Becoming an Employer of Choice

1
Becoming an Employer of Choice

• Using Survey Results to Focus Discussion Sessions
  on Key Drivers of Employee Satisfaction

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2008 Federal Human Capital Survey (FHCS)
Introduction

• Agencies are required to conduct an Annual
  Employee Survey (AES). The 2006 and 2008 AES was
  in the form of the FHCS. The 2007 AES was in the
  form of the DHS Employee Survey.
• These surveys enable DHS to
• Learn employees attitudes
• Guide human capital management strategies and
  practices
• Provide human capital metrics within the Human
  Capital Assessment and Accountability Framework
  (HCAAF) in the following four indices
• Leadership and Knowledge Management
• Results-Oriented Performance Culture
• Talent Management
• Job Satisfaction
• The 2006 and 2008 FHCSs consisted of 85 total
  items the 2007 DHS Employee Survey consisted of
  66 total items 40 items are identical in each
  survey and are prescribed by OPM.
• A total of 212,223 federal employees responded
  9,550 were DHS employees (a 49.8 DHS response
  rate).

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2008 Federal Human Capital Survey Final
Adjusted Response Rate Report

• OPM conducted a random, representative sample,
  survey of approximately 24,000 DHS employees.
• Survey closed Friday, September 26.
• Response rate adjusted to reflect the actual
  number of employees who received the survey
  19,187.
• Survey results weighted to reflect DHS
  demographics.

Completes Sample Complete DEPARTMENT OF
HOMELAND SECURITY 9,550 19, 187 49.8
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2008 Federal Human Capital SurveyHighlights of
the DHS Results

• Results showed an upward trend in positive
  responses from the 2006 survey (72 of 74 items
  increased) across all four indices.
• Overall, DHS employees continue to like the work
  they do, strongly believe that the work they do
  is important, know how their work relates to the
  agencys goals and priorities, work together to
  get their jobs done and are committed to their
  work.
• Improvement is still needed in recognizing high
  performers, rewarding creativity and innovation,
  providing personal empowerment with respect to
  work processes, ensuring that pay raises and
  promotions are based on merit, and dealing with
  poor performers.

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2008 Federal Human Capital SurveyItems with the
Most Significant Increase from the 2007 AES

• Q.36 Managers/supervisors/team leaders work well
  with employees of different backgrounds ( 7)
• Q.41 Managers review and evaluate the
  organizations progress toward meeting its goals
  and objectives ( 9)
• Q.55 How satisfied are you with your involvement
  in decisions that affect your work? ( 13)
• Q.57 How satisfied are you with the recognition
  you receive for doing a good job? ( 7)
• Q.62 Considering everything, how satisfied are
  you with your pay? ( 8)

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2008 Federal Human Capital Survey Biggest
Challenges

• Our biggest challenges remain in the areas of
  recognition and performance management. While we
  have seen improvement in these areas since the
  2006 Federal Human Capital, they remain above 35
  negative. Questions with the highest negatives
  are
• Q.22 Promotions in my work unit are based on
  merit (4)
• Q.23 In my work unit, steps are taken to deal
  with a poor performer who cannot or will not
  improve (4)
• Q.25 Employees are rewarded for providing high
  quality products and services to customers (5)
• Q.26 Creativity and innovation are rewarded
  (6)
• Q.27 Pay raises depend on how well employees
  perform their jobs (5)
• Q.28 Awards in my work unit depend on how well
  employees perform their jobs (5)
• Q.29 In my work unit, differences in
  performance are recognized in a meaningful way
  (6)

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2008 Federal Human Capital SurveyHCAAF Indices
Trends
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2008 Federal Human Capital Survey HCAAF Index
Rankings
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2008 Federal Human Capital SurveyTop 10 HCAAF
Increases across Federal Government
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2008 Federal Human Capital SurveyTransition from
HCAAF to Drivers of Employee Satisfaction
HCAAF Indices
DHS Key Drivers
Employee Satisfaction
HCAAF Indices
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2008 Federal Human Capital SurveyKey Drivers of
DHS Employee Global Satisfaction
Performance and Rewards
.06
The main focus of the initial set of key driver
analyses was to determine the drivers of employee
satisfaction within each of the DHS Components.
In order to do this, for each Component of DHS,
the reliability of the dimensions from the factor
analyses were examined and then regression
analyses were performed to determine the key
drivers of employee satisfaction.
Supervisor Support
.09
Global Satisfaction
Physical Conditions Safety
.10
.31
Senior Leadership Effectiveness
.44
Mission
.07
Training
.11
Improvements
ns
Accessing DHS Communications
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2008 Federal Human Capital SurveyDHS Key Drivers
of Employee Satisfaction Index
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Mission
14
Senior Leadership Effectiveness
15
Supervisor Support
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Drill Down Potential Items for Focused Discussion
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Sample Template for the Focused Discussions
Discuss Selected Item(s)
1
Obtain Focused Discussion Feedback
2
Create Action Items from Feedback
3
Next Step Implement Action Items
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2008 Federal Human Capital Survey Communications
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2008 Federal Human Capital Survey Setting
Positive Trends

• We feel that these positive trends reflect our
  investment in numerous initiatives designed to
  improve upon deficiencies/challenges identified
  in the 2007 DHS Employee Survey
• Component-wide action planning coordinated by the
  Office of the Chief Human Capital Officer, with
  quarterly reviews of component plans and sharing
  of best practices across the Department through
  the DHS Survey Engagement Team
• Department-wide and component-specific on-site
  and on-line focus groups
• Leadership enhancement training programs to
  strengthen leadership skills and provide
  opportunities to develop future leaders
• Continued rollout of the DHS Performance
  Management Program designed to be transparent
  and results-based
• Recognition of TSAs Idea Factory as a formal
  best practice (to be emulated across the
  Department) for gathering, sharing and ultimately
  implementing the best of employee suggestions
• Increased visibility of senior leaders by way of
  town hall meetings, site visits and one-on-one
  conversations with employees
• Deployment of various automated HR systems
  designed to streamline hiring processes
• New diversity recruitment and outreach initiatives