DOT 2007 Annual Employee Survey Results Report

1.  Interpretation of results: 

When compared with the results of the 2006 Federal Human Capital Survey (FHCS), measurable gains in employee perceptions were realized.  The net rate of positive responses over the entire 2007 AES was 56.8%, which was a 5.8% improvement over the 2006 FHCS results which had an overall positive response rate of 51%. The following are examples of noteworthy results:

• 76% of employees believed the DOT workforce has the collective knowledge, skills and abilities to accomplish organizational goals—up from 65.8% on the 2006 FHCS;

• Nearly 53% of employees agreed that promotions are based on merit; this was up significantly from only 26% on the 2006 FHCS;

• Nearly 75% of employees felt their supervisor’s feedback helped them improve performance; and most employees believed they were held accountable for achieving work results and experienced appropriate consequences as a result of their efforts; and

• 75.8% of employees agreed that the people they work with cooperate to get the job done—this was down from 82% on the 2006 FHCS, however 2007 AES favorable rate is still in considered a strength at DOT (above 65% favorable).

Despite encouraging signs and increases in perceptions compared to the 2006 FHCS, some ongoing challenges remain.  The 2007 AES results revealed that: 

• Employee perceptions of DOT’s handling of poor job performers and that pay raises are based on job performance both had low favorable rates with 26.3% and 22.8%, respectively;

• Only 39% of employees reported having a high level of respect for DOT’s senior leaders.  However, this was up from only 34% on the 2006 FHCS;

• Less than 30% of employees agreed that DOT leaders generated high levels of motivation and commitment in the workforce; and

• Employees’ satisfaction with the level of recognition received for doing a good job dropped from 39% on the 2006 FHCS to only 26% on the 2007 AES.

Even though the survey results showed progress and some measurable improvements in employee perceptions, we still have work to do to sustain our progress in areas in which we improved and make needed enhancements in areas where we were lacking.  As a result, DOT is engaging in action planning that will concentrate on improving employees’ perceptions of Leadership in general and target DOT’s handling of poor job performance.  Furthermore, the Secretary of Transportation has asked supervisors and managers to discuss the survey results with employees to get a sense of what employees think is needed to make long-term improvements in the workplace environment.

2.  How the survey was conducted: 

The survey was conducted online from September 4 until November 2, 2007.  An invitation to participate in the survey was sent via e-mail to the agency employees selected in the sample. The invitation included a link to the survey web site and a unique identification number and password to access the survey. One person requested and was sent a paper version of the survey in lieu of the standard web survey.

The annual survey questions were embedded in the 2007 Merit Principles Survey (MPS). They were interspersed with MPS questions, based on question topic, in the following six sections of the MPS: My Job, My Immediate Supervisor, Performance Management, Managers and Executives in My Organization, Training and Development, and Demographic Questions. The three annual survey questions related to work environment were included in a section of their own titled Physical Work Environment and Safety.

3.  Description of sample: 

The population of employees sampled for survey participation consisted of all full-time, permanent, non-seasonal employees who were employed by the agency as of December 2006. A representative random sample of these employees was selected stratified by supervisory status and organizational membership, i.e., an employee of the Federal Aviation Agency or an employee of any other Transportation organization. Supervisor and non-supervisory employees were separately sampled to allow later analyses of differences between these two groups. Past experience shows that supervisors and non-supervisors typically respond differently to employee survey questions. FAA employees were separately sampled to allow separate analysis of those employees for Merit Principles Survey questions.

A total of 3,706 employees were selected for survey participation, 968 non-supervisory employees and 933 supervisory employees (including supervisors, managers, and executives) in the FAA and 929 non-supervisory employees and 876 supervisory employees in organizations other than the FAA.  DOT had approximately 53,336 employees at the time the sample was drawn.

The responses to the questions are weighted according to the number of respondents compared to the actual population proportions for supervisory and non-supervisory employees as provided in the Central Personnel Data File.  They are also weighted for membership in agency organization (FAA or other).  Weighting eliminates over or under representation of a group in the survey results that may be a consequence of the sampling strategy or differential response rates.

4.  Survey Items and Response Choices: 

(See Appendix)

5.  Number of employees surveyed, number responded, and representativeness of respondents:  

Of the total agency sample of 3706 employees, 2152 responded for an overall agency response rate of 58%. Of the FAA sample of 1901 employees, 977 responded for a response rate of 51%.  The FAA sample included 968 non-supervisory employees of whom 415 or 43% responded and 933 supervisors of whom 562 or 60% responded.  Of the sample of 1805 other Transportation employees (non-FAA), 1175 responded for a response rate of 65%.  The sample included 929 non-supervisory employees of whom 634 or 68% responded and 876 supervisors of whom 541 or 62% responded. Employees who completed at least one of the annual survey questions are counted as respondents although the majority of employees completed all questions. The respondents are representative of the agency population in both demographics and organization membership.

Appendix:  Survey Items and Response Choices

PERSONAL WORK EXPERIENCES

1. The people I work with cooperate to get the job done.

2. I am given a real opportunity to improve my skills in my organization.

3. My work gives me a feeling of personal accomplishment.

4. I like the kind of work I do.

5. I have trust and confidence in my supervisor.

6. Overall, how good a job do you feel is being done by your immediate supervisor/team leader?

RECRUITMENT, DEVELOPMENT, AND RETENTION

7. The workforce has the job-relevant knowledge and skills necessary to accomplish organizational goals.

8. My work unit is able to recruit people with the right skills.

9. I know how my work relates to the agency’s goals and priorities.

10. The work I do is important.

11. Physical conditions (for example, noise level, temperature, lighting, cleanliness in the workplace) allow employees to perform their jobs well.

12. Supervisors/team leaders in my work unit support employee development.

13. My talents are used well in the workplace.

14. My training needs are assessed.

PERFORMANCE CULTURE

15. Promotions in my work unit are based on merit.

16. In my work unit, steps are taken to deal with a poor performer who cannot or will not improve.

17. Creativity and innovation are rewarded.

18. In my most recent performance appraisal, I understood what I had to do to be rated at different performance levels (e.g., Fully Successful, Outstanding).

19. In my work unit, differences in performance are recognized in a meaningful way.

20. Pay raises depend on how well employees perform their jobs.

21. My performance appraisal is a fair reflection of my performance.

22. Discussions with my supervisor/team leader about my performance are worthwhile.

23. Managers/supervisors/team leaders work well with employees of different backgrounds.

24. My supervisor supports my need to balance work and family issues.

LEADERSHIP

25. I have a high level of respect for my organization’s senior leaders.

26. In my organization, leaders generate high levels of motivation and commitment in the workforce.

27. Managers review and evaluate the organization’s progress toward meeting its goals and objectives.

28. Employees are protected from health and safety hazards on the job.

29. Employees have a feeling of personal empowerment with respect to work processes.

30. My workload is reasonable.

31. Managers communicate the goals and priorities of the organization.

32. My organization has prepared employees for potential security threats.

JOB SATISFACTION

33. How satisfied are you with the information you receive from management on what’s going on in your organization?

34. How satisfied are you with your involvement in decisions that affect your work?

35. How satisfied are you with your opportunity to get a better job in your organization?

36. How satisfied are you with the recognition you receive for doing a good job?

37. How satisfied are you with the policies and practices of your senior managers?

38. How satisfied are you with the training you receive for your present job?

39. Considering everything, how satisfied are you with your job?

40. Considering everything, how satisfied are you with your pay?

PERFORMANCE ASSESSMENT ACCOUNTABILITY TOOL QUESTIONS

1. I am held accountable for achieving results in the sense that if I achieve the expected work results, I experience positive consequences.

2. I am held accountable for achieving results in the sense that if I do NOT achieve the expected work results, I experience negative consequences.

3. I am rewarded for providing high quality products and services to my customers (internal and/or external).

4. Recognition and rewards are based on performance in my work unit.

5. How often do you typically receive formal or informal feedback from your supervisor?

6. How helpful is your supervisor’s feedback in helping you improve or enhance your performance?