creating moments that matter through employee engagement · opm’s definition of employee...
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Creating Moments that Matter through Employee Engagement
Blacks in Government39th Annual National Training Institute PresentationU.S. Department of Labor Forum
Kristin McNallyDirector, Office of Employee Engagement
Office of the Assistant Secretary for Administration and Management
August 22, 2017
OPM’s Definition of Employee Engagement:
“The employee’s sense of purpose that is evident in their display of dedication, persistence, and effort in their work or overall attachment to their organization and its mission. An agency that engages its employees ensures a work environment where each employee can reach his or her potential, while contributing to the success of the agency.”
U.S. Office of Personnel ManagementEngaging the Federal Workforce, How to Do It and Prove It
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Why Engagement?
Key Drivers of Employee Engagement
3Source: https://www.fedview.opm.gov/2016FILES/FEVS_Engagement_INFOGRAPHIC.pdf
Engagement is…
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LeadershipTraining &
Development
AppreciationMentoring
& Coaching
Engagement is…
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Empowerment
Engagement is…
Working!
Progress and Actions: FEVS Actions Plans & Community of Practice Union Partnerships More open discussions about workplace issues, more employee
committees/work groups, more Affinity Group involvement
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DOL’s FEVS Data
2013 2014 2015 2016 2017
Employee Engagement 62 64 67 69 70
Global Satisfaction 57 60 64 66 68
Response Rate 45 72 77 75 60
40
45
50
55
60
65
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% P
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Sc
ore
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DOL Response Rates and Percentage Positive Employee Engagement and Global Satisfaction Scores
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Progress:
• Mandated FEVS Action Plans at the DOL Agency Level, which are shared with unions and all employees
• More involvement from our union partners
• Signed MOU and policy mandating action planning at all levels and results sharing
• FEVS Community of Practice
Results:
• More customized action plans and action planning at lower levels of the organization
• More competition between agencies (One agency created a CareerCoach program that provides employees and managers
with tools to identify relevant training and create IDPs; another agency led a workforce innovation competition)
• More open discussions about workplace issues, more employee committees/work groups, more affinity group involvement
OVERALL PROGRESS
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Higher than the government positive response percentage.
At the government positive response percentage.
Lower than government positive response percentage.
Employee Engagement Index 2013 2014 2015 2016 2017*
Index Scores 62 64 67 69 70
Leaders Lead 53 53 57 59 60
Supervisors 69 72 74 75 76
Intrinsic Work Experience 66 68 70 72 73
Global Satisfaction Index 2013 2014 2015 2016 2017*
Index Scores 57 60 64 66 68
Considering everything, how satisfied are you with your job? (Q.69) 62 65 68 70 71
Considering everything, how satisfied are you with your pay? (Q.70) 54 59 62 64 66
Considering everything, how satisfied are you with your organizations? (Q.71) 54 56 61 63 65
I recommend my organization as a good place to work. (Q.40) 59 61 65 67 68
* Data for DOL available as of August, 2017 – Government-wide data not yet released.
Progress:
• Improvement to Leadership Development and Training (New SES Onboarding Program; Leading@Labor; Emerging
Leaders; Agency Leadership Development Programs; and use of PIC-MGMT sessions)
• More accessible leaders
• Better employee feedback mechanisms
Results:
• Improved credibility of senior leaders and leader involvement
• Improved information sharing and more interest in trying new methods of communication
• Better compliance with new supervisor training requirements and improved supervisory engagement
LEADERSHIP
Leading@Labor9
DOL Leadership Index 2013 2014 2015 2016 2017
Index Scores 55 56 60 63 63
I have trust and confidence in my supervisor. (Q.51) 64 67 69 71 73
Overall, how good a job do you feel is being done by your immediate supervisor/team
leaders (Q52.)
68 71 73 75 76
In my organization, leaders generate high levels of motivation and commitment in the
workforce. (Q.53)
37 39 45 48 47
My organization’s leaders maintain high standards of honesty and integrity (Q. 54) 51 51 55 57 58
Managers/supervisors/team leaders work well with employees of different backgrounds
(Q.55)
60 62 64 67 71
Managers communicate the goals and priorities of the organization. (Q.56) 65 64 67 69 70
Managers review and evaluate the organization’s progress toward meeting its goals and
objectives. (Q.57)
68 67 70 71 72
Overall how good a job do you feel is being done by the manager directly above your
immediate supervisor/team leader. (Q.60)
55 58 62 64 65
I have a high level of respect for my organization’s senior leaders (Q. 61) 51 52 57 60 59
Senior leaders demonstrate support for work/life programs (Q. 62) 53 56 64 67 67
How satisfied are you with the information you receive from management on what’s going
on in your organization (Q.64)
46 47 51 54 55
How satisfied are you with the policies and practices of your senior leaders? (Q.66) 39 40 46 49 49
Progress:
• In addition to Leadership Training and Development, more actions to secure employee input on technical training offerings
• More corporate program offerings: ROAD (Repository of Opportunities, Assignments & Details, Career Enhancement
Program (CEP), Mentoring@Labor
Results:
• High participation and satisfaction rates for ROAD and for other training and development offerings
• More interest in IDP development
• More employee accountability for career growth and movement
• More leadership awareness about the importance of employee development and its connection to organizational and
individual performance, career progression, recruitment and retention
TRAINING
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DOL Training Index 2013 2014 2015 2016 2017
Index Scores 57 58 62 65 66
I am given a real opportunity to improve my skills in my organization (Q1) 54 54 60 64 64
My training needs are assessed (Q. 18) 40 43 48 53 53
Employees in my work unit share job knowledge with each other (Q.26) 73 74 76 78 80
The skill level in my work unit has improved in the last year (Q.27) 53 53 56 58 60
The workforce has the job relevant knowledge and skills necessary to accomplish
organizational goals. (Q.29)
70 69 71 73 75
My supervisor provides me with opportunities to demonstrate my leadership skills (Q.43) 62 63 66 69 69
My supervisor provides me with constructive suggestions to improve my job performance
(Q.46)
62 64 66 68 70
Supervisors/team leaders in my work unit support employee development (Q.47) 61 62 66 69 70
How satisfied are you with the training you receive in your present job (Q.68) 42 44 50 53 54
Progress:
• Employee committees
• Chief Innovation Officer
• Secretary’s Honor Award for Innovation
• DOL Innovation Council
• IdeaMill
Results:
• Organizational efforts to:
improve employee recognition
drive employee innovation
improve employee input into work processes, products and services
INNOVATION
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DOL Innovation Index 2013 2014 2015 2016 2017
Index Scores 50 52 56 59 59
I feel encouraged to come up with new and better ways of doing things (Q3) 49 51 55 58 59
I have sufficient resources (people, materials, budget) to get my job done (Q.9) 43 43 47 50 47
My talents are used well in the workplace (Q. 11) 53 55 57 60 61
Employees are recognized for providing high quality products and services (Q. 31) 43 46 50 53 55
Creativity and innovation are rewarded (Q. 32) 30 33 38 42 43
Supervisors/team leaders in my work unit support employee development (Q.47) 61 62 66 69 70
My supervisor/team leader listens to what I have to say (Q.48) 74 77 78 79 80
For More Information
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Please Contact:
Kristin McNally
Director, Office of Employee Engagement
202-693-7649