Human Capital Employee Survey

Human Capital Employee Human Capital Employee SurveySurvey

National Leadership Team MeetingNational Leadership Team MeetingJanuary 19, 2006January 19, 2006

Frank Clearfield and the Human Frank Clearfield and the Human Capital Strategic Planning TeamCapital Strategic Planning Team

Presentation OutlinePresentation Outline

I.I. Design and methodologyDesign and methodology

II.II. Background characteristicsBackground characteristics

III.III. FindingsFindings

IV.IV. What this survey tells usWhat this survey tells us

I. Design & I. Design & MethodologyMethodology

Survey DesignSurvey Design

Web survey, December 5 – 20, 2005Web survey, December 5 – 20, 2005 Forced answers and open ended questionsForced answers and open ended questions Publicized survey through several all-Publicized survey through several all-

employee e-mails sent through the Chief’s employee e-mails sent through the Chief’s mailbox and my.NRCS mailbox and my.NRCS

7,754 respondents equals 65% of workforce7,754 respondents equals 65% of workforce

References and ComparisonReferences and Comparison

1999 NRCS All Employees Survey, (N=749)1999 NRCS All Employees Survey, (N=749) 2004, Federal Human Capital Survey (N = ~ 2004, Federal Human Capital Survey (N = ~

148,000 Federal employees)148,000 Federal employees) NRCS, Strategic Human Capital Plan 2004-2008NRCS, Strategic Human Capital Plan 2004-2008 ICAMS and National Financial Center, 2004ICAMS and National Financial Center, 2004 Current NFC dataCurrent NFC data

Likert ScaleLikert Scale

Strongly AgreeStrongly Agree

11

AgreeAgree

22

NeutralNeutral

33

DisagreeDisagree

44

StronglyStrongly

DisagreeDisagree

55

A Likert scale is based on ordinal numbers; one number is relatively higher/lower than the next

The lower the mean/average, the more positive the total response

How good a job is the agency doing developing the How good a job is the agency doing developing the leadership skills of our mangers and leaders?leadership skills of our mangers and leaders?

0

5

10

15

20

25

30

35

40

45

50

Per

cen

t

Excellent Good Average Poor Very Poor

Mean = 3.2

20% positives

II. Background II. Background CharacteristicsCharacteristics

Work Location*Work Location*

20 1910

15

5256

1810

0

10

20

30

40

50

60

Per

cent

state office area office field office others

NRCS Survey

*NRCS employee data is from ICAMS and NFC (May, 2004)

Ethnicity/Race*Ethnicity/Race*

0

20

40

60

80

100

Perc

ent

A/PI AI/AN Black Hisp White Other

NRCS Survey

*NRCS employee data is from NFC, 2003

GradeGrade

40

26.5

50

63.8

8 9.50.2 0.20

10

20

30

40

50

6070

Perc

ent

GS 1-8 GS 9-12 GS 13-15 SES

NRCS Survey

*NRCS employee data as of 9/30/05

Years with Federal GovernmentYears with Federal Government

15

24 2219

3530 28 27

05

101520253035

Perc

ent

5 yrs or less 6 to 15 16 to 25 26 or more

NRCS Survey

*NRCS employee data is from ICAMS and NFC (May, 2004)

AgeAge

05

10152025303540

Perc

ent

24 or less 25-34 35-44 45-54 55-64 65 &older

GenderGender

0

10

20

30

40

50

60

70

Male Female

NFC, 2006Survey

Supervisory StatusSupervisory Status

0

10

20

30

40

50

60

70

zero 1 to 2 3 to 4 5 to 6 7 to 10 11 ormore

Other characteristicsOther characteristics

MarriedMarried 75%75% Spouse employedSpouse employed

Full timeFull time 53%53% Part timePart time 12%12%

Number of ChildrenNumber of Children ZeroZero 26%26% Average number of childrenAverage number of children 2.42.4

Elder Care (parent/relative)Elder Care (parent/relative) 18%18% DisabilityDisability 5% 5%

Accommodation for DisabilityAccommodation for Disability

0

5

10

15

20

25

30

35

40


N = 365

III. FindingsIII. Findings

Satisfaction & Satisfaction & GoalsGoals

How satisfied are you with your job? How satisfied are you with your job?

0

10

20

30

40

50

60

High Sat Satisfied Neutral Dissat. H Dissat

1999

2004

Survey

Satisfaction with job Satisfaction with job (positive responses)(positive responses)

Organization/SectorOrganization/Sector PercentagePercentage NRCS, 1999NRCS, 1999 66.566.5 Federal government, 2004 Federal government, 2004 67.667.6 Private sector, 2003Private sector, 2003 73.873.8 SurveySurvey 79.3 79.3

SatisfactionSatisfaction

StatementStatement MeanMean Feeling of personal accomplishmentFeeling of personal accomplishment 2.12.1 Satisfaction with paySatisfaction with pay 2.52.5 Recognition & rewards based Recognition & rewards based 3.03.0

on meriton merit Like the kind of work I do Like the kind of work I do 1.81.8

I like the kind of work I doI like the kind of work I do

0

10

20

30

40

50

60

stronglyagree

agree neutral disagree stronglydisagree

88% positive responses

Career Goals – desired number of Career Goals – desired number of advancement levelsadvancement levels ContentedContented 20%20% Ambitious (1-3 levels)Ambitious (1-3 levels) 60%60% Super-ambitious (4 or moreSuper-ambitious (4 or more

Levels)Levels) 20%20%

Activities to reach your career goal Activities to reach your career goal (two choices)(two choices) On the job trainingOn the job training 28%28% Formal trainingFormal training 26%26% Leadership development programLeadership development program 18%18% NRCS “detail” outside your stateNRCS “detail” outside your state 17%17% Earning graduate degreeEarning graduate degree 10%10% NRCS “detail” within your stateNRCS “detail” within your state 9% 9% Other Other 12%12%

Job SkillsJob Skills

““Individual” and “agency” job skillsIndividual” and “agency” job skills

Individual Individual MeanMean Comfortable with skills I have*Comfortable with skills I have* 2.42.4 Given opportunity to improve skillsGiven opportunity to improve skills 2.72.7

AgencyAgency Job skills to fulfill mission*Job skills to fulfill mission*

2.72.7 Agency need new specialties Agency need new specialties 2.72.7 Work force has knowledge & skillsWork force has knowledge & skills 2.62.6

Work force has job-relevant knowledge & skills Work force has job-relevant knowledge & skills

necessary to accomplish organizational goalsnecessary to accomplish organizational goals

0

10

20

30

40

50

60

SA Agree Neutral Disagree SD

2004

Survey

Positives:

2004 – 73.7%

Survey – 53.5%

Agency (open ended responses)Agency (open ended responses)

Technical skillsTechnical skills – (~66%) have appropriate skills – (~66%) have appropriate skills but not enough people; traditional technical skills, but not enough people; traditional technical skills, especially engineers; GIS/GPS; others named especially engineers; GIS/GPS; others named distinct specialtiesdistinct specialties

Business skillsBusiness skills – (~33%) leadership & – (~33%) leadership & management; communication skills; contracting & management; communication skills; contracting & administration; marketing, sales, public relations; administration; marketing, sales, public relations; administrative support – data entryadministrative support – data entry Basic skillsBasic skills – lack ag & field experience – lack ag & field experience

Individual Skills (open ended responses)Individual Skills (open ended responses)

Array of computer skills & training from Array of computer skills & training from word processing to Toolkit to Protracts to word processing to Toolkit to Protracts to GISGIS

Management, leadership, supervision, Management, leadership, supervision, dealing with stress, organizational skillsdealing with stress, organizational skills

Communication, conflict management & Communication, conflict management & dealing with difficult peopledealing with difficult people

Specialties that need strengtheningSpecialties that need strengthening

19991999 Pest/nutr mgmt specPest/nutr mgmt spec Env. specialistsEnv. specialists GISGIS Computer scienceComputer science EngineeringEngineering AgronomyAgronomy EcologyEcology Facilitation/comFacilitation/com Soils Soils

SurveySurvey GISGIS EngineeringEngineering Env. specialistsEnv. specialists AgronomyAgronomy Pest/nutr mgmt specPest/nutr mgmt spec Computer scienceComputer science Sustainable developmentSustainable development SoilsSoils Public affairs, marketing, Public affairs, marketing,

communication/faccommunication/fac

How good a job is the agency doing developing the How good a job is the agency doing developing the leadership skills of our mangers and leaders?leadership skills of our mangers and leaders?

0

5

10

15

20

25

30

35

40

45

50

Per

cen

t


PerformancePerformance

Performance (agency)Performance (agency)

MeanMean Agency has clear visionAgency has clear vision 2.72.7 Agency’s red tape hinders meAgency’s red tape hinders me

achieving goals achieving goals 3.63.6 Informed about agency Informed about agency

performanceperformance 2.82.8

Performance (individual)Performance (individual)

MeanMean

I receive daily feedbackI receive daily feedback 2.62.6 Supervisor helps overcome con-Supervisor helps overcome con-

straints that hinder mestraints that hinder me 2.62.6 Appraisal is fair reflection of per- Appraisal is fair reflection of per-

formanceformance 2.52.5

Appraisal is a fair reflection of my performanceAppraisal is a fair reflection of my performance

0

10

20

30

40

50

60

SA Agree Neutral Disagree SD

2004

Survey

Positives

2004 – 67%

Survey – 61%

PartnersPartners

Partners perform percentage of jobPartners perform percentage of job

AverageAverage Conservation DistrictsConservation Districts 4.34.3 Other Federal employeesOther Federal employees 4.74.7 State agency employeesState agency employees 4.84.8 Temporary employeesTemporary employees 5.35.3 TSPTSP 5.35.3 Earth Team VolunteersEarth Team Volunteers 5.45.4 University personnelUniversity personnel 5.45.4

1 – 7 scale

What partner groups should be more What partner groups should be more involved in your work?involved in your work?

PercentPercent

Conservation DistrictsConservation Districts 4444 Other Federal employeesOther Federal employees 2323 State agency employeesState agency employees 1919 University personnelUniversity personnel 1515 TSPTSP 1414 Temporary employeesTemporary employees 1111 Earth Team volunteersEarth Team volunteers 1010

TrainingTraining

Training Training

MeanMean

Value of training through computerValue of training through computer 3.13.1 Satisfied with training received forSatisfied with training received for

your present jobyour present job 2.82.8

Agency devoted enough resourcesAgency devoted enough resources 3.23.2

Over last 3 years, the agency has devoted Over last 3 years, the agency has devoted enough resources to effectively train employeesenough resources to effectively train employees

0

5

10

15

20

25

30

35

Stronglyagree

Neutral Stronglydisagree

1999 Survey

Positives:

1999 – 26%

Survey – 31%

Do you have a current Individual Do you have a current Individual Development Plan?Development Plan?

12%

25%

63%

YesNoDon't Know

Percent of IDP completedPercent of IDP completed

0

5

10

15

20

25

30

35

40

Per

cen

t

100 80-99 60-79 40-59 20-39 <20

Hiring, Hiring, Retention, & Retention, &

DiversityDiversity

Biggest problem hiring new peopleBiggest problem hiring new people

PercentPercent Agency lacks good hiring strategiesAgency lacks good hiring strategies 1919 Agency lacks competitive pay scalesAgency lacks competitive pay scales 1414 Agency is unknown by young peopleAgency is unknown by young people 1212 MobilityMobility 1010 Agency doesn’t have enough internsAgency doesn’t have enough interns

and studentsand students 99 Red tapeRed tape 6 6 OtherOther 11 11

Retention (open ended)Retention (open ended)

Competitive salary & paying people Competitive salary & paying people according to work performedaccording to work performed

Promotion based on meritPromotion based on merit Recognition & awards based on meritRecognition & awards based on merit Conservation focus, not program focusConservation focus, not program focus Better supervisors, managers, leadersBetter supervisors, managers, leaders

DiversityDiversity

MeanMean

Important to have diverse workforceImportant to have diverse workforce 2.32.3 Good job recruiting diverse workforceGood job recruiting diverse workforce 2.62.6 Good job retaining diverse workforceGood job retaining diverse workforce 2.72.7 Advancement same regardless ofAdvancement same regardless of

race, religion, culture, sex or ethnicityrace, religion, culture, sex or ethnicity 3.23.2

MobilityMobility

MobilityMobility

MeanMean Promotion without moving Promotion without moving

2.62.6 Promotion-in-placePromotion-in-place 2.82.8 Moving package include assist-Moving package include assist-

ance with spousal job placementance with spousal job placement2.42.4

How mobile are you?How mobile are you?

0

5

10

15

20

25

30

Extmobile

mobile Somemobl

Not verymobl

Notconsider

How many times have you moved? How many times have you moved?

0

5

10

15

20

25

30

35

zero 1-2 times 3-4 times 5-6 times 7 or more

RetirementRetirement

How long before you plan on retiring? How long before you plan on retiring?

0

10

20

30

40

50

60

<1 year 1-2 yrs 3-5 yrs 6-8 yrs 9-11 yrs 12 orgreater

5 yrs or less = 24%

Type of Retirement System Type of Retirement System

34%

63%

3%

CSRS FERS CSRS/FERS

Rating* of retirement componentsRating* of retirement components

MeanMean Thrift savings plan accountThrift savings plan account 2.6 2.6 AnnuityAnnuity 3.23.2 Health insuranceHealth insurance 3.23.2 Life insuranceLife insurance 3.83.8 Spousal retirement benefitsSpousal retirement benefits 3.83.8 Long term care insuranceLong term care insurance 4.24.2 Social securitySocial security 4.74.7 Dental insuranceDental insurance 6.06.0

*7 point scale

Would you accept a retention bonus Would you accept a retention bonus to work an additional year? to work an additional year?

0

5

10

15

20

25

30

35

40

45

highlylikely

likely mediumlikely

unlikely highlyunlikely

Mean = 2.0

Would you:Would you:

YesYes MaybeMaybe No No More More Info.Info.

Consider job Consider job sharingsharing

4444 2525 1717 1515

Consider being a Consider being a paid annuitantpaid annuitant

3939 3232 1515 1414

Consider being Consider being an earth team an earth team volunteervolunteer

1515 3939 4242 44

IV. What this IV. What this survey tells survey tells

usus

The survey says….The survey says….

Employees are satisfied with their job, Employees are satisfied with their job, pay, & like the kind of work they dopay, & like the kind of work they do

Employees are unhappy with the Employees are unhappy with the recognition & reward systemrecognition & reward system

4/5’s of the employees are ambitious 4/5’s of the employees are ambitious and most of these employees are and most of these employees are mobilemobile


Employees would like to see some areas of Employees would like to see some areas of leadership improvedleadership improved Agency needs improved leadership development Agency needs improved leadership development

programsprograms Agency needs training for existing leadersAgency needs training for existing leaders

Training continues to be a problemTraining continues to be a problem Resources not devoted to trainingResources not devoted to training Employees favor OJT, formal training, detailsEmployees favor OJT, formal training, details Employees do not favor computer trainingEmployees do not favor computer training Over 1/3 do not have an IDPOver 1/3 do not have an IDP


Work force supports diversity, but sees Work force supports diversity, but sees problems with recruiting, retention, and problems with recruiting, retention, and advancementadvancement

Ways to retain employees: meritocracy; Ways to retain employees: meritocracy; offer good training; improve agency offer good training; improve agency supervisors, leaders & managers; supervisors, leaders & managers; supply field with more equipment, staff, supply field with more equipment, staff, & tools; less time with computer & more & tools; less time with computer & more field time (hire data entry people)field time (hire data entry people)


Employees more comfortable with their Employees more comfortable with their own skills, than they are with agency’s own skills, than they are with agency’s knowledge and skills knowledge and skills

Employees see new hires divided into Employees see new hires divided into traditional technical specialties and traditional technical specialties and business skills business skills (communication/common sense, (communication/common sense, contracting/admin, marketing, sales, contracting/admin, marketing, sales, PR, & admin support, data entry)PR, & admin support, data entry)


Particular specialties topping list: GIS, Particular specialties topping list: GIS, engineering, environmental specialists, engineering, environmental specialists, agronomy, pesticide/nutrient agronomy, pesticide/nutrient management specialistsmanagement specialists

Employees favor their own & supervisor’s Employees favor their own & supervisor’s performance over the agency’s performance over the agency’s performanceperformance• Rate agency performance relatively low Rate agency performance relatively low

regarding red tape, vision & feedbackregarding red tape, vision & feedback


Districts, Federal and state agencies are Districts, Federal and state agencies are used as partners and they should be even used as partners and they should be even more involved than they are currentlymore involved than they are currently

TSP’s and temporary employees are not TSP’s and temporary employees are not envisioned as being heavily involvedenvisioned as being heavily involved

Mobility doesn’t seem a large problem, but Mobility doesn’t seem a large problem, but there is support for assistance in the areas there is support for assistance in the areas of spousal job placementof spousal job placement


If 25 percent of employees retire in the If 25 percent of employees retire in the next five years, this is an obvious next five years, this is an obvious problemproblem

Because of satisfaction with job & the Because of satisfaction with job & the type of work, there is flexibility in type of work, there is flexibility in maintaining the workforcemaintaining the workforce

• Retention bonusesRetention bonuses• Job sharingJob sharing• Paid annuitantPaid annuitant• Earth Team Earth Team

RecommendationsRecommendations

Provide field employees help on data entry Provide field employees help on data entry tasks so they can have more field time for tasks so they can have more field time for conservation planning. Temporary conservation planning. Temporary employees, volunteers, and TSP’s could employees, volunteers, and TSP’s could be enlisted to assist in these tasks. be enlisted to assist in these tasks.

Recruiting for diversity should mirror our Recruiting for diversity should mirror our changing customer base and the changing customer base and the demographic composition of America. demographic composition of America.


While considering race, gender, disability While considering race, gender, disability and ethnicity, the agency should and ethnicity, the agency should concentrate on an array of needed concentrate on an array of needed specialties including GIS, engineers, specialties including GIS, engineers, environmental specialists, agronomists, environmental specialists, agronomists, and pesticide/nutrient management and pesticide/nutrient management specialists.specialists.


Agency leadership/supervisors should Agency leadership/supervisors should base performance ratings solely on base performance ratings solely on achievement and merit. achievement and merit.

Agency should improve Agency should improve leadership/management development and leadership/management development and training programs.training programs.

Provide more feedback to employees Provide more feedback to employees concerning the agency’s performance.concerning the agency’s performance.


Agency should steadily devote resources Agency should steadily devote resources toward training. Computer training should toward training. Computer training should be used selectively. Employees prefer be used selectively. Employees prefer localized training such as OJT & formal localized training such as OJT & formal training, as well as details.training, as well as details.


All employees should have an IDP that is All employees should have an IDP that is reassessed annually and progressively reassessed annually and progressively implemented.implemented.

Training topics should not only focus on Training topics should not only focus on technical topics, but also the area of technical topics, but also the area of business skills.business skills.

REDUCE bureaucratic red tape as it REDUCE bureaucratic red tape as it unnecessarily complicates agency unnecessarily complicates agency processes and work flow.processes and work flow.


Develop a job placement assistance program for Develop a job placement assistance program for spouses of relocated employees.spouses of relocated employees.

Develop a wide selection of dental insurance Develop a wide selection of dental insurance programs for current and retired employees. programs for current and retired employees.

To maintain the services of prospective retirees, To maintain the services of prospective retirees, implement flexible programs including retention implement flexible programs including retention bonuses, job sharing, paid annuitant (ACES), bonuses, job sharing, paid annuitant (ACES), and Earth Team. and Earth Team.

Handout for the state conservationists Handout for the state conservationists

Retirement plansRetirement plans Activities to reach career goalsActivities to reach career goals Partners performing % of jobPartners performing % of job Partners should be performing % of jobPartners should be performing % of job Current IDPCurrent IDP % of IDP Implemented% of IDP Implemented

Next StepsNext Steps

Place the results on the web; publicize and Place the results on the web; publicize and link through my.NRCSlink through my.NRCS

Results include:Results include: Executive Summary, percentile responses for Executive Summary, percentile responses for

each question, PowerPoint, and open ended each question, PowerPoint, and open ended responsesresponses

Responses by ethnic/racial group and genderResponses by ethnic/racial group and gender Responses, as appropriate, by other Responses, as appropriate, by other

background characteristics, (field/non-field, background characteristics, (field/non-field, supervisor, grade, marital status, etc.)supervisor, grade, marital status, etc.)

Thanks to the Human Capital Thanks to the Human Capital Strategic Planning Team, Kevin Strategic Planning Team, Kevin Brown, and Kevin Boyle Brown, and Kevin Boyle

Contact Information:Contact Information: [email protected]@gnb.usda.gov 336-370-3336336-370-3336

Human Capital Employee Survey

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Transcript of Human Capital Employee Survey