal accomplishment. (Q. 4) 79 81This item is 65 percent positive or higher. 11 8 +2

I am constantly looking for ways to do my job better. (Q. 8) 89 90This item is 65 percent positive or higher.

This item is in your top positive.

8 1 +1

Pay raises depend on how well employees perform their jobs. (Q. 33) 30 31 31This item is 30 percent neutral or higher.

37This item is 35 percent negative or higher.

This item is in your top negative.

+1

My talents are used well in the workplace. (Q. 11) 64 65This item is 65 percent positive or higher.

This became a new strength in 2017.

16 19 +1

Employees are protected from health and safety hazards on the job. (Q. 35) 89 90This item is 65 percent positive or higher.

This item is in your top positive.

9 1 +1

Decision Aid: Increases
17

Decision Aid: Decreases

Identifying Decreases Since 2016

The items in this section are sorted by greatest to smallest decrease in percent positive results. The items are sorted 

to allow you to quickly and easily identify where results have dropped since last year. 

Using the Legend Icons

The legend icons provide context for interpreting these results. When identifying the most critical decreases to 

focus on, it is important to check if these decreases are also identified as challenges (35% or more negative) or 

if they were previously identified as strengths that have fallen below the 65% or more positive threshold. The 

“Top Pos/Neg” icons highlight where an item is either in the top 10 positive items or top 10 negative items for 

your agency.

4 Items Decreased Since 2016

Strength

These items are 

65 percent positive 

or higher

Caution

These items are 

30 percent neutral 

or higher

Challenge

These items are 

35 percent negative 

or higher

Past Strength

These items are no 

longer a strength 

in 2017

Top Pos/Neg

These items are in 

your top positive 

or top negative

+

–

2016

Positive

2017 

Positive

2017 

Neutral

2017 

Negative

Decrease 

Since 2016

My work unit is able to recruit people with the right skills. (Q. 21) 63 55 25 20This item is in your top negative. -8

I like the kind of work I do. (Q. 5) 86 82This item is 65 percent positive or higher. 11 6 -4

The work I do is important. (Q. 13) 93 91This item is 65 percent positive or higher.

This item is in your top positive.

6 3 -2

When needed I am willing to put in the extra effort to get a job done. (Q. 7) 97 96This item is 65 percent positive or higher.

This item is in your top positive.

3 1 -1

Note: The Decision Aid only includes items 1-71. See Appendix B for a breakdown of the Work/Life results for your agency.

Decision Aid: Decreases
18

Decision Aid: No Change

Identifying Items That Have Not Changed Since 2016

Your percent positive results for these items have not changed since last year. These are items that your agency is 

maintaining, which can be either a positive, neutral, or negative finding. For example, an item with low percent positive 

results over several years is a strong indication of a need for focused action. You may also want to consider changing or 

updating your approach to addressing these issues if the item has been the focus of attention in the past. On the other 

hand, a trend of stable, high percent positive results is a finding that should be celebrated. Review each item carefully 

to determine whether there may be areas of concern for your agency.

Using the Legend Icons

The legend icons provide context for interpreting results. While these items have not increased or decreased, 

they still may be causes for celebration or concern depending on the percent positive, negative, and neutral results. 

The “Top Pos/Neg” icons highlight where an item is either in the top 10 positive items or top 10 negative items for 

your agency.

2 Items Did Not Change Since 2016

Strength

These items are 

65 percent positive 

or higher

Caution

These items are 

30 percent neutral 

or higher

Challenge

These items are 

35 percent negative 

or higher

Top Pos/Neg

These items are in 

your top positive 

or top negative

+

–

2016

Positive

2017 

Positive

2017 

Neutral

2017 

Negative

Change 

Since 2016

I have sufficient resources (for example, people, materials, budget) to get my job done. (Q. 9) 64 64 14 22This item is in your top negative. 0

I know how my work relates to the agency’s goals and priorities. (Q. 12) 90 90This item is 65 percent positive or higher.

This item is in your top positive.

7 3 0

Note: The Decision Aid only includes items 1-71. See Appendix B for a breakdown of the Work/Life results for your agency.

Decision Aid: No Change
19

Appendix A: Item Results and Benchmarks

For each item, your agency’s percent positive results are shown on a 0 to 100 scale, with the triangular arrow 

indicating where your agency falls. The gray bars represent the range of scores for the 37 departments and large 

agencies surveyed, where Army, Army Corps of Engineers, Air Force, Navy, Marine Corps, and DOD 4th Estate 

are rolled into Department of Defense.

To understand how well your agency performed compared to others, focus on the location of the triangle within 

the gray bar. If the triangle is toward the right side of the bar, then your agency was above average on that item. If it 

is at the right edge of the bar, then you had the highest percent positive results for that item. Additionally, you can 

numerically compare your percent positive results to the governmentwide average listed to the right of each item.

Item Benchmarks

2017 

G’wide

My Work Experience

 ‡1. I am given a real opportunity to improve my skills 

in my organization.

Low 55%; Your Agency 76%; High 85%.

64%

 2. I have enough information to do my job well.

Low 63%; Your Agency 82%; High 88%.

71%

 3. I feel encouraged to come up with new and better ways of 

doing things.

Low 47%; Your Agency 73%; High 82%.

59%

 4. My work gives me a feeling of personal accomplishment.

Low 63%; Your Agency 81%; High 87%.

72%

 5. I like the kind of work I do.

Low 79%; Your Agency 82%; High 91%.

83%

 6. I know what is expected of me on the job.

Low 76%; Your Agency 86%; High 89%.

80%

 7. When needed I am willing to put in the extra effort 

to get a job done.

Low 94%; Your Agency 96%; High 99%.

96%

 8. I am constantly looking for ways to do my job better.

Low 86%; Your Agency 90%; High 95%.

91%

 9. I have sufficient resources (for example, people, materials, 

budget) to get my job done.

Low 37%; Your Agency 64%; High 73%.

47%

 ‡10. My workload is reasonable.

Low 47%; Your Agency 69%; High 79%.

59%

 ‡11. My talents are used well in the workplace.

Low 50%; Your Agency 65%; High 77%.

60%

 ‡12. I know how my work relates to the agency’s goals and priorities.

Low 78%; Your Agency 90%; High 93%.

84%

0 Low High 100

PBGC

76%

82%

73%

81%

82%

86%

96%

90%

64%

69%

65%

90%

Note: Items included on the Annual Employee Survey are noted by a double dagger (‡).

Appendix A: Item Results and Benchmarks
20

Appendix A: Item Results and Benchmarks (continued)

Item Benchmarks

2017 

0 Low High 100 G’wide

PBGC

 13. The work I do is important.

Low 83%; Your Agency 91%; High 94%.

91%

 14. Physical conditions (for example, noise level, temperature, 

lighting, cleanliness in the workplace) allow employees to perform 

their jobs well.

Low 53%; Your Agency 89%; High 89%.

66%

 15. My performance appraisal is a fair reflection of my performance.

Low 58%; Your Agency 77%; High 87%.

71%

 16. I am held accountable for achieving results.

Low 73%; Your Agency 89%; High 91%.

83%

 ‡17. I can disclose a suspected violation of any law, rule or regulation 

without fear of reprisal.

Low 48%; Your Agency 71%; High 82%.

64%

 18. My training needs are assessed.

Low 40%; Your Agency 64%; High 78%.

55%

 19. In my most recent performance appraisal, I understood what 

I had to do to be rated at different performance levels (for 

example, Fully Successful, Outstanding).

Low 59%; Your Agency 74%; High 85%.

71%

My Work Unit

 ‡20. The people I work with cooperate to get the job done.

Low 68%; Your Agency 83%; High 93%.

75%

 21. My work unit is able to recruit people with the right skills.

Low 33%; Your Agency 55%; High 74%.

42%

 22. Promotions in my work unit are based on merit.

Low 26%; Your Agency 52%; High 64%.

36%

 23. In my work unit, steps are taken to deal with a poor performer 

who cannot or will not improve.

Low 26%; Your Agency 38%; High 46%.

31%

 ‡24. In my work unit, differences in performance are recognized in a 

meaningful way.

Low 29%; Your Agency 47%; High 58%.

36%

 25. Awards in my work unit depend on how well employees 

perform their jobs.

Low 36%; Your Agency 57%; High 66%.

44%

 26. Employees in my work unit share job knowledge with each other.

Low 64%; Your Agency 80%; High 90%.

74%

 27. The skill level in my work unit has improved in the past year.

Low 50%; Your Agency 66%; High 72%.

56%

 28. How would you rate the overall quality of work done by your 

work unit?

Low 75%; Your Agency 89%; High 97%.

83%

91%

89%

77%

89%

71%

64%

74%

83%

55%

52%

38%

47%

57%

80%

66%

89%

Note: Items included on the Annual Employee Survey are noted by a double dagger (‡).

Appendix A: Item Results and Benchmarks
21

Appendix A: Item Results and Benchmarks (continued)

Item Benchmarks

2017 

0 Low High 100 G’wide

PBGC

My Agency

 ‡29. The workforce has the job-relevant knowledge and skills 

necessary to accomplish organizational goals.

Low 56%; Your Agency 78%; High 90%.

71%

 30. Employees have a feeling of personal empowerment 

with respect to work processes.

Low 37%; Your Agency 57%; High 72%.

47%

 31. Employees are recognized for providing high quality products 

and services.

Low 40%; Your Agency 64%; High 78%.

51%

 32. Creativity and innovation are rewarded.

Low 32%; Your Agency 52%; High 71%.

41%

 33. Pay raises depend on how well employees perform their jobs.

Low 19%; Your Agency 31%; High 52%.

25%

 34. Policies and programs promote diversity in the 

workplace (for example, recruiting minorities and women, 

training in awareness of diversity issues, mentoring).

Low 49%; Your Agency 70%; High 79%.

59%

 35. Employees are protected from health and safety hazards 

on the job.

Low 56%; Your Agency 90%; High 94%.

77%

 36. My organization has prepared employees for potential 

security threats.

Low 57%; Your Agency 86%; High 88%.

78%

 37. Arbitrary action, personal favoritism and coercion for partisan 

political purposes are not tolerated.

Low 40%; Your Agency 65%; High 78%.

55%

 38. Prohibited Personnel Practices are not tolerated.

Low 52%; Your Agency 75%; High 87%.

69%

 39. My agency is successful at accomplishing its mission.

Low 61%; Your Agency 88%; High 94%.

76%

 ‡40. I recommend my organization as a good place to work.

Low 49%; Your Agency 78%; High 87%.

66%

 ‡41. I believe the results of this survey will be used to make 

my agency a better place to work.

Low 35%; Your Agency 57%; High 70%.

42%

78%

57%

64%

52%

31%

70%

90%

86%

65%

75%

88%

78%

57%

Note: Items included on the Annual Employee Survey are noted by a double dagger (‡).

Appendix A: Item Results and Benchmarks
22

Appendix A: Item Results and Benchmarks (continued)

Item Benchmarks

2017 

0 Low High 100 G’wide

PBGC

My Supervisor

 42. My supervisor supports my need to balance work and other 

life issues.

Low 72%; Your Agency 89%; High 93%.

80%

 43. My supervisor provides me with opportunities to demonstrate 

my leadership skills.

Low 59%; Your Agency 79%; High 84%.

67%

 44. Discussions with my supervisor about my performance are 

worthwhile.

Low 59%; Your Agency 75%; High 80%.

65%

 45. My supervisor is committed to a workforce representative of all 

segments of society.

Low 61%; Your Agency 80%; High 84%.

70%

 46. My supervisor provides me with constructive suggestions to 

improve my job performance.

Low 56%; Your Agency 74%; High 80%.

64%

 47. Supervisors in my work unit support employee development.

Low 57%; Your Agency 79%; High 86%.

68%

 48. My supervisor listens to what I have to say.

Low 70%; Your Agency 86%; High 91%.

78%

 49. My supervisor treats me with respect.

Low 76%; Your Agency 88%; High 92%.

82%

 50. In the last six months, my supervisor has talked with me 

about my performance.

Low 66%; Your Agency 90%; High 94%.

79%

 51. I have trust and confidence in my supervisor.

Low 62%; Your Agency 77%; High 86%.

69%

 52. Overall, how good a job do you feel is being done by your 

immediate supervisor?

Low 65%; Your Agency 82%; High 86%.

72%

Leadership

 53. In my organization, senior leaders generate high levels of 

motivation and commitment in the workforce.

Low 33%; Your Agency 53%; High 67%.

43%

 54. My organization's senior leaders maintain high standards of 

honesty and integrity.

Low 39%; Your Agency 63%; High 80%.

54%

 55. Supervisors work well with employees of different backgrounds.

Low 58%; Your Agency 76%; High 85%.

68%

 ‡56. Managers communicate the goals and priorities of the 

organization.

Low 47%; Your Agency 74%; High 83%.

62%

89%

79%

75%

80%

74%

79%

86%

88%

90%

77%

82%

53%

63%

76%

74%

Note: Items included on the Annual Employee Survey are noted by a double dagger (‡).

Appendix A: Item Results and Benchmarks
23

Appendix A: Item Results and Benchmarks (continued)

Item Benchmarks

2017 

0 Low High 100 G’wide

PBGC

 57. Managers review and evaluate the organization's progress 

toward meeting its goals and objectives.

Low 46%; Your Agency 75%; High 84%.

62%

 58. Managers promote communication among different work units 

(for example, about projects, goals, needed resources).

Low 44%; Your Agency 66%; High 80%.

55%

 59. Managers support collaboration across work units to accomplish 

work objectives.

Low 47%; Your Agency 69%; High 80%.

59%

 60. Overall, how good a job do you feel is being done by 

the manager directly above your immediate supervisor?

Low 51%; Your Agency 72%; High 84%.

60%

 61. I have a high level of respect for my organization's senior leaders.

Low 45%; Your Agency 64%; High 80%.

56%

 62. Senior leaders demonstrate support for Work/Life programs.

Low 44%; Your Agency 76%; High 84%.

57%

My Satisfaction

 ‡63. How satisfied are you with your involvement in decisions that 

affect your work?

Low 41%; Your Agency 68%; High 76%.

53%

 ‡64. How satisfied are you with the information you receive from 

management on what's going on in your organization?

Low 39%; Your Agency 65%; High 78%.

50%

 ‡65. How satisfied are you with the recognition you receive for doing 

a good job?

Low 42%; Your Agency 64%; High 76%.

50%

 66. How satisfied are you with the policies and practices of your 

senior leaders?

Low 34%; Your Agency 57%; High 69%.

45%

 67. How satisfied are you with your opportunity to get a better job 

in your organization?

Low 31%; Your Agency 42%; High 55%.

37%

 68. How satisfied are you with the training you receive for your 

present job?

Low 43%; Your Agency 72%; High 74%.

55%

 ‡69. Considering everything, how satisfied are you with your job?

Low 61%; Your Agency 76%; High 82%.

68%

 70. Considering everything, how satisfied are you with your pay?

Low 51%; Your Agency 64%; High 78%.

61%

 ‡71. Considering everything, how satisfied are you with your 

organization?

Low 48%; Your Agency 74%; High 82%.

60%

75%

66%

69%

72%

64%

76%

68%

65%

64%

57%

42%

72%

76%

64%

74%

Note: Items included on the Annual Employee Survey are noted by a double dagger (‡).

Appendix A: Item Results and Benchmarks
24

Appendix A: Item Results and Benchmarks (continued)

Item Benchmarks

2017 

0 Low High 100 G’wide

PBGC

Work/Life Programs

 72. Have you been notified that you are eligible to telework? (See Appendix B)

 73. Please select the response below that best describes your current teleworking situation. (See Appendix B)

 74 - 78. Do you participate in the following Work/Life programs? (See Appendix B)

 79 - 84. How satisfied are you with the following Work/Life programs?*

 79. Telework

Low 70%; Your Agency 91%; High 92%.

81%

 80. Alternative Work Schedules (AWS)

Low 83%; Your Agency 98%; High 98%.

90%

 81. Health and Wellness Programs (for example, exercise, medical 

screening, quit smoking programs)

Low 71%; Your Agency 91%; High 94%.

81%

 82. Employee Assistance Program (EAP)

Low 71%; Your Agency 90%; High 90%.

78%

 83. Child Care Programs (for example, daycare, parenting classes, 

parenting support groups)

Low 50%; Your Agency 60%; High 100%.

73%

 84. Elder Care Programs (for example, support groups, speakers)

Low 47%; Your Agency 90%; High 100%.

68%

91%

98%

91%

90%

60%

90%

* The Work/Life program satisfaction results (Q.79–84) include only employees who indicated that they participated in the program.

Appendix A: Item Results and Benchmarks
25

Appendix B: Work/Life Programs & Demographic Results

Appendix B displays more detailed Work/Life Program results for your agency. It also includes a more detailed look 

than the reported snapshot of the demographic characteristics of your agency’s survey respondents. Use the Work/Life 

results to gain an understanding of how your Work/Life Programs are used and rated. The demographic results can be 

useful in planning, recruiting, and training activities in your agency.

2017

Percentages

Work/Life Programs

Have you been notified that you are eligible to telework?

Yes, I was notified that I was eligible to telework 94

Yes, I was notified that I was not eligible to telework 2

No, I was not notified of my telework eligibility 2

Not sure if I was notified of my telework eligibility 2

Please select the response below that BEST describes your current teleworking situation.

I telework 3 or more days per week 4

I telework 1 or 2 days per week 56

I telework, but no more than 1 or 2 days per month 9

I telework very infrequently, on an unscheduled or short-term basis 19

I do not telework because I have to be physically present on the job (e.g., Law Enforcement Officers, Park Rangers, 

Security Personnel) <1

I do not telework because I have technical issues (e.g., connectivity, inadequate equipment) that prevent me 

from teleworking 1

I do not telework because I did not receive approval to do so, even though I have the kind of job where I can telework 2

I do not telework because I choose not to telework 8

Do you participate in the following Work/Life programs? Alternative Work Schedules (AWS)

Yes 34

No 63

Not Available to Me 3

Do you participate in the following Work/Life programs? Health and Wellness Programs (for example, exercise, 

medical screening, quit smoking programs)

Yes 36

No 62

Not Available to Me 2

Appendix B: Work/Life Programs & Demographic Results
26

Appendix B: Work/Life Programs & Demographic Results (continued)

2017

Percentages

Do you participate in the following Work/Life programs? Employee Assistance Program (EAP)

Yes 9

No 89

Not Available to Me 2

Do you participate in the following Work/Life programs? Child Care Programs (for example, daycare, parenting 

classes, parenting support groups)

Yes 2

No 85

Not Available to Me 13

Do you participate in the following Work/Life programs? Elder Care Programs (for example, support groups, speakers)

Yes 1

No 87

Not Available to Me 12

Appendix B: Work/Life Programs & Demographic Results
27

Appendix B: Work/Life Programs & Demographic Results (continued)

2017

Percentages

Demographic Results

Where do you work?

Headquarters 99

Field 1

 What is your supervisory status?

Non-Supervisor 67

Team Leader 9

Supervisor 14

Manager 5

Senior Leader 4

Are you:

Male 46

Female 54

 Are you Hispanic or Latino?

Yes 5

No 95

Are you:

American Indian or Alaska Native <1

Asian 9

Black or African American 37

Native Hawaiian or Other Pacific Islander <1

White 50

Two or more races (not Hispanic or Latino) 3

 What is the highest degree or level of education you have completed?

Less than High School 0

High School Diploma/GED or equivalent 2

Trade or Technical Certificate 1

Some College (no degree) 9

Associate's Degree (e.g., AA, AS) 3

Bachelor's Degree (e.g., BA, BS) 40

Master's Degree (e.g., MA, MS, MBA) 29

Doctoral/Professional Degree (e.g., Ph.D., MD, JD) 17

Note: Demographic results are unweighted.

Appendix B: Work/Life Programs & Demographic Results
28

Appendix B: Work/Life Programs & Demographic Results (continued)

2017

Percentages

What is your pay category/grade?

Federal Wage System 0

GS 1-6 1

GS 7-12 19

GS 13-15 76

Senior Executive Service <1

Senior Level (SL) or Scientific or Professional (ST) 5

Other 1

How long have you been with the Federal Government (excluding military service)?

Less than 1 year 3

1 to 3 years 10

4 to 5 years 6

6 to 10 years 21

11 to 14 years 14

15 to 20 years 15

More than 20 years 31

 How long have you been with your current agency (for example, Department of Justice, Environmental Protection Agency)?

Less than 1 year 4

1 to 3 years 20

4 to 5 years 7

6 to 10 years 22

11 to 20 years 25

More than 20 years 21

 Are you considering leaving your organization within the next year, and if so, why?

No 75

Yes, to retire 4

Yes, to take another job within the Federal Government 13

Yes, to take another job outside the Federal Government 5

Yes, other 4

 I am planning to retire:

Within one year 3

Between one and three years 7

Between three and five years 11

Five or more years 79

Note: Demographic results are unweighted.

Appendix B: Work/Life Programs & Demographic Results
29

Appendix B: Work/Life Programs & Demographic Results (continued)

2017

Percentages

 Do you consider yourself to be one or more of the following?

Heterosexual or Straight 87

Gay, Lesbian, Bisexual or Transgender 5

I Prefer Not to Say 8

What is your US military service status?

No Prior Military Service 86

Currently in National Guard or Reserves 1

Retired 3

Separated or Discharged 11

Are you an individual with a disability? 

Yes 10

No 90

What is your age group?

25 and under 1

26-29 5

30-39 18

40-49 30

50-59 31

60 or older 16

Note: Demographic results are unweighted.

Appendix B: Work/Life Programs & Demographic Results
Appendix C: Participating Agencies by Employee Population Size Categories 30

Appendix C: Participating Agencies 

by Employee Population Size Categories

Very Large Agencies ( > 75,000 employees)

Department of Agriculture

Department of Defense

Department of the Army

Department of the Navy

Department of the Air Force

OSD, Joint Staff, Defense Agencies, and Field Activities (DoD 4th Estate)

Department of Health and Human Services

Department of Homeland Security

Department of Justice

Department of the Treasury

Department of Veterans Affairs

Large Agencies (10,000 – 74,999 employees)

Department of Commerce

Department of Energy

Department of Labor

Department of State

Department of the Interior

Department of Transportation

Environmental Protection Agency

General Services Administration

National Aeronautics and Space Administration

Social Security Administration

Medium Agencies (1,000 – 9,999 employees)

Broadcasting Board of Governors

Court Services and Offender Supervision Agency 

Department of Education

Department of Housing and Urban Development

Equal Employment Opportunity Commission

Federal Communications Commission

Federal Energy Regulatory Commission

Federal Trade Commission

National Archives and Records Administration

National Credit Union Administration

National Labor Relations Board

National Science Foundation

Nuclear Regulatory Commission

Office of Personnel Management

Securities and Exchange Commission

Small Business Administration

U.S. Agency for International Development

Small Agencies (100 – 999 employees)

Commodity Futures Trading Commission

Consumer Product Safety Commission

Corporation for National and Community Service

Defense Nuclear Facilities Safety Board

Export-Import Bank of the United States

Farm Credit Administration

Federal Election Commission

Federal Housing Finance Agency

Federal Labor Relations Authority

Federal Maritime Commission

Federal Mediation and Conciliation Service

Federal Retirement Thrift Investment Board

International Boundary and Water Commission

Merit Systems Protection Board

National Endowment for the Arts

National Endowment for the Humanities

National Gallery of Art

National Indian Gaming Commission

National Transportation Safety Board

Office of Management and Budget

Office of the U.S. Trade Representative

Overseas Private Investment Corporation

Pension Benefit Guaranty Corporation

Railroad Retirement Board

Selective Service System

Surface Transportation Board

U.S. International Trade Commission

U.S. Office of Special Counsel

Very Small Agencies (< 100 employees)

AbilityOne Commission

African Development Foundation

American Battle Monuments Commission

Chemical Safety and Hazard Investigation Board

Commission on Civil Rights

Farm Credit System Insurance Corporation

Institute of Museum and Library Services

Inter-American Foundation

Marine Mammal Commission

National Capital Planning Commission

National Council on Disability

National Mediation Board

Occupational Safety and Health Review Commission

Office of Navajo and Hopi Indian Relocation

Postal Regulatory Commission

U.S. Access Board

U.S. Office of Government Ethics

U.S. Trade and Development Agency
United States

Office of Personnel Management

Planning and Policy Analysis

1900 E Street, NW

Washington, DC 20415

www.opm.gov/FEVS