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OFFICE OF HUMAN RESOURCES MANAGEMENT (OHRM) - Human Capital planning,
development & outreach
2007 ANNUAL
EMPLOYEE SURVEY
ANALYSIS
OF POSITIVE RESPONSES
Choose the category below to read a detailed analysis
of the responses for each survey category.
Click on the following link to view a chart
depicting positive responses of all categories.
| Percentage of Positive Responses in
All Categories: |
| Personal Work Experience: VA employees
overwhelmingly like the work that they do and receive a feeling
of personal accomplishment from their work. They also responded
very positively to the degree of cooperation with their co-workers
to get the job done. About 2/3 of the respondents indicated that
they have trust and confidence in their supervisor and think that
they are doing a good job. All of the items relating to personal
work experience had more positive responses in 2007 than in 2006.
See Chart |
| Recruitment, Development & Retention:The
Recruitment, Development, and Retention Index indicates the extent
employees think the organization manages the talent necessary to
achieve organization goals. All of the items in the category of
recruitment, development and retention improved in 2007 from the
2006 results. Respondents were tremendously positive (97%) about
the importance of the work that they do and nearly as positive (92%)
about how their work relates to the agency’s goals and priorities.
However, recruiting people with the right skills was still the item
with the lowest percentage of positive responses in this category.
Identifying training needs and supervisory support for employee
development still have room for improvement. Chart |
Performance Culture Index:The
Performance Culture Index indicates the extent employees believe
their organizational culture promotes improvement in processes,
products and services, and organizational outcomes. All of the questions
on performance culture improved in 2007 in comparison with 2006,
and the question with the greatest improvement on the survey (12.4%)
states that differences in performance are recognized in a meaningful
way. However, even with this improvement, less than half of employees
responded positively. This category had three questions with the
lowest positive percentages on the survey. The lowest positive percent
(21.6%) was for the question, “Pay raises depend on how well
employees perform their jobs.” VA does not have a true pay-for-performance
system in place. The other items with very low positive percents
had to do with taking steps to deal with poor performers (32.1%)
and promotions based on merit (33.7%).
VA has conducted supervisory training and broadcasts to improve
the quality of supervisory discussions around employees’ performance.
The question about discussions with the employee’s supervisor/team
leader improved by 11% and employees’ perception of fairness
improved by 10%.from the 2006 results. A new question regarding
employee’s understanding of performance required at each level
was 69.9% positive. Chart
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| Leadership Index: The Leadership
Index indicates the extent employees hold their leadership in high
regard, both overall and on specific facets of leadership. Except
for a question regarding preparing employees for potential security
threats, all of the questions had more favorable responses in 2007
than 2006. The highest level of positive agreement was related to
employee protection from health and safety hazards on the job. Less
than half of the respondents felt that they were personally empowered
with respect to work processes. A majority reported that leaders
do not generate high levels of motivation and commitment in the
workforce. Chart |
| Job Satisfaction Index:The
Job Satisfaction Index indicates the extent employees are satisfied
with their jobs and various aspects thereof (e.g., pay, training,
etc.) Although general satisfaction increased and most aspects of
satisfaction increased, there were fewer positive responses to satisfaction
with pay and with involvement in decisions that affect the employee’s
work than in 2006. The responses on involvement with decisions that
affect the employee’s work is consistent with the finding
of low personal empowerment with regard to work processes. Three
items had less than half of the respondents give positive reactions
and should be considered as areas needing improvement. These included
policies and practices of senior leaders, opportunity to get a better
job and involvement with decisions that affect employee’s
work. Satisfaction with opportunity to get a better job was among
the items with the lowest positive responses on the survey. Chart |
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