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Climate Survey
In October 2007, the Director of National Intelligence conducted the third annual Intelligence Community (IC) Employee Climate Survey to gauge the "state" of the IC as a community and as a place to work
The survey provides detailed information on employee satisfaction and insights into whether we have the right policies and practices to maximize individual and organizational performance
The survey:
Is derived from the Federal Human Capital Survey (FHCS) conducted by the Office of Personnel Management 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 2007 and January 2008 and included 51 items plus demographic questions
Covered all IC components, including the Office of the Director of National
Intelligence (ODNI)
Provides data that can be compared against previous years to see where the IC has improved and where challenging issues remain to be addressed
Will continue to be administered annually to measure progress within the IC
Climate Survey
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suits are highly consistent with 2006, which reinforces our unaerstanding of IC strengths and weaknesses
verall Job Satisfaction IC employees are satisfied with their jobs, even more so than other Federal employees IC employees like their work, think it vital, and find it rewarding
Leadership A majority of IC employees have trust and confidence in their supervisors and view them as effective in their jobs n average, IC employees view their senior leaders more favorably than those across the Federal government However, many employees are looking for even stronger leadership...and for senior leaders who can generate high levels of motivation and commitment
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Performance Culture IC employees report that performance discussions with their supervisors are useful and that their performance appraisal is a fair reflection of their performance R However, we need to improve in dealing with poor performance and linking pay and promotions to performance Talent
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'C employees believe that their talents are put to good use and
supervisors support their continued development However, employees continue to be concerned about the ability to recruit and retain people with the right skills
C Transformation
Employees clearly understand that the IC mission depends upon sharing knowledge and collaborating across agencies However, a only minority report it easy to work with those outside their
agency
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| In my work unit, steps are taken to deal with a poor performer who cannot or will not improve. | 28% | -1 | 29% |
| Pay raises depend on how well employees perform their jobs. | 28% | -1 | 22% |
| In my work unit, differences in performance are recognized in a meaningful way. | 38% | 0 | 30% |
| Promotions in my work unit are based on merit. | 41% | -1 | 34% |
| My work unit is able to retain people with the right skills. | 44% | 1 | |
| In my organization, leaders generate high levels of motivation and commitment in the workforce. | 45% | 2 | 38% |
| How satisfied are you with your opportunity to get a better job in your organization? | 46% | 1 | 37% |
| How satisfied are you with the policies and practices of your senior leaders? | 47% | 1 | 41% |
Job Satisfaction If the IC were an agency, it would rank 15th among all Federal agencies.
({Considering everything, how satisfied are you with your job?" This single item
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IC 2007 provides an overall indication of how satisfied employees are with their jobs. Most Federal employees are satisfied with their jobs, and IC employees are even more satisfied. This
IC2006
continues to be a strong result for the IC even with a slight decline in 2007. FHCS 2006
Leadership Index If the IC were an agency, it would rank 12th among all Federal agencies.
Performance Culture Index Ifthe IC were an agency, it would rank 13th among all Federal agencies.
This index, composed of 13 items, measures the degree to which employees can see a I
linkage between their work and the mission, goals, and performance of their agency. It also gauges whether 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, continues to do a better job creating a positive performance culture than the rest of the Federal Government, there is much room for improvement.
IC 2007 IC 2006 FHCS 2006
Talent Index If the IC were an agency, it would rank 11th among all Federal agencies.
This index, composed of 7 items, measures employee perceptions concerning an organization's ability to recruit and continuously improve top talent. It gauges the degree to which employees perceive themselves as being fully utilized in their roles and are offered appropriate developmental opportunities. While the IC results are moderately strong in this area --and the IC continues its lead over the rest of the Federal Government -they may also point to employee concerns with their organization's capability to hire and sustain a workforce with the talent and skills needed to meet our critical mission.
IC 2007 IC 2006 FHCS 2006
I C Transformation Index This index is unique to the IC so comparison data are not available.
This index, composed of 6 items, measures employee perceptions of IC people and
process integration, a critical element of IC transformation. It gauges whether employees
feel a sense of community (shared mission and values) across the IC, have the
opportunity to work directly with members of other agencies, whether collaboration
improves work products, and the importance of knowledge sharing and collaboration for
the mission. It also gauges how often and how easily employees are able to share
knowledge and collaborate with employees outside their own agencies. The IC results
indicate that there is a foundation for collaboration and knowledge sharing, and there has
even been some improvement since 2006. But there continues to be room for
improvement in this important area.
Employee Climate Survey
NI is moving forward to address many of the issues employees identified in the survey, including
!l New civilian performance appraisal policies
Linking pay to individual and organizational performance
Implementing a civilian joint duty program to build a "culture of
collaboration" among future IC leaders
The ONI has asked IC agency heads to identify and take actions
aimed at improving individual component's survey results The DNI will continue to conduct the IC Employee Climate Survey annually and gauge the IC's performance against the rest of the Federal Government.
The DNI will closely and continuously monitor actions and progress