Federal Manager's Daily Report

The results showed that in comparison with the prior survey, more of those who left might have been convinced to stay—only 24 percent ruled that out completely, versus 28 percent before.

Among potential changes that might have changed their minds about leaving—again, they weren’t limited to just one—the most commonly cited, by 41 percent, was an increase in pay. Performance awards and retention incentives might have helped convince about a quarter, up by several percentage points in both cases.

Even verbal encouragement based on their value to the organization might have swayed 29 percent, greater engagement from senior leadership 28 percent, better work-life balance 24 percent and increased support in dealing with poor performers 19 percent.

“Notably, there was a 10 percentage point increase in executives who said they would stay if they had increased autonomy in decision making”—31 percent versus 21 percent—it said.

Only 20 percent said they did not expect to work for pay after leaving government; 24 percent were undecided and the rest said they definitely would be working for pay or intend to look for employment. Of that group, 60 percent expected higher pay, 18 percent lower and the rest an equivalent salary.