Federal Employee Viewpoint Survey Results

Employees Influencing Change

Commodity Futures Trading Commission

2015 Small Agency Management Report

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

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

A Brief Guide .........................................................................................................................................................................................2

Respondent Overview............................................................................................................................................................................4

Results at a Glance ................................................................................................................................................................................5

Top 10 Positive & Negative Items...........................................................................................................................................................6

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

Benchmarks ......................................................................................................................................................................................7

Component Scores............................................................................................................................................................................7

Trends ...............................................................................................................................................................................................9

Global Satisfaction Index .................................................................................................................................................................... 10

Benchmarks ................................................................................................................................................................................... 10

Component Scores......................................................................................................................................................................... 10

Trends ............................................................................................................................................................................................ 11

The New IQ Index................................................................................................................................................................................ 12

Benchmarks ................................................................................................................................................................................... 12

Component Scores......................................................................................................................................................................... 12

Trends ............................................................................................................................................................................................ 13

Decision Aid: Increases........................................................................................................................................................................ 14

Decision Aid: Decreases....................................................................................................................................................................... 18

Decision Aid: No Change..................................................................................................................................................................... 19

Appendix A: Item Results and Benchmarks......................................................................................................................................... 20

Appendix B: Work/Life Programs......................................................................................................................................................... 26

Appendix C: Demographic Results...................................................................................................................................................... 28

Appendix D: Participating Agencies..................................................................................................................................................... 31
1

About This Report

The 2015 Federal Employee Viewpoint Survey (FEVS) provides employees with the opportunity to influence 

change in their agencies by submitting feedback about their work environment, leadership and many other 

aspects of the organization. The FEVS also provides agency leaders with unique insight into workforce issues 

and trends, and helps them to identify problem areas as well as maintain positive aspects of the agency. 

The 2015 Small Agency Management Report (SAM) was designed to help agency leaders identify these 

issues and take action to improve them, and it also highlights agency successes that should be acknowledged. 

Please feel free to share these successes and areas for improvement with your employees. 

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

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

Understanding Your Results

Percent Positive

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

Percent Negative

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

Percent Neutral

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

Identifying Strengths, Challenges and Neutral Findings

65 percent positive or higher is considered a strength

35 percent negative or higher is considered a challenge

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

between managers and staff

Identifying Increases and Decreases

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

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

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

within the agency and should be examined. Increases indicate positive change that should continue to be 

reinforced. Decreases, especially in areas considered mission critical, may call for appropriate action to 

prevent further decline.

About This Report
2

A Brief Guide to Using Your Small Agency Management Report

This section provides suggestions on how to use your FEVS results and includes examples for taking action to help 

your agency meet its strategic human capital management goals.

Getting Started

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

starting point is to adopt a strategy based in an action planning framework. This means looking for improvements 

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

outlined below, including references to sections of the Small Agency Management Report (SAM) that you may find 

useful in helping you to focus on the most critical issues.

Step 1: Use Your SAM to Identify Areas for Improvement

Your SAM provides the tools that can be useful in analyzing your results to find issues most critical to your agency. 

One way to identify issues is to compare your agency’s 2015 results to last year. The Decision Aid - Decreases 

section provides a quick way to view all of your results that have decreased since 2014. There are many ways to 

look at your results, and the following sections of the SAM can be valuable resources in illustrating the state of 

your agency: 

Results at a Glance

The Results at a Glance is new in 2015. This section provides an overview of selected FEVS results including agency 

strengths and challenges, areas that have increased and decreased over time, and overall index highlights. This 

information allows the agency to get valuable insight into their results.

Respondent Overview

The Respondent Overview provides a quick snapshot of some interesting demographic results from the respondent 

population. It offers valuable insight into the makeup of who is responding in your agency and can help inform 

and guide your recruiting and retention efforts. For example, this section allows you to better understand the ratio 

of seasoned employees who may be preparing for retirement to newer employees. It is important to keep in mind 

that this is a survey respondent overview, and these percentages may not match up exactly to your agency’s total 

population characteristics. 

Top 10 Positive and Negative Items 

Not only does this section display a brief overview of noteworthy results (for use in leadership briefings, 

agency communications, etc.), it also allows you to quickly determine if there are any underlying themes in 

the way employees responded to certain items. For example, your agency may want to prioritize issues around 

communication if multiple survey items related to this subject reside in the Top 10 Negative Items list. 

Indices

The Engagement Index, Global Satisfaction Index, and New IQ provide agencies with consistent metrics for 

measuring progress toward objectives. Benchmarks are included to provide insight into how your agency 

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

agencies in the Engagement Index may have suggestions on things that have and have not worked to engage their 

employees. This year, each index also includes a display of trends for the overall agency, going as far back as 2012 

when available.

A Brief Guide to Using Your Small Agency Management Report
3

A Brief Guide to Using Your Small Agency Management Report (continued)

Decision Aid

This section is useful in helping you easily identify the most critical issues in your agency as well as recognizing 

where your agency has improved since 2014. The Decision Aid is divided into three sections to help you focus your 

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

Increases: Contains all items that increased since 2014

Decreases: Contains all items that decreased since 2014

No Change: Contains all items that did not change since 2014

Appendices

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

results. Appendix A shows how well your agency scored relative to others small agencies. Scanning the graphs can 

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

Appendix B shows a full breakdown of the Work/Life program results. Appendix C shows a full breakdown of the 

demographic items to provide a more in-depth summary than in the Respondent Overview. Appendix D lists all 

agencies that participated in the 2015 FEVS.

Step 2: Develop Your Goals for Improvement

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

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

visible, measurable results, and those that will require long-term perspective.

Step 3: Identify Your FEVS Team

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

strong. It is important that each member of your team is actively engaged in the process and supports its goals. 

Identifying your team is not just limited to personnel selection. It also includes identifying and pulling together 

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

Step 4: Develop Your Plan for Action

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

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

and keep in mind timeframes. Tasks should include start dates, end dates, and measurable milestones. Make sure 

you get approval for the actions you must take to achieve your agency goals. Remember that leadership buy-in, 

engagement, and communication is critical to your success.

Step 5: Implement Your Plan

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

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

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

leadership are well-informed.

Step 6: Monitor and Evaluate the Results

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

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

transparency which can add to staff engagement.

A Brief Guide to Using Your Small Agency Management Report
4

Respondent Overview

The Unique Characteristics of Commodity Futures Trading 

 Commission Respondents

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

most frequently selected response choice for each demographic item 

is highlighted in the first figure. The second figure displays the total 

FEVS respondent breakdown by generation. Please be aware that these 

results are based on survey respondents, which may differ from the total 

employee population.

Male

55 %

Agency Tenure of 

4-10 Years

44 %

AT

Federal Tenure of 

11+ Years

49 %

FT

Advanced Degrees 

(Post-Bachelor’s)

67 %

Pay Grades 

13 to 15

50 %

Generations

 1% Traditionalists (born 1945 or earlier)

 35% Baby Boomers (born 1946 – 1964)

53% Generation X (born 1965 – 1980)

 11% Generation Y (born 1981 or later)

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

CFTC Response Rate

 79% (488 out of 617 

employees responded)

Field Period: May 4, 2015 – June 12, 2015

Overall 2014 response rate: 63%

Component Response Rates

 85% Office of Data and Technology

 85% Office of the Executive Director

 82% Office of General Counsel

 82% Office of International Affairs

 81% Division of Market Oversight

 80% Division of Enforcement

 78% Division of Clearing and Risk

 74% Division of Swap Dealer and 

Intermediary Oversight

 67% Office of Commissioner Giancarlo

 50% Office of the Chief Economist

 33% Office of the Chairman

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

Respondent Overview
5

Results at a Glance

Strengths & Challenges*

22 items identified as strengths (65% positive or higher)

Most positively rated item: 

When needed I am willing to put 

in the extra effort to get a job done.

(96% positive)

22 items identified as challenges (35% negative or higher)

Most negatively rated item: 

Pay raises depend on how well 

employees perform their jobs.

(69% negative)

Increases & Decreases*

1 Year Trend (2014 to 2015)

61 items increasedfrom 2014

( 26 items increased by 

5 percentage points or more)

6 items decreasedfrom 2014

( 0 items decreased by 

5 percentage points or more)

2 Year Trend (2013 to 2015) 

10 items increasedfrom 2013

( 2 items increased by 

5 percentage points or more)

55 items decreasedfrom 2013

( 30 items decreased by 

5 percentage points or more)

3 Year Trend (2012 to 2015) 

3 items increasedfrom 2012

( 0 items increased by 

5 percentage points or more)

66 items decreasedfrom 2012

( 54 items decreased by 

5 percentage points or more)

Index Highlights

Engagement Index

60%

( increased 4 percentage points 

from 2014) 

Global Satisfaction Index 

46%

(increased 6 percentage points 

from 2014)

New IQ Index 

51%

( increased 3 percentage points 

from 2014) 

* Work/Life Program items (72-84) are excluded.

Results at a Glance
6

Top 10 Positive & Negative Items

The figures below highlight the top 10 positive and negative results from the survey to help you quickly identify the 

most positive and most negative aspects of the organizational environment. Use this snapshot as a quick reference 

or overview of your FEVS results. For more in-depth analysis, use this section in conjunction with the Decision 

Aid to help you narrow down the most important areas to work on improving and/or maintaining in the coming 

year. The text box at the bottom of this page also contains some tips for taking action to improve negative items. 

Highest Percent Positive Items

 96% When needed I am willing to put in the extra effort 

to get a job done. (Q. 7)

 89% In the last six months, my supervisor has talked with 

me about my performance. (Q. 50)

 88% My supervisor supports my need to balance work 

and other life issues. (Q. 42)

 88% I am constantly looking for ways to do my job 

better. (Q. 8)

 87% Employees are protected from health and safety 

hazards on the job. (Q. 35)

 84% My supervisor treats me with respect. (Q. 49)

 83% How would you rate the overall quality of work 

done by your work unit? (Q. 28)

 81% My supervisor listens to what I have to say. (Q. 48)

 80%

 Physical conditions (for example, noise level, 

temperature, lighting, cleanliness in the workplace) 

allow employees to perform their jobs well. (Q. 14)

 80% The work I do is important. (Q. 13)

Highest Percent Negative Items

 69% Pay raises depend on how well employees perform 

their jobs. (Q. 33)

 62% I have sufficient resources (for example, people, 

materials, budget) to get my job done. (Q. 9)

 58% In my work unit, differences in performance are 

recognized in a meaningful way. (Q. 24)

 51% Considering everything, how satisfied are you with 

your pay? (Q. 70)

 51% How satisfied are you with your opportunity to get a 

better job in your organization? (Q. 67)

 48% In my organization, senior leaders generate high levels of 

motivation and commitment in the workforce. (Q. 53)

 48% In my work unit, steps are taken to deal with a poor 

performer who cannot or will not improve. (Q. 23)

 47% Employees have a feeling of personal empowerment 

with respect to work processes. (Q. 30)

 47% Awards in my work unit depend on how well 

employees perform their jobs. (Q. 25)

 45%

 Managers promote communication among different 

work units (for example, about projects, goals, needed 

resources). (Q. 58)

Tips for Taking Action

It can be difficult to know where to start when looking at items with high percent negative ratings. A helpful suggestion is to group items 

together with common themes and determine if there is a larger category you can target for improvement. For example, if you notice there are 

several high percent negative items related to communication with supervisors, understanding of job expectations, and fairness of performance 

appraisals, then it may be a good idea to target the performance management process as an area for improvement in your agency.

Top 10 Positive & Negative Items
7

Engagement Index

Because the FEVS is an assessment of organizational climate, the Engagement Index does not directly evaluate an 

employee’s level of engagement. Therefore, instead of measuring “states” of engagement such as focused attention 

and dedication to completing assignments, this index concentrates on factors that lead to an engaged workforce 

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

Below, you can see where your agency’s Engagement Index score compares to the small agency average. 

The names of the highest-ranked small agencies are listed to facilitate the sharing of information, such as 

best practices. The U.S. Office of Personnel Management (OPM) has also created the Unlock Talent website 

(https://www.unlocktalent.gov) to share resources and help with interagency communication.

Engagement Benchmarks

rank

1 87% USTDA

rank

2 86% FLRA 

rank

3 84% FMCS

rank

32 CFTC 60%

67% Small Agencies, Combined

This table displays the Engagement Index score for each component in your agency as well as the scores for the 

three engagement factors, which can facilitate information-sharing within your agency.

Engagement Component Scores

 Leaders Lead Supervisors

Intrinsic Work 

Experience

 2015

Engagement 

Index

Commodity Futures Trading Commission 44 75 60 60

Division of Clearing and Risk 64 86 79 76

Office of the Executive Director 65 83 76 74

Office of Data and Technology 59 79 72 70

Division of Enforcement 44 78 65 62

Office of General Counsel 32 65 58 52

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

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

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

Engagement Index
8

Engagement Index (continued)

Leaders Lead Supervisors

Intrinsic Work 

Experience

2015

Engagement 

Index

Commodity Futures Trading Commission 44 75 60 60

Division of Market Oversight 25 69 39 45

Division of Swap Dealer and Intermediary Oversight 25 65 42 44

Engagement Index
9

Engagement Index (continued)

To provide more information on employee engagement for your agency, the figure below includes engagement 

index trends back to 2012 (if available), as well as the small agency combined trends for comparison. The trend 

scores for the three engagement factors are also included.

Engagement Index Trends

 2012 2013 2014 2015

Small Agencies, Combined 

Engagement

66. 66. No change from 2012. 65. Decreased from 2013. 67. Increased from 2014.

CFTC 

Engagement

68. 64. Decreased from 2012. 56. Decreased from 2013. 60. Increased from 2014.

Leaders Lead

59. 51. Decreased from 2012. 38. Decreased from 2013. 44. Increased from 2014.

Supervisors 

77. 77. No change from 2012. 72. Decreased from 2013. 75. Increased from 2014.

Intrinsic Work Experience

68. 65. Decreased from 2012. 57. Decreased from 2013. 60. Increased from 2014.

66 66 65 67

68 64 56 60

59 51

38 44

77 77 72 75

68 65 57 60

Engagement Index 
10

Global Satisfaction Index

The Global Satisfaction Index is a combination of employees’ satisfaction with their jobs, their pay, and their 

organization, plus their willingness to recommend their organization as a good place to work. The Global 

Satisfaction Index score for your agency, the highest scoring small agencies, and the small agency average are 

displayed below.

Global Satisfaction Benchmarks

rank

1 86% FMCS

rank

2 85% FLRA 

rank

3 78% NEH

rank

38 CFTC 46%

62% Small Agencies, Combined

This table shows the Global Satisfaction Index score for each component in your agency as well as the scores for all 

four satisfaction factors.

Global Satisfaction Component Scores

 Job

Satisfaction

Pay

Satisfaction

Organization 

Satisfaction

Recommend 

Organization

2015

Global 

Satisfaction 

Index

Commodity Futures Trading Commission 52 34 46 52 46

Office of the Executive Director 72 75 73 73 73

Office of Data and Technology 63 40 62 64 57

Division of Clearing and Risk 60 33 57 58 52

Division of Enforcement 54 27 52 59 48

Office of General Counsel 52 24 33 36 36

Division of Swap Dealer and Intermediary 

Oversight 38 17 29 38 30

Division of Market Oversight 38 24 22 33 29

Job Satisfaction: Considering everything, how satisfied are you with your job? (Q. 69)

Pay Satisfaction: Considering everything, how satisfied are you with your pay? (Q. 70)

Organization Satisfaction: Considering everything, how satisfied are you with your organization? (Q. 71)

Recommend Organization: I recommend my organization as a good place to work. (Q. 40)

Global Satisfaction Index
11

Global Satisfaction Index (continued)

To provide more information on global satisfaction for your agency, the figure below includes index trends back 

to 2012 (if available), as well as the small agency combined trends for comparison. The trend scores for all four 

satisfaction factors are also included.

Global Satisfaction Index Trends

 2012 2013 2014 2015

Small Agencies, Combined 

Global Satisfaction

62. 61. Decreased from 2012. 59. Decreased from 2013. 62. Increased from 2014.

CFTC 

Global Satisfaction

70. 54. Decreased from 2012. 40. Decreased from 2013. 46. Increased from 2014.

Job Satisfaction

69. 56. Decreased from 2012. 50. Decreased from 2013. 52. Increased from 2014.

Pay Satisfaction

65. 43. Decreased from 2012. 30. Decreased from 2013. 34. Increased from 2014.

Organizational Satisfaction

69. 55. Decreased from 2012. 37. Decreased from 2013. 46. Increased from 2014.

Recommend Organization

76. 64. Decreased from 2012. 45. Decreased from 2013. 52. Increased from 2014.

62 61 59 62

70

54

40 46

69

56 50 52

65

43

30 34

69

55

37 46

76 64

45 52

Global Satisfaction Index
12

The New IQ Index

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

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

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

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

small agency average are displayed below.

New IQ Benchmarks

rank

1 80% USTDA

rank

2 79% FLRA 

rank

3 78% FMCS

rank

35 CFTC 51%

60% Small Agencies, Combined

This table shows the New IQ Index score for each component in your agency as well as the scores for all five habits 

of inclusion.

New IQ Component Scores

 Fair Open Cooperative Supportive Empowering

2015

New IQ Index

Commodity Futures Trading Commission 37 53 39 81 48 51

Office of the Executive Director 47 65 57 86 64 64

Division of Clearing and Risk 46 70 49 87 66 64

Office of Data and Technology 50 65 56 85 62 64

Division of Enforcement 35 52 35 82 45 50

Division of Market Oversight 31 45 34 79 30 44

Office of General Counsel 27 34 28 76 48 43

Division of Swap Dealer and 

Intermediary Oversight 27 41 17 72 35 39

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

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

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

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

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

The New IQ Index
13

The New IQ Index (continued)

To provide more information on the New IQ for your agency, the figure below includes index trends back to 2012 

(if available), as well as the small agency combined trends for comparison. The trend scores for the five habits of 

inclusion are also included.

New IQ Index Trends

 2012 2013 2014 2015

Small Agencies, Combined 

New IQ

59. 59. No change from 2012. 58. Decreased from 2013. 60. Increased from 2014.

CFTC 

New IQ

61. 56. Decreased from 2012. 48. Decreased from 2013. 51. Increased from 2014.

Fair

48. 41. Decreased from 2012. 34. Decreased from 2013. 37. Increased from 2014.

Open

61. 57. Decreased from 2012. 51. Decreased from 2013. 53. Increased from 2014.

Cooperative

54. 48. Decreased from 2012. 36. Decreased from 2013. 39. Increased from 2014.

Supportive

81. 82. Increased from 2012. 79. Decreased from 2013. 81. Increased from 2014.

Empowering

59. 52. Decreased from 2012. 42. Decreased from 2013. 48. Increased from 2014.

59 59 58 60

61 56 48 51

48 41 34 37

61 57 51 53

54 48 36 39

81 82 79 81

59 52 42 48

The New IQ Index
14

Decision Aid: Increases

Identifying Increases Since 2014

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

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

Work/Life Program survey items (72-84) are excluded.

Using the Legend Icons

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

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

become new strengths this year. The legend icons help to highlight areas in need of continued focus and areas that 

have been successfully improved and should be celebrated.

61 Items Increased Since 2014

Strength

These items are 

65 percent positive 

or higher

Caution

These items are 

30 percent neutral 

or higher

Challenge

These items are 

35 percent negative 

or higher

New Strength

These items became 

a new strength 

in 2015

2014

Positive

2015 

Positive

2015 

Neutral

2015 

Negative

Increase 

Since 2014

My work unit is able to recruit people with the right skills. (Q. 21) 33 51 19 31 +18

How satisfied are you with the training you receive for your present job? (Q. 68) 33 46 24 30 +13

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

organizational goals. (Q. 29) 46 58 18 24 +12

My agency is successful at accomplishing its mission. (Q. 39) 51 61 25 14 +10

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

to work. (Q. 41) 34 43 17 39This item is 35 percent negative or higher.

+9

Considering everything, how satisfied are you with your organization? (Q. 71) 37 46 22 32 +9

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

in the workforce. (Q. 53) 24 32 21 48This item is 35 percent negative or higher.

+8

How satisfied are you with the recognition you receive for doing a good job? (Q. 65) 31 39 24 37This item is 35 percent negative or higher.

+8

I feel encouraged to come up with new and better ways of doing things. (Q. 3) 47 55 13 32 +8

I am given a real opportunity to improve my skills in my organization. (Q. 1) 50 58 16 26 +8

Decision Aid: Increases
15

Decision Aid: Increases (continued)

2014

Positive

2015 

Positive

2015 

Neutral

2015 

Negative

Increase 

Since 2014

My workload is reasonable. (Q. 10) 44 51 15 34 +7

My organization’s senior leaders maintain high standards of honesty and integrity. (Q. 54) 43 50 23 27 +7

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

goals and objectives. (Q. 57) 35 42 25 33 +7

I recommend my organization as a good place to work. (Q. 40) 45 52 22 27 +7

Supervisors in my work unit support employee development. (Q. 47) 63 70This item is 65 percent positive or higher.

This became a new strength in 2015.

13 17 +7

Creativity and innovation are rewarded. (Q. 32) 24 30 26 43This item is 35 percent negative or higher.

+6

Arbitrary action, personal favoritism and coercion for partisan political purposes 

are not tolerated. (Q. 37) 42 48 25 27 +6

My training needs are assessed. (Q. 18) 33 39 24 37This item is 35 percent negative or higher.

+6

I have a high level of respect for my organization’s senior leaders. (Q. 61) 37 43 24 34 +6

My talents are used well in the workplace. (Q. 11) 43 49 16 35This item is 35 percent negative or higher.

+6

Employees are recognized for providing high quality products and services. (Q. 31) 31 37 22 41This item is 35 percent negative or higher.

+6

Employees have a feeling of personal empowerment with respect to work processes. (Q. 30) 24 30 23 47This item is 35 percent negative or higher.

+6

The skill level in my work unit has improved in the past year. (Q. 27) 48 54 28 18 +6

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

of reprisal. (Q. 17) 56 62 19 20 +6

Managers communicate the goals and priorities of the organization. (Q. 56) 36 41 20 39This item is 35 percent negative or higher.

+5

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

going on in your organization? (Q. 64) 31 36 20 44This item is 35 percent negative or higher.

+5

Senior leaders demonstrate support for Work/Life programs. (Q. 62) 53 57 22 21 +4

I like the kind of work I do. (Q. 5) 72 76This item is 65 percent positive or higher.

13 11 +4

Managers support collaboration across work units to accomplish work objectives. (Q. 59) 38 42 20 38This item is 35 percent negative or higher.

+4

I know what is expected of me on the job. (Q. 6) 63 67This item is 65 percent positive or higher.

This became a new strength in 2015.

13 20 +4

I have enough information to do my job well. (Q. 2) 54 58 17 25 +4

Decision Aid: Increases
16

Decision Aid: Increases (continued)

2014

Positive

2015 

Positive

2015 

Neutral

2015 

Negative

Increase 

Since 2014

Promotions in my work unit are based on merit. (Q. 22) 30 34 24 42This item is 35 percent negative or higher.+4

Considering everything, how satisfied are you with your pay? (Q. 70) 30 34 15 51This item is 35 percent negative or higher.

+4

My supervisor provides me with constructive suggestions to improve my 

job performance. (Q. 46) 58 61 19 20 +3

In the last six months, my supervisor has talked with me about my performance. (Q. 50) 86 89This item is 65 percent positive or higher.

5 5 +3

I have sufficient resources (for example, people, materials, budget) to get my job done. (Q. 9) 19 22 16 62This item is 35 percent negative or higher.

+3

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

improve. (Q. 23) 20 23 29 48This item is 35 percent negative or higher.

+3

My work gives me a feeling of personal accomplishment. (Q. 4) 62 65This item is 65 percent positive or higher.

This became a new strength in 2015.

15 20 +3

In my work unit, differences in performance are recognized in a meaningful way. (Q. 24) 19 22 20 58This item is 35 percent negative or higher.

+3

Considering everything, how satisfied are you with your job? (Q. 69) 50 52 21 27 +2

Awards in my work unit depend on how well employees perform their jobs. (Q. 25) 26 28 25 47This item is 35 percent negative or higher.

+2

The people I work with cooperate to get the job done. (Q. 20) 72 74This item is 65 percent positive or higher.

11 14 +2

How satisfied are you with your opportunity to get a better job in your organization? (Q. 67) 19 21 28 51This item is 35 percent negative or higher.

+2

My supervisor treats me with respect. (Q. 49) 82 84This item is 65 percent positive or higher.

8 7 +2

Supervisors work well with employees of different backgrounds. (Q. 55) 57 59 21 20 +2

Pay raises depend on how well employees perform their jobs. (Q. 33) 12 14 17 69This item is 35 percent negative or higher.

+2

Employees in my work unit share job knowledge with each other. (Q. 26) 67 69This item is 65 percent positive or higher.

14 16 +2

My supervisor listens to what I have to say. (Q. 48) 79 81This item is 65 percent positive or higher.

9 11 +2

I am constantly looking for ways to do my job better. (Q. 8) 86 88This item is 65 percent positive or higher.

9 3 +2

The work I do is important. (Q. 13) 78 80This item is 65 percent positive or higher.

13 7 +2

How satisfied are you with the policies and practices of your senior leaders? (Q. 66) 27 29 32This item is 30 percent neutral or higher.

40This item is 35 percent negative or higher.

+2

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

projects, goals, needed resources). (Q. 58) 34 35 19 45This item is 35 percent negative or higher.

+1

My supervisor provides me with opportunities to demonstrate my leadership skills. (Q. 43) 66 67This item is 65 percent positive or higher.

15 18 +1

Decision Aid: Increases
17

Decision Aid: Increases (continued)

2014

Positive

2015 

Positive

2015 

Neutral

2015 

Negative

Increase 

Since 2014

Overall, how good a job do you feel is being done by your immediate supervisor? (Q. 52) 71 72This item is 65 percent positive or higher.19 9 +1

I am held accountable for achieving results. (Q. 16) 72 73This item is 65 percent positive or higher.

17 10 +1

Discussions with my supervisor about my performance are worthwhile. (Q. 44) 61 62 15 22 +1

How satisfied are you with your involvement in decisions that affect your work? (Q. 63) 41 42 23 35This item is 35 percent negative or higher.

+1

My performance appraisal is a fair reflection of my performance. (Q. 15) 62 63 17 20 +1

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

immediate supervisor? (Q. 60) 52 53 21 27 +1

My supervisor is committed to a workforce representative of all segments of society. (Q. 45) 72 73This item is 65 percent positive or higher.

18 10 +1

When needed I am willing to put in the extra effort to get a job done. (Q. 7) 95 96This item is 65 percent positive or higher.

3 1 +1

Decision Aid: Increases
18

Decision Aid: Decreases

Identifying Decreases Since 2014

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

to allow you to quickly and easily identify where results have dropped since last year. Work/Life Program survey 

items (72-84) are excluded.

Using the Legend Icons

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

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

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

6 Items Decreased Since 2014

Strength

These items are 

65 percent positive 

or higher

Caution

These items are 

30 percent neutral 

or higher

Challenge

These items are 

35 percent negative 

or higher

Past Strength

These items are no 

longer a strength 

in 2015

2014

Positive

2015 

Positive

2015 

Neutral

2015 

Negative

Decrease 

Since 2014

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

workplace) allow employees to perform their jobs well. (Q. 14) 84 80This item is 65 percent positive or higher.

11 9 -4

I know how my work relates to the agency’s goals and priorities. (Q. 12) 70 66This item is 65 percent positive or higher.13 20 -4

My organization has prepared employees for potential security threats. (Q. 36) 66 64This item is no longer a strength in 2015. 22 14 -2

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

different performance levels (for example, Fully Successful, Outstanding). (Q. 19) 54 52 20 28 -2

How would you rate the overall quality of work done by your work unit? (Q. 28) 84 83This item is 65 percent positive or higher.

12 4 -1

Employees are protected from health and safety hazards on the job. (Q. 35) 88 87This item is 65 percent positive or higher.

8 4 -1

Decision Aid: Decreases
19

Decision Aid: No Change

Identifying Items That Have Not Changed Since 2014

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

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

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

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

other hand, a trend of stable, high percent positive ratings is a finding that should be celebrated. Look at these items 

individually to determine whether there may be areas of concern for your agency. Work/Life Program survey items 

(72-84) are excluded.

Using the Legend Icons

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

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

4 Items Did Not Change Since 2014

Strength

These items are 

65 percent positive 

or higher

Caution

These items are 

30 percent neutral 

or higher

Challenge

These items are 

35 percent negative 

or higher

2014

Positive

2015 

Positive

2015 

Neutral

2015 

Negative

Change 

Since 2014

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

minorities and women, training in awareness of diversity issues, mentoring). (Q. 34) 49 49 24 27 0

Prohibited Personnel Practices are not tolerated. (Q. 38) 64 64 18 18 0

My supervisor supports my need to balance work and other life issues. (Q. 42) 88 88This item is 65 percent positive or higher.

6 6 0

I have trust and confidence in my supervisor. (Q. 51) 67 67This item is 65 percent positive or higher.

18 15 0

Decision Aid: No Change
20

Appendix A: Item Results and Benchmarks

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

where your agency falls. The gray bars represent the range of scores for the 41 small independent agencies surveyed that 

had 10 or more respondents. 

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

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

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

numerically compare your percent positive to the small agency average, listed to the right of each item. 

 Item Benchmarks

Small 

Agencies, 

Combined

My Work Experience

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

in my organization.

Low 31%; Your Agency 58%; High 87%.

67%

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

Low 53%; Your Agency 58%; High 92%.

72%

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

doing things.

Low 24%; Your Agency 55%; High 81%.

61%

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

Low 51%; Your Agency 65%; High 97%.

74%

 5. I like the kind of work I do.

Low 69%; Your Agency 76%; High 100%.

84%

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

Low 46%; Your Agency 67%; High 97%.

79%

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

to get a job done.

Low 86%; Your Agency 96%; High 100%.

96%

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

Low 66%; Your Agency 88%; High 100%.

90%

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

budget) to get my job done.

Low 11%; Your Agency 22%; High 86%.

53%

 ‡10. My workload is reasonable.

Low 27%; Your Agency 51%; High 86%.

61%

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

Low 42%; Your Agency 49%; High 84%.

61%

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

Low 59%; Your Agency 66%; High 97%.

83%

0 Low High 100

CFTC

58%

58%

55%

65%

76%

67%

96%

88%

22%

51%

49%

66%

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

Appendix A: Item Results and Benchmarks
21

Appendix A: Item Results and Benchmarks (continued)

Item Benchmarks

Small 

Agencies, 

0 Low High 100 Combined

CFTC

 ‡13. The work I do is important.

Low 76%; Your Agency 80%; High 100%.

87%

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

lighting, cleanliness in the workplace) allow employees to perform 

their jobs well.

Low 57%; Your Agency 80%; High 96%.

79%

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

Low 49%; Your Agency 63%; High 91%.

72%

 16. I am held accountable for achieving results.

Low 60%; Your Agency 73%; High 100%.

83%

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

without fear of reprisal.

Low 20%; Your Agency 62%; High 83%.

61%

 ‡18. My training needs are assessed.

Low 16%; Your Agency 39%; High 78%.

51%

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

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

example, Fully Successful, Outstanding).

Low 46%; Your Agency 52%; High 90%.

67%

My Work Unit

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

Low 42%; Your Agency 74%; High 93%.

78%

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

Low 23%; Your Agency 51%; High 83%.

59%

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

Low 9%; Your Agency 34%; High 80%.

44%

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

who cannot or will not improve.

Low 10%; Your Agency 23%; High 73%.

37%

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

meaningful way.

Low 9%; Your Agency 22%; High 76%.

39%

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

perform their jobs.

Low 21%; Your Agency 28%; High 79%.

47%

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

Low 52%; Your Agency 69%; High 96%.

77%

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

Low 27%; Your Agency 54%; High 87%.

61%

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

work unit?

Low 68%; Your Agency 83%; High 100%.

87%

80%

80%

63%

73%

62%

39%

52%

74%

51%

34%

23%

22%

28%

69%

54%

83%

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

Appendix A: Item Results and Benchmarks
22

Appendix A: Item Results and Benchmarks (continued)

Item Benchmarks

Small 

Agencies, 

0 Low High 100 Combined

CFTC

My Agency

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

necessary to accomplish organizational goals.

Low 22%; Your Agency 58%; High 96%.

75%

 ‡30. Employees have a feeling of personal empowerment 

with respect to work processes.

Low 17%; Your Agency 30%; High 81%.

47%

 31. Employees are recognized for providing high quality products 

and services.

Low 23%; Your Agency 37%; High 83%.

53%

 ‡32. Creativity and innovation are rewarded.

Low 16%; Your Agency 30%; High 71%.

42%

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

Low 0%; Your Agency 14%; High 62%.

29%

 34. Policies and programs promote diversity in the 

workplace (for example, recruiting minorities and women, 

training in awareness of diversity issues, mentoring).

Low 27%; Your Agency 49%; High 86%.

59%

 ‡35. Employees are protected from health and safety hazards 

on the job.

Low 53%; Your Agency 87%; High 100%.

80%

 ‡36. My organization has prepared employees for potential 

security threats.

Low 34%; Your Agency 64%; High 94%.

66%

 37. Arbitrary action, personal favoritism and coercion for partisan 

political purposes are not tolerated.

Low 16%; Your Agency 48%; High 85%.

53%

 38. Prohibited Personnel Practices are not tolerated.

Low 38%; Your Agency 64%; High 92%.

69%

 39. My agency is successful at accomplishing its mission.

Low 28%; Your Agency 61%; High 97%.

77%

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

Low 17%; Your Agency 52%; High 90%.

64%

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

my agency a better place to work.

Low 7%; Your Agency 43%; High 86%.

46%

58%

30%

37%

30%

14%

49%

87%

64%

48%

64%

61%

52%

43%

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

Appendix A: Item Results and Benchmarks
23

Appendix A: Item Results and Benchmarks (continued)

Item Benchmarks

Small 

Agencies, 

0 Low High 100 Combined

CFTC

My Supervisor

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

life issues.

Low 60%; Your Agency 88%; High 100%.

84%

 43. My supervisor provides me with opportunities to demonstrate 

my leadership skills.

Low 57%; Your Agency 67%; High 93%.

70%

 ‡44. Discussions with my supervisor about my performance are 

worthwhile.

Low 50%; Your Agency 62%; High 84%.

66%

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

segments of society.

Low 54%; Your Agency 73%; High 89%.

71%

 46. My supervisor provides me with constructive suggestions to 

improve my job performance.

Low 43%; Your Agency 61%; High 82%.

65%

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

Low 38%; Your Agency 70%; High 94%.

71%

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

Low 65%; Your Agency 81%; High 97%.

79%

 49. My supervisor treats me with respect.

Low 66%; Your Agency 84%; High 97%.

83%

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

about my performance.

Low 45%; Your Agency 89%; High 96%.

81%

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

Low 50%; Your Agency 67%; High 90%.

70%

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

immediate supervisor?

Low 47%; Your Agency 72%; High 94%.

73%

Leadership

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

motivation and commitment in the workforce.

Low 0%; Your Agency 32%; High 86%.

43%

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

honesty and integrity.

Low 12%; Your Agency 50%; High 89%.

55%

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

Low 38%; Your Agency 59%; High 89%.

64%

 ‡56. Managers communicate the goals and priorities of the 

organization.

Low 18%; Your Agency 41%; High 92%.

59%

88%

67%

62%

73%

61%

70%

81%

84%

89%

67%

72%

32%

50%

59%

41%

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

Appendix A: Item Results and Benchmarks
24

Appendix A: Item Results and Benchmarks (continued)

Item Benchmarks

Small 

Agencies, 

0 Low High 100 Combined

CFTC

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

toward meeting its goals and objectives.

Low 18%; Your Agency 42%; High 94%.

60%

 58. Managers promote communication among different work units 

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

Low 17%; Your Agency 35%; High 80%.

51%

 59. Managers support collaboration across work units to accomplish 

work objectives.

Low 18%; Your Agency 42%; High 86%.

56%

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

the manager directly above your immediate supervisor?

Low 17%; Your Agency 53%; High 88%.

61%

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

Low 12%; Your Agency 43%; High 86%.

53%

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

Low 17%; Your Agency 57%; High 94%.

62%

My Satisfaction

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

affect your work?

Low 24%; Your Agency 42%; High 76%.

54%

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

management on what's going on in your organization?

Low 16%; Your Agency 36%; High 84%.

52%

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

a good job?

Low 23%; Your Agency 39%; High 90%.

53%

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

senior leaders?

Low 16%; Your Agency 29%; High 78%.

45%

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

in your organization?

Low 9%; Your Agency 21%; High 62%.

33%

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

present job?

Low 24%; Your Agency 46%; High 82%.

54%

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

Low 17%; Your Agency 52%; High 92%.

67%

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

Low 23%; Your Agency 34%; High 86%.

56%

 71. Considering everything, how satisfied are you with your 

organization?

Low 16%; Your Agency 46%; High 86%.

60%

42%

35%

42%

53%

43%

57%

42%

36%

39%

29%

21%

46%

52%

34%

46%

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

Appendix A: Item Results and Benchmarks
25

Appendix A: Item Results and Benchmarks (continued)

Item Benchmarks

Small 

Agencies, 

0 Low High 100 Combined

CFTC

Work/Life Programs

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

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

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

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

 79. Telework

Low 23%; Your Agency 65%; High 100%.

77%

 80. Alternative Work Schedules (AWS)

Low 46%; Your Agency 83%; High 100%.

90%

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

screening, quit smoking programs)

Low 0%; Your Agency 64%; High 100%.

82%

 82. Employee Assistance Program (EAP)

Low 35%; Your Agency 70%; High 100%.

77%

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

parenting support groups)

Low 0%; Your Agency 49%; High 100%.

59%

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

Low 0%; Your Agency 33%; High 100%.

68%

65%

83%

64%

70%

49%

33%

* The Work/Life program satisfaction results include only employees who indicated that they participated in the program. 

Appendix A: Item Results and Benchmarks
26

Appendix B: Work/Life Programs

Appendix B displays your agency’s Work/Life program participation and satisfaction results. Use the Work/Life results 

to gain an understanding of how your Work/Life programs are utilized and rated.

2015

Percentages

Work/Life Programs

Have you been notified that you are eligible to telework?

Yes, I was notified that I was eligible to telework 86

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

No, I was not notified of my telework eligibility 4

Not sure if I was notified of my telework eligibility 7

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

I telework 3 or more days per week <1

I telework 1 or 2 days per week 18

I telework, but no more than 1 or 2 days per month 28

I telework very infrequently, on an unscheduled or short-term basis 28

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

Security Personnel) 1

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

from teleworking 3

I do not telework because I did not receive approval to do so, even though I have the kind of job where I can telework 4

I do not telework because I choose not to telework 19

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

Yes 57

No 38

Not Available to Me 4

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

medical screening, quit smoking programs)

Yes 13

No 71

Not Available to Me 17

Appendix B: Work/Life Programs 
27

Appendix B: Work/Life Programs (continued)

2015

Percentages

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

Yes 9

No 87

Not Available to Me 4

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

classes, parenting support groups)

Yes <1

No 67

Not Available to Me 33

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

Yes 2

No 74

Not Available to Me 24

Appendix B: Work/Life Programs 
28

Appendix C: Demographic Results

Appendix C includes the demographic characteristics of your agency’s survey respondents. The demographic results 

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

2015

Percentages

Demographic Results

Where do you work?

Headquarters 65

Field 35

 What is your supervisory status?

Non-Supervisor 63

Team Leader 10

Supervisor 18

Manager 6

Senior Leader 3

Are you:

Male 55

Female 45

 Are you Hispanic or Latino?

Yes 5

No 95

Are you:

American Indian or Alaska Native <1

Asian 7

Black or African American 16

Native Hawaiian or Other Pacific Islander 0

White 76

Two or more races (not Hispanic or Latino) 1

Note: Demographic results are unweighted.

Appendix C: Demographic Results
29

Appendix C: Demographic Results (continued)

2015

Percentages

What is the highest level of education you have completed?

Less than High School 0

High School Diploma/GED or equivalent 2

Trade or Technical Certificate <1

Some College (no degree) 4

Associate's Degree (e.g., AA, AS) 1

Bachelor's Degree (e.g., BA, BS) 25

Master's Degree (e.g., MA, MS, MBA) 23

Doctoral/Professional Degree (e.g., Ph.D., MD, JD) 44

What is your pay category/grade?

Federal Wage System 1

GS 1-6 <1

GS 7-12 4

GS 13-15 50

Senior Executive Service 3

Senior Level (SL) or Scientific or Professional (ST) 0

Other 42

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

Less than 1 year 3

1 to 3 years 8

4 to 5 years 18

6 to 10 years 23

11 to 14 years 8

15 to 20 years 16

More than 20 years 25

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

Less than 1 year 5

1 to 3 years 15

4 to 5 years 25

6 to 10 years 19

11 to 20 years 21

More than 20 years 15

Note: Demographic results are unweighted.

Appendix C: Demographic Results
30

Appendix C: Demographic Results (continued)

2015

Percentages

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

No 62

Yes, to retire 3

Yes, to take another job within the Federal Government 17

Yes, to take another job outside the Federal Government 11

Yes, other 9

 I am planning to retire:

Within one year 2

Between one and three years 5

Between three and five years 6

Five or more years 88

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

Heterosexual or Straight 80

Gay, Lesbian, Bisexual or Transgender 3

I Prefer Not to Say 17

What is your US military service status?

No Prior Military Service 93

Currently in National Guard or Reserves <1

Retired 2

Separated or Discharged 5

Are you an individual with a disability? 

Yes 4

No 96

What is your age group?

25 and under <1

26-29 1

30-39 28

40-49 32

50-59 28

60 or older 11

Note: Demographic results are unweighted.

Appendix C: Demographic Results
31

Appendix D: Participating Agencies

The Office of Personnel Management administered the 2015 Federal Employee Viewpoint Survey to full-time and 

part-time permanent employees from the following Departments/large agencies and small independent agencies 

that accepted an invitation to participate in the survey.

Departments/Large Agencies

Broadcasting Board of Governors (BBG)

Court Services and Offender Supervision Agency 

 (CSOSA)

Department of Agriculture (USDA)

Department of Commerce (DOC)

Department of Education (Educ)

Department of Energy (DOE)

Department of Health and Human Services (HHS)

Department of Homeland Security (DHS)

Department of Housing and Urban Development (HUD)

Department of Justice (DOJ)

Department of Labor (DOL)

Department of State (State)

Department of the Interior (DOI)

Department of the Treasury (Treas)

Department of Transportation (DOT)

Department of Veterans Affairs (VA)

Environmental Protection Agency (EPA)

Equal Employment Opportunity Commission (EEOC)

Federal Communications Commission (FCC)

Federal Energy Regulatory Commission (FERC)

Federal Trade Commission(FTC)

General Services Administration (GSA)

National Aeronautics and Space Administration (NASA)

National Archives and Records Administration (NARA)

National Credit Union Administration (NCUA)

National Labor Relations Board (NLRB)

National Science Foundation (NSF)

Nuclear Regulatory Commission (NRC)

Office of Management and Budget (OMB)

Office of Personnel Management (OPM)

Pension Benefit Guaranty Corporation (PBGC)

Railroad Retirement Board (RRB)

Securities and Exchange Commission (SEC)

Small Business Administration (SBA)

Social Security Administration (SSA)

U.S. Agency for International Development (USAID)

Department of Defense (DOD)

Department of the Army (Army)

U.S. Army Corps of Engineers (USACE)

Department of the Navy (Navy)

U.S. Marine Corps (USMC)

Department of the Air Force (Air Force)

OSD, Joint Staff, Defense Agencies, & DOD 

 Field Activities (DOD 4th Estate)

Small/Independent Agencies

Advisory Council on Historic Preservation (ACHP)

African Development Foundation (USADF)

American Battle Monuments Commission (AMBC)

Appendix D: Participating Agencies
32

Appendix D: Participating Agencies (continued)

Chemical Safety and Hazard Investigation Board (CSB)

Commission on Civil Rights (USCCR)

Committee for Purchase from People 

 Who Are Blind or Severely Disabled (CPPBSD)

Commodity Futures Trading Commission (CFTC)

Consumer Product Safety Commission (CPSC)

Corporation for National and Community Service

 (CNCS)

Defense Nuclear Facilities Safety Board (DNFSB)

Export-Import Bank of the United States (EXIM)

Farm Credit Administration (FCA)

Farm Credit System Insurance Corporation (FCSIC)

Federal Election Commission (FEC)

Federal Housing Finance Agency (FHFA)

Federal Labor Relations Authority (FLRA)

Federal Maritime Commission (FMC)

Federal Mediation and Conciliation Service (FMCS)

Federal Retirement Thrift Investment Board (FRTIB)

Institute of Museum and Library Services (IMLS)

Inter-American Foundation (IAF)

International Boundary and Water Commission

 (IBWC)

Marine Mammal Commission (MMC)

Merit Systems Protection Board (MSPB)

National Capital Planning Commission (NCPC)

National Endowment for the Arts (NEA)

National Endowment for the Humanities (NEH)

National Gallery of Art (NGA)

National Indian Gaming Commission (NIGC)

National Mediation Board (NMB)

National Transportation Safety Board (NTSB)

Nuclear Waste Technical Review Board (NWTRB)

Occupational Safety and Health Review Commission 

 (OSHRC)

Office of Navajo and Hopi Indian Relocation (ONHIR)

Office of the U.S. Trade Representative (USTR)

Overseas Private Investment Corporation (OPIC)

Postal Regulatory Commission (PRC)

Selective Service System (SSS)

Surface Transportation Board (STB)

U.S. Access Board (USAB)

U.S. International Trade Commission (USITC)

U.S. Office of Government Ethics (OGE)

U.S. Office of Special Counsel (OSC)

U.S. Trade and Development Agency (USTDA)

Woodrow Wilson International Center for Scholars

 (WWICS)

Appendix D: Participating Agencies
United States

Office of Personnel Management

Planning and Policy Analysis

1900 E Street, NW

Washington, DC 20415

www.opm.gov/FEVS