Chapter
Employee Satisfaction and Engagement Vary across and within DHS Components
DHS TOOK STEPS TO DETERMINE ROOT CAUSES OF MORALE PROBLEMS AND IMPLEMENTED CORRECTIVE ACTIONS, BUT COULD STRENGTHEN ITS EFFORTS
DHS and Selected Components’ Have Taken Steps to Understand Morale Problems
DHS and Selected Components Conducted Limited FEVS Analyses
DHS and Its Components Completed Action Plans
DHS and Selected Components Generally Followed OPM’s Six Steps for Effective Action Planning but Do Not Have Effective Metrics for Monitoring Efforts
DHS and the Selected Components Consulted Best Practices
RECOMMENDATIONS FOR EXECUTIVE ACTION
AGENCY COMMENTS AND OUR EVALUATION
APPENDIX I. STATISTICAL ANALYSIS OF EMPLOYEE MORALE AT DEPARTMENT OF HOMELAND SECURITY AND OTHER AGENCIES
Understanding the Morale Gap at DHS
The 2011 Federal Employee Viewpoint Survey
Morale Differences between DHS Employees and Employees at Other Agencies
Decomposing the Morale Gap
Morale Differences within DHS Components and Work Groups
Comparison of Morale between Employees in Preexisting Components and Components Created with DHS
Opportunities for Additional Analysis
APPENDIX II. SCOPE AND METHODOLOGY
APPENDIX III. DHS AND SELECTED COMPONENT STEPS TAKEN TO DETERMINE ROOT CAUSES OF MORALE PROBLEMS
DHS Efforts to Determine Root Causes of Morale Problems
Components Have Also Conducted Some Root Cause Analyses Using FEVS Results
APPENDIX IV. SELECTED COMPONENTS’ DATA SOURCES FOR EVALUATING MORALE, OTHER THAN THE FEDERAL EMPLOYEE VIEWPOINT SURVEY
Chapter 2 2011 FEDERAL EMPLOYEE VIEWPOINT SURVEY, “EMPOWERING EMPLOYEES, INSPIRING CHANGE,” DEPARTMENT OF HOMELAND SECURITY AGENCY MANAGEMENT REPORT
Delivering a World-class Federal Workforce
Assessing Your Agency’s Strengths and Challenges
Human Capital Assessment and Accountability Framework
Multiple Perspectives of Your Agency’s Results
THE 2011 FEDERAL EMPLOYEE VIEWPOINT SURVEY
More Than 265,000 Federal Employees Participated in This Survey
When were Federal employees surveyed?
Which Federal employees participated in the survey?
What did the survey measure?
What do the survey results represent?
Achieving Your Agency’s Mission and Producing Superior Results
Rules of Thumb for Comparisons
Agency Items That Increased and Decreased the Most from 2010
Agency Items Above and Below the 2011 Governmentwide Average
Human Capital Assessment and Accountability Framework (HCAAF)
Moving from Results to Action
Examining and Using Your Federal Employee Viewpoint Survey (FEVS) Results through Action Planning
Step 1: Identify the issues
Review and reflect on the results
Determine the follow-up activities needed to clarify issues
Summarize and communicate your results
Translate your issues into a manageable number of goals (1-4 goals recommended)
Step 3: Identify your staff and budget resources
Identify resources available for this effort
Step 4: Develop the action plan
Hold meetings of the team that will develop the action plan. During the meetings
Get your action plan approved as necessary
Step 5: Implement the action plan
Implement the Action Plan
Step 6: Monitor and evaluate the results of the implementation
Monitor your implementation
Provide feedback to managers and employees
Remember that a good Action Plan
Appendix A1: Item Results and Benchmarks
The highest and lowest percent positive scores
The 90th, 50th, 10th percentiles
Appendix A2: Demographic Characteristics (Unweighted Data)
Trend Analysis: 2006 vs. 2008 vs. 2010 vs. 2011 Results
2011 Federal Employee Viewpoint Survey (FEVS) Methodology
“Do Not Know” and “No Basis to Judge” Responses
Employee Morale and the Department of Homeland Security
( Defense, Security and Strategies )
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