fdic 2009 all employee survey

© 2010 Towers Watson. All rights reserved.

FDIC 2009 All Employee Survey

Results Overview Report

March 31, 2010

© 2010 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.

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


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

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).


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

Favorable Neutral Unfavorable

Strongly Agree Agree Partly Agree, Partly Disagree Disagree Strongly Disagree

1 2 3 4 5

66% 23% 11%

Diff from 2008

-91. I recommend my

organization as a good place to work.

ExampleFavorable UnfavorableNeutral

Diff from 2007

+11

Diff from Norm

+11

2009 Percent Favorable vs. Benchmark Comparisons*


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)

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


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

88%

61%

47%

58%

62%

60%

55%

46%

67%

48%

52%

59%

64%

65%

9%

18%

25%

23%

24%

24%

24%

33%

24%

35%

33%

25%

25%

23%

21%

28%

19%

14%

16%

21%

21%

9%

17%

15%

16%

11%

12%

3

% Favorable % Neutral % UnfavorableDiff from

2008Diff from

2007Diff from

Norm

+19 +22 +26

+17 +23 -14

+12 +26 -11

+12 n/a n/a

+11 +31 -1

+11 +32 +1

+11 +22 n/a

+10 +28 -2

+10 +29 +4

+10 +21 n/a

+10 +30 n/a

+10 +14 n/a

+10 n/a n/a

+10 +15 n/a

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

41. How would you rate the Headquarters' Senior Leadership Team on: Being open and honest in communications

45. How would you rate the Headquarters' Senior Leadership Team on: Creating an environment of trust

26. Decisions are made at the appropriate level of the organization

14. How would you rate FDIC on: Informing employees about reasons behind decisions that affect them

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

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

44. How would you rate the Headquarters' Senior Leadership Team on: Living up to promises and commitments made

133. NTEU’s actions have a positive impact on the FDIC work environment


18

Results Summary: Most Positive Differences from Norm

85%

88%

83%

83%

67%

89%

72%

80%

88%

78%

95%

8%

9%

13%

10%

24%

7%

13%

13%

7%

14%

4%

7%

7%

9%

15%

7%

8%

1

5

4

4

3

% Favorable % Neutral % UnfavorableDiff from

2008Diff from

2007Diff from

Norm

n/a n/a +27

+19 +22 +26

n/a n/a +22

-2 +3 +22

-7 n/a +22

n/a n/a +18

+5 +8 +15

+2 +14 +13

+2 +8 +13

n/a n/a +12

+1 +9 +12

100. Employees in my work unit share job knowledge with each other

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)

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


19

Results Summary: Most Negative Differences from 2008

70%

67%

53%

66%

46%

65%

78%

81%

83%

71%

10%

24%

34%

26%

27%

17%

13%

10%

10%

17%

20%

9%

13%

8%

27%

18%

9%

9%

7%

12%

% Favorable % Neutral % Unfavorable

Diff from 2008

Diff from 2007

Diff from Norm

-13 -10 -5

-7 n/a +22

-6 n/a n/a

-5 n/a n/a

-4 n/a n/a

-3 +13 -7

-2 +4 n/a

-2 +3 n/a

-2 +3 +22

-1 +8 n/a

93. I have sufficient resources (for example, people, materials, budget) to get my job done

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

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

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

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

102. Physical conditions (for example, noise level, temperature, lighting, cleanliness in the workplace) allow

employees to perform their jobs well

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

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


20

Results Summary: Most Negative Differences from Norm

53%

56%

51%

55%

57%

61%

44%

47%

71%

53%

70%

23%

29%

23%

23%

22%

18%

27%

25%

19%

29%

19%

24%

15%

26%

22%

21%

21%

29%

28%

10%

18%

11%


Diff from 2008

Diff from 2007 Diff from

Norm

+7 +23 -22

+8 +24 -19

+5 +18 -18

n/a n/a -17

+5 +16 -15

+17 +23 -14

+6 +28 -11

+12 +26 -11

n/a n/a -10

+2 +12 -9

n/a n/a -9

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

91. Employees are rewarded for providing high quality products and services

141. How satisfied are you with: The recognition you receive for doing a good job

92. In my most recent performance appraisal, I understood what I had to do to be rated at different performance levels

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

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

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


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


Dimension SummaryIncludes Summaries for Corporate Values and Corporate Culture Change Initiative Focus Areas


24

Dimension Summary

86%

86%

79%

77%

74%

73%

70%

67%

67%

66%

66%

9%

10%

11%

11%

14%

19%

20%

20%

23%

21%

23%

5%

10%

12%

12%

8%

10%

13%

10%

13%

11%

4%


– In Order of Percent Favorable –

Overall Satisfaction

Mission & Strategy

Work Environment

Work/Life Balance

Immediate Supervision

FDIC Board of Directors

Regional Management Team

Training & Development

The Survey Process

Fairness & Diversity

Corporate Culture Change Initiative


25

Dimension Summary (cont’d)

65%

65%

64%

64%

60%

60%

56%

54%

53%

46%

22%

22%

17%

24%

23%

24%

23%

22%

28%

27%

13%

13%

19%

12%

17%

16%

21%

24%

19%

27%


– In Order of Percent Favorable –

Division/Office Leadership Team

NTEU

Resources

Headquarters Senior Leadership Team

Open Communications

Leadership Overall

Rewards, Recognition, and Advancement

Performance Management

Empowerment & Decision Making

Internal Ombudsman Program


26

Dimension Summary (cont’d)

69%

67%

52%

62%

68%

73%

63%

57%

68%

68%

18%

19%

25%

22%

20%

17%

22%

26%

20%

20%

13%

14%

23%

16%

12%

10%

15%

17%

12%

12%


Accountability

Competence

Effectiveness

Fairness

Integrity

Teamwork

Communication

Empowerment

Leadership

Trust

Corporate Values

Corporate Culture Change Initiative (CCCI) Focus Areas


27

Dimension Summary – by 570 Occupational Group

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC 570 Series Other Series

Ove

rall

Sat

isfa

ctio

n

Mis

sio

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Str

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y

Wo

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Bal

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28

Dimension Summary – by 570 Occupational Group (cont’d)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC 570 Series Other Series

Div

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n/O

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29

Dimension Summary – by 570 Occupational Group (cont’d)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC 570 Series Other SeriesA

cco

un

tab

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Co

mp

eten

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Eff

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Fai

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Corporate Values CCCI Focus Areas


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)





32

Dimension Summary – by Grade






33

Dimension Summary – by Grade (cont’d)






34

Dimension Summary – by Bargaining Unit

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC BU Non-BU

Ove

rall

Sat

isfa

ctio

n

Mis

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Str

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Wo

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FD

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35

Dimension Summary – by Bargaining Unit (cont’d)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC BU Non-BU

Div

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n/O

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36

Dimension Summary – by Bargaining Unit (cont’d)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC BU Non-BUA

cco

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37

Dimension Summary – by Tenure






38

Dimension Summary – by Tenure (cont’d)





39

Dimension Summary – by Gender

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC Male Female

Ove

rall

Sat

isfa

ctio

n

Mis

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Str

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40

Dimension Summary – by Gender (cont’d)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC Male Female

Div

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41

Dimension Summary – by Gender (cont’d)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC Male FemaleA

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42

Dimension Summary – by Financial Institution Specialist/Examiner Status

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC Financial Institution Specialist/Examiner Other

Ove

rall

Sat

isfa

ctio

n

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Str

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43

Dimension Summary – by Financial Institution Specialist/Examiner Status (cont’d)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC Financial Institution Specialist/Examiner Other

Div

isio

n/O

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44

Dimension Summary – by Financial Institution Specialist/Examiner Status (cont’d)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC Financial Institution Specialist/Examiner OtherA

cco

un

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Co

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st



45

Dimension Summary – by Appointment Type

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC Permanent Non-permanent

Ove

rall

Sat

isfa

ctio

n

Mis

sio

n &

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ateg

y

Wo

rk E

nvi

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men

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ersi

ty

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rate

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ltu

re

Ch

ang

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nit

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ve


46

Dimension Summary – by Appointment Type (cont’d)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC Permanent Non-permanent

Div

isio

n/O

ffic

e L

ead

ers

hip

Tea

m

NT

EU

Res

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rces

Hea

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47

Dimension Summary – by Appointment Type (cont’d)

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Overall FDIC Permanent Non-permanentA

cco

un

tab

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Co

mp

eten

ce

Eff

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st



48

Write-in Comments – Frequency of ThemesIf 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%

Career Development/Advancement Opportunities 12%

Training 10%

Performance Management 7%

Fair Treatment 6%

Leadership 6%

Communications 5%

Resources 5%

Other 5%

Theme% of

Comments

Work/Life Balance 4%

Immediate Supervisor 4%

Decision Making Authority 4%

Bank Examination Process 4%

Culture 3%

Clarity Around Mission/Strategic Direction 2%

Teamwork/Cooperation 2%

Travel 2%

Corporate Employee Program (CEP) 2%

Diversity 1%

Work Environment 1%


Appendix AItem-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

Diff from 2008

Diff from 2007

Diff from Norm

1. I recommend my organization as a good place to work

n/a n/a +18

105. The work I do is important 0 +6 n/a

111. I like the kind of work I do +1 +6 n/a

112. My work gives me a feeling of personal accomplishment +1 +10 n/a

146. Considering everything, how satisfied are you with your job? +2 +14 +13

147. Considering everything, how satisfied are you with your

organization?n/a n/a +12

89%

94%

84%

80%

78%

7%

13%

14%

88%

4

8%

10%

8%

4

2

6%

4

7%



51

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+1 +9 +12

3. I know how my work relates to FDIC’s goals and priorities +2 +10 +11

4. FDIC has a long-range orientation (that is, focuses on long-term goals

in addition to short-term results)+7 +22 n/a

5. I believe that FDIC’s direction and goals are the right ones for the

Corporation at this time+5 +34 +5

95%

95%

81%

10%73%

3

17%

15%

4

4

1

2



52

Item-by-item Results: Work Environment

Diff from 2008

Diff from 2007

Diff from Norm

95. My workload is reasonable +4 +5 -3

101. The people I work with keep their promises and commitments +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

-2 +3 n/a

103. Employees are protected from health and safety hazards on the job 0 +4 +5

104. My organization has prepared employees for potential security

threats0 +7 n/a

107. My talents are used well in the workplace 0 +9 n/a

113. The people I work with cooperate to get the job done +2 +8 +13

63%

81%

90%

80%

71%

88%

13%

13%

13%

7%

24%

9%

7%

16%

81%

14%

10%

7%

5

5

3



53

Item-by-item Results: Work/Life Balance

Diff from 2008

Diff from 2007

Diff from Norm

93. I have sufficient resources (for example, people, materials, budget)

to get my job done-13 -10 -5

95. My workload is reasonable +4 +5 -3

135. How satisfied are you with: Work/life programs (for example,

health and wellness, employee assistance, eldercare, and support

groups)

n/a n/a +22

136. How satisfied are you with: Telework/telecommuting

n/a n/a n/a

137. How satisfied are you with: Alternative work schedules

n/a n/a n/a

138. My supervisor supports my need to balance work and family

issues-2 +3 +22

70%

63%

76%

87%

83%

10%

7%

10% 7%

83%

13%

13%

13%

4

6%

20%

11%

24%



54

Item-by-item Results: Immediate Supervision

Diff from 2008

Diff from 2007

Diff from Norm

70. My supervisor/team leader provides employees with the

opportunities to demonstrate their leadership skills

n/a n/a n/a

72. How would you rate your immediate supervisor on: Valuing individual skills, experience, and

knowledge

0 n/a n/a

73. How would you rate your immediate supervisor on: Being open

and honest in communications+3 +9 n/a

74. How would you rate your immediate supervisor on: Soliciting and

using your input when making decisions

+3 +10 n/a

75. How would you rate your immediate supervisor on: Being

accessible/available when you need him/her

+2 +7 n/a

69%

76%

70%

76%

15%

14%

12%74%

16%

14%

14%

10%

16%

14%

10%



55

Item-by-item Results: Immediate Supervision, cont’d

Diff from 2008

Diff from 2007

Diff from Norm

76. How would you rate your immediate supervisor on: Treating

you with respect+1 +8 -2

77. How would you rate your immediate supervisor on: Providing

you with recognition or praise for your contributions

+2 +11 -4

78. Providing you with clear and regular feedback about your job

performance+2 +9 +1

79. How would you rate your immediate supervisor on: Living up to

promises and commitments made+2 n/a n/a

80. How would you rate your immediate supervisor on: Creating

an environment of trust+2 n/a n/a

81. Supervisors/team leaders in my work unit support employee

development-2 +4 n/a

82%

68%

73%

70%

78%

10%

15%

13%

16%

9%

63%

16%

21%

18%

15%

8%

11%

14%



56

Item-by-item Results: Immediate Supervision, cont’d

Diff from 2008

Diff from 2007

Diff from Norm

82. My supervisor is held accountable for the decisions he/she

makes+5 n/a n/a

83. My supervisor promptly addresses issues that impact operational effectiveness and

efficiency

+2 n/a n/a

84. I have trust and confidence in my supervisor +3 +11 n/a

85. Overall, how good a job do you feel is being done by your immediate

supervisor/team leader?+1 +10 +3

138. My supervisor supports my need to balance work and family

issues-2 +3 +22

77%

71%

75%

83%

13%

10%

12%77%

15%

11%

15%

14%

10%

10%

7%



57

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

+2 +20 n/a

34. How would you rate the FDIC Board of Directors on: Being open

and honest in communications+3 +26 n/a

35. How would you rate the FDIC Board of Directors on: Soliciting and using input when making decisions

+2 +25 n/a

36. How would you rate the FDIC Board of Directors on: Treating

individuals with respect+2 +18 n/a

74%

73%

78%

19%

11%67%

15%

22%

19%

7%

7%

8%



58

Item-by-item Results: FDIC Board of Directors, cont’d

Diff from 2008

Diff from 2007

Diff from Norm

37. How would you rate the FDIC Board of Directors on: Living up to promises and commitments made

+3 n/a n/a

38. How would you rate the FDIC Board of Directors on: Creating an

environment of trust+5 +29 n/a

39. How would you rate the trust and confidence you have in the FDIC

Board of Directors to lead the Corporation?

+6 +27 n/a

74%

66%

20%

80%

23%

16% 4

11%

6%



59

Item-by-item Results: Regional Management Team

Diff from 2008

Diff from 2007

Diff from Norm

54. How would you rate your Regional Management Team or TSO Management

Team on: Valuing individual skills, experience, and knowledge

+2 +19 n/a


Team on: Being open and honest in communications

+4 +24 n/a

56. How would you rate your Regional Management Team or TSO Management Team on: Soliciting and using input when

making decisions

+5 +23 n/a


Team on: Treating employees with respect

+6 +21 n/a

72%

69%

76%

19%

13%64%

16%

23%

20%

9%

8%

11%



60

Item-by-item Results: Regional Management Team, cont’d

Diff from 2008

Diff from 2007

Diff from Norm


Team on: Living up to promises and commitments made

+5 n/a n/a


Team on: Creating an environment of trust+5 +26 n/a

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?

+5 +23 n/a

69%

67%

21%

9%72% 19%

21%

10%

12%



61

Item-by-item Results: Training and Development

Diff from 2008

Diff from 2007

Diff from Norm

81. Supervisors/team leaders in my work unit support employee

development-2 +4 n/a

97. The skill level in my work unit has improved in the past year

n/a n/a n/a

106. My training needs are assessed 0 +9 n/a

109. I have enough information to do my job well

n/a n/a +10

110. I am given a real opportunity to improve my skills in my organization -1 +8 n/a

78%

68%

82%

71%

13%

17%

17%64%

11%

19%

21%

12%

9%

7%

11%



62

Item-by-item Results: Training and Development, cont’d

Diff from 2008

Diff from 2007

Diff from Norm

114. How would you rate: The training new employees receive to do their jobs +1 +10 n/a

115. How would you rate: Training to help you qualify for a better job +2 +12 -9

116. How would you rate: Your opportunities for career development other than promotions

(e.g., lateral job opportunities, developmental or special assignments)

+5 +13 -3

117. How would you rate: The training and support you have received to effectively

manage people (e.g., coaching, providing feedback)

+2 n/a n/a

140. How satisfied are you with: The training you receive for your present job 0 +6 +1

60%

53%

78%

63%

27%

21%

20%56%

29%

24%

18%

18%

4

13%

16%



63

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

constructively0 +25 n/a

149. Action was taken on issues raised in the 2008 All Employee

Survey-7 n/a +22

67%

67%

22%

24%

11%

9%



64

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?

79%

70%

63%

60%

68%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

I should have personalresponsibility

Managers &Supervisors

FDIC Executives

Chairman

FDIC Board of Directors

Diff from 2008

Diff from 2007

Diff from Norm

0 +12 n/a

-2 +4 n/a

-2 +3 n/a

+2 +13 n/a

+5 +21 n/a


65

Item-by-item Results: Fairness and Diversity

Diff from 2008

Diff from 2007

Diff from Norm

8. How would you rate FDIC on: Applying policies and rules

consistently to all employees+9 +24 n/a

10. How would you rate FDIC on: Providing a work environment free of

discrimination based on race, gender, ethnicity, age, religion, or

other factors

+2 +15 -7

11. How would you rate FDIC on: Providing equal opportunities for all

employees to advance in their careers

+6 +21 n/a

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

+6 +16 n/a

52%

77%

62%

28%

17%60%

23%

23%

14%

20%

15%

9%



66

Item-by-item Results: Fairness and Diversity, cont’d

Diff from 2008

Diff from 2007

Diff from Norm

19. I can disclose a suspected violation of any law, rule or regulation

without fear of reprisaln/a n/a -9

24. Policies and programs promote diversity in the workplace (for

example, recruiting minorities and women, training in awareness of

diversity issues, mentoring)

n/a n/a n/a

28. Complaints, disputes or grievances are resolved fairly in my

work unitn/a n/a n/a

29. Arbitrary action, personal favoritism and coercion for partisan political purposes are not tolerated

n/a n/a n/a

70%

76%

53%

19%

18%49%

26%

33%

16%

11%

21%

8%



67

Item-by-item Results: Fairness and Diversity, cont’d

Diff from 2008

Diff from 2007

Diff from Norm

67. Managers/supervisors/team leaders work well with employees of

different backgrounds+4 +19 n/a

71. Supervisors/team leaders in my work unit are committed to a

workforce representative of all segments of society

n/a n/a n/a

99. Employees treat each other with respect +2 n/a 0

72%

73%

16%

7%84% 9%

18%

12%

9%



68

Item-by-item Results: Corporate Culture Change Initiative

Diff from 2008

Diff from 2007

Diff from Norm

122. Employees have been kept well informed about the Culture Change

Initiative+5 n/a n/a

123. Senior leadership is committed to making the changes necessary to improve FDIC’s culture (e.g., create

a more empowering and open culture)

+7 n/a n/a

124. The Culture Change Initiative is having a positive impact on FDIC

employees-6 n/a n/a

125. The Culture Change Initiative is critical to the current and future

success of the FDIC+2 n/a n/a

126. I should be and am held personally accountable for

contributing to positive culture change at the FDIC

-5 n/a n/a

84%

69%

65%

66%

12%

26%

13%53%

24%

34%

19%

8%

4

11%

12%



69

Item-by-item Results: Corporate Culture Change Initiative, cont’d

Diff from 2008

Diff from 2007

Diff from Norm

127. I believe that my input is and will be considered in the culture

change process+6 n/a n/a

128. I believe the FDIC is ready for change 0 n/a n/a

129. I understand the vision for culture change at the FDIC +8 n/a n/a

130. Empowerment, leadership, and communication continue to be the

appropriate focus to facilitate positive, long-term change at the

FDIC

n/a n/a n/a

50%

58%

76%

31%

9%71%

17%

20%

25%

19%

7%

17%



70

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?

3%

12%

30%

27%

29%

0% 5% 10% 15% 20% 25% 30% 35%

No change is required

Little change isrequired

Some change isrequired

Moderate change isrequired

Significant change isrequired

Diff from 2008

Diff from 2007

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


71

Item-by-item Results: Division/Office Leadership Team

Diff from 2008

Diff from 2007

Diff from Norm

47. How would you rate your Division/Office Leadership Team

(located at Headquarters) on: Valuing individual skills, experience,

and knowledge

+4 +19 n/a


(located at Headquarters) on: Being open and honest in communications

+5 +24 n/a


(located at Headquarters) on: Soliciting and using input when

making decisions

+5 +21 n/a


(located at Headquarters) on: Treating employees with respect

+6 +20 n/a

68%

63%

72%

21%

16%59%

18%

25%

23%

11%

10%

14%



72

Item-by-item Results: Division/Office Leadership Team, cont’d

Diff from 2008

Diff from 2007

Diff from Norm


(located at Headquarters) on: Living up to promises and commitments

made

+6 n/a n/a


(located at Headquarters) on: Creating an environment of trust

+6 +24 n/a

53. How would you rate the trust and confidence you have in your

Division/Office Leadership Team to lead the Division/Office?

+7 +23 n/a

64%

61%

23%

11%67%

22%

22%

17%

13%



73

Item-by-item Results: NTEU

Diff from 2008

Diff from 2007

Diff from Norm

132. NTEU works on important issues facing FDIC employees +8 +14 n/a

133. NTEU’s actions have a positive impact on the FDIC work

environment+10 +15 n/a

134. I have trust and confidence in NTEU to represent the interests of

FDIC employees+10 +14 n/a

70%

65%

20%

16%59% 25%

23%

10%

12%



74

Item-by-item Results: Resources

Diff from 2008

Diff from 2007

Diff from Norm

13. How would you rate FDIC on: Allocating resources effectively (e.g.,

people, technology, equipment)+8 +24 -19

93. I have sufficient resources (for example, people, materials, budget)

to get my job done-13 -10 -5

94. There are enough people to get the job done in my work unit +8 +11 -7

96. The workforce has the job-relevant knowledge and skills

necessary to accomplish organizational goals

+3 +8 n/a

98. My work unit is able to recruit people with the right skills +6 +17 +6

56%

70%

78%

60%

29%

24%

31%57%

11%

12%

10%

16%

15%

11%

20%



75

Item-by-item Results: Headquarters Senior Leadership Team

Diff from 2008

Diff from 2007

Diff from Norm

40. How would you rate the Headquarters' Senior Leadership

Team on: Valuing individual skills, experience, and knowledge

+6 +25 n/a


Team on: Being open and honest in communications

+11 +31 -1


Team on: Soliciting and using input when making decisions

+8 +26 +10


Team on: Treating employees with respect

+9 +26 n/a

68%

62%

72%

21%

16%57%

19%

27%

24%

11%

9%

14%



76

Item-by-item Results: Headquarters Senior Leadership Team, cont’d

Diff from 2008

Diff from 2007

Diff from Norm


Team on: Living up to promises and commitments made

+10 n/a n/a


Team on: Creating an environment of trust

+11 +32 +1

46. How would you rate the trust and confidence you have in the

Headquarters’ Senior Leadership Team to lead the Corporation?

+10 +29 +4

64%

60%

25%

9%67% 24%

24%

11%

16%



77

Item-by-item Results: Open Communications

Diff from 2008

Diff from 2007

Diff from Norm

6. How would you rate FDIC on: Communicating information

downward to all levels of FDIC+9 +30 n/a

14. How would you rate FDIC on: Informing employees about reasons

behind decisions that affect them+10 +28 -2

15. How would you rate FDIC on: Communications between

Headquarters and the field+10 +30 n/a

18. I can freely express my views without fear of retribution +5 +18 -18

21. When changes are made at the FDIC, communications are handled

well+9 +28 n/a

58%

46%

51%

52%

30%

27%

15%52%

23%

33%

33%

21%

12%

26%

21%



78

Item-by-item Results: Open Communications, cont’d

Diff from 2008

Diff from 2007

Diff from Norm

22. Employees are encouraged to provide feedback and suggestions up

the line (even if bad news)+7 +23 -22

68. Managers communicate the goals and priorities of the

organization+6 +22 +3

69. Managers promote communication among different work

units (for example, about projects, goals, needed resources)

n/a n/a +1

100. Employees in my work unit share job knowledge with each other

n/a n/a +27

143. How satisfied are you with: The information you receive from

management on what’s going on in your organization

+8 +27 n/a

53%

72%

85%

63%

23%

22%

18%63%

8%

19%

16%

15%

24%

7%

12%



79

Item-by-item Results: Leadership Overall

Diff from 2008

Diff from 2007

Diff from Norm

27. Supervisors and managers are rewarded for effectively managing people (e.g., coaching, providing

feedback)

+7 +12 n/a

61. I have a high level of respect for my organization’s senior leaders +8 +29 n/a

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

+9 +27 -2

63. Leaders are held accountable for the decisions they make +12 n/a n/a

38%

70%

58%

35%

20%54%

23%

26%

19%

27%

19%

11%



80

Item-by-item Results: Leadership Overall, cont’d

Diff from 2008

Diff from 2007

Diff from Norm

64. Leaders promptly address issues that impact operational effectiveness

and efficiency+8 n/a n/a

65. My organization’s leaders maintain high standards of honesty

and integrityn/a n/a -10

66. Managers review and evaluate the organization’s progress toward

meeting its goals and objectives+8 +18 n/a

144. How satisfied are you with: The policies and practices of your senior

leaders+7 +28 n/a

54%

71%

56%

24%

6%79%

29%

15%

19%

22%

15%

10%



81

Item-by-item Results: Rewards, Recognition and Advancement

Diff from 2008

Diff from 2007

Diff from Norm

108. Promotions in my work unit are based on merit +5 +19 +4

141. How satisfied are you with: The recognition you receive for doing a

good job+5 +16 -15

142. How satisfied are you with: Opportunity to get a better job in

your organization+4 +16 -8

145. Considering everything, how satisfied are you with your pay? +5 +8 +15

50%

57%

72%

26%

22%46%

13%

32%

22%

24%

15%

21%



82

Item-by-item Results: Performance Management Diff from

2008Diff from

2007Diff from

Norm

86. My performance appraisal is a fair reflection of my performance -3 +13 -7

87. Discussions with my supervisor/team leader about my performance are

worthwhile0 +15 0

88. In my work unit, steps are taken to deal with a poor performer who cannot

or will not improve+6 +14 -1

89. In my work unit, differences in performance are recognized in a

meaningful way+6 +28 -11

90. Pay raises depend on how well employees perform their jobs +12 +26 -11

91. Employees are rewarded for providing high quality products and

servicesn/a n/a -17

92. In my most recent performance appraisal, I understood what I had to do

to be rated at different performance levels

+17 +23 -14

65%

60%

44%

47%

55%

61%

17%

25%

23%

18%

30%

22%

21%

43%

27%

27%

19%

28%

18%

29%

21%



83

Item-by-item Results: Empowerment and Decision Making

Diff from 2008

Diff from 2007

Diff from Norm

7. How would you rate FDIC on: Having a reporting structure that is conducive to

timely decision making+10 +21 n/a

9. How would you rate FDIC on: Adopting good ideas regardless of

where they come from or who suggests them

+7 +25 n/a

16. How would you rate FDIC on: Creativity and innovation are rewarded +5 +18 n/a

17. I have an impact on decisions that affect the FDIC (e.g. new initiatives,

strategic direction)+5 +16 n/a

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

+5 +17 n/a

48%

52%

36%

48%

35%

27%

22%43%

36%

35%

31%

25%

17%

28%

17%



84

Item-by-item Results: Empowerment and Decision Making, cont’d

Diff from 2008

Diff from 2007

Diff from Norm

23. Employees have a feeling of personal empowerment with respect

to work processes+8 +27 n/a

25. I am held accountable for achieving results +19 +22 +26

26. Decisions are made at the appropriate level of the organization +11 +22 n/a

139. How satisfied are you with: Your involvement in decisions that affect

your work+4 +22 -7

48%

88%

62%

27%

21%55%

23%

24%

9%

25%

15%

3



85

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?

28%

30%

28%

8%

7%

0% 5% 10% 15% 20% 25% 30% 35%

To a Very Great Extent

To a Great Extent

To Some Extent

To a Little Extent

To a Very Little Extent

Diff from 2008

Diff from 2007

Diff from Norm

-1 -1 n/a

-1 -1 n/a

-2 -2 n/a

+3 +4 n/a

+2 +1 n/a


8686

Item-by-item Results: Bank Examiners

Diff from 2008

Diff from 2007

Diff from Norm

121. I am allocated sufficient time to conduct bank examinations +1 +17 n/a52% 22% 26%



87

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?

10%

90%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

No

Yes

Diff from 2008*

Diff from 2007

Diff from Norm

+36 n/a n/a

-36 n/a n/a

* 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?”


88

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?

97%

3%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

No

Yes

Diff from 2008

Diff from 2007

Diff from Norm

0 n/a n/a

0 n/a n/a


89

Item-by-item Results: Internal Ombudsman Program, cont’d

Diff from 2008

Diff from 2007

Diff from Norm

32. My concerns were fairly addressed by the Internal

Ombudsman-4 n/a n/a46% 27% 27%



90

Item-by-item Results

118. How likely are you to pursue a supervisory, management, or higher-level leadership position in the future?

23%

23%

20%

18%

15%

0% 5% 10% 15% 20% 25% 30%

Very Likely

Likely

Not Sure

Unlikely

Very Unlikely

Diff from 2008

Diff from 2007

Diff from Norm

-3 -5 n/a

-2 -5 n/a

-3 -2 n/a

+1 +4 n/a

+6 +8 n/a


91


119. Why are you unsure or unlikely to pursue a supervisory, management, or higher-level leadership position in the future?

33%

27%

13%

3%

1%

25%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Other

Not interested in joining the leadership team

Do not want to move my family

Locality pay is not adequate to offset cost ofliving in new location

Relocation benefits are not adequate

Pay increase not enough to account forincreased responsibilities

Diff from 2008

Diff from 2007

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


92


151. How much longer do you plan to work for the FDIC?

43%

18%

15%

7%

2%

16%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

+10 years/retirement2009

6-10 years 2009

3-5 years 2009

1-2 years 2009

Less than 1 year 2009

Do Not Know 2009

Diff from 2008

Diff from 2007

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


Appendix BRespondent Profile by Organization and Demographic Segments


94

Participation by Division/Office

All other Offices2%

Office of Inspector General

1%

Legal9%

Supervision and Consumer Protection

50%

Resolutions and Receiverships

17%

Finance2%

Information Technology

5%

Insurance and Research

3%

Administration6%Corporate University

5%

Division/Office


95

Participation by Location, Regional/Area Office, and Satellite Office

Headquarters26%

Regional/Area Office20%

Field Office co-loacted

13%

Field Office not co-located

31%

Satellite Office10% Atlanta

15%

Chicago15%

Dallas/ Memphis

28%

Kansas City14%

New York/Boston

16%

San Francisco12%

Location Regional/Area Office

ECTSO in Jacksonville,

FL47%

WCTSO in Irvine, CA

53%

Satellite Office


96

Participation by Grade

Grade 1-815%

CG Supervisor/

CM11%

Grade 1218%

Grade 9-1115%

Grade 13-1540%

EM1%

Other0%

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%

Grade


97

Non-permanent

25%

Permanent75%

Appointment Type

Participation by Appointment Type


98

No63%

Yes37%

Participation by 570 Occupational Group and Financial Institution Specialist/Examiner

Financial Institution Specialist/Examiner

570 Occupational Group

Other Series56%

570 Series44%


99

Participation by Bargaining Unit

Bargaining Unit

No44%

Yes56%


100

Participation by Tenure and Supervisory Status

20 years or more32%

15-20 years20%

3-5 years4%

5-10 years6%

10-15 years6%

1-3 years10%

Less than one year22%

Tenure

Supervisory Status

Non-Supervisor

74%

Team Leader13%

Supervisor9%

Manager3%

Executive Managers

1%


101

Female42%

Male58%

Participation by Gender

Gender


102

Participation by Ethnicity and National Origin

No95%

Yes5%

Asian4%

American Indian or

Alaska Native2%

Native Hawaiian or Other Pacific

Islander1%

Black or African

American15%

White78%

Hispanic/Latino

Ethnicity


103

Age

25 years or less5%

26-294%

50-5934%

40-4932%

30-3912%

60 years or more13%

Participation by Age and Career Spent at FDIC

Most of career not at

FDIC41%

Most of career at

FDIC59%

Career Spent at FDIC


104

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]

fdic 2009 all employee survey

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