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FDIC 2009 All Employee Survey

FDIC 2009 All Employee Survey

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FDIC 2009 All Employee Survey

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  1. FDIC 2009 All Employee Survey March 31, 2010 Results Overview Report

  2. Table of Contents Section Page Executive Summary 3 Survey Background 4 Results Summary 10 Dimension Summary 23 Write-in Comments – Frequency of Themes 48 Appendix A: Item-by-Item Results, in Order of Dimension Percent Favorable 49 Appendix B: Respondent Profile by Organization and Demographic Segments 93

  3. Executive Summary • Overall response rate of 58% • Solid improvements made since the 2008 survey on most areas • Of 52 items that could be compared to Towers Watson norms, 21 were above the norm (40%), 20 were below the norm (38%), and 11 were aligned with the norm (21%) • Strengths include: • Commitment to FDIC • Line of Sight (employees understand how their work helps accomplish the mission) • Communication and information sharing • Accountability for achieving results • Perceptions of leadership • Work/Life balance • Possible Opportunities for Improvement include: • Speaking up and employee involvement • Training and development • Advancement opportunities • Perceptions of culture change • Employees have sufficient resources to get their jobs done (people, materials, and budget) • Recognition • Performance management and rewards • Perceptions of action taken on issues raised from the 2008 All Employee Survey have declined since 2008, but results are still highly above norm

  4. Survey Background

  5. Survey Objectives Continue monitoring employees’ level of engagement and satisfaction Identify FDIC’s workplace strengths and areas for possible improvement Assess the effectiveness of actions taken to date to address the areas of leadership, empowerment, communication, and trust as a follow up to the ongoing Corporate Culture Change Initiative

  6. Survey Administration Respondent profile for organizational and demographic segments appears in Appendix B (p. 100).

  7. Data Analysis • Survey responses are combined into three major categories: • Analysis focuses on: • Percent Favorable scores • Benchmark comparisons are made to 2008 and 2007 All Employee Surveys and the legacy Watson Wyatt WorkUSA Financial Services Norm • Organizational and demographic segments are compared to FDIC overall 2009 Percent Favorable vs. Benchmark Comparisons* Example Favorable Unfavorable Neutral 1. I recommend my organization as a good place to work.

  8. Data Analysis:Determining Key Findings At the Overall FDIC-level, Towers Watson’s approach for determining the Strengths, Moderate Strengths, and Possible Opportunities for Improvement takes into consideration the combination of the following points of analysis: The percent favorable rating of each item Benchmark comparisons to ratings of the same items from 2008 (if applicable) Benchmark comparisons to Towers Watson’s Financial Services Industry norm (if applicable) Areas of strength were identified with having a relatively high percent favorable rating, and at the same time, are significantly higher than the 2008 survey benchmark and/or the financial services norm Possible opportunities for improvement were the opposite, that is, they have a relatively low percent favorable and are below both benchmarks Moderate strengths showed mixed results, for instance, high percent favorable, but below one or both benchmarks

  9. Data Analysis:Significant Differences • At the Overall FDIC level, differences of +/- 3 percentage points compared to prior years’ results or to the norm is considered significant • Comparing smaller organizational or demographic segments to the overall FDIC level requires larger differences to be considered significant: • Significant differences are shaded in green (above the comparison) or red (below) throughout the report. • For example +11 indicates that the 2009 rating is 11 percentage points above the comparison (i.e., vs. 2008, 2007 or the norm)

  10. Results Summary

  11. Results Summary: Strengths • Commitment to FDIC • Scores are favorable, with comparable questions above norms • Employees satisfied with their job and the organization • Employees like their work, believe it is important, and feel a sense of personal accomplishment • Employees would recommend FDIC as a good place to work • Line of Sight • Scores are very favorable and above norms • Employees have a good understanding of FDIC’s mission/strategic direction • Employees know how their work contributes to FDIC’s goals, priorities, and mission accomplishment • Communication and Information sharing • Scores are favorable and highly above norm • Employees in same work unit share knowledge • Having enough information to do job well • Improvements made from 2008 in critical key areas: • Kept well-informed about Corporate Culture Change Initiative focus areas • Headquarters’ Senior Leadership Team is open and honest in communications • FDIC’s communications between Headquarters and the field • Informing employees about reasons behind decisions that affect them

  12. Results Summary: Strengths (cont’d) • Accountability • Score significantly above 2008 and the norm • Employees held accountable for achieving results • Perceptions of Leadership • Significant improvement made since 2008 • Improved perceptions of Headquarters’ Senior Leadership Team • Trust and confidence in them • Living up to their promises and commitments • Creating an environment of trust • Soliciting and using input for high-level decision making (well above norm) • Improved decision making process • Leaders are held accountable for decisions • Decisions are made at appropriate level of organization • Reporting structure is conducive to timely decision making • Belief that direction and goals are the right ones • Trust/confidence in Board of Directors • High level of respect for senior leaders

  13. Results Summary: Strengths (cont’d) • Work/Life balance • Satisfaction with Work/Life programs (highly above norm) • Supervisors support employees’ needs to balance work and family (highly above norm) • Satisfaction with alternate work schedules

  14. Results Summary: Moderate Strengths • Perception of actions taken on 2008 All Employee Survey results • Score has declined compared to perceptions of 2007 survey, but still significantly above norm • Actions taken on issues raised in the 2008 All Employee Survey • Performance management process • Significant improvement from 2008, but score still well below norm • Employees have a better understanding of what they need to do to be rated at different performance levels • Pay raises • Significant improvement from 2008, but score still well below norm • More employees perceive pay raises to be based upon employee performance

  15. Results Summary: Possible Opportunities for Improvement • Speaking up and employee involvement • Some improvement since 2008, but scores still below norms on: • Encouraging employees to provide feedback and suggestions up the line • Freedom to express views without fear of retribution • Freedom to disclose violations of laws/regulations without fear of reprisal • Employee satisfaction with involvement in decisions that affect their own work • Training and development • Scores have remained flat or improved slightly since 2008, but some questions are below norm: • Opportunities for employee development and supervisors supporting development • Perceptions of training to help qualify for a better job and opportunities for career development other than promotions • Advancement opportunities • Satisfaction with advancement opportunities is below norm • Perceptions of culture change • Scores have declined from 2008: • The Culture Change Initiative having a positive impact on employees • Employees being held accountable for contributing to positive culture change

  16. Results Summary: Possible Opportunities for Improvement (cont’d) • Employees enabled to effectively do their jobs • Employees having sufficient resources to get their jobs done (significant decline from 2008) • Resources being allocated effectively (improvement made from 2008, but still highly below norm) • Enough people in each work unit to get the job done (improvement from 2008, but still below norm) • Physical conditions allow people to perform jobs well • Recognition • Scores are below norms • Satisfaction with recognition for doing a good job • Immediate supervisors providing recognition or praise • Performance management and rewards • Scores are below norms • Differences in performance recognized in a meaningful way • Performance appraisal a fair reflection of performance • Employees rewarded for providing high quality products/services

  17. Results Summary: Most Positive Differences from 2008

  18. Results Summary: Most Positive Differences from Norm

  19. Results Summary: Most Negative Differences from 2008

  20. Results Summary: Most Negative Differences from Norm

  21. Results Summary: Key Demographic Differences • Differences between 570 occupational series and other series are minimal compared to Overall FDIC • Other series remained generally more favorable, particularly around Resources, Empowerment & Decision Making, Work/Life Balance, and Regional Management team • Differences by location • Employees at Headquarters were the least favorable compared to FDIC Overall and other locations for most dimensions • Satellite Offices are more favorable on most dimensions than FDIC Overall • Differences for grade level • Grade 1-8 employees report more favorable results; also, there are more favorable results for the higher grade levels: CG Supervisor/CM and EM • Grades 12 and 13-15 report the least favorable results across dimensions • Non-bargaining unit employees had more favorable perceptions than bargaining unit employees across the board, with the exception of responses about NTEU

  22. Results Summary: Key Demographic Differences (cont’d) • As seen in most organizations, employees with the least tenure (up to 3 years) are the most favorable; interestingly, those with the highest tenure, (15 years and higher) report the least favorable perceptions (especially those with 20+ years of service) • Scores are relatively consistent across gender, with the exception that female employees are much less favorable around Fairness & Diversity • Some noteworthy ethnicity/national origin differences • Black/African American employees have the greatest variability across dimensions, reporting lower scores on Fairness & Diversity and Regional Management Team, and more favorable scores on Work/Life Balance, the Corporate Culture Change Initiative, NTEU, Resources, and the Bank Examiner questions • Hispanic/Latino, Native Hawaiian or Other Pacific Islander, and White employees are consistent with Overall FDIC results

  23. Dimension Summary Includes Summaries for Corporate Values and Corporate Culture Change Initiative Focus Areas

  24. Dimension Summary – In Order of Percent Favorable –

  25. Dimension Summary (cont’d) – In Order of Percent Favorable –

  26. Dimension Summary (cont’d) Corporate Values Corporate Culture Change Initiative (CCCI) Focus Areas

  27. Immediate Supervision FDIC Board of Directors Regional Management Team Training & Development Corporate Culture Change Initiative Work/Life Balance Work Environment The Survey Process Mission & Strategy Overall Satisfaction Fairness & Diversity Dimension Summary – by 570 Occupational Group

  28. Rewards, Recognition, and Advancement Internal Ombudsman Program Headquarters Senior Leadership Team Division/Office Leadership Team Performance Management Open Communications Resources Leadership Overall NTEU Empowerment & Decision Making Dimension Summary – by 570 Occupational Group (cont’d)

  29. Effectiveness Accountability Empowerment Communication Competence Integrity Teamwork Leadership Fairness Trust CCCI Focus Areas Corporate Values Dimension Summary – by 570 Occupational Group (cont’d)

  30. Dimension Summary – by Location Significantly above Overall FDIC* Significantly below Overall FDIC* * Differences are shaded based on the size of the group. Please refer to slide 8 for details Dashes (--) indicate fewer than 10 respondents from that group.

  31. Dimension Summary – by Location (cont’d) Significantly above Overall FDIC* Significantly below Overall FDIC* * Differences are shaded based on the size of the group. Please refer to slide 8 for details

  32. Dimension Summary – by Grade Significantly above Overall FDIC* Significantly below Overall FDIC* * Differences are shaded based on the size of the group. Please refer to slide 8 for details Dashes (--) indicate fewer than 10 respondents from that group.

  33. Dimension Summary – by Grade (cont’d) Significantly above Overall FDIC* Significantly below Overall FDIC* * Differences are shaded based on the size of the group. Please refer to slide 8 for details Dashes (--) indicate fewer than 10 respondents from that group.

  34. Immediate Supervision FDIC Board of Directors Regional Management Team Training & Development Corporate Culture Change Initiative Work/Life Balance Work Environment The Survey Process Mission & Strategy Overall Satisfaction Fairness & Diversity Dimension Summary – by Bargaining Unit

  35. Rewards, Recognition, and Advancement Internal Ombudsman Program Headquarters Senior Leadership Team Division/Office Leadership Team Performance Management Open Communications Resources Leadership Overall NTEU Empowerment & Decision Making Dimension Summary – by Bargaining Unit (cont’d)

  36. Effectiveness Accountability Empowerment Communication Competence Integrity Teamwork Leadership Fairness Trust CCCI Focus Areas Corporate Values Dimension Summary – by Bargaining Unit (cont’d)

  37. Dimension Summary – by Tenure Significantly above Overall FDIC* Significantly below Overall FDIC* * Differences are shaded based on the size of the group. Please refer to slide 8 for details Dashes (--) indicate fewer than 10 respondents from that group.

  38. Dimension Summary – by Tenure (cont’d) Significantly above Overall FDIC* Significantly below Overall FDIC* * Differences are shaded based on the size of the group. Please refer to slide 8 for details

  39. Immediate Supervision FDIC Board of Directors Regional Management Team Training & Development Corporate Culture Change Initiative Work/Life Balance Work Environment The Survey Process Mission & Strategy Overall Satisfaction Fairness & Diversity Dimension Summary – by Gender

  40. Rewards, Recognition, and Advancement Internal Ombudsman Program Headquarters Senior Leadership Team Division/Office Leadership Team Performance Management Open Communications Resources Leadership Overall NTEU Empowerment & Decision Making Dimension Summary – by Gender (cont’d)

  41. Effectiveness Accountability Empowerment Communication Competence Integrity Teamwork Leadership Fairness Trust CCCI Focus Areas Corporate Values Dimension Summary – by Gender (cont’d)

  42. Immediate Supervision FDIC Board of Directors Regional Management Team Training & Development Corporate Culture Change Initiative Work/Life Balance Work Environment The Survey Process Mission & Strategy Overall Satisfaction Fairness & Diversity Dimension Summary – by Financial Institution Specialist/Examiner Status

  43. Rewards, Recognition, and Advancement Internal Ombudsman Program Headquarters Senior Leadership Team Division/Office Leadership Team Performance Management Open Communications Resources Leadership Overall NTEU Empowerment & Decision Making Dimension Summary – by Financial Institution Specialist/Examiner Status (cont’d)

  44. Effectiveness Accountability Empowerment Communication Competence Integrity Teamwork Leadership Fairness Trust CCCI Focus Areas Corporate Values Dimension Summary – by Financial Institution Specialist/Examiner Status (cont’d)

  45. Immediate Supervision FDIC Board of Directors Regional Management Team Training & Development Corporate Culture Change Initiative Work/Life Balance Work Environment The Survey Process Mission & Strategy Overall Satisfaction Fairness & Diversity Dimension Summary – by Appointment Type

  46. Rewards, Recognition, and Advancement Internal Ombudsman Program Headquarters Senior Leadership Team Division/Office Leadership Team Performance Management Open Communications Resources Leadership Overall NTEU Empowerment & Decision Making Dimension Summary – by Appointment Type (cont’d)

  47. Effectiveness Accountability Empowerment Communication Competence Integrity Teamwork Leadership Fairness Trust CCCI Focus Areas Corporate Values Dimension Summary – by Appointment Type (cont’d)

  48. Write-in Comments – Frequency of Themes • If you could ask the Chairman to focus on 2 to 3 areas for improvement what would they be and why?

  49. Appendix A Item-by-Item Results, in Order of Dimension Percent Favorable In the section which follows, at the overall FDIC level, differences compared to the 2008 and 2007 surveys, and to the Norm, are meaningful if they are +/-3 percentage points, and are shaded in green (above) or red (below).

  50. Item-by-item Results: Overall Satisfaction Favorable Neutral Unfavorable