2016 Federal Employee Viewpoint 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........................................................................................................................................7

Employee Engagement Index Component Scores and Trends ...........................................................................................................7

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

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

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

New IQ Index Component Scores and Trends................................................................................................................................. 11

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
1

About This Report

The 2016 FEVS Agency Management Report (AMR) was designed to help your agency identify issues and provides 

guidance to take action for improvement. This report also highlights important agency successes, which should be 

acknowledged. We encourage you to share these successes and areas for improvement with your employees.

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

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
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 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.

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 Agency Management Report (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 are described below to help narrow your focus on the tools and results that may be most 

helpful as you move from results to taking action.

Your FEVS Results: Taking 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 2013 when available.

Employee Engagement Key Drivers

This is a new section of the AMR containing information about key drivers of engagement. 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 2015. 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 2015

Decreases contains items that decreased since 2015

No Change contains items that did not change since 2015

Appendix A and Appendix B

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.

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.

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.

Subagency Breakout Report

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

Trend Report

 This report provides agency and first level results for current and previous survey administrations. 

It also indicates whether the year-over-year differences were statistically significant or not.

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.

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)

 Three types of public use data sets are available for the FEVS: 1) a full data extract excluding the LGBT variable, 

2) a separate data extract containing the LGBT variable, and 3) a data extract for trend analysis combining the 

public use files from 2004 up to the current year. To request a public use data file, complete the form available 

at: www.fedview.opm.gov/2015/EVSDATA. Note: The 2016 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-Statistical Data Mart (EHRI-SDM). Access this site using 

the following link: www.fedscope.opm.gov.

Unlock Talent

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

of FEVS data. 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.

Note: Subagency reports are only available for agencies that included organizational breakouts in 2016.

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 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 description 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 status and race, the most frequently selected response choice 

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

figure displays the total FEVS respondent breakdown by generation. 

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

may differ from the characteristics of the total employee population.

Military Service

15 %

Female

53 %

Agency Tenure of 

11+ Years

49 %

10

Advanced Degrees 

(Post-Bachelor’s)

44 %

Pay Grades 13 to 15

74 %

Minorities

50 %

Generations

 1% Traditionalists (born 1945 or earlier)

 43% Baby Boomers (born 1946 – 1964)

43% Generation X (born 1965 – 1980)

 12% Generation Y (born 1981 or later)

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

PBGC Response Rate

65% (569 out of 878 

employees responded)

Field Period: April 27, 2016 – June 8, 2016

Overall 2015 response rate: 73%

Component Response Rates

 85% Office of Information Technology

 79% Office of General Counsel

 70% Office of Management 

& Administration

 68% Office of Benefits Administration

 57% Office of the Director

 55% Office of Negotiations & Restructuring

 52% Office of Policy & External Affairs

 47% Office of The Chief Financial Officer

 31% Office of the Inspector General

Agency results have a margin of error of +/- 3%

Note: For the full list of demographic item results, please see to 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 Other Defense agencies/activities 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 Unlock Talent website (www.unlocktalent.gov) to share 

resources and help with interagency communication.

Employee Engagement Index Benchmarks

rank

1 82% FTC

rank

2 80% NASA

rank

3 78% OMB

rank

9 PBGC 72%

65% Governmentwide

The table below displays the EEI score for each component in your agency as well as the scores for the three 

engagement subfactors, which can facilitate information-sharing within your agency. To provide more information 

on engagement, the table also includes engagement trends back to 2013 for your components, as well as the overall 

agency and governmentwide trends for comparison. Please note that depending on organizational structure in 

previous administrations, not all components may trend back to 2013.

Employee Engagement Index Component Scores and Trends

 EEI Trends 2016 EEI Subfactors

Governmentwide

64. 63. Decreased from 2013. 64. Increased from 2014. 65. Increased from 2015.

53 72 70

Pension Benefit Guaranty Corporation

64. 65. Increased from 2013. 69. Increased from 2014. 72. Increased from 2015.

60 79 76

2013

2014

2015

2016

Leaders 

 Lead

Supervisors

Intrinsic Work

 Experience

64 63 64 65

64 65 69 72

Leaders Lead: Employees’ perceptions of leadership’s integrity as well as leadership behaviors such as communication and workforce motivation. (Q.53, 54, 56, 60, and 61)

Supervisors: Interpersonal relationship between worker and supervisor, including trust, respect, and support. (Q.47, 48, 49, 51, and 52)

Intrinsic Work Experience: Employees’ feelings of motivation and competency relating to their role in the workplace. (Q.3, 4, 6, 11, and 12)

Employee Engagement Index
8

Employee Engagement Index (continued)

 EEI Trends 2016 EEI Subfactors

Pension Benefit Guaranty Corporation

64. 65. Increased from 2013. 69. Increased from 2014. 72. Increased from 2015.

60 79 76

2013

2014

2015

2016

Leaders 

 Lead

Supervisors

Intrinsic Work

 Experience

64 65 69 72

Office of General Counsel

77. 73. Decreased from 2013. 80. Increased from 2014. 83. Increased from 2015.

76 86 86

Office of Negotiations & Restructuring

76. 77. Increased from 2013. 75. Decreased from 2014. 79. Increased from 2015.

70 88 78

Office of Policy & External Affairs

62. 78. Increased from 2013. 75. Decreased from 2014. 78. Increased from 2015.

68 88 77

Office of Information Technology

No data available for 2013 No data available for 2014. 66. 75. Increased from 2015.

61 84 80

Office of Management & Administration

No data available for 2013 No data available for 2014. 75. 72. Decreased from 2015.

63 79 75

Office of The Chief Financial Officer

66. 60. Decreased from 2013. 58. Decreased from 2014. 67. Increased from 2015.

57 68 76

Office of Benefits Administration

56. 58. Increased from 2013. 68. Increased from 2014. 64. Decreased from 2015.

47 73 72

77 73 80 83

76 77 75 79

62

78 75 78

66 75

75 72

66 60 58 67

56 58 68 64

Employee Engagement Index
9

Employee Engagement Key Drivers

What is a Key Employee Engagement Index Driver?

The Employee Engagement Index (EEI) measures conditions important to supporting employee engagement. 

“What actions can leadership take to influence those conditions and improve the engagement potential of agency 

workplaces?” is a question often asked about how to make the EEI actionable. 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?

Agencies can more effectively target resources to increase levels of employee engagement, aided by the key driving 

factors for the EEI and its subfactors. 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) Employee 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 Employee Engagement Index 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 2013, 2014, 2015, and most recently 2016 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

 ranked 1 No effect ranked 1 ranked 1

Collaborative/Cooperative Management

 ranked 2 ranked 1 No effect No effect

Merit System Principles

 ranked 3 ranked 2 No effect ranked 5 

Training and Development

 ranked 4 No effect No effect ranked 2 

Work/Life Balance

No effect No effect ranked 2 No effect

Performance Recognition and Reward

No effect ranked 3 No effect No effect

Performance Rating

No effect No effect No effect No effect

Job Resources

No effect No effect No effect ranked 3 

Supportive Co-workers

No effect No effect No effect ranked 4 

1

2

3

4

1

2

3

1

2

1

5

2

3

4

Performance Feedback: Provide meaningful, worthwhile, and constructive performance conversations. (Q.44, 46, and 50)

Collaborative/Cooperative Management: Promote and support collaborative communication and teamwork in accomplishing goals and objectives. (Q.58 and 59)

Merit System Principles: Support fairness and protect employees from arbitrary actions, favoritism, political coercion, and reprisal. (Q.17, 37, and 38)

Training and Development: Target opportunities for employees to improve skills and enhance professional development, including training needs assessments. (Q.1 and 18)

Work/Life Balance: Support employee needs to balance work and life responsibilities. (Q.42)

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)

Performance Rating: Ensure employees are held accountable and performance is evaluated and rated. (Q.15, 16, and 19)

Job Resources: Allow sufficient materials, knowledge, personnel, skills, information and work distribution to complete the job. (Q.2, 9, and 10)

Supportive Co-workers: Refers to supportive coworker relationships that involve cooperation and information sharing to perform job. (Q.20 and 26)

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 Other Defense agencies/ 

activities are rolled into Department of Defense).

New IQ Index Benchmarks

rank

1 76% NASA

rank

2 75% FTC 

rank

3 72% OMB

rank

9 PBGC 64%

58% Governmentwide

The table below shows the New IQ Index score for each component in your agency as well as the scores for all 

five habits of inclusion. To provide more information on the New IQ, the table also includes trends back to 2013 

for your components, as well as the overall agency and governmentwide trends for comparison. Please note that 

depending on organizational structure in previous administrations, not all components may trend back to 2013.

New IQ Index Component Scores and Trends

 New IQ Index Trends 2016 New IQ Index Subfactors

Governmentwide

56. 56. No change from 2013. 57. Increased from 2014. 58. Increased from 2015.

45 57 54 75 58

Pension Benefit Guaranty Corporation

59. 61. Increased from 2013. 62. Increased from 2014. 64. Increased from 2015.

49 62 60 82 65

2013

2014

2015

2016

Fair

Open

Cooperative

Supportive

Empowering

56 56 57 58

59 61 62 64

Fair: Are all employees treated equally? (Q.23, 24, 25, 37, and 38)

Open: Does management support diversity in all ways? (Q.32, 34, 45, and 55)

Cooperative: Does management encourage communication and collaboration? (Q.58 and 59)

Supportive: Do supervisors value employees? (Q.42, 46, 48, 49, and 50)

Empowering: Do employees have the resources and support needed to excel? (Q.2, 3, 11, and 30)

New IQ Index
12

New IQ Index (continued)

 New IQ Index Trends 2016 New IQ Index Subfactors

Pension Benefit Guaranty Corporation

59. 61. Increased from 2013. 62. Increased from 2014. 64. Increased from 2015.

49 62 60 82 65

2013

2014

2015

2016

Fair

Open

Cooperative

Supportive

Empowering

Office of General Counsel

70. 65. Decreased from 2013. 70. Increased from 2014. 75. Increased from 2015.

63 76 69 91 76

Office of Information Technology

No data available for 2013 No data available for 2014. 59. 70. Increased from 2015.

55 68 67 87 71

Office of Negotiations & Restructuring

68. 71. Increased from 2013. 67. Decreased from 2014. 70. Increased from 2015.

50 71 72 90 64

Office of Policy & External Affairs

57. 73. Increased from 2013. 69. Decreased from 2014. 67. Decreased from 2015.

49 72 58 90 69

Office of Management & Administration

No data available for 2013 No data available for 2014. 69. 65. Decreased from 2015.

53 67 60 82 64

Office of The Chief Financial Officer

60. 57. Decreased from 2013. 53. Decreased from 2014. 57. Increased from 2015.

47 48 57 71 63

Office of Benefits Administration

54. 55. Increased from 2013. 59. Increased from 2014. 55. Decreased from 2015.

39 54 48 77 59

59 61 62 64

70 65 70 75

59 70

68 71 67 70

57

73 69 67

69 65

60 57 53 57

54 55 59 55

New IQ Index
13

Decision Aid: Increases

Identifying Increases Since 2015

The items in this section are sorted by greatest to smallest increase in percent positive ratings. 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 legend icons help to highlight areas in need of continued focus and areas that 

have been successfully improved and should be celebrated. A new feature this year is the addition of “top pos/neg” 

icons that highlight where an item is either in the top 10 positive items or top 10 negative items for your agency.

56 Items Increased Since 2015

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 2016

Top Pos/Neg

These items are in 

your top positive 

or top negative

+

–

2015

Positive

2016 

Positive

2016 

Neutral

2016 

Negative

Increase 

Since 2015

My work unit is able to recruit people with the right skills. (Q. 21) 53 63 18 19 +10

Pay raises depend on how well employees perform their jobs. (Q. 33) 20 30 30This item is 30 percent neutral or higher.

40This item is 35 percent negative or higher.

This item is in your top negative.

+10

Employees have a feeling of personal empowerment with respect to work processes. (Q. 30) 43 50 25 25This item is in your top negative. +7

Creativity and innovation are rewarded. (Q. 32) 40 47 26 27This item is in your top negative. +7

Employees are recognized for providing high quality products and services. (Q. 31) 50 57 19 25This item is in your top negative. +7

My workload is reasonable. (Q. 10) 60 67This item is 65 percent positive or higher.

This became a new strength in 2016.

14 20 +7

I have a high level of respect for my organization’s senior leaders. (Q. 61) 54 61 21 18 +7

I recommend my organization as a good place to work. (Q. 40) 66 72This item is 65 percent positive or higher. 18 10 +6

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

to work. (Q. 41) 48 54 24 22 +6

How satisfied are you with the recognition you receive for doing a good job? (Q. 65) 50 56 21 23 +6

Awards in my work unit depend on how well employees perform their jobs. (Q. 25) 44 50 22 28This item is in your top negative. +6

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)

2015

Positive

2016 

Positive

2016 

Neutral

2016 

Negative

Increase 

Since 2015

Arbitrary action, personal favoritism and coercion for partisan political purposes 

are not tolerated. (Q. 37) 51 56 24 20 +5

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

goals and objectives. (Q. 57) 64 69This item is 65 percent positive or higher.

This became a new strength in 2016.

16 15 +5

How satisfied are you with the policies and practices of your senior leaders? (Q. 66) 46 51 26 23 +5

Managers communicate the goals and priorities of the organization. (Q. 56) 62 67This item is 65 percent positive or higher.

This became a new strength in 2016.

15 18 +5

Discussions with my supervisor about my performance are worthwhile. (Q. 44) 66 71This item is 65 percent positive or higher. 14 15 +5

Considering everything, how satisfied are you with your organization? (Q. 71) 62 67This item is 65 percent positive or higher.

This became a new strength in 2016.

17 16 +5

My organization has prepared employees for potential security threats. (Q. 36) 78 82This item is 65 percent positive or higher. 12 6 +4

I have trust and confidence in my supervisor. (Q. 51) 71 75This item is 65 percent positive or higher. 13 12 +4

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

This item is in your top positive.

9 5 +4

Considering everything, how satisfied are you with your job? (Q. 69) 67 71This item is 65 percent positive or higher. 16 13 +4

My agency is successful at accomplishing its mission. (Q. 39) 79 83This item is 65 percent positive or higher. 12 5 +4

I have sufficient resources (for example, people, materials, budget) to get my job done. (Q. 9) 60 64 14 22 +4

My talents are used well in the workplace. (Q. 11) 60 64 15 21 +4

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

organizational goals. (Q. 29) 72 76This item is 65 percent positive or higher. 14 10 +4

How satisfied are you with the training you receive for your present job? (Q. 68) 61 65This item is 65 percent positive or higher.

This became a new strength in 2016.

23 12 +4

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

in the workforce. (Q. 53) 46 49 24 27This item is in your top negative. +3

I have enough information to do my job well. (Q. 2) 74 77This item is 65 percent positive or higher. 13 10 +3

My supervisor provides me with constructive suggestions to improve my 

job performance. (Q. 46) 68 71This item is 65 percent positive or higher. 15 14 +3

Managers support collaboration across work units to accomplish work objectives. (Q. 59) 60 63 20 17 +3

Overall, how good a job do you feel is being done by your immediate supervisor? (Q. 52) 74 77This item is 65 percent positive or higher. 16 7 +3

Senior leaders demonstrate support for Work/Life programs. (Q. 62) 68 71This item is 65 percent positive or higher. 18 11 +3

Decision Aid: Increases
15

Decision Aid: Increases (continued)

2015

Positive

2016 

Positive

2016 

Neutral

2016 

Negative

Increase 

Since 2015

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

going on in your organization? (Q. 64) 53 56 20 24 +3

The people I work with cooperate to get the job done. (Q. 20) 77 80This item is 65 percent positive or higher. 12 9 +3

How satisfied are you with your opportunity to get a better job in your organization? (Q. 67) 35 37 30This item is 30 percent neutral or higher.

32This item is in your top negative. +2

My supervisor listens to what I have to say. (Q. 48) 80 82This item is 65 percent positive or higher. 9 8 +2

Employees are protected from health and safety hazards on the job. (Q. 35) 87 89This item is 65 percent positive or higher.

This item is in your top positive.

9 2 +2

My work gives me a feeling of personal accomplishment. (Q. 4) 77 79This item is 65 percent positive or higher. 11 10 +2

In my work unit, differences in performance are recognized in a meaningful way. (Q. 24) 36 38 29 33This item is in your top negative. +2

Supervisors in my work unit support employee development. (Q. 47) 73 75This item is 65 percent positive or higher. 13 12 +2

How satisfied are you with your involvement in decisions that affect your work? (Q. 63) 58 60 20 20 +2

My performance appraisal is a fair reflection of my performance. (Q. 15) 67 69This item is 65 percent positive or higher. 13 18 +2

My supervisor is committed to a workforce representative of all segments of society. (Q. 45) 74 76This item is 65 percent positive or higher. 15 9 +2

In the last six months, my supervisor has talked with me about my performance. (Q. 50) 85 87This item is 65 percent positive or higher.

This item is in your top positive.

8 5 +2

My supervisor treats me with respect. (Q. 49) 84 85This item is 65 percent positive or higher. 10 5 +1

I know how my work relates to the agency’s goals and priorities. (Q. 12) 89 90This item is 65 percent positive or higher.

This item is in your top positive.

5 5 +1

How would you rate the overall quality of work done by your work unit? (Q. 28) 85 86This item is 65 percent positive or higher.

This item is in your top positive.

12 2 +1

Employees in my work unit share job knowledge with each other. (Q. 26) 76 77This item is 65 percent positive or higher. 12 11 +1

Considering everything, how satisfied are you with your pay? (Q. 70) 56 57 19 24 +1

My supervisor provides me with opportunities to demonstrate my leadership skills. (Q. 43) 73 74This item is 65 percent positive or higher. 13 13 +1

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

immediate supervisor? (Q. 60) 64 65This item is 65 percent positive or higher.

This became a new strength in 2016.

21 14 +1

I know what is expected of me on the job. (Q. 6) 81 82This item is 65 percent positive or higher. 10 8 +1

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) 65 66This item is 65 percent positive or higher. 13 20 +1

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

This item is in your top positive.

2 1 +1

Decision Aid: Increases
16

Decision Aid: Increases (continued)

2015

Positive

2016 

Positive

2016 

Neutral

2016 

Negative

Increase 

Since 2015

The work I do is important. (Q. 13) 92 93This item is 65 percent positive or higher.

This item is in your top positive.

5 2 +1

The skill level in my work unit has improved in the past year. (Q. 27) 59 60 29 12 +1

Decision Aid: Increases
17

Decision Aid: Decreases

Identifying Decreases Since 2015

The items in this section are sorted by greatest to smallest decrease in percent positive ratings. 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. A new 

feature this year is the addition of “top pos/neg” icons that highlight where an item is either in the top 10 positive 

items or top 10 negative items for your agency.

10 Items Decreased Since 2015

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 2016

Top Pos/Neg

These items are in 

your top positive 

or top negative

+

–

2015

Positive

2016 

Positive

2016 

Neutral

2016 

Negative

Decrease 

Since 2015

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

minorities and women, training in awareness of diversity issues, mentoring). (Q. 34) 68 63This item is no longer a strength in 2016. 23 14 -5

Prohibited Personnel Practices are not tolerated. (Q. 38) 70 66This item is 65 percent positive or higher. 20 14 -4

I am given a real opportunity to improve my skills in my organization. (Q. 1) 72 70This item is 65 percent positive or higher. 16 14 -2

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

workplace) allow employees to perform their jobs well. (Q. 14) 88 86This item is 65 percent positive or higher.

This item is in your top positive.

9 5 -2

My training needs are assessed. (Q. 18) 58 57 23 20 -1

Supervisors work well with employees of different backgrounds. (Q. 55) 63 62 23 14 -1

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

improve. (Q. 23) 35 34 33This item is 30 percent neutral or higher.

33This item is in your top negative. -1

Promotions in my work unit are based on merit. (Q. 22) 47 46 25 29This item is in your top negative. -1

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

This item is in your top positive.

10 1 -1

I feel encouraged to come up with new and better ways of doing things. (Q. 3) 67 66This item is 65 percent positive or higher. 17 17 -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 2015

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 ratings 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 ratings. 

A new feature this year is the addition of “top pos/neg” icons that highlight where an item is either in the top 

10 positive items or top 10 negative items for your agency.

5 Items Did Not Change Since 2015

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

+

–

2015

Positive

2016 

Positive

2016 

Neutral

2016 

Negative

Change 

Since 2015

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

This item is in your top positive.

9 4 0

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

of reprisal. (Q. 17) 63 63 21 15 0

My supervisor supports my need to balance work and other life issues. (Q. 42) 85 85This item is 65 percent positive or higher. 8 7 0

My organization’s senior leaders maintain high standards of honesty and integrity. (Q. 54) 57 57 21 21 0

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

projects, goals, needed resources). (Q. 58) 58 58 21 21 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 response is 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 Other Defense agencies/activities 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 response for that item. Additionally, you can 

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

Item Benchmarks

2016 

G’wide

My Work Experience

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

in my organization.

Low 50%; Your Agency 70%; High 83%.

63%

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

Low 59%; Your Agency 77%; High 85%.

70%

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

doing things.

Low 43%; Your Agency 66%; High 80%.

58%

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

Low 60%; Your Agency 79%; High 85%.

72%

 5. I like the kind of work I do.

Low 77%; Your Agency 86%; High 89%.

83%

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

Low 73%; Your Agency 82%; High 86%.

79%

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

to get a job done.

Low 93%; Your Agency 97%; High 99%.

96%

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

Low 85%; Your Agency 89%; High 94%.

91%

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

budget) to get my job done.

Low 37%; Your Agency 64%; High 72%.

47%

 ‡10. My workload is reasonable.

Low 46%; Your Agency 67%; High 76%.

57%

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

Low 46%; Your Agency 64%; High 75%.

58%

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

Low 75%; Your Agency 90%; High 92%.

83%

0 Low High 100

PBGC

70%

77%

66%

79%

86%

82%

97%

89%

64%

67%

64%

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

2016 

0 Low High 100 G’wide

PBGC

 ‡13. The work I do is important.

Low 85%; Your Agency 93%; High 94%.

90%

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

lighting, cleanliness in the workplace) allow employees to perform 

their jobs well.

Low 47%; Your Agency 86%; High 86%.

66%

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

Low 60%; Your Agency 69%; High 84%.

70%

 16. I am held accountable for achieving results.

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

82%

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

without fear of reprisal.

Low 46%; Your Agency 63%; High 80%.

62%

 ‡18. My training needs are assessed.

Low 35%; Your Agency 57%; High 74%.

53%

 ‡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 56%; Your Agency 66%; High 83%.

69%

My Work Unit

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

Low 69%; Your Agency 80%; High 92%.

73%

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

Low 32%; Your Agency 63%; High 79%.

43%

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

Low 23%; Your Agency 46%; High 66%.

34%

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

who cannot or will not improve.

Low 23%; Your Agency 34%; High 44%.

29%

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

meaningful way.

Low 26%; Your Agency 38%; High 52%.

34%

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

perform their jobs.

Low 31%; Your Agency 50%; High 62%.

41%

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

Low 63%; Your Agency 77%; High 88%.

73%

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

Low 47%; Your Agency 60%; High 71%.

54%

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

work unit?

Low 73%; Your Agency 86%; High 95%.

82%

93%

86%

69%

86%

63%

57%

66%

80%

63%

46%

34%

38%

50%

77%

60%

86%

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

2016 

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 53%; Your Agency 76%; High 87%.

69%

 ‡30. Employees have a feeling of personal empowerment 

with respect to work processes.

Low 31%; Your Agency 50%; High 72%.

45%

 31. Employees are recognized for providing high quality products 

and services.

Low 34%; Your Agency 57%; High 78%.

48%

 ‡32. Creativity and innovation are rewarded.

Low 27%; Your Agency 47%; High 71%.

38%

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

Low 14%; Your Agency 30%; High 58%.

22%

 34. Policies and programs promote diversity in the 

workplace (for example, recruiting minorities and women, 

training in awareness of diversity issues, mentoring).

Low 48%; Your Agency 63%; High 79%.

58%

 ‡35. Employees are protected from health and safety hazards 

on the job.

Low 54%; Your Agency 89%; High 94%.

76%

 ‡36. My organization has prepared employees for potential 

security threats.

Low 54%; Your Agency 82%; High 86%.

77%

 37. Arbitrary action, personal favoritism and coercion for partisan 

political purposes are not tolerated.

Low 37%; Your Agency 56%; High 76%.

53%

 38. Prohibited Personnel Practices are not tolerated.

Low 52%; Your Agency 66%; High 86%.

67%

 39. My agency is successful at accomplishing its mission.

Low 56%; Your Agency 83%; High 92%.

74%

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

Low 44%; Your Agency 72%; High 87%.

64%

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

my agency a better place to work.

Low 35%; Your Agency 54%; High 69%.

41%

76%

50%

57%

47%

30%

63%

89%

82%

56%

66%

83%

72%

54%

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

2016 

0 Low High 100 G’wide

PBGC

My Supervisor

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

life issues.

Low 69%; Your Agency 85%; High 91%.

78%

 43. My supervisor provides me with opportunities to demonstrate 

my leadership skills.

Low 56%; Your Agency 74%; High 82%.

66%

 ‡44. Discussions with my supervisor about my performance are 

worthwhile.

Low 57%; Your Agency 71%; High 78%.

63%

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

segments of society.

Low 59%; Your Agency 76%; High 82%.

68%

 46. My supervisor provides me with constructive suggestions to 

improve my job performance.

Low 53%; Your Agency 71%; High 75%.

62%

 ‡47. Supervisors in my work unit support employee development.

Low 54%; Your Agency 75%; High 84%.

66%

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

Low 68%; Your Agency 82%; High 88%.

76%

 49. My supervisor treats me with respect.

Low 73%; Your Agency 85%; High 91%.

81%

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

about my performance.

Low 65%; Your Agency 87%; High 93%.

78%

 ‡51. I have trust and confidence in my supervisor.

Low 57%; Your Agency 75%; High 82%.

67%

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

immediate supervisor?

Low 61%; Your Agency 77%; High 84%.

70%

Leadership

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

motivation and commitment in the workforce.

Low 28%; Your Agency 49%; High 72%.

41%

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

honesty and integrity.

Low 39%; Your Agency 57%; High 83%.

52%

 ‡55. Supervisors work well with employees of different backgrounds.

Low 51%; Your Agency 62%; High 82%.

64%

 ‡56. Managers communicate the goals and priorities of the 

organization.

Low 45%; Your Agency 67%; High 78%.

60%

85%

74%

71%

76%

71%

75%

82%

85%

87%

75%

77%

49%

57%

62%

67%

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

2016 

0 Low High 100 G’wide

PBGC

 ‡57. Managers review and evaluate the organization's progress 

toward meeting its goals and objectives.

Low 43%; Your Agency 69%; High 79%.

60%

 58. Managers promote communication among different work units 

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

Low 38%; Your Agency 58%; High 76%.

52%

 59. Managers support collaboration across work units to accomplish 

work objectives.

Low 42%; Your Agency 63%; High 77%.

56%

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

the manager directly above your immediate supervisor?

Low 47%; Your Agency 65%; High 83%.

58%

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

Low 40%; Your Agency 61%; High 81%.

53%

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

Low 40%; Your Agency 71%; High 81%.

55%

My Satisfaction

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

affect your work?

Low 39%; Your Agency 60%; High 75%.

51%

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

management on what's going on in your organization?

Low 37%; Your Agency 56%; High 76%.

48%

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

a good job?

Low 37%; Your Agency 56%; High 71%.

48%

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

senior leaders?

Low 30%; Your Agency 51%; High 72%.

42%

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

in your organization?

Low 29%; Your Agency 37%; High 54%.

36%

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

present job?

Low 39%; Your Agency 65%; High 72%.

53%

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

Low 55%; Your Agency 71%; High 81%.

66%

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

Low 50%; Your Agency 57%; High 75%.

58%

 71. Considering everything, how satisfied are you with your 

organization?

Low 42%; Your Agency 67%; High 81%.

57%

69%

58%

63%

65%

61%

71%

60%

56%

56%

51%

37%

65%

71%

57%

67%

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

2016 

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 59%; Your Agency 85%; High 90%.

79%

 80. Alternative Work Schedules (AWS)

Low 82%; Your Agency 91%; High 98%.

90%

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

screening, quit smoking programs)

Low 71%; Your Agency 86%; High 94%.

81%

 82. Employee Assistance Program (EAP)

Low 65%; Your Agency 80%; High 91%.

75%

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

parenting support groups)

Low 45%; Your Agency 90%; High 100%.

72%

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

Low 36%; Your Agency 62%; High 85%.

68%

85%

91%

86%

80%

90%

62%

* 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.

2016

Percentages

Work/Life Programs

Have you been notified that you are eligible to telework?

Yes, I was notified that I was eligible to telework 93

Yes, I was notified that I was not eligible to telework 3

No, I was not notified of my telework eligibility 3

No, Not sure if I was notified of my telework eligibility 1

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

I telework 3 or more days per week 2

I telework 1 or 2 days per week 50

I telework, but no more than 1 or 2 days per month 11

I telework very infrequently, on an unscheduled or short-term basis 24

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 9

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 39

No 59

Not Available to Me 1

Appendix B: Work/Life Programs & Demographic Results
26

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

2016

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? E lder Care Programs (for example, support groups, speakers)

Yes 3

No 88

Not Available to Me 9

Appendix B: Work/Life Programs & Demographic Results
27

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

2016

Percentages

Demographic Results

Where do you work?

Headquarters 100

Field <1

 What is your supervisory status?

Non-Supervisor 68

Team Leader 9

Supervisor 13

Manager 5

Senior Leader 5

Are you:

Male 47

Female 53

 Are you Hispanic or Latino?

Yes 6

No 94

Are you:

American Indian or Alaska Native <1

Asian 8

Black or African American 36

Native Hawaiian or Other Pacific Islander 0

White 54

Two or more races (not Hispanic or Latino) 2

 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) 10

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

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

Master's Degree (e.g., MA, MS, MBA) 27

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)

2016

Percentages

What is your pay category/grade?

Federal Wage System 0

GS 1-6 <1

GS 7-12 21

GS 13-15 74

Senior Executive Service <1

Senior Level (SL) or Scientific or Professional (ST) 4

Other <1

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

Less than 1 year 1

1 to 3 years 9

4 to 5 years 7

6 to 10 years 20

11 to 14 years 13

15 to 20 years 17

More than 20 years 33

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

Less than 1 year 3

1 to 3 years 16

4 to 5 years 8

6 to 10 years 24

11 to 20 years 25

More than 20 years 24

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

No 68

Yes, to retire 6

Yes, to take another job within the Federal Government 19

Yes, to take another job outside the Federal Government 4

Yes, other 3

 I am planning to retire:

Within one year 3

Between one and three years 8

Between three and five years 9

Five or more years 80

Note: Demographic results are unweighted.

Appendix B: Work/Life Programs & Demographic Results
29

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

2016

Percentages

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

Heterosexual or Straight 85

Gay, Lesbian, Bisexual or Transgender 4

I Prefer Not to Say 11

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 3

30-39 17

40-49 29

50-59 33

60 or older 17

Note: Demographic results are unweighted.

Appendix B: Work/Life Programs & Demographic Results
United States

Office of Personnel Management

Planning and Policy Analysis

1900 E Street, NW

Washington, DC 20415

www.opm.gov/FEVS