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Federal Employee Viewpoint Survey 2014 - Engaging on Disengagement

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The 2014 Federal Employee Viewpoint Survey (FEVS) confirmed that federal employee engagement is not moving in the right direction. In fact, the engagement and commitment score hit an all-time low.

This presentation, first posted with 2013 FEVS data, has been updated with the new scores and offers three insights and five specific actions to shift the trend line by constructively engaging with employees in ways that motivate and inspire while also creating shared accountability.

Published in: Leadership & Management
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Federal Employee Viewpoint Survey 2014 - Engaging on Disengagement

  1. 1. Fostering public service excellence through fully engaged employees and committed, purposeful leadership Passionate Public Service® Public sector talent development solutions Constructively Engaging on Employee Engagement
  2. 2. Federal Worker Satisfaction and Commitment at Lowest Levels Ever Source: Partnership for Public Service 57.8% in 2013 And, fell even lower in 2014! 56.9% in 2013
  3. 3. Federal Employee Viewpoint Survey (FEVS) Survey response rate was down from 2013 . . . Fewer than half of all federal employees participated Again, only 38% of employees have confidence that anything will be done with the survey results. Source: Office of Personnel Management (OPM) 38%
  4. 4. Declining Satisfaction with Organization Still fewer are recommending their organizations as great places to work . . . And, even fewer are overall satisfied with their organizations. Source: Office of Personnel Management (OPM) 62% 55%
  5. 5. Leadership Challenges While sequestration and budget uncertainty have played a role, those aren’t the only issues . . . Source: Office of Personnel Management (OPM) Scores on ALL but one of the Leadership questions decreased in 2014. Only 38% of employees say senior leaders generate high levels of commitment and motivation.
  6. 6. Three Types of Employees Source: GALLUP Business Journal Only 30% of American employees are actively engaged at work – this figure drops to 13% for all employees worldwide. Of the other 70% of American employees: • 52% - Not Engaged • 18% - Actively Disengaged
  7. 7. Engaged Disengaged  Productivity  Customer service orientation  Commitment  Innovation  Retention  Resilience Actively Disengaged  Likely poor performance  Potential conduct issues  Formal and informal complaints  Interference  Resistance Engagement Impacts
  8. 8. Ideas for Positively Impacting Employee Engagement “The greatest asset of any nation is the spirit of its people, and the greatest danger that can menace any nation is the breakdown of that spirit – the will to win and the courage to work.” -- George B. Cortelyou First Secretary of Labor and Commerce, 1903
  9. 9. Explore what matters most – focusing on those on the front line. Gaining a better understanding of what motivates people supports managers in better managing and leaders in better leading. One size does not fit all all, nor does one style suit all. Be intentional about discovering what works and diligent and flexible in applying what you discover.
  10. 10. That which we feed grows, so be intentional about your focus. Authentically modeling and rewarding desired organizational behaviors are exponentially more effective at bringing about change than highlighting or emphasizing undesirable behaviors. And, actively engaging all levels of the organization in identifying and defining desired behaviors can create a culture of shared accountability and foster active engagement.
  11. 11. Acknowledge what you’ve heard and commit to act. Employees are experiencing survey fatigue and have little confidence that managers are even listening (reading). Finding constructive ways to engage on what employees are sharing will positively impact the usability of the information they share and their continued willingness to engage.
  12. 12. Five Actions for a More Engaged Workforce Engaged Employees Focus at the work group level. Leverage employees’ perspectives. Select the right managers. Coach and then hold managers accountable. Weave engagement into daily interactions.
  13. 13. Additional Ideas for Managers Benchmark and review results annually – trends matter. Compare results to relevant comparison groups for context. Leverage other feedback sources for more holistic view.
  14. 14. Not engaging is not an option . . . and, how you engage matters. BE INTENTIONAL.
  15. 15. Pivotal Practices Consulting LLC “Organizational Consulting for Sustainable Performance Excellence” Please be in touch if we can support you in enhancing your organization’s engagement levels. We support agency leaders in creating and implementing solutions that drive sustainable performance excellence. (301) 220-3179 phone info@pivotalpractices.com email www.pivotalpractices.com

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