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Survey

In October 2005, the Director of National Intelligence conducted the first-ever Intelligence Community (IC) Employee Climate Survey to gauge the "state" of the IC as a community and as a place to work, and more importantly, to find out what our employees think we need to do to improve

The survey:

  • * Is derived from the Office of Personnel Management Federal Human Capital Survey (FHCS) so results can be compared across the IC and with the rest of the Federal Government
  • * Was administered to civilian and military employees between October and December 2005 and included 30 items plus demographic questions

    • · Covered all IC components, including the Office of the Director of National Intelligence (ODNI)

  • * Provides a baseline assessment of employee satisfaction across the IC and within individual
    components of the community
  • * Will be administered annually to measure progress within the IC

    • The following slides provide selected summary results and are being made available to the public and shared with employees across the IC

    "-C:;~I~uc'I,\'eS

    gc on the following itenlS

    I am given a real opportunity to improve my skills in my organization. I 77 I 63
    My work gives me a feeling of personal accomplishment. I 79 I 71
    The people I work with cooperate to get the job done. I 90 I 85

    I know how my work relates to the agency's goals and priorities. I 87 I 83

    I like the kind of work I do.

    83

    82

    The work I do is important.

    89

    91

    e,,·

    v
    '-Percentage

    77 1490

    FHCS 2004 '1--------, 18 I 19 1

    63 0

    My work gives me a feeling of personal accomplishment. IC 2005

    13 II0

    79

    t==r=J

    FHCS 2004 I 16 140

    71

    The people I work with cooperate to get the job done. IC 2005

    640

    90

    [JJ

    FHCS 2004 I 85 8 I 70

    I know how my work relates to the agency's goals and IC 2005 priorities. 87

    FHCS 2004 1 --;;-:;~-__I=Jj0

    83 II61

    I like the kind of work I do. IC 2005

    83

    FHCS 2004 I II 60

    OJ

    The work I do is important. IC 2005

    89 830

    ~------[]

    FHCS2004 I 91 720

    leA y s-I!.f\nonses

    .

    IS ove tb ederal vernment; however, there is I room fo

    .
    e"J~U'

    ~~ [Ii) 'I~ lihJWmj] ~miO ~~.fi!m
    In my work unit, differences in performance are recognized in a meaningful way. 40 29
    Promotions in my work unit are based on merit. 43 34
    My work unit is able to recruit people with the right skills. 5l 44
    In my work unit, steps are taken to deal with a poor performer who cannot or will not improve. 29 27
    In my organization, leaders generate high levels of motivation and commitment in the workforce. 42 37
    How satisfied are you with the policies and practices of your senior leaders? 44 40

    -Leas

    e Percentage

    40 29 247

    -~. ID

    FHCS 2004 I I 35 4

    'I

    29 .:>,

    8unrey &4A·n.S

    Promotions in my work unit are based on merit. IC 2005

    43 25 248

    FHCS 2004 1----' 26 I 36 9

    34

    My work unit is able to recruit people with the right skills. IC 2005

    51 23 233

    ----=-=-1 I 0

    FHCS 2004 I 28 253

    44

    In my work unit, steps are taken to deal with a poor IC 2005 performer who cannot or will not improve. 29 27 31 13

    ~-

    FHCS2004 I I I D

    27 26 416

    In my organization, leaders generate high levels of IC 2005

    42 30 27I

    motivation and commitment in the workforce.

    FHCS 2004 1 37 I27" 35 1~

    How satisfied are you with the policies and practices of IC 2005 your senior leaders?

    FHCS 2004

    Percentage

    YQ!';I~ Neutral

    Considering everything, how satisfied are you with your job?

    This single item provides an overall indication of how satisfied

    IC 2005 employees are with their jobs. While most Federal employees are 75 15 110

    0

    satisfied with their jobs, IC employees are even more so. This is a very FHCS 2004 -I------~I 18 150 strong result for the IC. 67

    Leadership Index

    This index, composed of several items, measures whether senior leaders are respected, and whether they motivate employees. It also gauges employee satisfaction with their supervisors, and with the policies and practices of their senior leaders, especially with respect to developmental opportunities and performance management. These results show a majority of employees view their IC leaders favorably; IC leaders, on average, are rated as more effective than leaders across the Federal Government. However, many employees across the IC are looking for even stronger leadership, and leaders who will help them achieve their full potential.

    IC 2005

    23 171

    59 --

    I

    FHCS 2004 1-------1 23 I 24 0

    53

    s e ey T e PO$~~l.fe Percentage Neutral

    This index, composed of several items, measures whether leaders IC 2005 provide their employees with vision and direction, and whether

    56 22 175 employees can see the linkage between their work and the mission, FHCS 2004 '1---~-""""1-2-"-I 24P goals, and performance of their agency. It also gauges whether 50 J employees believe that high performers are recognized, rewarded, and promoted, as well as whether their agency effectively deals with poor performance. These results indicate that while the IC, on average, does a better job of creating a positive performance culture than the rest of the Federal Government, there is still much room for improvement.

    Talent Index

    This index, composed of several items, measures employee IC 2005 perceptions concerning an organization's ability to recruit and retain top

    68 17 14 1

    --~--I II ~

    talent. It gauges whether employees understand how their work relates FHCS 2004 I 63 18 181

    to their agency's goals and mission priorities, and whether they get a sense of accomplishment from their work. It also assesses employee satisfaction with coworkers, supervisors, working conditions, involvement in workplace decisions, training and development opportunities, promotions, pay, and rewards. The IC results are strong in this critical area, with most employees indicating that IC organizations are doing what it takes to hire and sustain a workforce with the talent and skills needed to meet our critical national security mission.

    mp]oyee Climate Survey

    _S

    The DNI's first-ever IC Strategic Human Capital Plan includes initiatives that will specifically address the issues employees identified in the survey

    The DNI has also asked IC agency heads to identify and take actions aimed at improving their individual component's survey results

    Eo: In their agency Human Capital strategies
    iii In their individual Personal Performance Agreements with the DNI
    In the individual performance plans of their senior executives

    The DNI will conduct the IC Employee Climate Survey annually, beginning in the fall of 2006

    The DNI will closely and continuously monitor actions and progress