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By: FEDweek StaffWhen employees respond to workplace polls such as the Federal Employee Viewpoint Survey “they expect management to use the information to make positive changes in the organization” but that requires planning of the sort that “often does not occur or, when it does, is frequently not implemented effectively,” the MSPB has said.
An article in a recent publication, comes ahead of the release of the results of this year’s FEVS survey, which returned to its traditional late spring-early summer timing after being pushed off until the fall in the prior two years due to the pandemic. It said that industry research on such surveys identifies three principles of special import in the federal workplace.
* Target interventions at the appropriate organizational level. “Effective action plans are targeted at the appropriate organizational level and address issues responsive to intervention at that level,” it said. For example, issues such as the reputation of the employer “may not benefit much from work group-level interventions. They require organization-wide interventions initiated and coordinated by senior leadership.”
* Set realistic expectations about the time needed for organizational change. Federal agencies should “adopt realistic expectations about the time needed to plan, implement, and measure the effects of interventions,” it said. Change can take years to develop and the one-year period between surveys is “not enough time for the interventions in their plans to have significant effects.”
* Provide sufficient manager training. Managers should be trained in best practices for post-survey action planning and implementation or else they might not follow through on implementation “because of uncertainty and lack of experience with organizational change . . . Some training and expectation-setting about dealing with change for managers’ subordinates may also be appropriate.”
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