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.

Text of Federal Employee Viewpoint Survey 2014 - Engaging on Disengagement

Fostering public service excellence through fully engaged employees and committed, purposeful leadershipPassionate Public Service Public sector talent development solutionsConstructively Engaging on Employee Engagement

1Federal Worker Satisfaction and Commitment at Lowest Levels Ever

Source: Partnership for Public Service57.8%in 201356.9%in 2013And, fell even lower in 2014!2Survey response rate was down from 2013 . . .Source: Office of Personnel Management (OPM)

Again, only 38% of employees have confidence that anything will be done with the survey results.

38%Federal Employee Viewpoint Survey (FEVS)Fewer than half of all federal employees participated

With response rates this low, it is understandable why managers might find it easier to just ignore the results. However, the survey represents a potential communications gold mine for engaging employees on issues of greatest importance to them. And, studies show that honest communication is one the best ways to increase survey participation and improve worker engagement. This is most assuredly not the time to be summarily dismissive.3

Source: Office of Personnel Management (OPM)And, even fewer are overall satisfied with their organizations.55%Still fewer are recommending their organizations as great places to work . . .

62%Declining Satisfaction with OrganizationOverall organizational satisfaction rates are lower than they have ever been and continuing to trend downward.4Source: Office of Personnel Management (OPM)While sequestration and budget uncertainty have played a role, those arent the only issues . . .Leadership Challenges

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.5

Source: GALLUP Business JournalOnly 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 Engaged18% - Actively DisengagedThree Types of Employees6 Disengaged EngagedProductivityCustomer service orientationCommitmentInnovationRetentionResilience Actively DisengagedLikely poor performancePotential conduct issuesFormal and informal complaintsInterferenceResistance

Engagement ImpactsWork units in the top quartile in employee engagement outperformed bottom-quartile units by 10% on customer ratings, 22% in profitability, and 21% in productivity. Work units in the top quartile also saw significantly less turnover (25% in high-turnover organizations and 65% in low-turnover organizations), shrinkage (28%), and absenteeism (37%) and fewer safety incidents (48%), patient safety incidents (41%), and quality defects (41%). (See graphic "Employee Engagement Affects Key Business Outcomes.")

7Ideas for Positively Impacting Employee EngagementThe 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. CortelyouFirst Secretary of Labor and Commerce, 19033 Theodore Roosevelt tasked Cortelyou with transforming the White House into a more professional organization. Cortelyou developed procedures and rules that guided White House protocol and established processes where there had been only personal prerogative. Cortelyou served as the first Secretary of Commerce and Labor from February 18, 1903 to June 30, 1904. He also served as Postmaster General from March 6, 1905 to January 14, 1907 and Secretary of Treasury from March 4, 1907 to March 7, 1909.8Explore 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.1st 9That 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.2nd 10Acknowledge what youve 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.3rd 11Five Actions for a More Engaged WorkforceUse the right employee engagement survey. When a company asks its employees for their opinions, those employees expect action to follow. But businesses often make the mistake of using employee surveys to collect data that are irrelevant or impossible to act on. Any survey data must be specific, relevant, and actionable for any team at any organizational level. Data should also be proven to influence key performance metrics.Focus on engagement at the local and organizational levels. Real change occurs at the local workgroup level, but it happens only when company leaders set the tone from the top. Companies realize the most benefit from engagement initiatives when leaders weave employee engagement into performance expectations for managers and enable them to execute on those expectations. Managers and employees must feel empowered to make a significant difference in their immediate environment. Leaders and managers should work with employees to identify barriers to engagement and opportunities to effect positive change. Employees are familiar with the company's processes, systems, products, and customers. They are also experts on themselves and their teams. So it makes sense that they will have the best ideas to maximize these elements and deliver improved performance, business innovation, and better workplace experiences.Select the right managers. The best managers understand that their success and that of the organization relies on employees' achievements. But not everyone can be a great manager. Great managers care about their people's success. They seek to understand each person's strengths and provide employees with every opportunity to use their strengths in their role. Great managers empower their employees, recognize and value their contributions, and actively seek their ideas and opinions. It takes talent to be a great manager, and selecting people who have this talent is important. Whether hiring from outside or promoting from within, businesses that scientifically select managers for the unique talents it takes to effectively manage people greatly increase the odds of engaging their employees. Companies should treat the manager role as unique, with distinct functional demands that require a specific talent set.Coach managers and hold them accountable for their employees' engagement. Gallup's research has found that managers are primarily responsible for their employees' engagement levels. Companies should coach managers to take an active role in building engagement plans with their employees, hold managers accountable, track their progress, and ensure that they continuously focus on emotionally engaging their employees. The most successful managers view the Q12 as the elements for great managing, not just questions for measuring. By doing so, they gain a powerful framework to guide the creation of a strong, engaged workplace.Define engagement goals in realistic, everyday terms. To bring engagement to life, leaders must make engagement goals meaningful to employees' day-to-day experiences. Describing what success looks like using powerful descriptions and emotive language helps give meaning to goals and builds commitment within a team. Make sure that managers discuss employee engagement at weekly meetings, in action-planning sessions, and in one-on-one meetings with employees to weave engagement into daily interactions and activities and to make it part of the workplace's DNA.

http://businessjournal.gallup.com/content/166667/five-ways-improve-employee-engagement.aspx#212Additional Ideas for Managershttp://www.fedview.opm.gov/2013/Definitions/#Be13

Not engaging is not an option . . . and, how you engage matters.BE INTENTIONAL.14Pivotal Practices Consulting LLCOrganizational Consulting for Sustainable Performance Excellence

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