Transcript Presentation title

FDIC 2009 All Employee Survey
Results Overview Report
March 31, 2010
© 2010 Towers Watson. All rights reserved.
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
2
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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:







Possible Opportunities for Improvement 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
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
3
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Survey Background
© 2010 Towers Watson. All rights reserved.
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
5
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Survey Administration
When
December 3 – 23
What
151 item questionnaire with four write-in questions
Who
All employees
How
Web survey administration
Responses
58% response rate
-
6,691 eligible
3,869 responded (highest number of respondents for 2007-09
periods)
-
Respondent profile for organizational and demographic segments appears in Appendix B (p. 100).
6
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Data Analysis

Survey responses are combined into three major categories:
Favorable

Neutral
Unfavorable
Strongly Agree
Agree
Partly Agree, Partly Disagree
Disagree
Strongly Disagree
1
2
3
4
5
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
1. I recommend my
organization as a good place
to work.
66%
Neutral
23%
Unfavorable
11%
Diff from
2008
Diff from
2007
Diff from
Norm
-9
+11
+11
7
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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
8
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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:

If the number
responding is…
Then the percentage point difference
should be at least…
1,000 or more
+/-3
300 - 999
+/-5
100 - 299
+/-10
40 - 99
+/-15
Under 40
+/-20
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)
9
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Results Summary
© 2010 Towers Watson. All rights reserved.
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
11
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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
12
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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
13
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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
14
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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
15
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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
16
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Results Summary: Most Positive Differences from
2008
Diff from Diff from Diff from
% Favorable
25. I am held accountable for achieving results
92. In my most recent performance appraisal, I understood what I
had to do to be rated at different performance levels
90. Pay raises depend on how well employees perform their jobs
63. Leaders are held accountable for the decisions they make
61%
47%
58%
45. How would you rate the Headquarters' Senior Leadership Team
on: Creating an environment of trust
60%
55%
46%
15. How would you rate FDIC on: Communications between
Headquarters and the field
134. I have trust and confidence in NTEU to represent the interests
of FDIC employees
2007
Norm
9% 3
+19
+22
+26
+17
+23
-14
+12
+26
-11
+12
n/a
n/a
14%
+11
+31
-1
16%
+11
+32
+1
21%
+11
+22
n/a
21%
+10
+28
-2
+10
+29
+4
17%
+10
+21
n/a
15%
+10
+30
n/a
16%
+10
+14
n/a
18%
21%
28%
23%
19%
24%
24%
24%
33%
46. How would you rate the trust and confidence you have in the
Headquarters’ Senior Leadership Team to lead the Corporation?
7. How would you rate FDIC on: Having a reporting structure that is
conducive to timely decision making
2008
25%
62%
14. How would you rate FDIC on: Informing employees about
reasons behind decisions that affect them
% Unfavorable
88%
41. How would you rate the Headquarters' Senior Leadership Team
on: Being open and honest in communications
26. Decisions are made at the appropriate level of the organization
% Neutral
67%
48%
24%
35%
52%
59%
33%
25%
9%
44. How would you rate the Headquarters' Senior Leadership Team
on: Living up to promises and commitments made
64%
25%
11%
+10
n/a
n/a
133. NTEU’s actions have a positive impact on the FDIC work
environment
65%
23%
12%
+10
+15
n/a
17
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Results Summary: Most Positive Differences from
Norm
% Favorable
% Neutral
100. Employees in my work unit share job knowledge with
each other
85%
138. My supervisor supports my need to balance work
and family issues
149. Action was taken on issues raised in the 2008 All
Employee Survey
1. I recommend my organization as a good place to work
145. Considering everything, how satisfied are you with
your pay?
146. Considering everything, how satisfied are you with
your job?
113. The people I work with cooperate to get the job done
147. Considering everything, how satisfied are you with
your organization?
2. I have a good understanding of FDIC’s mission and
strategic direction
8% 7%
Diff from Diff from Diff from
2008
2007
Norm
n/a
n/a
+27
9% 3
+19
+22
+26
83%
13% 4
n/a
n/a
+22
83%
10% 7%
-2
+3
+22
9%
-7
n/a
+22
7% 4
n/a
n/a
+18
15%
+5
+8
+15
13% 7%
+2
+14
+13
7% 5
+2
+8
+13
14% 8%
n/a
n/a
+12
+1
+9
+12
25. I am held accountable for achieving results
135. How satisfied are you with: Work/life programs (for
example, health and wellness, employee assistance,
eldercare, and support groups)
% Unfavorable
88%
67%
24%
89%
72%
13%
80%
88%
78%
95%
4%1
18
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Results Summary: Most Negative Differences from
2008
% Favorable
93. I have sufficient resources (for example, people,
materials, budget) to get my job done
70%
149. Action was taken on issues raised in the 2008 All
Employee Survey
124. The Culture Change Initiative is having a positive
impact on FDIC employees
86. My performance appraisal is a fair reflection of my
performance
81. Supervisors/team leaders in my work unit support
employee development
% Unfavorable
10%
67%
20%
-13
-10
-5
9%
-7
n/a
+22
13%
-6
n/a
n/a
8%
-5
n/a
n/a
-4
n/a
n/a
-3
+13
-7
13% 9%
-2
+4
n/a
24%
53%
126. I should be and am held personally accountable for
contributing to positive culture change at the FDIC
32. My concerns were fairly addressed by the Internal
Ombudsman
% Neutral
34%
66%
46%
26%
27%
65%
27%
17%
78%
Diff from Diff from Diff from
2008
2007
Norm
18%
102. Physical conditions (for example, noise level,
temperature, lighting, cleanliness in the workplace) allow
employees to perform their jobs well
81%
10% 9%
-2
+3
n/a
138. My supervisor supports my need to balance work
and family issues
83%
10% 7%
-2
+3
+22
-1
+8
n/a
110. I am given a real opportunity to improve my skills in
my organization
71%
17%
12%
19
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Results Summary: Most Negative Differences from
Norm
Diff from Diff from
% Favorable
22. Employees are encouraged to provide feedback and
suggestions up the line (even if bad news)
13. How would you rate FDIC on: Allocating resources
effectively (e.g., people, technology, equipment)
18. I can freely express my views without fear of retribution
53%
56%
51%
141. How satisfied are you with: The recognition you
receive for doing a good job
57%
90. Pay raises depend on how well employees perform
their jobs
47%
65. My organization’s leaders maintain high standards of
honesty and integrity
115. How would you rate: Training to help you qualify for a
better job
19. I can disclose a suspected violation of any law, rule or
regulation without fear of reprisal
71%
53%
70%
-22
+8
+24
-19
+5
+18
-18
22%
n/a
n/a
-17
21%
+5
+16
-15
21%
+17
+23
-14
29%
+6
+28
-11
28%
+12
+26
-11
n/a
n/a
-10
+2
+12
-9
n/a
n/a
-9
15%
26%
18%
25%
2007 Diff from
Norm
+23
22%
27%
2008
+7
23%
61%
44%
24%
29%
23%
55%
89. In my work unit, differences in performance are
recognized in a meaningful way
% Unfavorable
23%
91. Employees are rewarded for providing high quality
products and services
92. In my most recent performance appraisal, I understood
what I had to do to be rated at different performance levels
% Neutral
19%
29%
10%
18%
19%
11%
20
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Results Summary:
Key Demographic Differences

Differences between 570 occupational series and other series are
minimal compared to Overall FDIC


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



Other series remained generally more favorable, particularly around Resources,
Empowerment & Decision Making, Work/Life Balance, and Regional Management
team
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
21
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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
22
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Dimension Summary
Includes Summaries for Corporate Values and Corporate
Culture Change Initiative Focus Areas
© 2010 Towers Watson. All rights reserved.
Dimension Summary
– In Order of Percent Favorable –
% Favorable
% Neutral
% Unfavorable
Overall Satisfaction
86%
9% 5%
Mission & Strategy
86%
10% 4%
Work Environment
79%
11% 10%
Work/Life Balance
77%
11% 12%
Immediate Supervision
74%
FDIC Board of Directors
73%
Regional Management Team
70%
14%
19%
20%
12%
8%
10%
Training & Development
67%
The Survey Process
67%
Fairness & Diversity
66%
21%
13%
Corporate Culture Change Initiative
66%
23%
11%
20%
23%
13%
10%
24
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Dimension Summary (cont’d)
– In Order of Percent Favorable –
% Favorable
% Neutral
% Unfavorable
Division/Office Leadership Team
65%
22%
13%
NTEU
65%
22%
13%
Resources
64%
Headquarters Senior Leadership Team
64%
17%
24%
19%
12%
Open Communications
60%
23%
17%
Leadership Overall
60%
24%
16%
Rewards, Recognition, and
Advancement
56%
Performance Management
54%
Empowerment & Decision Making
53%
Internal Ombudsman Program
46%
23%
22%
28%
27%
21%
24%
19%
27%
25
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Dimension Summary (cont’d)
% Favorable
Corporate Values
Accountability
69%
Competence
67%
Effectiveness
Fairness
Integrity
52%
% Neutral
% Unfavorable
18%
19%
25%
62%
14%
23%
22%
68%
16%
20%
73%
Teamwork
13%
17%
12%
10%
Corporate Culture Change
Initiative (CCCI) Focus Areas
Communication
Empowerment
63%
57%
22%
26%
15%
17%
Leadership
68%
20%
12%
Trust
68%
20%
12%
26
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Dimension Summary – by 570 Occupational Group
Overall FDIC
570 Series
Other Series
100%
90%
80%
70%
60%
50%
40%
30%
20%
Corporate Culture
Change Initiative
Fairness & Diversity
The Survey Process
Training &
Development
Regional
Management Team
FDIC Board of
Directors
Immediate
Supervision
Work/Life Balance
Work Environment
Mission & Strategy
0%
Overall Satisfaction
10%
27
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Dimension Summary – by 570 Occupational Group
(cont’d)
Overall FDIC
570 Series
Other Series
100%
90%
80%
70%
60%
50%
40%
30%
20%
Internal
Ombudsman
Program
Empowerment &
Decision Making
Performance
Management
Rewards,
Recognition, and
Advancement
Open
Communications
Headquarters
Senior Leadership
Team
Resources
NTEU
Division/Office
Leadership Team
0%
Leadership Overall
10%
28
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Dimension Summary – by 570 Occupational Group
(cont’d)
Overall FDIC
570 Series
Other Series
100%
90%
80%
70%
60%
50%
40%
30%
20%
Trust
Leadership
Empowerment
Teamwork
Integrity
Fairness
Effectiveness
Competence
Accountability
0%
Communication
10%
29
Corporate Values
CCCI Focus Areas
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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.
30
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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
31
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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.
32
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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.
33
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0%
BU
Corporate Culture
Change Initiative
Fairness & Diversity
The Survey Process
Training &
Development
Overall FDIC
Regional
Management Team
FDIC Board of
Directors
Immediate
Supervision
Work/Life Balance
Work Environment
Mission & Strategy
Overall Satisfaction
Dimension Summary – by Bargaining Unit
Non-BU
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
34
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Dimension Summary – by Bargaining Unit (cont’d)
Overall FDIC
BU
Non-BU
100%
90%
80%
70%
60%
50%
40%
30%
20%
Internal
Ombudsman
Program
Empowerment &
Decision Making
Performance
Management
Rewards,
Recognition, and
Advancement
Open
Communications
Headquarters
Senior Leadership
Team
Resources
NTEU
Division/Office
Leadership Team
0%
Leadership Overall
10%
35
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Dimension Summary – by Bargaining Unit (cont’d)
Overall FDIC
BU
Non-BU
100%
90%
80%
70%
60%
50%
40%
30%
20%
Trust
Leadership
Empowerment
Teamwork
Integrity
Fairness
Effectiveness
Competence
Accountability
0%
Communication
10%
36
Corporate Values
CCCI Focus Areas
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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.
37
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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
38
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0%
Corporate Culture
Change Initiative
Male
Fairness & Diversity
The Survey Process
Training &
Development
Regional
Management Team
Overall FDIC
FDIC Board of
Directors
Immediate
Supervision
Work/Life Balance
Work Environment
Mission & Strategy
Overall Satisfaction
Dimension Summary – by Gender
Female
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
39
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Dimension Summary – by Gender (cont’d)
Overall FDIC
Male
Female
100%
90%
80%
70%
60%
50%
40%
30%
20%
Internal
Ombudsman
Program
Empowerment &
Decision Making
Performance
Management
Rewards,
Recognition, and
Advancement
Open
Communications
Headquarters
Senior Leadership
Team
Resources
NTEU
Division/Office
Leadership Team
0%
Leadership Overall
10%
40
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Dimension Summary – by Gender (cont’d)
Overall FDIC
Male
Female
100%
90%
80%
70%
60%
50%
40%
30%
20%
Trust
Leadership
Empowerment
Teamwork
Integrity
Fairness
Effectiveness
Competence
Accountability
0%
Communication
10%
41
Corporate Values
CCCI Focus Areas
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Dimension Summary – by Financial Institution
Specialist/Examiner Status
Overall FDIC
Financial Institution Specialist/Examiner
Other
100%
90%
80%
70%
60%
50%
40%
30%
20%
Corporate Culture
Change Initiative
Fairness & Diversity
The Survey Process
Training &
Development
Regional
Management Team
FDIC Board of
Directors
Immediate
Supervision
Work/Life Balance
Work Environment
Mission & Strategy
0%
Overall Satisfaction
10%
42
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Dimension Summary – by Financial Institution
Specialist/Examiner Status (cont’d)
Overall FDIC
Financial Institution Specialist/Examiner
Other
100%
90%
80%
70%
60%
50%
40%
30%
20%
Internal
Ombudsman
Program
Empowerment &
Decision Making
Performance
Management
Rewards,
Recognition, and
Advancement
Open
Communications
Headquarters
Senior Leadership
Team
Resources
NTEU
Division/Office
Leadership Team
0%
Leadership Overall
10%
43
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Dimension Summary – by Financial Institution
Specialist/Examiner Status (cont’d)
Overall FDIC
Financial Institution Specialist/Examiner
Other
100%
90%
80%
70%
60%
50%
40%
30%
20%
Trust
Leadership
Empowerment
Teamwork
Integrity
Fairness
Effectiveness
Competence
Accountability
0%
Communication
10%
44
Corporate Values
CCCI Focus Areas
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Dimension Summary – by Appointment Type
Overall FDIC
Permanent
Non-permanent
100%
90%
80%
70%
60%
50%
40%
30%
20%
Corporate Culture
Change Initiative
Fairness & Diversity
The Survey Process
Training &
Development
Regional
Management Team
FDIC Board of
Directors
Immediate
Supervision
Work/Life Balance
Work Environment
Mission & Strategy
0%
Overall Satisfaction
10%
45
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Dimension Summary – by Appointment Type (cont’d)
Overall FDIC
Permanent
Non-permanent
100%
90%
80%
70%
60%
50%
40%
30%
20%
Internal
Ombudsman
Program
Empowerment &
Decision Making
Performance
Management
Rewards,
Recognition, and
Advancement
Open
Communications
Headquarters
Senior Leadership
Team
Resources
NTEU
Division/Office
Leadership Team
0%
Leadership Overall
10%
46
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Dimension Summary – by Appointment Type (cont’d)
Overall FDIC
Permanent
Non-permanent
100%
90%
80%
70%
60%
50%
40%
30%
20%
Trust
Leadership
Empowerment
Teamwork
Integrity
Fairness
Effectiveness
Competence
Accountability
0%
Communication
10%
47
Corporate Values
CCCI Focus Areas
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
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?
Theme
% of
Comments
Compensation, Awards, and Bonuses
15%
Theme
% of
Comments
Work/Life Balance
4%
Immediate Supervisor
4%
Decision Making Authority
4%
Bank Examination Process
4%
Culture
3%
2%
Career Development/Advancement
Opportunities
12%
Training
10%
Performance Management
7%
Fair Treatment
6%
Leadership
6%
Clarity Around Mission/Strategic
Direction
Communications
5%
Teamwork/Cooperation
2%
Resources
5%
Travel
2%
Other
5%
Corporate Employee Program (CEP)
2%
Diversity
1%
Work Environment
1%
48
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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).
© 2010 Towers Watson. All rights reserved.
Item-by-item Results:
Overall Satisfaction
1. I recommend my organization as a
good place to work
89%
105. The work I do is important
Diff from
Norm
n/a
n/a
+18
0
+6
n/a
8% 4
+1
+6
n/a
10% 6%
+1
+10
n/a
42
88%
112. My work gives me a feeling of
personal accomplishment
Diff from
2007
7% 4
94%
111. I like the kind of work I do
Diff from
2008
84%
146. Considering everything, how
satisfied are you with your job?
80%
13% 7%
+2
+14
+13
147. Considering everything, how
satisfied are you with your
organization?
78%
14% 8%
n/a
n/a
+12
Favorable
Neutral
Unfavorable
50
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Item-by-item Results:
Mission and Strategy
Diff from
2008
Diff from
2007
Diff from
Norm
2. I have a good understanding of
FDIC’s mission and strategic
direction
95%
41
+1
+9
+12
3. I know how my work relates to
FDIC’s goals and priorities
95%
32
+2
+10
+11
10%
+7
+22
n/a
15% 4
+5
+34
+5
4. FDIC has a long-range orientation
(that is, focuses on long-term goals
in addition to short-term results)
73%
5. I believe that FDIC’s direction and
goals are the right ones for the
Corporation at this time
17%
81%
Favorable
Neutral
Unfavorable
51
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Item-by-item Results:
Work Environment
95. My workload is reasonable
63%
13%
24%
Diff from
2008
Diff from
2007
Diff from
Norm
+4
+5
-3
101. The people I work with keep their
promises and commitments
81%
14%
5
+3
n/a
n/a
102. Physical conditions (for example,
noise level, temperature, lighting,
cleanliness in the workplace) allow
employees to perform their jobs well
81%
10% 9%
-2
+3
n/a
7% 3
0
+4
+5
13% 7%
0
+7
n/a
16%
0
+9
n/a
+2
+8
+13
103. Employees are protected from
health and safety hazards on the job
90%
104. My organization has prepared
employees for potential security
threats
80%
107. My talents are used well in the
workplace
71%
113. The people I work with cooperate
to get the job done
13%
88%
Favorable
Neutral
7% 5
Unfavorable
52
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Item-by-item Results:
Work/Life Balance
93. I have sufficient resources (for
example, people, materials, budget)
to get my job done
70%
95. My workload is reasonable
10%
13%
63%
135. How satisfied are you with:
Work/life programs (for example,
health and wellness, employee
assistance, eldercare, and support
groups)
24%
13% 4
83%
76%
136. How satisfied are you with:
Telework/telecommuting
13% 11%
87%
137. How satisfied are you with:
Alternative work schedules
138. My supervisor supports my
need to balance work and family
issues
7% 6%
83%
Favorable
Neutral
20%
10% 7%
Unfavorable
Diff from
2008
Diff from
2007
Diff from
Norm
-13
-10
-5
+4
+5
-3
n/a
n/a
+22
n/a
n/a
n/a
n/a
n/a
n/a
-2
+3
+22
53
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Item-by-item Results:
Immediate Supervision
Diff from
2008
70. My supervisor/team leader provides
employees with the opportunities to
demonstrate their leadership skills
69%
72. How would you rate your immediate
supervisor on: Valuing individual skills,
experience, and knowledge
73. How would you rate your immediate
supervisor on: Being open and honest
in communications
74. How would you rate your immediate
supervisor on: Soliciting and using your
input when making decisions
15%
76%
14% 10%
74%
14% 12%
70%
75. How would you rate your immediate
supervisor on: Being
accessible/available when you need
him/her
16%
76%
Favorable
16%
Neutral
14%
14% 10%
Diff from Diff from
2007
Norm
n/a
n/a
n/a
0
n/a
n/a
+3
+9
n/a
+3
+10
n/a
+2
+7
n/a
Unfavorable
54
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Immediate Supervision, cont’d
76. How would you rate your
immediate supervisor on: Treating
you with respect
82%
77. How would you rate your
immediate supervisor on: Providing
you with recognition or praise for your
contributions
78. Providing you with clear and
regular feedback about your job
performance
68%
63%
79. How would you rate your
immediate supervisor on: Living up to
promises and commitments made
73%
80. How would you rate your
immediate supervisor on: Creating an
environment of trust
70%
81. Supervisors/team leaders in my
work unit support employee
development
Neutral
Diff from
2007
Diff from
Norm
+1
+8
-2
14%
+2
+11
-4
16%
+2
+9
+1
+2
n/a
n/a
+2
n/a
n/a
-2
+4
n/a
10% 8%
18%
21%
16%
15%
78%
Favorable
Diff from
2008
11%
15%
13% 9%
Unfavorable
55
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Immediate Supervision, cont’d
82. My supervisor is held
accountable for the decisions he/she
makes
77%
83. My supervisor promptly
addresses issues that impact
operational effectiveness and
efficiency
71%
Diff from
2008
Diff from
2007
Diff from
Norm
+5
n/a
n/a
14%
+2
n/a
n/a
13% 10%
15%
84. I have trust and confidence in my
supervisor
77%
11% 12%
+3
+11
n/a
85. Overall, how good a job do you
feel is being done by your immediate
supervisor/team leader?
75%
15% 10%
+1
+10
+3
10% 7%
-2
+3
+22
138. My supervisor supports my need
to balance work and family issues
83%
Favorable
Neutral
Unfavorable
56
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Item-by-item Results:
FDIC Board of Directors
Diff from
2008
Diff from
2007
Diff from
Norm
33. How would you rate the FDIC
Board of Directors on: Valuing
individual skills, experience, and
knowledge
74%
19%
7%
+2
+20
n/a
34. How would you rate the FDIC
Board of Directors on: Being open
and honest in communications
73%
19%
8%
+3
+26
n/a
11%
+2
+25
n/a
15% 7%
+2
+18
n/a
35. How would you rate the FDIC
Board of Directors on: Soliciting and
using input when making decisions
67%
36. How would you rate the FDIC
Board of Directors on: Treating
individuals with respect
22%
78%
Favorable
Neutral
Unfavorable
57
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
FDIC Board of Directors, cont’d
37. How would you rate the FDIC
Board of Directors on: Living up to
promises and commitments made
74%
38. How would you rate the FDIC
Board of Directors on: Creating an
environment of trust
66%
39. How would you rate the trust and
confidence you have in the FDIC
Board of Directors to lead the
Corporation?
Neutral
Diff from
2007
Diff from
Norm
+3
n/a
n/a
11%
+5
+29
n/a
16% 4
+6
+27
n/a
20%
23%
80%
Favorable
Diff from
2008
6%
Unfavorable
58
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Item-by-item Results:
Regional Management Team
Diff from
2008
54. How would you rate your Regional
Management Team or TSO Management
Team on: Valuing individual skills,
experience, and knowledge
72%
55. How would you rate your Regional
Management Team or TSO Management
Team on: Being open and honest in
communications
19%
20%
69%
56. How would you rate your Regional
Management Team or TSO Management
Team on: Soliciting and using input when
making decisions
23%
64%
57. How would you rate your Regional
Management Team or TSO Management
Team on: Treating employees with
respect
76%
Favorable
Neutral
16%
Diff from
2007
Diff from
Norm
9%
+2
+19
n/a
11%
+4
+24
n/a
13%
+5
+23
n/a
+6
+21
n/a
8%
Unfavorable
59
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Regional Management Team, cont’d
Diff from Diff from Diff from
2008
2007
Norm
58. How would you rate your Regional
Management Team or TSO Management
Team on: Living up to promises and
commitments made
69%
59. How would you rate your Regional
Management Team or TSO Management
Team on: Creating an environment of trust
67%
60. How would you rate the trust and
confidence you have in your Regional
Management Team or TSO Management
Team to lead the Region/Area/TSO?
21%
21%
19%
72%
Favorable
Neutral
10%
+5
n/a
n/a
12%
+5
+26
n/a
9%
+5
+23
n/a
Unfavorable
60
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Item-by-item Results:
Training and Development
81. Supervisors/team leaders in my
work unit support employee
development
78%
97. The skill level in my work unit has
improved in the past year
68%
109. I have enough information to do
my job well
71%
Favorable
Diff from
Norm
-2
+4
n/a
n/a
n/a
n/a
17%
0
+9
n/a
11% 7%
n/a
n/a
+10
-1
+8
n/a
13% 9%
21%
82%
110. I am given a real opportunity to
improve my skills in my organization
Diff from
2007
11%
19%
64%
106. My training needs are assessed
Diff from
2008
Neutral
17%
12%
Unfavorable
61
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Item-by-item Results:
Training and Development, cont’d
Diff
from Diff from
2008
2007
114. How would you rate: The training new
employees receive to do their jobs
60%
115. How would you rate: Training to help you
qualify for a better job
27%
29%
53%
116. How would you rate: Your opportunities for
career development other than promotions
(e.g., lateral job opportunities, developmental
or special assignments)
24%
56%
117. How would you rate: The training and
support you have received to effectively
manage people (e.g., coaching, providing
feedback)
78%
140. How satisfied are you with: The training
you receive for your present job
63%
Favorable
Neutral
13%
+1
+10
n/a
18%
+2
+12
-9
20%
+5
+13
-3
+2
n/a
n/a
0
+6
+1
18%
21%
Unfavorable
Diff from
Norm
16%
4
62
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Item-by-item Results:
The Survey Process
Diff from
2008
Diff from
2007
Diff from
Norm
148. I am confident that the results of
this survey will be used
constructively
67%
22%
11%
0
+25
n/a
149. Action was taken on issues
raised in the 2008 All Employee
Survey
67%
24%
9%
-7
n/a
+22
Favorable
Neutral
Unfavorable
63
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
The Survey Process, cont’d
150. Who do you think should be held accountable for pursuing and instituting
positive changes arising from this employee engagement initiative?
Diff from Diff from
2008
2007
60%
FDIC Board of Directors
63%
Chairman
70%
FDIC Executives
Managers &
Supervisors
79%
I should have personal
responsibility
68%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Diff from
Norm
0
+12
n/a
-2
+4
n/a
-2
+3
n/a
+2
+13
n/a
+5
+21
n/a
90%
64
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Item-by-item Results:
Fairness and Diversity
8. How would you rate FDIC on:
Applying policies and rules
consistently to all employees
52%
28%
10. How would you rate FDIC on:
Providing a work environment free of
discrimination based on race,
gender, ethnicity, age, religion, or
other factors
11. How would you rate FDIC on:
Providing equal opportunities for all
employees to advance in their
careers
12. How would you rate FDIC on:
Providing equal opportunities for all
employees to participate in details,
special assignments/projects, and
other career development
opportunities
14%
77%
23%
60%
62%
Favorable
Neutral
20%
23%
9%
17%
Diff from
2008
Diff from
2007
Diff from
Norm
+9
+24
n/a
+2
+15
-7
+6
+21
n/a
+6
+16
n/a
15%
Unfavorable
65
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Fairness and Diversity, cont’d
19. I can disclose a suspected
violation of any law, rule or regulation
without fear of reprisal
70%
24. Policies and programs promote
diversity in the workplace (for
example, recruiting minorities and
women, training in awareness of
diversity issues, mentoring)
28. Complaints, disputes or
grievances are resolved fairly in my
work unit
29. Arbitrary action, personal
favoritism and coercion for partisan
political purposes are not tolerated
19%
16%
76%
33%
49%
53%
Favorable
26%
Neutral
Diff from
2008
Diff from
2007
Diff from
Norm
11%
n/a
n/a
-9
8%
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
n/a
18%
21%
Unfavorable
66
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Fairness and Diversity, cont’d
67. Managers/supervisors/team
leaders work well with employees of
different backgrounds
72%
71. Supervisors/team leaders in my
work unit are committed to a
workforce representative of all
segments of society
73%
99. Employees treat each other with
respect
16%
18%
84%
Favorable
Neutral
Diff from
2008
Diff from
2007
Diff from
Norm
12%
+4
+19
n/a
9%
n/a
n/a
n/a
9% 7%
+2
n/a
0
Unfavorable
67
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Item-by-item Results:
Corporate Culture Change Initiative
122. Employees have been kept well
informed about the Culture Change
Initiative
84%
123. Senior leadership is committed
to making the changes necessary to
improve FDIC’s culture (e.g., create a
more empowering and open culture)
124. The Culture Change Initiative is
having a positive impact on FDIC
employees
69%
34%
53%
125. The Culture Change Initiative is
critical to the current and future
success of the FDIC
65%
126. I should be and am held
personally accountable for
contributing to positive culture
change at the FDIC
66%
Favorable
19%
Neutral
Diff from
2008
Diff from
2007
Diff from
Norm
12% 4
+5
n/a
n/a
12%
+7
n/a
n/a
-6
n/a
n/a
11%
+2
n/a
n/a
8%
-5
n/a
n/a
13%
24%
26%
Unfavorable
68
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Item-by-item Results:
Corporate Culture Change Initiative, cont’d
127. I believe that my input is and
will be considered in the culture
change process
128. I believe the FDIC is ready for
change
50%
31%
25%
58%
129. I understand the vision for
culture change at the FDIC
71%
130. Empowerment, leadership, and
communication continue to be the
appropriate focus to facilitate
positive, long-term change at the
FDIC
Neutral
Diff from
2007
Diff from
Norm
19%
+6
n/a
n/a
17%
0
n/a
n/a
+8
n/a
n/a
n/a
n/a
n/a
20%
76%
Favorable
Diff from
2008
17%
9%
7%
Unfavorable
69
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Corporate Culture Change Initiative, cont’d
131. How much change is still required at the FDIC to achieve the desired
culture?
Diff from Diff from
2008
2007
Significant change is
required
29%
Moderate change is
required
27%
Some change is
required
30%
Little change is
required
12%
3%
No change is required
0%
5%
10%
15%
20%
25%
30%
Diff from
Norm
-11
n/a
n/a
-4
n/a
n/a
+7
n/a
n/a
+6
n/a
n/a
+2
n/a
n/a
35%
70
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Division/Office Leadership Team
47. How would you rate your
Division/Office Leadership Team
(located at Headquarters) on: Valuing
individual skills, experience, and
knowledge
48. How would you rate your
Division/Office Leadership Team
(located at Headquarters) on: Being
open and honest in communications
49. How would you rate your
Division/Office Leadership Team
(located at Headquarters) on:
Soliciting and using input when
making decisions
68%
63%
72%
Favorable
23%
25%
59%
50. How would you rate your
Division/Office Leadership Team
(located at Headquarters) on:
Treating employees with respect
21%
Neutral
18%
Diff from
2008
Diff from
2007
Diff from
Norm
+4
+19
n/a
14%
+5
+24
n/a
16%
+5
+21
n/a
+6
+20
n/a
11%
10%
Unfavorable
71
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Division/Office Leadership Team, cont’d
51. How would you rate your
Division/Office Leadership Team
(located at Headquarters) on: Living
up to promises and commitments
made
52. How would you rate your
Division/Office Leadership Team
(located at Headquarters) on:
Creating an environment of trust
64%
22%
61%
53. How would you rate the trust and
confidence you have in your
Division/Office Leadership Team to
lead the Division/Office?
67%
Favorable
23%
Neutral
22%
13%
17%
11%
Diff from
2008
Diff from
2007
Diff from
Norm
+6
n/a
n/a
+6
+24
n/a
+7
+23
n/a
Unfavorable
72
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
NTEU
132. NTEU works on important
issues facing FDIC employees
70%
133. NTEU’s actions have a positive
impact on the FDIC work
environment
134. I have trust and confidence in
NTEU to represent the interests of
FDIC employees
65%
23%
25%
59%
Favorable
20%
Neutral
Diff from
2008
Diff from
2007
Diff from
Norm
10%
+8
+14
n/a
12%
+10
+15
n/a
+10
+14
n/a
16%
Unfavorable
73
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Resources
13. How would you rate FDIC on:
Allocating resources effectively (e.g.,
people, technology, equipment)
56%
93. I have sufficient resources (for
example, people, materials, budget)
to get my job done
94. There are enough people to get
the job done in my work unit
10%
70%
12%
57%
96. The workforce has the jobrelevant knowledge and skills
necessary to accomplish
organizational goals
98. My work unit is able to recruit
people with the right skills
29%
78%
60%
Favorable
24%
Neutral
Unfavorable
Diff from
2008
Diff from
2007
Diff from
Norm
+8
+24
-19
-13
-10
-5
31%
+8
+11
-7
11% 11%
+3
+8
n/a
+6
+17
+6
15%
20%
16%
74
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Headquarters Senior Leadership Team
40. How would you rate the
Headquarters' Senior Leadership
Team on: Valuing individual skills,
experience, and knowledge
41. How would you rate the
Headquarters' Senior Leadership
Team on: Being open and honest in
communications
42. How would you rate the
Headquarters' Senior Leadership
Team on: Soliciting and using input
when making decisions
68%
62%
72%
Favorable
24%
27%
57%
43. How would you rate the
Headquarters' Senior Leadership
Team on: Treating employees with
respect
21%
Neutral
19%
Diff from
2008
Diff from
2007
Diff from
Norm
+6
+25
n/a
14%
+11
+31
-1
16%
+8
+26
+10
+9
+26
n/a
11%
9%
Unfavorable
75
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Headquarters Senior Leadership Team, cont’d
44. How would you rate the
Headquarters' Senior Leadership
Team on: Living up to promises and
commitments made
45. How would you rate the
Headquarters' Senior Leadership
Team on: Creating an environment
of trust
64%
24%
60%
46. How would you rate the trust and
confidence you have in the
Headquarters’ Senior Leadership
Team to lead the Corporation?
67%
Favorable
25%
Neutral
24%
11%
16%
9%
Diff from
2008
Diff from
2007
Diff from
Norm
+10
n/a
n/a
+11
+32
+1
+10
+29
+4
Unfavorable
76
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Open Communications
6. How would you rate FDIC on:
Communicating information
downward to all levels of FDIC
14. How would you rate FDIC on:
Informing employees about reasons
behind decisions that affect them
58%
30%
33%
46%
15. How would you rate FDIC on:
Communications between
Headquarters and the field
52%
18. I can freely express my views
without fear of retribution
51%
21. When changes are made at the
FDIC, communications are handled
well
52%
Favorable
33%
23%
27%
Neutral
12%
21%
15%
26%
21%
Diff from
2008
Diff from
2007
Diff from
Norm
+9
+30
n/a
+10
+28
-2
+10
+30
n/a
+5
+18
-18
+9
+28
n/a
Unfavorable
77
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Open Communications, cont’d
22. Employees are encouraged to
provide feedback and suggestions up
the line (even if bad news)
53%
68. Managers communicate the goals
and priorities of the organization
69. Managers promote
communication among different work
units (for example, about projects,
goals, needed resources)
23%
72%
100. Employees in my work unit
share job knowledge with each other
143. How satisfied are you with: The
information you receive from
management on what’s going on in
your organization
16%
85%
63%
Favorable
Neutral
Diff from
2007
Diff from
Norm
+7
+23
-22
+6
+22
+3
18%
n/a
n/a
+1
8% 7%
n/a
n/a
+27
15%
+8
+27
n/a
24%
19%
63%
Diff from
2008
22%
12%
Unfavorable
78
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Leadership Overall
27. Supervisors and managers are
rewarded for effectively managing
people (e.g., coaching, providing
feedback)
38%
35%
61. I have a high level of respect for
my organization’s senior leaders
62. In my organization, leaders
generate high levels of motivation
and commitment in the workforce
63. Leaders are held accountable for
the decisions they make
19%
26%
58%
Favorable
23%
Neutral
Diff from
2007
Diff from
Norm
+7
+12
n/a
+8
+29
n/a
20%
+9
+27
-2
19%
+12
n/a
n/a
27%
70%
54%
Diff from
2008
11%
Unfavorable
79
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Leadership Overall, cont’d
64. Leaders promptly address issues
that impact operational effectiveness
and efficiency
54%
65. My organization’s leaders
maintain high standards of honesty
and integrity
Diff from
Norm
+8
n/a
n/a
10%
n/a
n/a
-10
15% 6%
+8
+18
n/a
15%
+7
+28
n/a
22%
19%
71%
79%
56%
Favorable
Diff from
2007
24%
66. Managers review and evaluate
the organization’s progress toward
meeting its goals and objectives
144. How satisfied are you with: The
policies and practices of your senior
leaders
Diff from
2008
29%
Neutral
Unfavorable
80
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Rewards, Recognition and Advancement
108. Promotions in my work unit are
based on merit
141. How satisfied are you with: The
recognition you receive for doing a
good job
142. How satisfied are you with:
Opportunity to get a better job in your
organization
50%
26%
32%
46%
145. Considering everything, how
satisfied are you with your pay?
72%
Favorable
Neutral
Diff from
2007
Diff from
Norm
+5
+19
+4
21%
+5
+16
-15
22%
+4
+16
-8
+5
+8
+15
24%
22%
57%
Diff from
2008
13%
15%
Unfavorable
81
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Performance Management
86. My performance appraisal is a fair
reflection of my performance
Diff from Diff from Diff from
2008
2007
Norm
65%
87. Discussions with my supervisor/team
leader about my performance are
worthwhile
17%
19%
60%
18%
21%
-3
+13
-7
0
+15
0
88. In my work unit, steps are taken to
deal with a poor performer who cannot or
will not improve
43%
27%
30%
+6
+14
-1
89. In my work unit, differences in
performance are recognized in a
meaningful way
44%
27%
29%
+6
+28
-11
28%
+12
+26
-11
22%
n/a
n/a
-17
21%
+17
+23
-14
90. Pay raises depend on how well
employees perform their jobs
47%
91. Employees are rewarded for
providing high quality products and
services
55%
92. In my most recent performance
appraisal, I understood what I had to do
to be rated at different performance
levels
61%
Favorable
Neutral
25%
23%
18%
Unfavorable
82
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Empowerment and Decision Making
Diff from Diff from Diff from
2008
2007
Norm
7. How would you rate FDIC on: Having
a reporting structure that is conducive to
timely decision making
9. How would you rate FDIC on:
Adopting good ideas regardless of where
they come from or who suggests them
16. How would you rate FDIC on:
Creativity and innovation are rewarded
17. I have an impact on decisions that
affect the FDIC (e.g. new initiatives,
strategic direction)
20. I am encouraged to take reasonable
risks (e.g. try new ideas, new ways of
doing things) in an attempt to increase
the effectiveness of the organization
48%
35%
31%
52%
35%
43%
36%
36%
48%
Favorable
27%
Neutral
17%
+10
+21
n/a
17%
+7
+25
n/a
+5
+18
n/a
+5
+16
n/a
+5
+17
n/a
22%
28%
25%
Unfavorable
83
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Empowerment and Decision Making, cont’d
23. Employees have a feeling of
personal empowerment with respect
to work processes
48%
27%
25. I am held accountable for
achieving results
26. Decisions are made at the
appropriate level of the organization
139. How satisfied are you with: Your
involvement in decisions that affect
your work
25%
9% 3
88%
24%
55%
62%
Favorable
Neutral
23%
21%
15%
Diff from
2008
Diff from
2007
Diff from
Norm
+8
+27
n/a
+19
+22
+26
+11
+22
n/a
+4
+22
-7
Unfavorable
84
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Bank Examiners, cont’d
120. To what extent does the amount of travel required in your job impact your
ability to balance your work and personal life?
Diff from Diff from
2008
2007
7%
To a Very Little Extent
8%
To a Little Extent
28%
To Some Extent
30%
To a Great Extent
28%
To a Very Great Extent
0%
5%
10%
15%
20%
25%
30%
Diff from
Norm
-1
-1
n/a
-1
-1
n/a
-2
-2
n/a
+3
+4
n/a
+2
+1
n/a
35%
85
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Bank Examiners
121. I am allocated sufficient time to
conduct bank examinations
52%
Favorable
22%
Neutral
26%
Diff from
2008
Diff from
2007
Diff from
Norm
+1
+17
n/a
Unfavorable
86
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Internal Ombudsman Program
30. Are you aware that the Corporation has an Internal Ombudsman that is
responsible for looking into employee complaints?
Diff from Diff from
2008*
2007
90%
Yes
10%
No
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
* Note: In 2008, the question was worded: “Are you aware that the Chairman's Office is piloting
an Internal Ombudsman Program that is responsible for investigating employee complaints?”
Diff from
Norm
+36
n/a
n/a
-36
n/a
n/a
100%
87
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Internal Ombudsman Program, cont’d
31. Have you submitted an issue for consideration to the Internal Ombudsman
Program over the past year?
Diff from Diff from
2008
2007
3%
Yes
97%
No
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Diff from
Norm
0
n/a
n/a
0
n/a
n/a
100%
88
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results:
Internal Ombudsman Program, cont’d
32. My concerns were fairly
addressed by the Internal
Ombudsman
46%
Favorable
27%
Neutral
27%
Diff from
2008
Diff from
2007
Diff from
Norm
-4
n/a
n/a
Unfavorable
89
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results
118. How likely are you to pursue a supervisory, management, or higher-level
leadership position in the future?
Diff from Diff from
2008
2007
15%
Very Unlikely
18%
Unlikely
20%
Not Sure
Likely
23%
Very Likely
23%
0%
5%
10%
15%
20%
25%
Diff from
Norm
-3
-5
n/a
-2
-5
n/a
-3
-2
n/a
+1
+4
n/a
+6
+8
n/a
30%
90
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results
119. Why are you unsure or unlikely to pursue a supervisory, management, or
higher-level leadership position in the future?
Diff from Diff from
2008
2007
Pay increase not enough to account for
increased responsibilities
25%
1%
Relocation benefits are not adequate
Locality pay is not adequate to offset cost of
living in new location
3%
13%
Do not want to move my family
Not interested in joining the leadership team
27%
Other
33%
0%
5%
10%
15%
20%
25%
30%
35%
Diff from
Norm
0
+4
n/a
-1
0
n/a
+1
+1
n/a
-2
-2
n/a
+4
+2
n/a
0
-3
n/a
40%
91
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Item-by-item Results
151. How much longer do you plan to work for the FDIC?
0%
5%
10%
15%
20%
25%
+10 years/retirement
2009
18%
15%
3-5 years 2009
7%
1-2 years 2009
Do Not Know 2009
35%
40%
45%
43%
6-10 years 2009
Less than 1 year 2009
30%
2%
16%
Diff from Diff from
2007
50% 2008
Diff from
Norm
-3
+2
n/a
-1
-2
n/a
0
+1
n/a
+1
+2
n/a
0
-1
n/a
+4
0
n/a
92
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Appendix B
Respondent Profile by Organization and Demographic
Segments
© 2010 Towers Watson. All rights reserved.
Participation by Division/Office
Division/Office
Office of Inspector
General
1%
Legal
9%
All other Offices
2%
Corporate University
5%
Administration
6%
Finance
2%
Information
Technology
5%
Insurance and
Research
3%
Supervision and
Consumer Protection
50%
Resolutions and
Receiverships
17%
94
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Participation by Location, Regional/Area Office, and
Satellite Office
Location
Satellite Office
10%
Regional/Area Office
Headquarters
26%
New
York/Boston
16%
San Francisco
12%
Atlanta
15%
Chicago
15%
Field Office
not co-located
31%
Regional/Area
Office
20%
Field Office coloacted
13%
Kansas City
14%
Dallas/
Memphis
28%
Satellite Office
WCTSO in
Irvine, CA
53%
ECTSO in
Jacksonville,
FL
47%
95
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Participation by Grade
Grade
CG
Supervisor/
CM
11%
Grade 13-15
40%
EM
1%
Other
0%
Grade 1-8
15%
Grade 12
18%
Grade 9-11
15%
Job
Band/Position
# of
Respondents
% of
Respondents
% of
Workforce
Grade 1-8
581
15%
17%
Grade 9-11
564
15%
15%
Grade 12
689
18%
18%
Grade 13-15
1540
40%
39%
CG Supervisor/CM
418
11%
10%
EM
54
1%
2%
Other
11
0%
0%
Total
3857
100%
100%
96
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Participation by Appointment Type
Appointment Type
Nonpermanent
25%
Permanent
75%
97
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Participation by 570 Occupational Group and Financial
Institution Specialist/Examiner
570 Occupational Group
570 Series
44%
Other
Series
56%
Financial Institution Specialist/Examiner
Yes
37%
No
63%
98
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Participation by Bargaining Unit
Bargaining Unit
No
44%
Yes
56%
99
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Participation by Tenure and Supervisory Status
Tenure
Less than one
year
22%
20 years or
more
32%
1-3 years
10%
3-5 years
4%
15-20 years
20%
10-15 years 5-10 years
6%
6%
Supervisory Status
Supervisor
9%
Executive
Manager Managers
1%
3%
Team Leader
13%
NonSupervisor
74%
100
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Participation by Gender
Gender
Female
42%
Male
58%
101
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Participation by Ethnicity and National Origin
Hispanic/Latino
Yes
5%
No
95%
Ethnicity
Native
Hawaiian or
Other Pacific
Islander
1%
Asian
4%
American
Indian or
Alaska Native
2%
Black or
African
American
15%
White
78%
102
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Participation by Age and Career Spent at FDIC
Age
60 years or more
13%
25 years or less
5%
26-29
4%
30-39
12%
50-59
34%
40-49
32%
Career Spent at FDIC
Most of
career at
FDIC
59%
Most of
career not at
FDIC
41%
103
© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Contact Details


James Cortez, Ph.D.

Senior Consultant

Towers Watson

875 Third Avenue, 16th Floor, New York, New York 10022

212-251-5881

[email protected]
Jeffrey S. Dussault

Executive Advisor

Booz | Allen | Hamilton

One Dulles Center, 13200 Woodland Park Road, Herndon, VA 20171-3025

703.984.3886

[email protected]
104
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