I am very pleased to transmit to you the draft of our governmentwide survey on human capital. A copy of the survey is attached for your review. I appreciate the fact that so many of you have expressed interest in actions that you can take to move to green on the President's Human Capital initiative. I believe this survey will be a valuable tool that you may use in designing your human capital action plans. It is still in draft and we would very much appreciate your comments by February 19th so that we can put the survey in final form for March/April administration. You may contact me directly, or contact Nancy Randa, Acting Associate Director, Office of Merit Systems Oversight and Effectiveness, at 606-2820, or by email at neranda@opm.gov. After we know your views, our next step will be to brief national employee unions and employee associations about this initiative and seek their support for this effort.
This new survey provides a uniform measure of agencies' performance in support of the President's Management Agenda Human Capital Initiative as defined in the Human Capital Standards for Success. This includes the elements of the Human Capital Scorecard that I shared with you on December 7, 2001. The survey results will help us score agency performance on human capital as well as help you drive change as you "get to green."
We plan to administer the survey to employees in non-intelligence agencies that are members of the President's Management Council (PMC) in the March/April timeframe. As there is no common definition of major agency sub-element, we will do separate samples for Department or Agency components with more than 1500 employees or at least 5 percent of the population. Our governmentwide sample size will be approximately 216,000 employees.
The proposed instrument contains 113 items. We estimate that it will take respondents approximately 30 minutes to complete the survey. I'd like to offer you the opportunity to customize the standard survey with an additional 3-5 questions of your own. If you wish to do this, please let me know by February 15 so my staff can assist you. We will work with your HR Directors to address the process of administering the survey.
Results will be ready by the beginning of June for your use in the FY 2004 planning and budget cycle. All agencies will be able to compare themselves to PMC norms on all standard survey items, and to private sector norms on some standard personal experience and job satisfaction items. Governmentwide and agency data will be displayed by each of the five areas of the Human Capital Scorecard. Data from your additional (non-standard) items will be sent to you for your analysis and use. You will be able to access your data through an Internet web site address. You can assure your employees that individual responses to the survey will be kept confidential and will not be shared with their agencies.
January, 2002
Strategic Alignment
Dimensions of Human Capital Assets: Align human capital policies to support the accomplishment of the agency's mission, vision, goals and strategies (which define its direction and its expectations for it and its people). |
| Performance Goals |
Measures |
Operational Application of Measures |
Questionnaire Item
Scale:
Strongly Agree;
Agree;
Neither Agree nor Disagree;
Disagree;
Strongly Disagree;
Do Not Know. |
|---|
| There is an explicit and well-communicated link between HR strategies and plans and the agencies' strategic objectives |
Agency has documented links between HR strategy and plans with mission/program objectives. |
Assessment of the agency annual performance plan and budget identifies human capital activities as strategies to achieve measurable program performance targets. (This is a check-off item) |
No items needed. |
|
Agency has effective processes for communicating the link between HR strategies and plans with mission/program objectives. |
Governmentwide survey (GWS data from managers and supervisors on questions regarding their understanding of how their agencies human capital strategies are intended to work in helping to achieve missions/objectives (e.g. my agency's recruitment strategies are targeted at mission critical occupations. (This is a comparative item) |
(1) In my work unit, human capital strategies are targeted to achieve my agency's missions and objectives.
(2) In my work unit, employees participate in developing long range plans to guide our work.
(3) In my work unit, we set goals and objectives to help us meet our long range plans.
(4) We use measures in my work unit to track our goals and objectives.
(5) Managers review and evaluate the organization's progress toward meeting its goals and objectives.
(6) Products & services in my work unit are improved based on customer/ public input.
(7) I receive timely personnel services.
(8) I receive quality personnel services.
(9) I receive courteous personnel services.
(10) I am kept informed about changes in personnel policies and employee benefits.
(11) Personnel decisions affecting me are made fairly. |
| The organization is well structured to support its mission. |
Agency has effective re-structuring and organizational deployment plans, and is taking action based on them. The standard for "effective" is deploying the appropriate workforce mix to get the job done. |
Assessment of agency plans identify specific steps to redeploy human capital to frontline services and activities (e.g. fewer decision-making layers, ratio of front line staff to administrative staff). (This is a check-off item.) |
No items needed. |
| Employees understand their organization's plans and are involved in the strategic planning and reporting process. |
Employees understand how their job fits in and contributes to fulfilling the agency mission. |
GWS data from employees, supervisors and managers on questions regarding employee knowledge of the work they are doing (as well as the work of their organization) and how it relates to the agency's missions. |
(12) I know how my work relates to the agency's missions and goals.
(13) Information is collected to assess my work unit's performance.
(14) Information collected on my work unit's performance is used to improve my work unit's performance. |
Strategic Competencies (Talent)
Dimensions of Human Capital Assets: Recruit, hire, develop, and retain employees with the strategic competencies for mission critical occupations. |
| Performance Goals |
Measures |
Operational Application of Measures |
Questionnaire Item
Scale:
Strongly Agree;
Agree;
Neither Agree nor Disagree;
Disagree;
Strongly Disagree;
Do Not Know. |
|---|
| Desired competency levels in mission critical occupations is achieved |
Agency meets gap reduction targets developed from restructuring plans. |
Assessment of agency's annual performance plan shows they have developed specific strategies to address these gaps. (This is a check-off item.) |
No items needed. |
|
|
Statistical information from agency HR data systems, including information from agency skills/competency assessments, supplemented with educational/occupational data from the CPDF and GWS that show competency level changes in mission critical occupations. (This is an improvement gauge item.) |
(15) Knowledge and skills of employees in my work unit are assessed.
(16) The workforce has the job-relevant knowledge and skills necessary to accomplish organizational goals.
(17) The skill level in my work unit is improving. |
| Desired recruitment/retention rate for employees with strategic competencies is achieved. |
Agency meets staffing/retention rate targets for employees with strategic competencies. |
Statistical information identified from CPDF and agency HR data systems and exit interviews that portray staffing/retention rates for employees with strategic competencies. (This is an improvement gauge item.) |
No items needed, however, related items on attracting and retaining talent are included in the following items.
(18) My supervisor supports my need to balance work and family issues.
(19) My workload is reasonable.
(20) I have sufficient resources to get my job done.
(21) Physical conditions (for example, noise level, temperature, lighting, cleanliness) allow employees to perform their jobs well. |
| Desired quality levels of new hires is achieved. |
Agency meets quality level targets for new hires. |
GWS data from supervisors and managers in response to questions on the quality of new hires. Also based on course completion rate for those occupations that require formal training prior to achieving entry level status. (This is a comparative item.) |
(22) My unit's recruiting strategy has been effective in attracting people with sufficient skills and competencies.
(23) Selections for promotions in my work unit are based on merit. |
Leadership
Dimensions of Human Capital Assets: Ensure leadership in the agency inspires, motivates, guides others towards goals; coaches, mentors, challenges staff; adapts leadership styles to various situations; models high standards of honesty, integrity, trust, openness, and respect for individuals by applying these values. |
| Performance Goals |
Measures |
Operational Application of Measures |
Questionnaire Item
Scale:
Strongly Agree;
Agree;
Neither Agree nor Disagree;
Disagree;
Strongly Disagree;
Do Not Know. |
|---|
| Agency recruits, develops and retains high performing leaders. |
Agency meets staffing/retention targets for high-performing leaders to be based on organizational performance.) |
Statistical information identified from CPDF and agency HR data systems that portray leadership recruitment/retention rates. (This is an improvement gauge item.) |
No items needed. |
|
Agency has effective plans for leadership recruitment (including identifying potential leaders from within the organizations), development, succession which includes specific objectives, actions and timetables, and an analysis of candidate pools. |
Assessment of agency leadership plans (recruitment, retention, succession, development) and actions taken to implement them. (This is a check-off item.) |
No items needed. |
|
Agency creates a culture in which employees believe that they are encouraged to assume more responsibilities and to accept assignments that provide leadership opportunities. |
GWS data from employees responding to questions on the level of encouragement given to them to take on assignments that will include leadership experiences. (This is a comparative item.) |
(24) Supervisors/team leaders provide employees with the opportunity to demonstrate their leadership skills.
(25) Supervisors/team leaders encourage my development at work. |
| Agency leaders generate high levels of motivation and commitment in the workforce. |
Employees are focused on results and show interest in improving the services of the organization. |
GWS data from employees and supervisors in response to questions on the level of interest and commitment inspired by their leaders, to get the job done. (This is a comparative item.) |
(26) Supervisors/team leaders inspire me to get my job done.
(27) I like the kind of work I do.
(28) In my organization, leaders generate high levels of motivation and commitment in the workforce.
(29) Supervisors/team leaders ask for employees' ideas and opinions before making important work decisions
(30) Employees have a feeling of personal empowerment and ownership of work processes.
(31) Supervisors/team leaders are receptive to change. |
| Leaders maintain high standards of honesty and integrity that serve as a model of the whole workforce. |
Employees hold their leaders in high regard. |
GWS data from employees in response to questions on how highly they regard their leaders. (This is a comparative item.) |
(32) I hold my organization's leaders in high regard.
(33) My leaders maintain high standards of honesty and integrity.
(34) In my work environment, I can meet my ethical responsibilities.
(35) Complaints, disputes or grievances are resolved fairly in my work unit.
(36) Arbitrary action, personal favoritism and coercion for partisan political purposes are not tolerated.
(37) I can disclose a suspected violation of law, rule or regulation without fear of reprisal.
(38) I know what the Merit System Principles are.
(39) I know what the Prohibited Personnel Practices are.
(40) During the last two years, my agency has informed me about Prohibited Personnel Practices.
(41) During the last two years, my agency has informed me of what remedies are available if I believe that a Prohibited Personnel Practice has been committed. |
Performance Culture
Dimensions of Human Capital Assets: Create a culture that motivates employees for high performance, based on their contribution to the work of the organization, and common values while ensuring fairness in the workplace. |
| Performance Goals |
Measures |
Operational Application of Measures |
Questionnaire Item
Scale:
Strongly Agree;
Agree;
Neither Agree nor Disagree;
Disagree;
Strongly Disagree;
Do Not Know. |
|---|
| Agency develops rewards, rewards and retains high performers and deals effectively with poor performers. |
Agency has effective performance management systems that adequately distinguishes between levels of performance. |
Assessment of agency performance management systems and its applications (as profiled by CPDF and agency data) in terms of its success in evaluating and rewarding employees based on their contribution to organizational performance. (This is a check-off item.) |
No item needed. |
|
Employees believe that their performance is valued by the organization for its contribution to fulfilling the agency's missions. |
GWS data from employees in response to questions on how performance is recognized and valued within the organization. (This is a comparative item.) |
(42) Awards in my work unit depend on how well employees perform their jobs.
(43) High-performing employees are recognized or rewarded.
(44) Pay raises depend on how well employees perform their jobs.
(45) Employees are rewarded for providing high quality products and services to customers.
(46) Creativity and innovation are rewarded.
(47) My performance appraisal is a fair reflection of my performance.
(48) Our performance award system provides me with an incentive to do my best in the future. |
|
Agency effectively manages employees who are performing below expectations. |
GWS data from employees in response to questions on how effectively their organization manages employees who are not performing up to standard. (This is a comparative item.) |
(49) I would try to help a poor performer in my work unit improve their performance.
(50) In my work unit, poor performers receive constructive suggestions to improve their performance.
(51) I receive constructive suggestions to improve my performance.
(52) In my work unit, steps are taken to deal with a poor performer who cannot or will not improve
(53) In my work unit, employees are demoted or removed from their positions if they perform their jobs poorly.
(54) In my work unit, employees are given more routine work or less work if they perform their jobs poorly. |
| Employees are engaged and focused on achieving the results expected of them. |
Employees believe that their organization has set high but realistic results-oriented work expectations for them. |
GWS data from employees and supervisors in response to questions on the expectations being set for their jobs and their level of engagement in meeting those expectations. (This is a comparative item.) |
(55) I know what is expected of me on the job.
(56) I am held accountable for achieving results.
(57) In my work unit, the performance appraisal system provides me with an incentive to do my best.
(58) A spirit of cooperation and teamwork exists in my immediate work unit. |
| Agency fosters a climate that values diversity. |
Employees believe that differences are welcomed and contribute to work of the organization. |
GWS data from supervisors and employees in response to questions on how open the organizational culture is to differences. |
(59) Supervisors/team leaders in my work unit are committed to a workforce representative of all segments of society.
(60) Policies and programs promote diversity in the workplace (for example, recruiting minorities and women, training in awareness of diversity issues, mentoring).
(61) Managers/supervisors/team leaders work well with employees of different backgrounds. |
|
Agency sets realistic diversity goals and targets and is meeting them. |
Statistical information identified from CPDF and goals and targets specified in diversity plans. (This is a check-off item.) |
No item needed. |
Learning (Knowledge Management)
Dimensions of Human Capital Assets: Promote knowledge-sharing culture and a climate of openness; promote continuous learning and improvement. |
| Performance Goals |
Measures |
Operational Application of Measures |
Questionnaire Item
Scale:
Strongly Agree;
Agree;
Neither Agree nor Disagree;
Disagree;
Strongly Disagree;
Do Not Know. |
|---|
| Knowledge management strategies and/or systems are in place. |
Agency has effective strategy for knowledge management with targeted objectives and defined results. |
Assessment of agency strategy and steps taken to implement it. (This is a check-off item.) |
No item needed. |
| Agency invests strategically in training and development opportunities for employees. |
Agency strategies include investment assumptions and comparative analysis of results for training and development opportunities. |
Assessment of agency strategic investment assumption and results analysis for training and development as they relate to strategic competencies and learning development. (This is a check-off item.) |
No item needed. |
| A culture of learning and growth exists throughout the agency. |
Employees believe that their organization supports their development and expects them to improve their skills and learn new skill to do their jobs better. |
GWS data from employees, supervisors and managers in response to questions on opportunities for professional development and the expectation that new information and skills will always need to be learned as the organization continues to improve. (This is a comparative item.) |
(62) My training needs are assessed.
(63) Employees are interested in acquiring new skills to move to other positions in the organization.
(64) I am encouraged to continually learn and build new skills.
(65) I receive the training I need to perform my job.
(66) Employees share their knowledge with each other.
(67) Managers promote communication among different work units (for example, about projects, goals, needed resources).
(68) Employees are kept informed on issues affecting their jobs. |
Personal Experiences
The following survey items are often used in private sector surveys. We have selected these items to serve as benchmarks to compare government employees' opinions with those of our private sector counterparts. |
| Scale: Strongly Agree; Agree; Neither Agree nor Disagree; Disagree; Strongly Disagree |
(69) The people I work with cooperate to get the job done.
(70) I am given a real opportunity to improve my skills in my organization.
(71) I have enough information to do my job well.
(72) I feel encouraged to come up with new and better ways of doing things.
(73) My job makes good use of my skills and abilities.
(74) My work gives me a feeling of personal accomplishment.
(75) Sufficient effort is made to get the opinions and thinking of people who work here.
(76) This organization is making the changes necessary to compete effectively. |
Please use the following scale to rate the following items:
Scale: Very Good (VG); Good (G); Fair (F); Poor (P); Very Poor (VP) |
(77) How do you rate the amount of pay you get on your job?
(78) How do you rate your total benefits program?
(79) Overall, how good a job do you feel is being done by your immediate supervisor/team leader?
(80) How would you rate the overall quality of work done in your work group? |
Please use the following scale to rate the following item:
One of the Best (B); Above Average (AA); Average (A); Below Average (BA); One of the Worst |
| (81) How would you rate your organization as an organization to work for compared to other organizations? |
