Federal Work-Life Survey

Governmentwide Report

OPM.GOV MARCH 2018

UNITED STATES OFFICE OF PERSONNEL MANAGEMENT
The Federal 

Work-Life Survey 

Governmentwide 

Report
2017 Federal Work Life Survey 2 work-life

Message from the Acting Director

I am pleased to present the results of the U.S. Office of Personnel Management’s 

(OPM) Federal Work-Life Survey. This report highlights key findings and recommendations on the Federal workforce use of workplace flexibilities and participation in 

work-life programs. Investment in these strategic business practices promotes the 

recruitment and retention of diverse talent, improves employee morale, and sustains 

high individual and organizational performance.

OPM’s commitment to workplace flexibilities and employee wellness makes the 

Federal service an ideal place for employees to build their careers and cultivate fulfilling lives outside the workplace. OPM’s analysis of the data provides strong evidence 

that shows a significant relationship between participation in work-life programs 

and desired organizational outcomes. At the same time, there are opportunities for 

improvement by expanding supports and reducing barriers to utilizing them.

The results presented in this report will help individual agencies understand their 

employees’ work-life needs and priorities and allow senior leaders and managers to 

make strategic, evidence-based decisions about investments in these programs. For 

the Federal Government to remain competitive, I ask that all Federal agencies across 

Government continue to determine the need for, and evaluate the effectiveness 

of work-life programs through systematic collection, analysis and use of empirical 

information to determine how to invest resources and improve decision-making. 

Organizations across all sectors of work are consistently challenged by continual 

changes in the availability of resources, the demand of their mission, and the needs 

of their workforce. Federal agency and employee values are equally important to the 

success of Government. These values must be recognized at every level to ensure the 

Federal workforce is engaged and empowered to best serve the American people.
2017 Federal Work Life Survey 3 work-life

Table of Contents

Message from the Acting Director 2

Who Should Read this Report 4

Executive Summary 5

Key Findings 5

Introduction 7

Methodology 8

Results 9

Workplace Flexibilities 16

Telework - What We Learned 17

Telework - Promising Practices 20

Work Schedule Flexibilities - What We Learned 21

Support for Flexibilities Index 23

Work Schedule Flexibilities - Promising Practices 24

Employee Assistance Program (EAP) 25

EAP - What We Learned 26

EAP - Promising Practices 29

Family & Dependent Care 30

FDC Programs - What We Learned (FDC) 31

FDC Programs - Promising Practices 35

Health & Wellness 36

Health and Wellness Programs - What We Learned 39

Support for Health and Wellness Index 40

Health and Wellness Programs - Promising Practices 41

Conclusions & Next Steps 42

Next Steps for OPM 43

Next Steps for Federal Agencies 44

Appendices 45
2017 Federal Work Life Survey 4 work-life

Who Should Read this Report

This report includes data and information that meets the needs and objectives of 

multiple audiences. 

Senior Leaders, Managers, and Supervisors

Leaders at all levels will learn about the impact of work-life program participation on 

individual and organizational performance, retention, and morale. Understanding 

these outcomes provides leaders the information needed to make data-driven 

decisions which meet organizational and employee needs. 

Human Resource Practitioners 

Human resources (HR) practitioners include all individuals responsible for the development and implementation of work-life program policies, and work-life program 

management and evaluation. HR practitioners will learn about Governmentwide 

work-life program participation trends, employee needs, and employee satisfaction 

with the use of work-life programs. Furthermore, HR practitioners may leverage this 

information to optimize the use of work-life programs and better advise senior leaders 

on designing targeted work-life strategies to most efficiently meet their agency’s 

strategic goals. 

Federal Employees

Federal employees will increase their awareness of available work-life opportunities 

in the Federal Government, having the opportunity to compare these programs 

with similar programs that may be available in the private sector, and how they may 

benefit from participating in these programs. 
2017 Federal Work Life Survey 5 work-life

Executive Summary

In early 2017, OPM administered the first Governmentwide Federal Work-Life 

Survey. The Survey serves as a comprehensive and systematic tool in support of 

OPM’s commitment to improve performance by evaluating program effectiveness, 

as prescribed by the Government Performance and Results Modernization Act of 

2010, and support to develop and sustain an engaged, innovative and productive 

workforce. The survey is designed to evaluate the relationship between work-life 

programs and organizational benefits, and help individual agencies understand their 

employees’ work-life needs and priorities, allowing senior leaders and managers to 

make evidence-based decisions about investments in these programs. This report 

also identifies high-performing programs, common barriers, and recommendations to 

create a culture and work environment that supports the productive and efficient use 

of work-life programs.

The data presented in this report provides strong evidence of the positive association 

between employee use of work-life programs and high organizational performance, 

retention, and job satisfaction. These outcomes emphasize the value of work-life 

programs as strategic tools that support organizational effectiveness. 

Key Findings

Work-Life Programs have a Positive Impact on Recruitment, Retention, 

and Performance

• Federal employees that use workplace flexibilities and participate in health

and wellness programs are more likely to exceed performance standards

and positively impact other organizational needs: Employees who telework

(76%) or participate in agency wellness programs (74%) were significantly

more likely to report ratings that indicate exceeding the standards on their

last performance appraisal. Additionally, those who engaged in telework,

work schedule flexibilities, or health and wellness programs were more

likely to be satisfied with their jobs (75% to 79%) and expressed greater

intentions to remain at their agencies (66% to 68%).

• Employee satisfaction with the use of workplace flexibilities is high:

Employees are satisfied with their use of work schedule flexibilities (80%),

telework (76%), and employee assistance programs (60%), but considerably

less satisfied with health and wellness programs (38%) and family and

dependent care programs (30%). Program satisfaction is an important

factor that contributes to the likelihood of program expected outcomes

that improve retention and performance.

Employee Current and Future Work-Life Needs

• Work-life conflict is a reality for employees: Most employees (83%) report
2017 Federal Work Life Survey 6 work-life

that their professional and personal and/or family life needs interfere with 

each other to some degree. Also, approximately 1 out of every 3 employees 

report having little to no flexibility to manage his or her work schedule, 

use an alternative work schedule, or take time off to manage personal and 

family responsibilities. 

• Employees desire work-life supports to manage professional and personal

responsibilities: Multiple survey items asked employees whether they

desired to use a variety of work-life programs, if they were available.

Across all of the items, nearly all of Federal employees (96%) expressed the

desire to use one or more work-life programs, highlighting the importance

of 1) offering a variety of work-life programs, and 2) understanding the

specific needs of employees.

• Rates of adult dependent care needs are significantly rising: The number

of employees with adult dependent care responsibilities (i.e., elders, adult

dependents) is expected to double over the next five years (from 14% to

31%), while the number of employees with child care responsibilities is

expected to remain virtually the same (from 36% to 33%).

Barriers to Work-Life Program Participation

• Supervisors are supportive of employee needs, but not work-life programs:

The majority of employees (82%) perceive their immediate supervisor as

responsive to and understanding of employees’ personal needs. However,

only about half of employees (46%) indicate they experience positive

supervisory support for the use of work-life programs.

• Lack of program awareness is the primary barrier to the successful use of

programs: Lack of awareness of program availability among all employees

is a primary barrier to program participation. The lack of perceived

supervisory support for programs may be a contributing factor. Increased

program awareness and a greater understanding on how to strategically

use programs to support organizational and employee needs may help

overcome this barrier.

• Managers recognize the benefits of telework, but indicate they lack the

competencies to effectively manage the performance of teleworkers: The

majority of teleworkers in the Federal workforce report their participation

in telework improved their performance (75% are non-supervisors and 63%

are supervisors). Likewise, both non-supervisors and supervisors identify

“minimizing distractions” and “maximizing productivity” as the most

important reasons they telework. However, only half (53%) of supervisors

agree that telework supports their employees’ ability to perform work.

This may be due to the fact only 48% of supervisors reported being able to

manage and assess the performance of teleworkers.
2017 Federal Work Life Survey 7

OPM defines work-life programs as strategic business practices to create a flexible, 

supportive environment that maximizes organizational performance and engages 

employees. The work-life programs evaluated in this report are grouped into the 

following five broad program areas: Telework, Work Schedule Flexibilities, Employee 

Assistance Programs, Family and Dependent Care Programs, and Worksite Health and 

Wellness Programs. 

The results presented in this report will help Federal leaders and HR practitioners 

understand Federal workforce work-life needs, priorities, and organizational benefits, 

and allow for evidence-based decisions on the strategic program investments. This 

report presents the findings of OPM’s Federal Work-Life Survey that highlights: 

• Intended program outcomes that benefit both agencies and employees

• Employee participation and satisfaction with programs

• Current and future needs of agencies and employees

• Barriers that restrict the use of work-life programs

• Research insights from other employment sectors

These findings were obtained through multiple sections throughout the survey that 

asked employees about personal experiences with their job and workplace needs, 

family and dependent care responsibilities, and participation and/or desire to use 

work-life programs.

Additionally, this report includes snapshots from other recent and relevant research 

across all sectors of employment (private, non-profit, etc.). These insights are 

intended to show how work-life programs in the Federal Government compare to 

similar programs in other sectors.

Introduction 

This report evaluates five broad program areas: Telework, 

Work Schedule Flexibilities, Employee Assistance Programs, 

Family and Dependent Care Programs, and Worksite Health and 

Wellness Programs. 
2017 Federal Work Life Survey 8 work-life

Figure 1

Data were gathered via an online survey from January 25 to March 10, 2017 (see 

Appendix 4 for the survey items and individual item responses). The survey was sent 

to 196,489 employees. OPM used a stratified random sampling method to ensure 

generalizability of the results. Full-time and part-time permanent, non-seasonal and 

seasonal employees were eligible to participate in the survey. Summarized in Figure 1, 

a total of 64,474 Federal employees participated in the survey, for a response rate of 

37 percent. 

Survey participants represent 101 headquarter and level one component agencies/

departments within the Executive Branch (see Appendix 3 for a list of agencies and 

response rates). Data were weighted to produce survey estimates that correctly 

represent all Federal employees by demographic characteristics (e.g., gender, age, 

ethnicity). 

Methodology
2017 Federal Work Life Survey 9 work-life

Use of Work-Life Programs Links to Positive Organizational Outcomes 

An analysis of employees who participate in work-life programs compared to those 

who do not participate was conducted to determine the impact of program participation on various organizational outcomes, including performance, job satisfaction, 

and intention to stay. Shown in Table 1, employees who telework (76%) or participate 

in agency wellness programs (74%) were significantly more likely to receive a rating of 

“exceeds fully successful” or higher on their last performance appraisal than non-participants. Additionally, those who engaged in telework, work schedule flexibilities, or 

health and wellness programs were more likely to be satisfied with their jobs (75% to 

79%) and expressed greater intentions to remain at their agencies (66% to 68%).

Table 1

Job Satisfaction High Performance Intent to Stay

Program Participant Nonparticipant Participant Nonparticipant Participant Nonparticipant

Telework 79%* 68% 76%* 72% 68%* 62%

Work 

Schedule 

Flexibilties

75%* 69% 73% 74% 66%* 63%

Employee 

Assistance 

Program

72% 72% 71% 74%* 64% 64%

Family and 

Dependent 

Care

70% 72% 73% 72% 62% 66%*

Health and 

Wellness 75%* 67% 74%* 71% 66%* 61%

* Denotes statistically significant difference at p < 0.05; only employees with dependent care responsibilities were asked about Family and Dependent Care programs

When employees were asked about program-specific outcomes, 72% or more of 

respondents indicated their use of work schedule flexibilities and participation in 

telework improved their performance, morale, and increased their intent to stay 

at their current agency. Furthermore, employees who participated in any work-life 

program, including employee assistance programs and family and dependent care 

programs, reported they were able to better manage stress and experienced improve 

health. The percent of employees varied greatly by program area.

The results of this analysis demonstrate strong evidence that effective use of workplace flexibilities (i.e., telework, work schedule flexibilities) and support for employee 

wellness are critical for creating and sustaining a high performance culture. Agencies 

are encouraged to consider these programs when developing strategies to recruit, 

retain, and optimize the performance of talent. It is important to note that while 

Employee Assistant Program (EAP) and Family and Dependent Care program participation showed no significant differences, these programs are significantly under-utilized 

compared to other programs. 

Results
2017 Federal Work Life Survey 10 work-life

Employees are satisfied with workplace flexibilities 

Employees are satisfied with their use of work schedule flexibilities (80%), telework 

(76%), and employee assistance programs (60%), but considerably less satisfied 

with health and wellness programs (38%) and family and dependent care programs 

(30%) (See Figure 2). Program satisfaction is an important factor that contributes to 

improved retention and performance.1

 Having programs or policies does not necessarily ensure a culture of strong work-life support that is conducive to the needs of 

employees. 

Figure 2

Satisfaction with programs occurs when employees experience the benefits and conveniences offered by the work-life programs. For example, employees experience the 

convenience of receiving a flu vaccination when available at their worksite or avoid 

costs when using legal services through the EAP. These conveniences and benefits 

may also increase employee job satisfaction and commitment to their agency. 

Agencies should continually evaluate current employee needs, policies, practices, and 

organizational culture to identify unnecessary barriers to program participation and 

to maximize agency and employee benefits. 

1 Cailier, J. G. (2016). Does satisfaction with family-friendly programs reduce 

turnover? A panel study conducted in U.S. federal agencies. Public Personnel 

Management, 45(3), 284-307. 
2017 Federal Work Life Survey 11 work-life

Employees desire more work-life supports to manage professional and personal 

responsibilities

Multiple survey items asked employees whether they desired to use a variety of 

work-life programs, if they were available. Across all of the items, nearly all of Federal 

employees expressed the desire to use one or more work-life programs (see Figure 3). 

Figure 3

The gap between use and desired use is explained through several additional survey 

questions. Specifically, 83% of Federal employees report their job and personal life 

and/or family life interfere with each other to some extent. Also, approximately 1 out 

of every 3 employees report having little to no flexibility to:

• Take time off during the workday to handle personal or family matters

– 28%

• Manage their work schedule to manage personal needs – 24%

• Use alternative work schedules to manage personal/family responsibility

– 32%

Federal leaders, at all levels, should evaluate their employees’ specific work-life needs 

to develop the most appropriate work-life policies and programs to maintain a high 

performing workforce. Federal leaders should be fair and consistent in allowing the 

use of work-life programs, and, at the same time, understand that every employee 

has a unique set of needs. 
2017 Federal Work Life Survey 12 work-life

Rates of adult dependent care needs are rapidly rising 

Figure 4

As indicated in Figure 4, the number of employees with adult dependent care (e.g., 

elders, adult dependents) responsibilities is expected to double to 31% over the next 

five years, while the number of employees with child care responsibilities is expected 

to remain the same. Represented in Figure 5, 46% of employees report having some 

form of family or dependent care responsibilities; 36% are caregivers for children 

and 14% for adults (NOTE: some of these employees provide care to both children 

and adults). The anticipated rise in the number employees with adult dependent 

care responsibilities will increase the need for agencies to provide greater workplace 

flexibilities and other associated family and dependent care support services.

Figure 5
2017 Federal Work Life Survey 13 work-life

Insufficient leadership support, lack of awareness, and organizational factors are 

primary barriers to the successful use of work-life programs:

Survey results showed significant percentages of respondents perceived a lack of 

leadership support and awareness of work-life programs – suggesting these areas 

constitute primary barriers inhibiting participation in various work-life programs 

and workplace flexibilities. The most commonly reported reasons employees do not 

participate in work-life programs include: 

• Lack of senior leadership and supervisory support

• Lack of program awareness among employees and supervisors 

• Agency policies that limit program participation 

Shown in Figure 6, only 1 out of every 2 employees (46%) perceives support from their 

immediate supervisor and only 1 out of every 3 employees (35%) perceives support 

from senior leadership. However, 82% of employees report their immediate supervisor is responsive to needs to take care of personal or family needs, and 66% agree 

their supervisor understands personal or family issues. 

Figure 6 

The disparity between employees’ perceived lack of supervisory support for work-life 

programs and supervisor responsiveness and understanding of personal needs may 

be a result of various factors. For example, supervisors may lack awareness and 

understanding of agency-specific work-life programs and how work-life programs 

can be utilized to simultaneously meet the agency’s strategic goals while supporting 

employees’ work-life needs. Creating an organizational culture that supports work-life 

effectiveness requires raising awareness on the use of work-life programs, change 

management, adopting new approaches to management education, training, and 

leadership role modeling. Furthermore, agencies should continuously identify 

opportunities to promote available work-life programs and not rely on new employee 

orientation as the sole source of information dissemination. This can be accomplished 

by implementing and highlighting the benefits and effective practices of work-life 

programs into recurring managerial training. 
2017 Federal Work Life Survey 14 work-life

Managers recognize the benefits of telework, but lack the competencies to 

effectively manage the performance of teleworkers

The majority of teleworkers in the Federal workforce report their participation 

in telework improved their performance (75% are non-supervisors and 63% are 

supervisors). Likewise, both non-supervisors and supervisors identify “minimizing 

distractions” and “maximizing productivity” as the most important reasons they 

telework, yet only half (53%) of all supervisors agree that telework helps employees to 

perform their work. 

Leaders at every level were asked if they were adequately trained to manage the 

performance of teleworkers, assess employee needs, and develop and evaluate 

flexible work arrangements or policies. Two-thirds of managers (67%) indicated they 

were comfortable assessing employees’ work-life needs, and over half (59%) indicated 

they were comfortable developing a work-life arrangement or policy. Slightly less than 

half (48%) of all managers report having adequate training to manage and assess the 

performance of teleworkers, the area where managers were least skilled or comfortable. Figure 7 presents specific results for these survey items. These results indicate 

areas for improvement, especially in training supervisors on managing the performance of virtual workers. OPM recently provided a two-part webinar for managers on 

managing virtual workers.2

Figure 7

2 The recordings are available to view on Telework.gov: 

https://www.telework.gov/training-resources/telework-training/

telework-and-performance-management-webcast-trainings/ 
2017 Federal Work Life Survey 15 work-life

The webinars highlight the fact there are no differences when managing the performance of virtual employees and employees who report to the office every day. 

The Telework Enhancement Act of 2010 explicitly states that performance standards 

for teleworking employees must be the same as the performance standards for 

non-teleworking employees. Supervisors should establish clear goals, engage in 

frequent communication, and maintain consistent accountability to achieve desired 

performance outcomes. Additionally, agencies should evaluate current performance 

management training efforts to identify opportunities to better equip senior leaders 

and immediate supervisors with effective performance management. 
Workplace 

Flexibilities

Telework & Work 

Schedule Flexibilities 
2017 Federal Work Life Survey 17

WORKLIFE

telework

WORKPLACE FLEXIBILITIES

Workplace flexibilities are work schedule programs and policies that support an 

employee’s work-life responsibilities, including telework, alternative work schedules 

(AWS), flexible hours, part-time schedules, and job-sharing. 

Telework 

Telework is a work arrangement that allows an employee to perform work during 

any part of regular, paid hours, at an approved alternative worksite on a routine or 

situational basis (e.g., home, telework center). 

• Routine telework occurs as part of a previously approved, ongoing, and

regular schedule.

• Situational telework is approved on a case-by-case basis, where the hours

worked were not part of a previously approved, ongoing, and regular

telework schedule. Situational telework is sometimes also referred to as

episodic, intermittent, unscheduled, or ad-hoc telework.

The Telework Enhancement Act of 2010 (the Act) is an important factor in the Federal 

Government’s ability to achieve greater flexibility in managing its workforce through 

the use of telework. A key provision of the Act requires each Executive agency to 

establish a policy under which eligible employees are authorized to telework. In doing 

so, the Act encourages agencies to implement telework as a workplace flexibility that 

helps to maintain continuity of operations and reduce management costs while also 

improving Federal employees’ ability to balance their work and life commitments.

Telework - What We Learned

As summarized in the Telework Dashboard on the following page, 35% of employees 

currently telework on a routine and/or situational basis, and 58% report a desire 

to telework more often. Employees report they telework an average of 19 hours or 

approximately 21⁄2 workdays in a typical two-week pay period. 

Insights from the 

American Workforce: 

Workplaces are becoming 

more flexible, especially 

when it comes to schedules 

and telecommuting. 

61% of employers offer 

flexible work schedules 

in 2017, compared to 

36% as recently as 

2013. 57% of employers 

sponsored some form of 

telecommuting in 2017, 

compared to 43% in 2013.

Health and Wellbeing Touchstone 

Survey (2017) PwC

2017 Federal Work Life Survey 19

WORKLIFE

telework

As noted in the key findings, employees that telework are more likely to exceed 

performance standards. In addition, the two most important reasons employees 

choose to telework are to minimize distractions (67%) and improve productivity (64%) 

(see Figure 9), resulting in improved morale (83%), better stress management (77%), 

increased desire to stay at current agency (76%), and other outcomes that benefit 

both employees and agencies. 

Figure 9

The top reasons employees do not telework are: (1) the need to be physically present 

to complete job duties (47%), and (2) disapproval to telework despite perceived 

eligibility (12%) (see Figure 10). Agencies should consider opportunities to maximize 

the effective use of telework to experience the positive outcomes highlighted above. 

Figure 10
2017 Federal Work Life Survey 20

WORKLIFE

telework

Telework - Promising Practices

As a part of OPM’s Annual Telework Report to Congress, agencies are asked to provide 

insights to successful telework practices within their agency programs. Generally, 

agencies that experienced the greatest organizational benefits from telework 

used strategic planning to measure retention efforts, implement pilot programs, 

and set and evaluate participation goals. Additionally, most of the agencies report 

taking actions at the leadership level to promote telework. Such efforts included 

emphasizing telework as a part of continuity of operations (COOP) events, advocating 

telework in agency-wide meetings, sending agency-wide emails of support for 

telework, and aligning telework with the agency’s strategic goals and mission. 

Federal agencies are encouraged to continue using a data-driven approach in setting 

goals for telework programs, as required in the Telework Enhancement Act of 2010. 

For example, an agency’s goal may be to continue to ensure that employees are 

trained, equipped, and enabled to work from anywhere to reduce the adverse impact 

on operations during emergency situations that may limit the mobility of employees 

(e.g., inclement weather). In this example, the agency could evaluate the success of 

a program through Federal Employee Viewpoint Survey (FEVS) results, anecdotal 

feedback from employees and managers, and lessons learned from periodic telework 

drills. 

Insights from the 

American Workforce: 

In 2016, on days they 

worked, 22 percent of 

employed persons did 

some or all of their work at 

home, the U.S. Bureau of 

Labor Statistics reported. 

American Time Use 

Survey (2016) U.S. Bureau 

of Labor Statistics
2017 Federal Work Life Survey 21

Work Schedule Flexibilities

The Federal Government offers various work scheduling flexibilities to help employees 

meet their work and family obligations: 

• Compressed Work Schedule is a fixed work schedule under which a fulltime employee completes an 80-hour biweekly work requirement in less

than 10 work days.

• Flexible Work Schedule is a work schedule that allows an employee to

determine his or her own schedule (e.g., arrival and departure times) within

the limits set by the agency.

• Job Sharing is a form of part-time employment in which the schedules of

two or more part-time employees are arranged to cover the duties of a

single full-time position.

• Part-time Schedule is an arrangement that allows an employee to work

less than full-time.

• Phased Retirement is an arrangement that allows an employee to work

part-time while drawing partial retirement benefits.

Work Schedule Flexibilities - What We Learned

Approximately 27% of respondents report they use flexible work schedules, 22% 

use compressed work schedules, 2% use a part-time work schedule, and less than 

1% use job sharing and phased retirement schedules. When employees were asked 

what workplace flexibilities they desire to use, 35% report they desire a flexible work 

schedule, 28% a compressed work schedule, 10% phased retirement, 8% a part-time 

schedule, and 4% a job sharing situation. Note, phased retirement work schedules are 

relatively new, and interest and need may increase as more agencies implement this 

program. 

In addition, as presented in the Work Schedule Flexibilities Dashboard, employee 

satisfaction with work schedule flexibilities is 80%, the highest out of all work-life 

programs assessed. These programs also lead to improved morale (83%), increased 

performance (76%), intent to stay (76%), improved stress management (74%) and 

improved health (67%).

2017 Federal Work Life Survey 23

Support for Flexibilities Index

The Support for Flexibilities Index3 measures the degree to which employees feel their 

workplace affords the flexibility to manage their work and other life responsibilities. 

Previous research has shown that employees who have high flexibility support are 

more likely to report higher work engagement, higher job satisfaction, better mental 

health, and greater intentions to remain in their organizations.4 When compared 

at the agency level, medium and large agencies have the highest average percent 

positive index score – 73.5% and 73.1%, respectively (see Figure 12).

Figure 12

Survey items considered for index:

• “Overall, how much control would you say you have in scheduling your work 

hours?”

• “How hard is it for you to take time off during your work day to take care of 

personal or family matters?”

• “My work schedule or shift meets my needs.”

• “I have the schedule flexibility I need to manage my personal and family 

responsibilities.”

3 The index was developed in previous research by the Family and Work 

Institute and confirmed through factor analysis. Please see Appendix 5 for additional 

methodological information.

4 National Study of the Changing Workforce: Time and Workplace Flexibility 

Report (2008) Family and Work Institute 
2017 Federal Work Life Survey 24

Work Schedule Flexibilities - Promising Practices

Many agencies report the use of flexible and compressed work schedules as a best 

practice in their recruitment, retention, and performance efforts. Due to these 

outcomes, some agencies provide employees maximum scheduling flexibility while 

still meeting the operational needs and mission requirements. It is recommended 

that agencies consider whether they can offer expanded hours during the workday 

for employees to perform their work, provide mid-day flexible periods for employee 

personal appointments, permit frequent schedule changes as needed by the 

employee, and offer a variety of schedules from which employees may choose. 
Employee 

Assistance 

Program
2017 Federal Work Life Survey 26

WORKLIFE

employee assistance program

EMPLOYEE ASSISTANCE PROGRAM

Employee Assistance Programs (EAPs) are voluntary, work-based programs that 

offer free and confidential assessments, short-term counseling, community referrals, 

and follow-up services to employees who have personal and/or work-related 

problems. EAP counselors often consult with managers and supervisors to help 

address employee and organizational challenges and needs. Many EAPs are active in 

helping organizations prevent and cope with workplace violence, trauma, and other 

emergency response situations. Other services may include – and are not limited 

to – back-up child care, legal advice services, personal financial planning, and realty 

services.

EAP - What We Learned

EAP services are the most underutilized work-life program and have the greatest 

employee use-desire gap. Approximately 13% of Federal employees have used an 

EAP-related service over the previous 12 months. Over half of employees (55%) indicated their desire to use one or more services provided through EAP – a much-higher 

rate than the 13% that have actually used an EAP service. Moreover, satisfaction with 

the use of EAP services is moderately high (60%) – this highlights the value of EAP 

services and represents missed opportunities for those who do not use such services. 

In fact, these programs positively impact various outcomes: improved morale (48%), 

increased performance (41%), intent to stay (40%), improved health (40%), and better 

stress management (49%). Stigmas associated with EAP reputation and usage, lack 

of program awareness, and lack of agency support are key drivers to underutilization 

(see Figure 13 and Figure 14).

Figure 13

Insights from the 

American Workforce: 

Over the past year, 

Employee Assistance 

Professionals Association 

(EAPA) and Chestnut 

Global Partners have 

published several reports 

of scientific studies that 

showed the correlation 

between EAP intervention 

and positive workplace 

outcomes. They discovered that employees 

who received EAP 

services demonstrated:

• Decreased

Absenteeism – 46%

• Decreased

Presenteeism

(working while

sick) – 27%

• Decreased Work

Distress – 13%

• Increased Work

Engagement – 7%

• Increased Life

Satisfaction – 20%

Trends Report (2017) 

Chestnut Global Partners
2017 Federal Work Life Survey 27

WORKLIFE

employee assistance program

Figure 14

Agencies are encouraged to promote the full scope of EAP related services to increase 

participation. As noted in the Employee Assistance Program Dashboard, increased 

program participation may offer opportunities to positively impact employees’ work 

performance, job satisfaction, and intentions to remain with their current agency.

Agencies utilize many mechanisms to improve the awareness of programs, including 

new employee orientation, agency website/intranet, email communication, and 

training for human resource professionals, supervisors and managers. Shown in Table 

2, employees most often learned about EAP-related opportunities available at their 

agency through agency-wide emails (32%) and marketing materials such as posters 

about EAP services (25%). 

Table 2

Program Awareness - Promotion Source Percentage

Email announcement 32%

Poster, pamphlet, or other type of promotional information 25%

Agency Intranet 24%

Supervisor 22%

Coworker 20%

Employee Orientation 20%

2017 Federal Work Life Survey 29

WORKLIFE

employee assistance program

EAP - Promising Practices

In addition to maximizing EAP awareness through effective marketing strategies, many 

agency work-life practitioners find that working with individual managers and intact 

work groups is highly beneficial. Facilitated group meetings allow for rich discussions 

to help remove the stigma around EAPs. Group meetings make managers more 

comfortable in recommending the broad set of EAP services to their staff. Participants 

in these meetings become aware that EAP supports are useful for every employee. 

EAP practitioners and associated HR professionals should also establish and use 

metrics that capture employee needs, usage, and satisfaction with EAP services. 

Metrics assist agencies to make evidence-based program decisions that validate 

agency investments in the services offered. Incorporating metrics also promotes 

effective action planning and the development of solutions that best reflect employee 

needs. 
Family & 

Dependent 

Care
2017 Federal Work Life Survey 31

WORKLIFE

family & dependent care

FAMILY AND DEPENDENT CARE PROGRAMS

Family and Dependent Care (FDC) Programs support Federal employees who have 

caregiving responsibilities for children, elders, or adults who require assistance 

with the tasks of daily life. Federal agencies are authorized by law to establish child 

care centers, provide child care subsidies for “lower income” employees, and offer 

employees flexible spending accounts to pay for eligible dependent care expenses 

using pre-tax dollars.5

FDC Programs - What We Learned

Employees with Child Care Responsibilities

Figure 16

5 Title 40, United States Code, § 590 - Child care. Learn more at https://www.

irs.gov/pub/irs-pdf/p503.pdf. 

Insights from the 

American Workforce: 

More than four out of 10 

employees care for children, 

and one out of 10 cares 

for parents or relatives, 

helping with tasks that are 

difficult or impossible for 

them to do on their own.

Executive Summary: 

SHRM’s Effective 

Workplace Index (2017) 

Society for Human 

Resource Management
2017 Federal Work Life Survey 32

WORKLIFE

family & dependent care

One out of every three employees (36%) provides care for a child. Only about half of 

these employees (54%) are satisfied with the hours of service from care providers and 

(37%) are satisfied with the cost of their child care arrangement that allows them to 

work. These results are summarized in Figure 16.

Work-Life Challenges: The large majority of caregivers for children (79%) have some 

level of day-to-day responsibility for child care when not at work, and experience 

a variety of challenges to meet those needs. Shown in Figure 17, over half of all 

caregivers (53%) for children experience difficulties with arranging for back-up care 

when unplanned issues occur with regular care. Likewise, 47% report experiencing 

difficulties with making extended care arrangements when employees have work or 

transportation delays. Over two-fifths of Federal employees that pay for some form 

of child care (42%) report having some level of difficulty paying for care. In spite of 

reported levels of difficulty, only 3% of employees utilize a Federal child care subsidy 

to help with cost. Although the majority of caregivers do not need or qualify for a 

subsidy, nearly 3 out of every 10 employees (29%) report they are unaware of any 

subsidy programs offered at their agency.

Figure 17

Insights from the 

American Workforce: 

Over a six-month period, 

45 percent of parents are 

absent from work at least 

once, missing an average of 

4.3 days, due to child care 

breakdowns. In addition, 

65 percent of parents’ work 

schedules are affected 

by child care challenges 

an average of 7.5 times 

over a six-month period.

Parents and the High Cost 

of Child Care (2016) Child 

Care Aware of America
2017 Federal Work Life Survey 33

WORKLIFE

family & dependent care

Employees with Adult Care Responsibilities

Figure 18

Employees with adult care responsibilities report that 79% of adult dependents 

requiring their assistance were older than 60, and 13% were between the age of 18 

and 22 (see Figure 18). To get a better understanding of employees’ care responsibilities, 77% report their adult dependent needs help with activities of daily living, 

and 66% report that their adult dependent has a physical and/or cognitive disability. 

Among these caregivers, 65% of adults who require care reside in the employee’s 

home.

2017 Federal Work Life Survey 35

WORKLIFE

family & dependent care

Summarized Findings for Employees with All Family and Dependent 

Care Responsibilities

Employees with Family and Dependent Care (FDC) needs use a variety of leave 

benefits and workplace flexibilities. Over half of the respondents report using annual 

leave and sick leave to manage family and dependent care responsibilities (70% of 

employees used sick leave and 66% used annual leave). However, for all employees 

with caregiving responsibilities, only about a little over half (53%) agree that they have 

enough paid leave to manage their family and dependent care needs. 

As shown in the Family and Dependent Care Dashboard, satisfaction with FDC support 

and impact on outcomes is lower than other work-life programs. Overall satisfaction 

for family and dependent care support is 30% – much lower than satisfaction noted 

above for other program areas. In addition, these programs have a lower positive 

impact on various outcomes: improved morale (35%); better stress management 

(35%); intent to stay (34%); increased performance (28%); and improved health (26%).

Employees indicate a high level of dissatisfaction with costs of child care arrangements (37%) and costs of adult care arrangements (29%). Child care costs are 

extremely high, and vary across the country. Agencies have the flexibility to adjust 

the income ceiling to be able to offer child care subsidies to employees, and have 

the flexibility to have different income ceilings in different localities. Agencies should 

look for opportunities to expand the availability and increase awareness of child care 

subsidy programs to help employees pay for care. 

Challenges: Eighty percent of caregivers report having issues with family and 

dependent care that caused an employee to alter their schedule or take leave. Issues 

resulted in a reported average of 2.4 days missed from work (almost a half a day 

per pay period) over a 3-month period. Similar absenteeism rates for caregivers are 

present across other sectors of work. This level of absenteeism can have an impact on 

individual performance and meeting mission requirements.

FDC Programs - Promising Practices

FDC programs have varied supports, dispersed over multiple work-life program areas. 

Leaders and work-life practitioners should take a strategic and integrated approach 

to work-life programs and workplace flexibilities in all situations, and this is particularly important to support employees with care giving responsibilities. To increase 

awareness and optimize the use of resources, support can be accomplished through 

networking and partnerships. FDC coordinators and other associated human resource 

practitioners internal or external to an agency – such as pay and leave practitioners, 

EAP personnel, and health and wellness practitioners – should regularly consult to 

develop solutions that best meet the needs of employee caregivers. This approach 

will create a supportive work environment that encourages caregivers and supports 

them in achieving optimal performance.
Health & 

Wellness
2017 Federal Work Life Survey 37 health & wellness

WORKLIFE

HEALTH AND WELLNESS PROGRAMS

Worksite health and wellness programs are a set of programs, policies, practices, 

and environmental supports designed to help employees modify their lifestyles and 

move towards a state of optimal health. Programs educate and encourage employees 

to make healthy choices, participate in physical activity, eat nutritious food, receive 

preventative health screenings, and learn more about healthy behaviors. Figures 20 

and 21 highlight the prevalence of key healthy behaviors among Federal employees. 

Figure 20

Figure 21

2017 Federal Work Life Survey 39 health & wellness

WORKLIFE

Health and Wellness Programs - What We Learned

Worksite health and wellness programs are the most used work-life programs, with 

66% employee participation; however, lack of awareness (42%) and time constraints 

(34%) are the top two reported reasons for not using these programs (see Figure 23). 

When employees did find out about agency health and wellness programs, they most 

often learned about these resources through email announcements (52%) or from 

coworkers (26%) (see Table 3). Research findings indicate lack of program awareness 

appears to be a common barrier across all sectors of work.

Table 3

Program Awareness - Promotion Source Percentage

Email announcement 52%

Coworker 26%

Agency Intranet 20%

Poster, pamphlet, or other type of promotional information 19%

Supervisor 15%

Respondents indicated the three most desired worksite health and wellness opportunities are onsite exercise facilities (43%), agency sponsored subsidies to commercial 

fitness facilities (35%), and, worksite flu vaccinations (33%) (See Health and Wellness 

Dashboard). To maximize health and wellness program participation, agencies should 

frequently and effectively promote the availability of health and wellness opportunities along with providing the flexibility to use the available services. As noted in the 

key findings, increased participation leads to employees experiencing the benefits of 

convenience and associated cost avoidance for on-site health and wellness services. 

These experienced benefits increase employee job satisfaction and organizational 

commitment. 

Figure 23

Insights from the 

American Workforce: 

Employee non-participants 

(EENPs, 60%) named the 

top barriers keeping them 

from participating in their 

employer’s health, wellness 

and fitness program: 

inconvenience/non-supportive company culture; 

trust/privacy concerns with 

their employer; and lack 

of information/awareness 

of available programs. 

Overall, 69% of EENPs 

reported lack of information 

as the primary barrier, 

impacting their perception 

of available programs.

Engage Me (2016) Health 

Fitness Corporation
2017 Federal Work Life Survey 40 health & wellness

WORKLIFE

Support for Health and Wellness Index

The Support for Health and Wellness Index6 was developed through a factor analysis 

and measures the degree to which employees feel their workplace demonstrates 

commitment to improving employees’ physical, mental, and emotional well-being. 

A healthier workforce can improve productivity, increase employee engagement, 

reduce costs associated with healthcare, disability, and workers’ compensation, 

and make each agency an employer of choice for top talent. Shown in Figure 24, 

Governmentwide and agency-level scores on this index are generally low, and small 

and independent agencies have the highest average percent positive score (41.6%). 

Figure 24

Survey items considered:

• “My agency promotes/encourages wellness at work.”

• “My agency promotes/encourages wellness at home.”

• “My immediate supervisor supports my participation in wellness activities.”

• “My agency keeps me informed about wellness activities and programs offered.”

• “Senior leaders at my agency support participation in wellness activities.”

• “Senior leaders at my agency are committed to improving employee health.”

6 The index was developed through a factor analysis of the survey items listed 

in the table above. Please see Appendix 5 for additional methodological information.
2017 Federal Work Life Survey 41 health & wellness

WORKLIFE

Health and Wellness Programs - Promising Practices

Worksites are more likely to comprehensively address health topics, such as nutrition, 

chronic disease prevention and management, and lactation support, when they have 

strong organizational supports for wellness. Agencies should identify organizational 

supports with the greatest impact for the agency workforce and create action plans 

to fully implement those supports. In a 2014 WellCheck results memorandum, OPM 

highlighted 12 wellness strategies required by law and/or strongly correlated to 

employee health and wellness in the workplace. These strategies include:

• Provide training for managers on identifying and reducing workplace stress-related issues

• Provide training for managers on dealing with employee depression

• Provide training for managers on the value of worksite health and wellness 

programs

• Have a policy that allows employees to use flexible scheduling or excused 

absence to participate in worksite health and wellness activities

• Have a written policy on lactation supports for employees

• Provide a private space (other than a restroom) that may be used by an 

employee to express breast milk

• Provide flexible scheduling, unpaid break times, and/or paid break times to 

allow mothers to express breast milk

• Ensure more than 50 percent of the food and beverage choices available 

in vending machines, cafeterias, snack bars, or other purchase points are 

healthy

• Provide nutritional information (beyond standard nutrition information 

on labels) on sodium, calories, trans fats, or saturated fats for foods and 

beverages sold in worksite cafeterias, snack bars, or other purchase points

• Identify healthier food and beverage choices with signs or symbols

• Promote the benefits of influenza (flu) vaccinations through brochures, 

videos, posters, pamphlets, newsletters or other written or online 

information

• Provide work-life balance/life-skills programs
Conclusions 

& Next Steps
2017 Federal Work Life Survey 43 work-life

Conclusions and Next Steps

The results highlighted throughout this report indicate agencies offer a variety of 

work-life programs and workplace flexibilities, employees are using them, and there 

is a desire to use more of them. Leadership support is critical to integrating work and 

personal demands, and the results highlight the need for increased awareness and 

managerial training. 

Results highlighted in this report, and agency-specific information, provide agencies 

information to develop evidence-based action plans and meet the needs of their 

organization. The survey results, combined with other program metrics, can be used 

to develop and implement an effective action plan. It is also important to understand 

that both agency and employee needs will change over periods of time. Agencies 

must continually monitor and evaluate the effectiveness of programs to best ensure 

successful implementation of action plans and achievement of program goals.

Finally, it is imperative that employees at all levels of an organization, including 

managers and senior leaders, have accurate information about all of their agency 

programs and policies. Information should include availability of programs and 

policies within an organization, program benefits, and examples of how to utilize the 

various programs. By providing a supportive work culture, each agency will help the 

Federal Government serve as an employer of choice for the modern workforce.

Next Steps for OPM

OPM is committed to helping agencies further advance the various flexibilities and 

to cultivating positive work-life integration, improving recruitment and retention of 

talented employees, and creating a high-performance culture. OPM intends to:

Action Items

1. Create Governmentwide training and toolkit for Federal supervisors and

leaders on the value and specifics of work-life programs.

2. Develop information for work-life coordinators on how to develop,

implement, and evaluate their programs using metrics for each of the main

work-life program areas – dependent care, health and wellness, telework,

and EAP. OPM will highlight how metrics can be used to track program

usage and cost-benefits.

3. Develop a comprehensive communications and marketing template for

each work-life program area.

4. Continue to highlight and share agency work-life best practices through

OPM-hosted forums and webinars.

5. Develop work-life program policy templates.

6. Provide a guide highlighting agency work-life promising practices by

program area: telework, EAP, health and wellness, and dependent care.
2017 Federal Work Life Survey 44 work-life

Next Steps for Federal Agencies

OPM recommends agencies use the results of this survey and evaluate their 

workplace flexibilities policies and revise as necessary so that policies are effectively 

providing the maximum work-life balance and meeting the needs of the contemporary workforce.

Action Items

1. Agencies should continually review and evaluate their workplace flexibilities policies and revise as necessary to ensure those policies are effectively

providing the maximum work-life balance and meeting the needs of the

contemporary workforce.

2. OPM urges agencies to consider ways in which culture and organizational

support for the expanded application of work-life programs can increase

and improve.

3. Agencies should identify leadership advocates who can assist with strategic

planning around work-life programs and link program application to agency

mission.

4. Agencies should consider various ways to increase awareness, provide

modes of education, develop marketing materials, and assess employee

needs.

5. OPM also encourages agencies to collect and evaluate data on work-life

programs, which will form the foundation of action planning around worklife programs.
2017 Federal Work Life Survey 45 work-life

Appendices
2017 Federal Work Life Survey 46 work-life

Appendix 1. Figure Descriptions and Data

Figure 1: Participant Demographics Summary

Collection period: January 25 - March 10, 2017

Number of participants: 64,474

Response rate: 37%

Gender Percent

Men 51%

Women 49%

Generations Percent

Millennials (born 1981 or later) 19%

Generation X (born 1965-1980) 46%

Baby Boomers (born 1946-1964) 34%

Traditionalists (born 1945 or before) 0.4%

Minority status Percent

Non-minority 68%

Minority 32%

* Respondents were able to chose multiple categories

Figure 2: Employee Satisfaction with Work-lIfe Programs 

Program Percent

Telework 76%

Work Schedule Flexibilities 80%

Employee Assistance Program 60%

Family and Dependent Care* 30%

Health and Wellness 38%

*Note: only employees with dependent care responsibilities were asked about program usage

Figure 3: Work-Life Program Use and Desired Use

Program Use Desire to Use

Telework 35% 58%

Work Schedule Flexibilities 54% 83%

Employee Assistance Program 13% 55%

Family and Dependent Care 29% 63%

Health and Wellness 66% 84%

Figure 4: Employee Caregiving Status and the Rise in Adult Care

Type of Care Arrangement Currently Provide 

Care

Expect to Provide Care in 

Next 5 Years

Child care 36% 33%

Adult care 14% 31%
2017 Federal Work Life Survey 47 work-life

Figure 7: Managers Perceptions of Training Adequacy to Manage Employee Flexibilities

Managers have adequate training to... Agree Neutral Disagree

Manage and assess the performance of 

teleworkers 48% 34% 18%

 Assess employees needs related 

to managing work and personal 

responsibilities 67% 21% 12%

Develop an individual or team flexible 

work arrangement or policy 59% 25% 16%

Evaluate the effectiveness of a flexible 

work arrangement or policy 57% 27% 16%

Telework Dashboard

Telework Participation

• 35% of employees currently telework

• 58% of employees desire to telework or to telework more often

Telework Status Percentage

Telework 35%

Do not telework 65%

Telework on a situational basis 15%

Telework on a routine basis 11%

Both (routine and situational telework) 9%

Telework Satisfaction

• 76% of employees who telework are satisfied with their ageny’s telework programs

Telework Employee Outcomes

Employees who participated in program 

reported...

Percentage

Increased desire to stay at agency 76%

Improved performance 72%

Improved morale 83%

Improved health 68%

Helped to better manage stress 77%

Figure 9: Top 5 Reasons Employees Telework

Reasons employees telework Percentage

Minimize office interruptions/distractions 67%

Maximize my productivity 64%

Avoid my commute 62%

Reduce stress 54%

Increase time for healthy lifestyle by eliminating 

commute time 50%
2017 Federal Work Life Survey 48 work-life

Figure 10: Top 5 Reasons Employees Do Not Telework

Reasons employees do not telework Percentage

My job requires me to be physically present 47%

I did not receive approval to do so, even though I 

am eligible to telework 12%

I choose not to telework 10%

I am not allowed because of data security 

concerns 5%

I do not have access to the equipment required to 

telework 4%

Work Schedule Flexibilities Dashboard

Work Schedule Flexibilities Participation

Program Currently Use Desire to Use

Telework 35% 58%

Flexible work schedules 27% 35%

Compressed 22% 28%

Compressed schedule 0.1% 10%

Part-time work schedule 2% 8%

Job sharing 0.4% 4%

Work Schedule Flexibilities Satisfaction

• 80% of employees who participate in workplace flexibilities are satisfied with their agency’s programs

Work Schedule Flexibilities Employee Outcomes

Employees who participated in program 

reported...

Percentage

Increased desire to stay at agency 76%

Improved performance 76%

Improved morale 83%

Improved health 67%

Helped to better manage stress 74%

Figure 12: Support for Flexibilities Index

Agency size Average Percent 

Positive

Governmentwide 62.0

Medium Agencies 73.5

Large Agencies 73.1

Very Large Agencies 61.6

Small and Other Independent Agencies 65.6
2017 Federal Work Life Survey 49 work-life

Figure 13: Reasons Employees Do Not Use EAP Services

Reasons Percentage

Lack of need/interest 59%

Unaware of EAP 23%

Don’t know how to contact agency’s EAP 14%

Privacy concerns 12%

Other concerns 9%

Figure 14: Employee Perceptions of EAP 

Attitude Percentage

I am aware of the benefits of the EAP 52%

The EAP at my workplace has a good 

reputation 25%

My agency encourages the use of the EAP 38%

My immediate supervisor would support 

my participation in the EAP 53%

Employee Assistance Program (EAP) Dashboard

EAP Participation

Program Currently Use Desire to Use

Educational seminar, webinar, 

workshop, or class

4% 28%

Financial services 1% 25%

Legal services 2% 23%

Information and resources 4% 23%

Short-term counseling 4% 16%

Referral to services or treatment 2% 12%

Emergency back-up care 0.2% 11%

Mediation 0.6% 10%

Support group 0.4% 9%

EAP Satisfaction

• 60% of employees who participate in EAPs are satisfied with their agency’s program

EAP Employee Outcomes

Employees who participated in program 

reported...

Percentage

Increased desire to stay at agency 40%

Improved performance 41%

Improved morale 48%

Improved health 40%

Helped to better manage stress 49%
2017 Federal Work Life Survey 50 work-life

Figure 16: Summary Dashboard, Child Care

• 36% of employees have child care responsibilities 

Ages of Children

Age Group Percentage

Infant 40%

Toddler 41%

Pre-schooler 48%

School-aged 40%

Teenager 49%

Satisfaction with Child Care Arrangement

Arrangement Aspect Percent Satisfied

Cost 37%

Location 57%

Facility 56%

Hours 54%

Quality of Services 58%

Top Paid and Unpaid Care Arrangements

• Care in children’s own home by parent/ guardian/relative - 32%

• Summer/day camp program - 22%

• Children care for selves in own home before/after school - 20%

• Before and/or after school-based care program - 18%

• Care in a relative’s home AND Child care center (non-Federal) - 16%

Figure 17: Difficulties with Child Care Arrangements

Employees have experienced 

difficulties...

Always or 

Frequently

Sometimes Rarely or Never

Making extended care arrangements 

with their child care provider

20% 33% 47%

Arranging for back-up care 23% 38% 39%
2017 Federal Work Life Survey 51 work-life

Figure 18: Summary Dashboard, Adult Care

• 14% of employees have child care responsibilities 

Ages of Adult Dependents

Age Group Percentage

18-22 13%

23-30 7%

31-40 4%

41-50 3%

51-60 7%

61-70 18%

Older than 70 61%

Satisfaction with Adult Care Arrangement

Arrangement Aspect Percent Satisfied

Cost 29%

Location 42%

Facility 34%

Hours 35%

Quality of Services 40%

Top Paid and Unpaid Care Arrangements

• Care in adult dependent’s own home - 36%

• Employee cares for adult dependent(s) in employee’s own home without assistance - 31%

• Care in employee’s own home by spouse/partner or other relative - 25%

• Other arrangements - 13%

• Care in adult dependent’s own home by non-relative (e.g., hired day nurse) - 9%

Family and Dependent Care Dashboard 

Family and Dependent Care Participation

Program/Services Currently Use Desire to Use

Sick leave 70% 50%

Flexible work schedule 22% 49%

Annual leave 66% 45%

Telework 21% 45%

Compressed work schedule 15% 33%

Family and medical leave 18% 27%

Compensatory time off 17% 27%

Part-time schedule 2% 9%

Leave without pay 6% 7%

Advanced leave 3% 7%

Leave sharing 0.7% 6%

Phased retirement 0% 6%
2017 Federal Work Life Survey 52 work-life

Program/Services Currently Use Desire to Use

Job sharing 0.2% 4%

Family and Dependent Care Satisfaction

• 30% of caregivers who participate in family and dependent care programs are satisfied with their agency’s 

programs and services

Family and Dependent Care Outcomes

Employees who participated in program 

reported...

Percentage

Increased desire to stay at agency 34%

Improved performance 28%

Improved morale 35%

Improved health 26%

Helped to better manage stress 35%

Health and Wellness Dashboard

Health and Wellness Participation

Programs/Services Currently Use Desire to Use

Onsite exercise facility 21% 43%

Flu vaccination 36% 33%

Agency-sponsored subsidy to commercial fitness facility 2% 35%

CPR training 18% 30%

Stress management program 3% 30%

Health and wellness fair 16% 30%

Health screening or assessment 10% 30%

Educational seminar, webinar, workshop 

or class on health topics 14% 29%

Farmers market, community-suported 

agriculture or garden 9% 29%

Organized individual or group physical 

activity program 6% 24%

Onsite health clinic 8% 21%

One-on-one or group lifestyle 

counseling 2% 15%

Other vaccination(s) 4% 14%

Health and Wellness Satisfaction

• 38% of employees who participate in family and dependent care programs are satisfied with their agency’s 

programs 
2017 Federal Work Life Survey 53 work-life

Health and Wellness Employee Outcomes

Employees who participated in program 

reported...

Percentage

Increased desire to stay at agency 41%

Improved performance 43%

Improved morale 48%

Improved health 53%

Helped to better manage stress 44%

Figure 23: Reasons Employees Do Not Use Health and Wellness Programs

Reasons Percentage

Lack of program awareness 42%

Time constraints 34%

Lack of need/interest 21%

Other issues 16%

Inconvenient location 13%

Figure 24: Support for Wellness Index

Agency size Average Percent 

Positive

Governmentwide 35.0

Medium Agencies 36.5

Large Agencies 35.6

Very Large Agencies 36.3

Small and Other Independent Agencies 41.6
2017 Federal Work Life Survey 54 work-life

Appendix 2. Participating Agencies by Employee Population Size Categories

Very Large Agencies ( > 75,000 employees)

Department of Agriculture

Department of Defense

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 Health and Human Services

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) 

Department of Education

Department of Housing and Urban Development

National Science Foundation

Office of Personnel Management

Small Business Administration

U.S. Agency for International Development 

Small (> 999 employees) 

Office of Management and Budget 

Other Small and Independent Agencies* 

African Development Foundation

Federal Labor Relations Authority

Equal Employment Opportunity Commission 

Merit Systems Protection Board

Pension Benefit Guaranty Corporation
2017 Federal Work Life Survey 55 work-life

Commodity Futures Trading Commission

National Credit Union Administration

Export-import Bank of the United States Trade and Development Agency

Federal Communications Commission

Federal Deposit Insurance Corporation

Chemical Safety and Hazard Investigation Board

Farm Credit Administration

Federal Mediation and Conciliation Service

Court Services and Offender Supervision Agency

Federal Trade Commission

Office of Special Counsel

Overseas Private Investment Corporation

Office of Government Ethics

International Boundary and Water Commission

U.S. Holocaust Memorial Museum

Advisory Council on Historic Preservation

Broadcasting Board of Governors

Inter-American Foundation

Corporation for National and Community Service

Federal Election Commission

Federal Maritime Commission

National Labor Relations Board

National Archives and Records Administration

Nuclear Regulatory Commission

Occupational Safety and Health Review Commission

Office of Navajo and Hopi Indian Relocation

Federal Retirement Thrift Investment Board

Armed Forces Retirement Home

Railroad Retirement Board

Securities and Exchange Commission

Consumer Product Safety Commission

Smithsonian Institution

Selective Service System

National Transportation Safety Board

U.S. International Trade Commission

Office of the U.S. Trade Representative

*Agencies not represented by the Chief Human Capital Officer’s Council and evaluated as one group.
2017 Federal Work Life Survey 56 work-life

Appendix 3. Agency Response Rates

Agency

Number 

Surveyed*

Number 

Responded

Response 

Rate

Governmentwide 174832 64474 37%

Department of Agriculture 11222 6310 56.20%

Department of Commerce 6474 2749 42.50%

Department of Defense 74097 18004 24.30%

Department of Education 1001 489 48.90%

Department of Energy 2209 1049 47.50%

Department of Health and Human Services 9034 3618 40.00%

Department of Homeland Security 12804 5550 43.30%

Department of Housing and Urban Development 1350 605 44.80%

Department of Justice 11916 5281 44.30%

Department of Labor 2079 943 45.40%

Department of State 1744 796 45.60%

Department of The Interior 11263 5736 50.90%

Department of The Treasury 4185 1969 47.00%

Department of Transportation 3770 1571 41.70%

Department of Veterans Affairs 7461 2703 36.20%

Environmental Protection Agency 1546 884 57.20%

General Services Administration 2271 1356 59.70%

National Aeronautics and Space Administration 1577 381 24.20%

National Science Foundation 766 491 64.10%

Office of Management and Budget 431 217 50.30%

Office of Personnel Management 1681 908 54.00%

Small Business Administration 1017 615 60.50%

Social Security Administration 2235 1069 47.80%

U.S. Agency for International Development 858 447 52.10%

All Other Small and Independent Agencies 1841 733 39.8%

*Adjusted total of available and eligible employees during survey administration period. See technical report for the 

detailed disposition of the full survey sample. 
2017 Federal Work Life Survey 57 work-life

Appendix 4. Federal Work Life Survey Item Responses

Workplace Flexibilities 

WF1. Which of the following work schedule flexibilities have you used in 

the last 12 months?

Percent

Alternative work schedule (AWS) - Compressed work schedule 23%

Alternative work schedule (AWS) - Flexible work schedule 29%

Job sharing <1%

Part-time schedule 2%

Phased retirement <1%

Other 5%

None 46%

WF2. Which of the following work schedule flexibilities would you like 

to use in the future if they were available to you? 

Percent

Alternative work schedule (AWS) - Compressed work schedule 43%

Alternative work schedule (AWS) - Flexible work schedule 54%

Job sharing 6%

Part-time schedule 12%

Phased retirement 15%

Other 8%

None 17%

WF3. Participation in my agency’s 

work schedule flexibilities has...

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

Improved my performance 43% 33% 20% 3% 2%

Improved my morale 54% 28% 12% 3% 2%

Improved my health 41% 26% 27% 4% 2%

Helped me to better manage stress 46% 29% 19% 4% 2%

Increased my desire to stay at my 

agency 48% 28% 17% 4% 3%

WF4. How satisfied are you with 

the work schedule flexibilities in 

your agency? 

Very 

satisfied

Satisfied Neither satisfied 

nor dissatisfied

Dissatisfied Very 

dissatisfied 

 All respondents 28% 35% 20% 11% 6%

 Program participants only

40% 40% 11% 7% 3%

WF5. How much do you agree or disagree 

with the following statements?

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

I understand my agency’s telework policy 29% 31% 23% 9% 7%
2017 Federal Work Life Survey 58 work-life

WF5. How much do you agree or disagree 

with the following statements?

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

My immediate supervisor actively supports 

telework 23% 20% 36% 10% 10%

My agency’s senior leaders actively support 

telework 17% 21% 38% 12% 11%

My agency’s telework eligibility requirements are reasonable 19% 25% 40% 8% 7%

I have access to the equipment I 

need to telework (either my own or 

agency-supplied) 26% 25% 32% 9% 9%

WF6. Are you eligible to telework? Percent

Yes 45%

No 36%

Don’t know 19%

WF7. Do you have a written agreement with your immediate supervisor 

allowing you to telework? 

Percent

No 64%

Yes 36%

WF8. Which of the following best describes your current telework 

participation? 

Percent

I do not telework 65%

I telework on a regularly scheduled, routine basis (for example, once or 

twice every work week or pay period) 11%

I telework only in specific situations (e.g., when I have a doctor appointment or when OPM announces unscheduled telework) 15%

I telework BOTH on a routine basis and for specific situations 9%

WF9. Do you telework as often as you would like? Percent

Yes 32%

No, I would prefer to telework more often 58%

No, I would prefer to telework less often 10%

WF10. What are the reasons you telework? Percent

Better coordinate my family and dependent care needs 38%

Reduce stress 54%

Minimize office interruptions/distractions 67%

As a reasonable accommodation 19%

Avoid my commute 62%

Maximize my productivity 64%

In response to a workplace initiative to reduce office space/costs 14%

Increase time for a healthy lifestyle by eliminating commute time (for 

example, exercise, diet) 50%
2017 Federal Work Life Survey 59 work-life

WF10. What are the reasons you telework? Percent

Increase time for personal interests (for example, hobbies, volunteer work) 26%

Personal comfort (for example, clothes, space) 40%

Reduce personal costs 40%

It’s not necessary to be in the office 38%

Inconvenient work hours (for example, late meetings with clients in other 

time zones, weekend work) 10%

Personal medical/illness (for example, minimize the need to take leave while 

recovering from a medical procedure or condition) 26%

Other 12%

WF11. How many hours in a typical two-week work period do you usually 

telework?

Percent

1-8 36%

9-16 14%

17-24 18%

25-32 4%

33-40 10%

41-48 4%

49-56 3%

57-64 2%

65-72 3%

73-80 4%

WF12. Participation in my agency’s 

telework program has...

Strongly 

agree

Agree Neither agree nor 

disagree

Disagree Strongly 

disagree

Improved my performance. 43% 30% 24% 3% 1%

Improved my morale. 54% 28% 14% 2% 1%

Improved my health. 41% 27% 28% 3% 1%

Helped me to better manage stress. 47% 30% 20% 3% 1%

Increased my desire to stay at my 

agency. 49% 26% 19% 3% 2%

WF13. I do not telework because... Percent

I choose not to telework 10%

My job requires me to be physically present 47%

I am not allowed because of data security concerns 5%

My agency’s policy does not allow me to combine telework with other 

schedule flexibilities

4%

I do not have access to the equipment required to telework (for example, 

agency computer, mobile phone)

4%

I am prevented by technical issues (for example, Internet connectivity) 1%
2017 Federal Work Life Survey 60 work-life

WF13. I do not telework because... Percent

I did not receive approval to do so, even though I am eligible to telework and 

have the kind of job where I can telework

12%

Other 17%

WF14. Overall, how much control would you say you have in scheduling 

your work hours?

Percent

Complete control 19%

A lot 16%

Some 32%

Very little 27%

None 6%

WF15. How hard is it for you to take time off during your work day to take 

care of personal or family matters?

Percent

Very hard 10%

Somewhat hard 18%

Not too hard 40%

Not at all hard 32%

WF16. How much do you agree or disagree 

with the following statements?

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

My work schedule or shift meets my needs. 30% 46% 13% 8% 3%

I have the schedule flexibility I need 

to manage my personal and family 

responsibilities. 28% 40% 15% 11% 6%

WF17. What is your supervisory status? Percent

Non-supervisor: You do not supervise other employees 67%

Team leader: You are not an official supervisor. You provide employees with 

day-to-day guidance on work projects but do not have supervisory responsibilities or conduct performance appraisals 15%

Supervisor: You are a first-line supervisor who is responsible for employees’ 

performance appraisals and leave approval 11%

Manager: You are in a management position and supervise one or more 

supervisors 5%

Senior leader: You are the head of a department/agency or a member of 

the immediate leadership team responsible for directing the policies and 

priorities of the department/ agency. May hold either a political or career 

appointment and typically a member of the Senior Executive Service or 

equivalent 1%

WF18. What factors have been important in your decision to approve 

employees’ requests to telework?

Percent

Agency telework policy 47%

Telework eligibility 44%
2017 Federal Work Life Survey 61 work-life

WF18. What factors have been important in your decision to approve 

employees’ requests to telework?

Percent

Access to necessary equipment 32%

Agency senior leadership support for telework 23%

My prior experience managing teleworkers 14%

Data security 14%

Employee’s past performance 34%

Desire to improve employee’s performance 16%

Employee recruitment 9%

Employee retention 26%

Perceptions of fairness among employees 22%

Employee’s need to manage work and personal responsibilities 30%

Enhancing workplace flexibility for employees who use other work 

schedule flexibilities

22%

Not applicable (I have not approved any requests to telework) 44%

Other 4%

WF19. What factors have been important in your decision to deny 

employees’ requests to telework?

Percent

Agency telework policy 16%

Telework eligibility 14%

Access to necessary equipment 9%

Lack of agency senior leadership support for telework 6%

My prior experience managing teleworkers 4%

Data security 7%

Employee’s past performance 22%

Concern about adverse impact on employee’s performance 11%

Employee’s status as an intern, trainee, or new employee 12%

Office coverage 18%

Need for team collaboration 11%

Perceptions of fairness among employees 6%

Employee uses another work schedule flexibility 4%

Not applicable (I have not denied any requests to telework) 59%

Other 4%

WF20. The following programs support 

your employees’ ability to perform their 

work...

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

Telework 23% 30% 32% 8% 7%

Work schedule flexibilities 37% 43% 14% 4% 2%

Family and dependent care programs 24% 38% 32% 4% 2%
2017 Federal Work Life Survey 62 work-life

WF20. The following programs support 

your employees’ ability to perform their 

work...

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

Worksite health and wellness programs 22% 37% 32% 6% 3%

Employee Assistance Program 20% 39% 35% 4% 2%

Leave benefits 39% 43% 15% 2% 1%

WF21. How much do you agree or disagree 

that you have adequate training to perform 

the following? 

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

You have adequate training to... Manage and 

assess the performance of teleworkers 18% 30% 34% 11% 7%

You have adequate training to... Assess 

employees needs related to managing work 

and personal responsibilities 21% 46% 21% 9% 3%

You have adequate training to... Develop an 

individual or team flexible work arrangement 

or policy 19% 39% 25% 11% 5%

You have adequate training to... Evaluate the 

effectiveness of a flexible work arrangement 

or policy 19% 38% 27% 11% 4%

WF22. How satisfied are you with 

the telework program in your 

agency?

Very 

satisfied

Satisfied Neither satisfied 

nor dissatisfied

Dissatisfied Very 

dissatisfied

 All respondents 14% 20% 49% 10% 7%

 Program participants only 33% 43% 14% 8% 2%
2017 Federal Work Life Survey 63 work-life

Family and Dependent Care: Child Care 

CC1. Do you expect to have, or will you continue to have, child care 

needs at any point in the next 5 years? 

Percent

No 67%

Yes 33%

CC2. Are there any children younger than age 18 currently living in your 

household? 

Percent

No 60%

Yes 40%

CC3. How old are those children? Percent

Infant (newborn to 12 months) 8%

Toddler (more than 12 months but less than 24 months) 9%

Preschooler (2 to 4 years old) 22%

School-aged (5 to 12 years old) 54%

Teenager (13 to 17 years old) 46%

CC4. If you are not the parent or legal guardian of any children who live 

in your home, do you still take responsibility for the care of a child in 

your household?

Percent

No 5%

Yes 15%

Not applicable (I am the parent or legal guardian of a child who lives in my 

home)

80%

CC5. What is your relationship to the child(ren) in your household? Percent

Parent (includes foster, step) 93%

Grandparent (includes foster, step) 6%

Other relative 1%

Legal guardian 3%

Not related 1%

CC6. Which of the following best describes your level of responsibility for 

the day-to-day care of the child(ren) in your household?

Percent

I am not responsible for day-to-day care 3%

My spouse or another adult in the household has primary responsibility for 

day-to-day care

15%

Responsibility for day-to-day care is split evenly with (an)other adult(s) 49%

I have primary responsibility for day-to-day care 30%

Other 2%

CC7. For what period of your scheduled work time do you currently 

use paid child care for any of your children?

Percent

I never use paid child care 47%

Full-day care (for example, 8:00 a.m. until 5:00 p.m.) 22%
2017 Federal Work Life Survey 64 work-life

CC7. For what period of your scheduled work time do you currently 

use paid child care for any of your children?

Percent

Part-day care (for example, you or another adult works part day) 5%

Before and/or after school care (school-based) 18%

Before and/or after school care (not school-based) 9%

24-hour care (for example, overnight work travel) 1%

Summer care, full-day 22%

Summer care, part-day 5%

Night/weekend care 4%

School holidays 15%

Other 5%

CC8. Think of the paid and unpaid child care arrangements that allow 

you to work. Which of the following child care options do you use 

most often now?

Percent

Federal child care center 4%

Child care center (non-Federal) 16%

Care in child(ren)’s own home by parent/guardian/relative 32%

Care in child(ren)’s own home by non-relative 7%

Care in a relative’s home 16%

Care in the home of a non-relative (licensed) 4%

Care in the home of a non-relative (unlicensed) 6%

Before and/or after preschool care 6%

Full/part-day preschool 10%

Summer/day camp program 22%

Full-day kindergarten 6%

Half-day kindergarten 1%

Before and/or after school-based care program 18%

Before and/or after school care (not school-based) 10%

Child(ren) care(s) for self(ves) in own home before/after school 20%

Other 10%

CC9. How satisfied are you with each 

of the following aspects of your 

current child care arrangement?

Very 

satisfied

Satisfied Neither satisfied 

nor dissatisfied

Dissatisfied Very 

dissatisfied 

Cost 20% 29% 26% 16% 10%

Location 35% 39% 19% 5% 2%

Facility 32% 42% 22% 3% 1%

Hours 31% 40% 20% 7% 2%

Quality of services 35% 41% 20% 3% 1%
2017 Federal Work Life Survey 65 work-life

CC10. Have you used a Federal Child Care Center in the last 12 

months?

Percent

Yes 4%

No 92%

Don’t know if the center is federally-sponsored 3%

CC11. How satisfied are you with the Federal Child Care Center you 

use?

Percent

Very satisfied 42%

Satisfied 40%

Neither satisfied nor dissatisfied 8%

Dissatisfied 7%

Very dissatisfied 3%

CC12. From the list below, choose the reasons you do not use a Federal 

Child Care Center.

Percent

I do not need one 52%

None available to me 28%

I did not know about them 19%

Prefer different arrangement(s) 8%

Currently on waiting list 2%

Center is too expensive 7%

Center is inconvenient when I telework 3%

I need to have children of different ages use the same child care 

arrangement 2%

Child(ren) too old to attend 7%

Center is in an inconvenient location (for example, too far from home/

work) 7%

Center does not provide transportation to/from my child 4%

I am concerned about the safety of Federal buildings 2%

Center provides poor quality services 1%

Center hours do not fit my work schedule 2%

Center cannot provide the care necessary for the special needs of my 

child(ren) 1%

Other 4%

CC13. From the list below, choose the reasons you do not use a Federal 

Child Care Center.

Percent

I do not pay for child care 48%

$1-$50 per week 4%

$51-$100 per week 8%

$101-$150 per week 9%

$151-200 per week 8%

$201-$250 per week 5%
2017 Federal Work Life Survey 66 work-life

CC13. From the list below, choose the reasons you do not use a Federal 

Child Care Center.

Percent

$251-$300 per week 4%

$301-$350 per week 2%

$351-$400 per week 2%

$401-$500 per week 3%

$501-$600 or per week 2%

$601 or more per week 2%

Don’t know 3%

CC14. Do you currently participate in a Federal Child Care Subsidy 

Program?

Percent

No 97%

Yes 3%

CC15. Please choose the most important reason you do not participate 

in the Federal Child Care Subsidy Program.

Percent

I do not need it because I do not pay for child care 44%

Subsidy program is not available in my agency 3%

I do not qualify (for example, household income) 19%

It is too difficult to apply 1%

I am on a waiting list 0%

I am not aware of the Federal Child Care Subsidy Program 29%

Other 5%

CC16. How often have you experienced difficulties... Always Frequently Sometimes Rarely Never

Being able to afford the care your child(ren) need(s)? 13% 12% 25% 20% 30%

Making extended care arrangements with your child 

care provider (in case of work or transportation 

delays)? 8% 12% 33% 25% 22%

Arranging for back-up care (for example, when something unplanned happens with your regular care)? 9% 14% 38% 23% 16%

CC17. In the last 12 months, have you breastfed or pumped breast 

milk? 

Percent

No 95%

Yes 5%

CC18. In the last 12 months, have you used the nursing mothers facility at 

your agency?

Percent

No 62%

Yes 38%
2017 Federal Work Life Survey 67 work-life

CC19. What is the reason you did not use the nursing mothers facility at 

your agency?

Percent

Was not pumping milk 18%

Another space was available to me (for example, personal office) 37%

Unaware of the availability of such facilities 27%

Lack of private space 16%

Lack of support from my manager/supervisor 4%

Lack of support from my coworkers 3%

Space was unclean 4%

Equipment was unclean and/or unfamiliar 1%

Lack of equipment 3%

Time constraints 17%

Location was inconvenient 17%

Space is frequently occupied by other users 6%

Other 24%

CC20. How much do you agree or disagree 

with the following statements?

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

I was able to find a private place to pump 

milk at work. 40% 31% 7% 17% 6%

I was able to arrange break time for 

pumping milk at work. 34% 39% 13% 9% 5%

I was able to arrange a place to store 

pumped milk at work. 37% 44% 9% 7% 4%

I was worried about continuing to breastfeed because of my job. 24% 31% 11% 18% 17%

My agency provided the support I needed to 

breastfeed my child for as long as I wanted 

to. 25% 27% 24% 17% 7%

Family and Dependent Care: Adult Care

AC1. Do you expect to have, or will you continue to have, adult dependent care needs at any point in the next 5 years? Percent

No 69%

Yes 31%

AC2. Do you or someone in your household currently provide regular care 

for any adult dependents (age 18 and older) now? Include those adults 

living in your household and living separately. 

Percent

No 85%

Yes 15%

AC3. How old is/are those adult dependent(s)? Percent

18-22 years old 13%

23-30 years old 7%
2017 Federal Work Life Survey 68 work-life

AC3. How old is/are those adult dependent(s)? Percent

31-40 years old 4%

41-50 years old 3%

51-60 years old 7%

61-70 years old 18%

Older than 70 61%

AC4. Do any of these adult dependents have physical and/or cognitive 

disabilities? 

Percent

No 40%

Yes 60%

AC5. Do any of these adult dependents need help with activities of daily 

living, such as things that are difficult or impossible for them to do themselves? 

Percent

No 23%

Yes 77%

AC6. Approximately how many hours do you spend per week providing help 

to the adult dependent(s) for whom you provide regular care? 

Percent

1-4 18%

5-8 18%

9-12 22%

13-16 12%

17-20 4%

21-24 11%

25-28 3%

29-32 3%

33-36 1%

37-40 8%

AC7. How do you currently handle the care needs of your adult dependents 

who need help with activities of daily living? 

Percent

I care for my adult dependent(s) in my own home by myself 31%

Care in my own home by spouse/partner or other relative 25%

Care in my own home by a non-relative (for example, nurse, therapist) 4%

Care in adult dependent’s own home by me or other relative 36%

Care in adult dependent’s own home by non-relative (for example, hired day 

nurse) 9%

Care in other relative 8%

24-hour adult dependent care facility (for example, nursing and rehabilitation 

residence) 8%

Part-day adult dependent care facility 2%

Part-day/full-day group home residence 1%
2017 Federal Work Life Survey 69 work-life

AC7. How do you currently handle the care needs of your adult dependents 

who need help with activities of daily living? 

Percent

Part-day care by volunteer/community organization (for example, church, 

YMCA) 1%

Back-up care for unplanned needs (for example, facility snow days) 7%

Back-up care for planned needs (for example, scheduled facility holidays) 7%

Other 13%

AC8. How satisfied are you with 

each of the following aspects of 

your current adult dependent care 

arrangement?

Very 

satisfied

Satisfied Neither 

satisfied nor 

dissatisfied

Dissatisfied Very 

dissatisfied 

Cost 9% 27% 39% 16% 9%

Location 15% 37% 33% 10% 5%

Facility 13% 34% 43% 7% 3%

Hours 10% 33% 40% 12% 4%

Quality of services 14% 37% 37% 8% 3%

Managing Work and Family Dependent Care 

MW1. During the last 3 months, approximately how often have issues with 

your family and dependent care (for both children and adults) caused you 

to alter your schedule or take leave? 

Percent

Never 21%

1 to 3 times 45%

4 to 6 times 22%

7 to 9 times 6%

10 or more times 6%

MW2. Thinking back over the last 3 months, approximately how many 

work days have you missed because of last-minute family and dependent 

care problems? 

Percent

0 25%

1-2 36%

3-5 28%

6-8 6%

9-11 3%

12-14 1%

More than 14 2%

MW3. Which of the following leave and workplace flexibilities have you 

used in the last 12 months to manage your family and dependent care 

responsibilities? 

Percent

Alternative work schedule (AWS) - Compressed work schedule 15%

Alternative work schedule (AWS) - Flexible work schedule 22%

Part-time schedule 1%
2017 Federal Work Life Survey 70 work-life

MW3. Which of the following leave and workplace flexibilities have you 

used in the last 12 months to manage your family and dependent care 

responsibilities? 

Percent

Job sharing 0%

Phased retirement 0%

Telework 21%

Annual leave 66%

Sick leave 70%

Advanced leave 3%

Family and medical leave 18%

Leave without pay 6%

Leave sharing (for example, leave bank or transfer) 1%

Compensatory time off 17%

Other 3%

None 8%

MW4. Which of the following leave and workplace flexibilities would you 

like to use in the future to manage your family and dependent care responsibilities if they were available to you? 

Percent

Alternative work schedule (AWS) - Compressed work schedule 33%

Alternative work schedule (AWS) - Flexible work schedule 48%

Part-time schedule 9%

Job sharing 4%

Phased retirement 6%

Telework 45%

Annual leave 45%

Sick leave 50%

Advanced leave 7%

Family and medical leave 27%

Leave without pay 7%

Leave sharing (for example, leave bank or transfer) 6%

Compensatory time off 27%

Other 4%

None 8%

MW5. How much do you agree or 

disagree with the following statement?

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

I have enough paid leave to meet my 

family and dependent care needs. 15% 37% 19% 18% 11%
2017 Federal Work Life Survey 71 work-life

MW6. Which of the following agency programs and services have you used in 

the last 12 months to manage your family and dependent care responsibilities? 

Percent

Child care subsidy 2%

Elder/adult care subsidy 1%

Child care center 9%

Adult day care center 1%

Respite care 1%

Emergency back-up care 4%

Long-term care insurance 1%

Employee discount(s) 2%

Dependent care flexible spending account (FSA) 10%

Support group(s) 2%

Educational resources for dependent care (for example, seminars, resource 

libraries, caregiving fairs) 3%

Resource and referral services for dependent care 2%

Employee Assistance Program 3%

Listservs 1%

Other 4%

None 71%

MW7. Which of the following agency programs and services would you like to 

use in the future to manage your family and dependent care responsibilities if 

they were available to you? 

Percent

Child care subsidy 19%

Elder/adult care subsidy 18%

Child care center 16%

Adult day care center 9%

Respite care 5%

Emergency back-up care 14%

Long-term care insurance 12%

Employee discount(s) 29%

Dependent care flexible spending account (FSA) 20%

Support group(s) 9%

Educational resources for dependent care (e.g.,seminars, resource libraries, 

caregiving fairs)

13%

Resource and referral services for dependent care 14%

Employee Assistance Program 18%

Listservs 2%

Other 5%

None 37%
2017 Federal Work Life Survey 72 work-life

MW8. Participation in my agency’s family 

and dependent care programs and services 

has...

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

Improved my performance 9% 19% 60% 7% 5%

Improved my morale 11% 24% 53% 7% 5%

Improved my health 8% 18% 60% 8% 5%

Helped me to better manage stress 11% 24% 52% 8% 5%

Increased my desire to stay at my agency 13% 21% 54% 7% 5%

MW9. How satisfied are you with 

your agency’s family and dependent 

care programs and services?

Very 

satisfied

Satisfied Neither satisfied 

nor dissatisfied

Dissatisfied Very 

dissatisfied 

 All respondents with FDC 

responsibilities 5% 16% 65% 8% 6%

 Program participants only 7% 22% 51% 12% 8%

Worksite Health and Wellness

HW1. Which of the following health and wellness programs have you 

participated in or used at your agency in the past 12 months? 

Percent

Educational seminar, webinar, workshop, or class on health topics 14%

Health and wellness fair 16%

Onsite exercise facility 21%

Agency-sponsored subsidy to commercial fitness facility 2%

Organized individual or group physical activity program (other than use of 

an exercise facility) 6%

One-on-one or group lifestyle counseling 2%

Stress management program 3%

Farmers market, community-supported agriculture, or garden 9%

Onsite health clinic 8%

Health screening or assessment 10%

CPR training 18%

Flu vaccination 36%

Other vaccination(s) 4%

Other 3%

None 34%

HW2. Which of the following agency programs and services would you 

like to use in the future to manage your family and dependent care 

responsibilities if they were available to you? 

Percent

Educational seminar, webinar, workshop, or class on health topics 29%

Health and wellness fair 30%

Onsite exercise facility 43%

Agency-sponsored subsidy to commercial fitness facility 35%
2017 Federal Work Life Survey 73 work-life

HW2. Which of the following agency programs and services would you 

like to use in the future to manage your family and dependent care 

responsibilities if they were available to you? 

Percent

Organized individual or group physical activity program (other than use of 

an exercise facility) 24%

One-on-one or group lifestyle counseling 15%

Stress management program 30%

Farmers market, community-supported agriculture, or garden 29%

Onsite health clinic 21%

Health screening or assessment 30%

CPR training 30%

Flu vaccination 33%

Other vaccination(s) 14%

Other 4%

None 16%

HW3. How did you find out about health and wellness programs offered 

through your agency? 

Percent

Coworker 26%

Supervisor 15%

Agency intranet 20%

Email announcement 52%

Friend or family member 4%

Workshop or training session 4%

Poster, pamphlet, or other type of promotional information 19%

Employee orientation 10%

Other 6%

Don’t know 15%

HW4. Participation in my agency’s 

health and wellness programs has...

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

Improved my performance 14% 28% 50% 5% 2%

Improved my morale 17% 31% 44% 5% 3%

Improved my health 19% 34% 40% 5% 2%

Helped me to better manage stress 16% 28% 47% 6% 3%

Increased my desire to stay at my 

agency 15% 26% 49% 7% 4%

HW5. What are the reasons you do not participate in your agency’s health 

and wellness programs? 

Percent

Unaware of programs 42%

Cost 5%

Privacy concerns 6%
2017 Federal Work Life Survey 74 work-life

HW5. What are the reasons you do not participate in your agency’s health 

and wellness programs? 

Percent

Lack of support from immediate supervisor 8%

Time constraints 34%

Insufficient incentives 4%

Inconvenient location 13%

Prefer going elsewhere for similar services and programs 11%

Do not want to participate with other employees 5%

Current injury or ill-health 3%

No need/interest 21%

Other 16%

HW6. How often do you participate in physical activity programs offered 

through your agency? 

Percent

Several times a week 1%

Once a week 62%

Fairly regularly but less than once a week 11%

Once a month 7%

Twice a year 5%

Once a year 2%

Less than once a year 8%

Prefer not to answer 5%

HW7. How often do you get any health screenings at your agency? Percent

Daily <1%

Several times a week <1%

Once a week 1%

Fairly regularly, but less than once a week 3%

Once a month 5%

Once a year 58%

Less than once a year 26%

Prefer not to answer 7%

HW8. In the past 12 months, have you had a 

screening for any of the following?

Yes, at a 

Federal agency

Yes, at a 

different 

location

No Prefer not to 

answer

Diabetes 21% 37% 40% 2%

Blood pressure 43% 43% 13% 1%

Cholesterol 32% 44% 22% 1%

Osteoporosis 7% 20% 72% 2%

Weight 32% 36% 31% 2%

Depression 9% 17% 72% 3%
2017 Federal Work Life Survey 75 work-life

HW8. In the past 12 months, have you had a 

screening for any of the following?

Yes, at a 

Federal agency

Yes, at a 

different 

location

No Prefer not to 

answer

Other 12% 27% 56% 4%

HW9. For this question, think about your activities both inside and outside 

of work. In a typical week, how many total minutes of vigorous physical 

activity do you do? 

Percent

Never 11%

30 minutes a week or less 22%

More than 30 minutes, but less than 60 minutes a week 15%

More than 60 minutes but less than 75 minutes a week 11%

75 minutes (1 hour, 15 minutes) a week or more 36%

Prefer not to answer 5%

HW10. Again, think about your activities both inside and outside of work. In 

a typical week, how many minutes of moderate-intensity do you accumulate? 

Percent

Never 6%

30 minutes a week or less 15%

More than 30 minutes, but less than 60 minutes a week 15%

More than 60 minutes but less than 75 minutes a week 14%

75 minutes (1 hour, 15 minutes) a week or more 46%

Prefer not to answer 4%

HW11. I currently... Percent

Smoke cigarettes 6%

Use chewing tobacco, snus, or snuff 2%

Use other tobacco products 1%

None of the above, but I have used tobacco products in the past 28%

None of the above, and I have never used tobacco products 58%

Prefer not to answer 5%

HW12. Thinking of my actions both inside and outside of work in the past 

12 months, my agency’s health and wellness programs have helped me 

to... 

Percent

Start, maintain, or improve a physical activity program 18%

Control my weight 16%

Manage my stress 17%

Eat more healthy foods 14%

Quit using tobacco products 1%

Include family members/significant others in health and wellness activities 5%

Read books or articles on health, nutrition, and wellness 8%

Discuss health issues with a healthcare provider 7%
2017 Federal Work Life Survey 76 work-life

HW12. Thinking of my actions both inside and outside of work in the past 

12 months, my agency’s health and wellness programs have helped me 

to... 

Percent

Take any other specific action to prevent disease (for example, immunizations, 

increased use of sunscreen, regular adherence to medication schedule, or any 

other change in behavior to prevent a disease is applicable)

11%

None of the above 64%

HW13. Who supports your healthy lifestyle goals at work? Percent

No one 63%

Health coach 1%

Occupational nurse 2%

Coworker in my immediate group 16%

Peer or friend outside of your immediate group 14%

Immediate supervisor 11%

Leader, other than your supervisor 4%

Other 8%

HW14. How much do you agree or disagree 

with the following statements?

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

My agency promotes/encourages wellness 

at work. 11% 32% 31% 17% 9%

My agency promotes/encourages wellness 

at home. 9% 25% 40% 18% 9%

My immediate supervisor supports my 

participation in wellness activities. 12% 26% 42% 12% 8%

My agency keeps me informed about 

wellness activities and programs offered. 9% 31% 33% 17% 10%

Senior leaders at my agency support participation in wellness activities. 9% 22% 44% 15% 11%

Senior leaders at my agency are committed 

to improving employee health. 8% 19% 47% 15% 12%

HW15. How satisfied are you with 

your agency’s health and wellness 

programs? 

Very 

satisfied

Satisfied Neither satisfied 

nor dissatisfied

Dissatisfied Very 

dissatisfied 

 All respondents 7% 22% 45% 16% 10%

 Program participants only 10% 28% 39% 15% 8%

Employee Assistance in the Workplace

EAP1. Which of the following Employee Assistance Program (EAP) services 

have you used in the past 12 months? 

Percent

Short-term counseling 4%

Referral to services or treatment 2%

Information and resources 4%

Educational seminar, webinar, workshop, or class 4%
2017 Federal Work Life Survey 77 work-life

EAP1. Which of the following Employee Assistance Program (EAP) services 

have you used in the past 12 months? 

Percent

Support group 0%

Mediation 1%

Financial services 1%

Legal services 2%

Emergency back-up care 0%

Other services 1%

None 87%

EAP2. Which of the following Employee Assistance Program (EAP) services 

would you like to use in the future if they were available to you? 

Percent

Short-term counseling 16%

Referral to services or treatment 12%

Information and resources 23%

Educational seminar, webinar, workshop, or class 28%

Support group 9%

Mediation 10%

Financial services 25%

Legal services 23%

Emergency back-up care 11%

Other services 6%

None 45%

EAP3. In the past 12 months, what led you to use your agency’s Employee 

Assistance Program (EAP)? 

Percent

Family/relationship issue 28%

Alcohol or drug misuse 2%

Workplace difficulties (for example, coworker issues, relationship with 

supervisor) 20%

Caregiving support 7%

Personal difficulties 22%

Career support 13%

Health issues 11%

Traumatic event 11%

Event(s) related to domestic violence, sexual assault, and/or stalking 2%

Financial issues 7%

Legal issues 9%

Other 18%

Prefer not to answer 10%
2017 Federal Work Life Survey 78 work-life

EAP4. Thinking of your most recent Employee Assistance Program 

(EAP) experience, how would you rate the following?

Very 

good

Good Fair Poor Very 

poor

The knowledge shown by the EAP professional(s) in helping you 

solve your problem 32% 38% 22% 5% 3%

The level of respect and courtesy shown to you by the EAP 

professional(s) 44% 38% 14% 2% 2%

How your concerns were addressed 33% 38% 20% 5% 3%

EAP5. If referrals were made for further services (for example, therapists, 

self-help groups), did you pursue the referral(s)? 

Percent

Yes 28%

No 8%

No referrals were made 59%

Prefer not to answer 5%

EAP6. How did you find out about your agency’s Employee Assistance Program 

(EAP)? 

Percent

Coworker 20%

Supervisor 22%

Agency Intranet 24%

Email announcement 32%

Friend or family member 4%

Workshop or training session 11%

Poster, pamphlet, or other type of promotional information 25%

Employee orientation 20%

Other 10%

Don’t know 9%

EAP7. Participation in my agency’s 

Employee Assistance Program (EAP) has...

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

Improved my performance 14% 27% 49% 7% 3%

Improved my morale 15% 33% 41% 6% 4%

Improved my health 14% 27% 49% 7% 4%

Helped me to better manage stress 15% 34% 39% 8% 3%

Increased my desire to stay at my agency 15% 25% 47% 7% 5%

EAP8. What are the reasons you have not participated in your agency’s 

Employee Assistance Program (EAP) in the past 12 months? 

Percent

I did/do not know how to contact my agency’s EAP 14%

Unaware of EAP services 23%

No need/interest 59%

Privacy concerns 12%

Inconvenient location 4%
2017 Federal Work Life Survey 79 work-life

Inconvenient hours of operation 4%

Lack of support from immediate supervisor 4%

Prefer going elsewhere for similar services and programs 8%

Other 9%

EAP9. How much do you agree or 

disagree with the following statements?

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

I am aware of the benefits of the EAP. 13% 39% 24% 16% 8%

The EAP at my workplace has a good 

reputation. 8% 17% 63% 7% 5%

My agency encourages use of the EAP. 10% 28% 45% 11% 6%

My immediate supervisor would support 

my participation in the EAP. 17% 36% 39% 5% 4%

EAP10. How satisfied are you with 

your agency’s Employee Assistance 

Program (EAP)? 

Very 

satisfied

Satisfied Neither satisfied 

nor dissatisfied

Dissatisfied Very 

dissatisfied 

 All respondents 7% 16% 67% 6% 4%

 Program participants only 24% 37% 31% 5% 3%

Your Job and Workplace

JW1. How much do you agree or disagree 

with the following statements about your 

workplace?

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

I have the support I need in my workplace to 

manage my work. 20% 44% 20% 11% 6%

Employees who put their family or personal 

needs ahead of their jobs are not looked on 

favorably. 10% 18% 36% 27% 9%

Employees have to choose between advancing 

in their jobs or devoting attention to their 

family or personal lives. 11% 22% 35% 24% 8%

JW2. How much do you agree or disagree 

with the following statements?

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

My supervisor is fair and does not show favoritism in responding to employees personal or 

family needs. 31% 39% 16% 7% 6%

My supervisor is responsive to my needs 

when I have family or personal business to 

take care of. 39% 43% 12% 4% 3%

My supervisor is understanding when I talk 

about personal or family issues that affect my 

work. 31% 35% 25% 5% 4%

I feel comfortable bringing up personal or 

family issues with my supervisor. 27% 32% 20% 12% 9%
2017 Federal Work Life Survey 80 work-life

JW2. How much do you agree or disagree 

with the following statements?

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

My supervisor really cares about the effects 

that work demands have on my personal and 

family life. 27% 31% 26% 9% 8%

JW3. How much do you agree or 

disagree with the following statements?

Strongly 

agree

Agree Neither agree 

nor disagree

Disagree Strongly 

disagree

My supervisor supports the use of worklife programs. 17% 30% 45% 5% 4%

My agency’s senior leaders support the 

use of work-life programs. 11% 24% 52% 8% 6%

JW4. What locations did you work from during the last 3 months? Percent

Headquarters 40%

Field office or annex - Domestic location 44%

Field office or annex - Foreign location 2%

Home - Telework arrangement 25%

Home - Full-time remote work arrangement 2%

At an alternative fixed location, but not my home (e.g., telework center) 2%

At a public location (café, library) 3%

Client/customer place of business 7%

While traveling (for example, from a car, truck, train, plane, hotel/motel 

room)

13%

Other 12%

JW5. In an average week when you travel to work, what form of transportation do you normally use to get to and from work? Percent

I never travel to work (e.g., work from home every work day) 2%

Drive alone 84%

Carpool/vanpool 9%

Public transportation (e.g., bus, subway) 12%

Walk/run 3%

Bicycle 2%

Other 2%

JW6. How many hours in an average week do you usually spend commuting 

to and from work? 

Percent

0 3%

1-3 31%

4-6 30%

7-9 12%

10-12 16%

13-15 3%
2017 Federal Work Life Survey 81 work-life

JW6. How many hours in an average week do you usually spend commuting 

to and from work? 

Percent

More than 15 4%

JW7. Considering everything, how satisfied are you with your job? Percent

Very satisfied 25%

Satisfied 47%

Neither satisfied nor dissatisfied 14%

Dissatisfied 10%

Very dissatisfied 4%

JW8. How satisfied are you with the promotion opportunities in your job? Percent

Very satisfied 11%

Satisfied 24%

Neither satisfied nor dissatisfied 21%

Dissatisfied 23%

Very dissatisfied 21%

JW9. On my last performance appraisal I was rated... Percent

Outstanding 36%

Exceeds Fully Successful 30%

Fully Successful 23%

Minimally Successful 1%

Unacceptable <1%

Pass (Pass/Fail systems only) 4%

Fail (Pass/Fail systems only) <1%

My performance rating is not represented on this list 3%

Not applicable 2%

Prefer not to answer 2%

JW10. How much do you agree or disagree with the following statement? 

My last performance rating was a fair reflection of my job performance.

Percent

Strongly agree 42%

Agree 35%

Neither agree or disagree 8%

Disagree 8%

Strongly Disagree 6%

JW11. How much would you say your job and your personal life and/or 

family life interfere with each other?

Percent

A lot 12%

Somewhat 33%

Not too much 38%

Not at all 16%
2017 Federal Work Life Survey 82 work-life

Demographics

D1. What is the highest level of education you have completed? Percent

Less than high school <1%

High school diploma/GED or equivalent 5%

Trade or technical certificate 3%

Some college (no degree) 17%

Associate’s degree (for example, AA, AS) 11%

Bachelor’s degree (for example, BA, BS) 34%

Master’s degree (for example, MA, MS, MBA) 24%

Doctoral/professional degree (for example, PhD, MD, JD) 7%

D2. What is your current marital or cohabiting status? Percent

Married 67%

Not married but living (cohabiting) with a partner 6%

Widowed 2%

Divorced or separated 13%

Never been married 10%

Prefer not to answer 3%

D3. If you are married or living with a partner, does he/she currently work 

for pay? 

Percent

Yes, full-time 48%

Yes, part-time 7%

Yes, intermittently 2%

No 17%

I am not married or living with a partner 20%

Prefer not to answer 5%

D4. Please provide your total household income. For purposes of this 

survey, total family income is defined as the combined income of household 

adults before taxes. 

Percent

Less than $20,000 <1%

$20,000 to $39,999 2%

$40,000 to $59,999 9%

$60,000 to $79,999 13%

$80,000 to $99,999 14%

$100,000 or more 50%

Prefer not to answer 12%
2017 Federal Work Life Survey 83 work-life

Appendix 5. Detailed Methodology Description

Administration

OPM developed the survey sample by using a stratified random sampling method to obtain generalizable results 

intended to represent the Federal Government. A total of 64,474 employees responded to the survey out of the 

196,489 to whom it was sent, for a response rate of 37%. Survey participants represent 101 headquarter and level one 

component agencies/departments within the Executive Branch across the Federal Government. Full–time and part–time 

permanent, non–seasonal and seasonal employees were eligible to participate in the survey. Data were weighted to 

produce survey estimates that correctly represent all federal employees by demographic characteristics (gender, age, 

ethnicity, etc.). 

Survey administration period began on January 25, 2017 and concluded on March 10, 2017 for a total administration 

period of six weeks. Each Federal employee selected to participate in the Federal Work-Life Survey was sent an electronic invitation by email containing a personalized link to access the questionnaire. There were 160 possible questions 

on the survey with programmed skip patterns routing participants only to questions appropriate to the previously 

selected response. Based on participants experience with work-life programs and current work-life needs, the estimated 

time to complete the survey was 15-25 minutes. Weekly reminders were sent to each participant who did not complete 

the survey during each week of the administration. The survey was accessible for 24 hours per day during administration; 

however, taking the survey during official work hours was authorized. Participants had the option to save their current 

responses and return to the survey if they were interrupted or wanted to take a break while taking the survey. The 

survey was completely voluntary and did not have any tangible incentives offered to participants. 

Sample Design and Weighting 

Study Population

The population of employee records was selected from the Enterprise Human Resources Integration- Statistical Data 

Mart (EHRI-SDM). The population for the survey includes active permanent employees in the Executive Branch as of 

March 2016. See Attachment I for SDM coverage.

Population Stratification

For nineteen of the largest agencies, subcomponents with 5000 or more employees were defined as separate strata, 

while all other agency employees were grouped to form an additional stratum. For eight other larger agencies the 

agency population formed a single stratum. Employees in all other Executive Branch agencies were grouped to form an 

“All Other Agencies” stratum. This process resulted in 101 agency-defined strata. In each stratum the population was 

further broken down by salary and age into four substrata. These resulting substrata were:

• (1) Age under 50 years and annualized salary less than $60,000;

• (2) Age under 50 years and annualized salary $60,000 or greater;

• (3) Age more than 50 years and annualized salary less than $60,000;

• (4) Age more than 50 years and annualized salary $60,000 or greater.

Sample Size Specifications

In substrata (1) the sample size was selected to obtain estimates of item percentages with a 95 percent confidence level 

resulting in a margin of error of no more than plus or minus five percent. In the other three substrata the sample size 

was selected to obtain estimates of item percentages with a 95 percent confidence level resulting in a margin of error of 

no more than plus or minus seven percent. Larger samples were taken in substratum (1) to assure reliable estimates of 

percentages on items related to childcare, since employees in this substratum were more likely to have child care needs 

compared to the other three substrata. To account for the reduction in the returned sample size due to nonresponse, 

sample sizes were inflated by a factor of 2.5, which requires a 40 percent response rate in each substratum to achieve 

the required sample size.
2017 Federal Work Life Survey 84 work-life

Weighting 

Post-Stratification

In some agencies there are groups of employees that are significantly less likely to have valid work email addresses. 

Since the survey is administered to employees via their work email, these groups will be underrepresented in the sample, 

which could possibly introduce bias in the estimates from the survey. A statistical analysis revealed that male employees 

at Department of Homeland Security (DHS) were significantly more likely to have email addresses than female 

employees. At the Department of the Navy veterans were more likely to have an email address than non-veterans. In 

order to reduce possible bias, substrata within DHS were further stratified by gender, and substrata in Navy by veteran’s 

status.

Weighting

When combining strata to obtain estimates for population aggregates, such as by agency, data need to be weighted to 

account for stratum sample sizes that are disproportionate to their share of the population. In each of the 479 strata, 

population weights were calculated by dividing the stratum population by the returned sample size. This process adjusts 

both for systematic disproportionate representation and for nonresponse. 

As an example, if a stratum have a population of 500 and a returned sample size of 125, each member of that stratum 

would have a population weight of 500/125 equal to 4. 

Factor Analysis

Informed by theory and past research by the Families and Work Institute (FWI), a factor analysis was conducted using 

maximum likelihood estimation with four factors followed by promax (oblique) rotation. This is consistent with factor 

analysis methods used by the FWI in similar analyses of the National Study of the Changing Workforce. 

Indices

Using the results of the factor analysis, analysts created two organization-level scales: support for flexibility and support 

for wellness. Variables were selected for inclusion based on FWI’s prior work and theoretical expectations. After factors 

were defined, Percent positive scores were created by aggregating all positive responses for each individual item in 

the scale across groups based on agency size. These unrounded percent positive scores were then averaged to create 

the index score. Items were reverse coded when needed. The alpha reliability coefficients for the support for flexibility 

index, support for wellness index, and supervisory support index were 0.75 and 0.86, respectively. 

Significance Testing

The following procedure was implemented to conduct significance tests on subgroup comparisons, which are presented 

in the key findings of this report. Original responses to the survey items relating to Job Satisfaction, High Performance, 

and Intention to Remain with Current Organization, were coded into numeric dichotomous values of “0” and “1”. The 

original coded responses of “0” and blank were coded as missing values. The resulting numeric values of “1” represent, 

respectfully; satisfied with job, a performance rating of exceeds successful or outstanding, and intention to remain with 

their current organization.

The variables Work Schedule Flexibilities, Telework Participation, Employee Assistance Program (EAP) Participation, 

Family and Dependent Care (FDC) Program Participation, and Health and Wellness Participation were coded such that a 

value of “1” indicates participation and “0” non-participation, where these variables are considered to be categorical.

For each of the two levels of each categorical variable, estimates of the percentage of positive responses for each 

dependent variable were computed. The difference between the two percentages was computed and a hypothesis test 

was performed to test whether that difference was statistically significant from zero at the .05 level of significance
2017 Federal Work Life Survey 85 work-life

Appendix 6. Terms and Definitions

Activities of Daily Living

Basic self-care tasks of everyday life, such as feeding, toileting, selecting proper attire, grooming, maintaining continence, putting on clothes, bathing, walking, and transferring (such as moving from bed to wheelchair).

Adult Dependent Care

The responsibilities of providing services essential to the health, well-being, and/or activities of daily living for another 

adult (aged 18 and older). This includes, but is not limited to, elder care.

Advanced Leave

Sick or annual leave that may be granted in advance to an employee for the same reasons sick or annual leave would be 

granted, in accordance with agency policy and subject to limitation.

Agency

Any Executive department or independent establishment of the Federal Government that has the authority to hire 

employees in the competitive, excepted, and senior executive service.

Alternative Work Schedule (AWS) - Compressed Work Schedule

A fixed work schedule under which a full-time employee completes an 80-hour biweekly work requirement in less than 

10 work days.

Alternative Work Schedule (AWS) - Flexible Work Schedule

A work schedule that allows an employee to determine his or her own schedule (e.g., arrival and departure times) within 

the limits set by the agency.

Annual Leave

Leave an employee may use for any reason, including vacations, rest and relaxation, and personal business or 

emergencies.

Back-up Care

Caregiving services provided when an employee’s regular or primary care arrangement is unavailable. This may include 

child care, elder care, care for an adult with special needs, or care for oneself. 

Child Care

The responsibilities of providing services essential to the health and well-being of children living with you who are up to 

age 18 (but not including age 18).

Child Care Subsidy

A program that provides financial support for child care through subsidies to employees. 

Compensatory Time Off

Time off with pay in lieu of overtime pay for irregular or occasional overtime work, or when permitted under agency 

flexible work schedule programs, time off with pay in lieu of overtime pay for regularly scheduled or irregular or occasional overtime work.

Counseling

A professional relationship that empowers diverse individuals, families, and groups to accomplish mental health, 

wellness, education, and career goals. 

Dependent 

A child or adult for whom you are responsible for providing services essential to the health, well-being, and/or activities 

of daily living. For the purposes of this survey, a dependent may or may not be someone you claim as a dependent for 

tax purposes. 

Dependent Care Flexible Spending Account (DCFSA)

A tax savings account that allows employees to set aside pre-tax salary to pay for eligible dependent care expenses.
2017 Federal Work Life Survey 86 work-life

Elder Care 

The responsibilities of providing services essential to the health, well-being, and/or activities of daily living for a parent or 

other elderly person. 

Elder/Adult Care Subsidy

A program that provides financial support for elder or adult dependent care through subsidies to employees.

Employee Assistance Program

A voluntary, work-based program that offers free and confidential assessments, short-term counseling, community referrals, and follow-up services to employees who have personal and/or work-related problems. EAP counselors also work 

in a consultative role with managers and supervisors to help address employee and organizational challenges and needs. 

Many EAPs are active in helping organizations prevent and cope with workplace violence, trauma, and other emergency 

response situations. Other services may include but are not limited to back-up child care, legal advice services, personal 

financial planning, realty services, etc.

Family and Dependent Care

Care for a child, relative, or other adult who requires assistance essential to health, well-being, and/or activities of daily 

living.

Family and Medical Leave

Most employees are entitled to up to 12 work weeks of job-protected, unpaid leave during any 12-month period for the 

birth and care of a son or daughter of an employee; placement with the employee of a son or daughter for adoption 

or foster care; the care of an employee’s spouse, son, daughter, or parent who has a serious health condition; to take 

medical leave when the employee is unable to work because of a serious health condition; or any qualifying exigency 

arising out of the fact that the spouse, son, daughter, or parent of the employee is on covered active duty (or has been 

notified of an impending call or order to covered active duty) in the Armed Forces.

Federal Child Care Center

A center-based group care for children, often at the worksite, that is sponsored by a Federal agency employer.

Federal Child Care Subsidy Program

A program through which agencies use appropriated and revolving funds to directly subsidize licensed child care for 

lower-income Federal employees.

Health and Wellness Program

A program that helps participants modify their lifestyles and move towards a state of optimal health by encouraging 

and/or providing opportunities for employees to make healthy choices, participate in physical activity, eat nutritious 

food, receive preventative health screenings, and learn more about healthy behaviors. 

Health Coach

A wellness authority and supportive mentor who motivates individuals to cultivate positive health choices. Health 

coaches educate and support clients to achieve their health goals through lifestyle and behavior adjustments.

Health and Wellness Fair

An event where organizations have an opportunity to disseminate health information at booths and/or to provide health 

screenings.

Health Education Program

Educational programs focused on helping individuals learn and use health-enhancing skills. Examples include seminars, 

lunch and learns, webinars, presentations, and similar activities offered at workplaces.

Job Sharing

An arrangement that allows two employees to coordinate schedules/assignments to share a work role.

Leave without Pay

A temporary non-pay status and absence from duty that, in most cases, is granted at the employee’s request.
2017 Federal Work Life Survey 87 work-life

Leave Sharing

Leave employees receive through donations as part of an agency’s Voluntary Leave Transfer Program, (VLTP), Voluntary 

Leave Bank Program (VLBP), or Emergency Leave Transfer Program (ELTP).

Legal Guardian

A person with the legal authority and duty to care for the personal and property interests of a minor child or incompetent adult. 

Lifestyle Coaching

A communication process between a trained health professional and an individual or group. The stages of coaching 

include 1) building a relationship, 2) making an informed assessment, 3) establishing agreed upon goals and objectives, 

and 4) developing an implementation plan.

Listserv

An electronic mailing list that is used to communicate with a group of people via email. 

Long-term Care Insurance

The Federal Long Term Care Insurance Program (FLTCIP) provides long-term care insurance to help pay for costs of care 

when enrollees need help with activities they perform every day or have a severe cognitive impairment.

Mediation

An assisted negotiation in which a trained, neutral third party helps two or more parties negotiate to resolve a dispute in 

a safe environment.

Moderate-Intensity Physical Activity 

On an absolute scale, physical activity that is done at 3.0 to 5.9 times the intensity of rest. On a scale relative to an 

individual’s personal capacity, moderate-intensity physical activity is usually a 5 or 6 on a scale of 0 to 10. Examples 

of moderate-intensity activities include walking briskly, biking slower than 10 miles an hour, general gardening, and 

ballroom dancing.

Nursing Mothers’ Facility

A private space that is set aside for employees to express breast milk at work. 

Onsite Exercise Facility

A gym, fitness class, studio, or space dedicated to physical activity at your worksite.

Onsite Health Clinic

A medical facility located at your worksite that offers health services, such as consultations with a health care provider 

and onsite medication.

Part-time Schedule

An arrangement that allows an employee to work less than full-time.

Phased Retirement

An arrangement that allows an employee to work part-time while drawing partial retirement benefits.

Physical Activity Program

Activities that promote any bodily movement produced by the contraction of skeletal muscle that increases energy 

expenditure above a basal level, such as fitness classes, competition, walks, and agency-sponsored athletic groups.

Referral 

The process of directing someone to resources, information, or services. 

Respite Care

Care that is provided for a child or adult with special needs to provide temporary relief to the caregiver(s). 

Screening

An assessment to detect a disease when signs or symptoms may not be visible. Examples include, but are not limited 

to, screening for bone density, sun exposure, diabetes, or blood pressure readings, similar “hands on” checks, and 
2017 Federal Work Life Survey 88 work-life

questionnaire type screening, such as depression or substance abuse screening.

Senior Leaders

The heads of departments/agencies and their immediate leadership team. These individuals may hold either a political 

or career appointment and are typically members of the Senior Executive Service or equivalent.

Sick Leave

Leave an employee is entitled to use for personal medical needs, family care or bereavement, care of a family member 

with a serious health condition, and adoption-related purposes.

Stress Management Program

Activities that promote strategies to deal with stress and adversity, such as educational classes, guided mediation 

programs, social events, relaxation activities, and mindfulness training.

Supervisor

First-line supervisor who is typically responsible for an employee’s performance appraisals and approval of leave.

Support Group

A group of people with common experiences or concerns who provide each other with encouragement, comfort, and 

advice.

Telework 

A work flexibility arrangement under which an employee performs the duties and responsibilities of such employee’s 

position, and other authorized activities, from an approved worksite other than the location from which the employee 

would otherwise work.

Vigorous Physical Activity

On an absolute scale, physical activity that is done at 6.0 or more times the intensity of rest. On a scale relative to an 

individual’s personal capacity, vigorous-intensity physical activity is usually a 7 or 8 on a scale of 0 to 10. Examples of 

vigorous intensity activities include race walking, jogging, running, swimming, jumping rope, and hiking uphill.

Work Schedule Flexibilities

Schedules that permit flexibility in work hours, including but not limited to compressed work schedules, flexible work 

schedules, job sharing, part-time schedules, and phased retirement or return to work.

U.S. Office of Personnel Management

Employee Services

1900 E Street, NW, Washington, DC 20415

OPM.GOV

ES/SESPM-03025-03/2018