Research on both private- and public-sector organisations has found that increased levels of engagement -- generally defined as the sense of purpose and commitment employees feel toward their employer and its mission -- can lead to better organisational performance. Employee engagement is particularly important within federal agencies, where employees influence the well-being and safety of the public in myriad ways, such as by conducting advanced scientific research, verifying and administering benefits, or ensuring the safety of our workplaces, airports, and national borders. This book describes trends in employee engagement from 2006 through 2014; identifies practices in improving employee engagement; and evaluates the Office of Personnel Management's (OPM) tools and resources to support employee engagement. The book also examines what engages Federal employees -- that is, what contributes to a heightened connection between Federal employees and their work or their organisation.

This report emphasizes the role that employee engagement plays in improving Federal agency outcomes. A focus on strategies to further engage the Federal work force is critical as agencies attempt to improve their operations within budget constraints, and as they face increasing numbers of retirement-eligible employees in a labor market where there is intense competition for top talent. This report examines what engages Federal employees -- that is, what contributes to a heightened connection between Federal employees and their work or their organization. It explores the extent that different groups of employees are engaged and, more importantly, discusses how employee engagement relates to improved Federal agency outcomes. Illustrations.

With over three decades of experience in public sector HR, Bob Lavigna gives managers the tools they need to leverage the talents of government's most important resource: its people. You know firsthand that your government workers are not underworked, overpaid, or mindless clones just carrying out the morally compromised work that politicians forced through the pipeline. Besides having to daily overcome the persona of being a government employee, your hard-working employees face enormous pressures and challenges every day and are asked to solve some of our country’s toughest problems, including unemployment, security, poverty, and education. To be able to return to their desks daily with the passion and commitment required to accomplish these overwhelming duties will require a manager who knows how to leverage talent, improve performance, and inspire passion within these true servants. In Engaging Government Employees, you will learn: Why a highly engaged staff is 20 percent more productive How to get employees to deliver “discretionary effort” How to assess the level of engagement Why free pizza and Coke every Friday is not a viable strategy Engaging Government Employees rejects the typical one-size-fits-all approach to motivation. Drawing on a wealth of empirical evidence, this indispensable resource shows how America’s largest employer can apply the science of engagement to get team members passionate about the agency’s mission and committed to its success.

Research on both private- and public-sector organizations has found that increased levels of engagement-generally defined as the sense of purpose and commitment employees feel toward their employer and its mission-can lead to better organizational performance. GAO was asked to review recent trends in federal employee engagement and steps OPM and agencies are taking to improve it. Among other things, this report: (1) describes trends in employee engagement from 2006 through 2014, (2) identifies practices in improving employee engagement, and (3) evaluates OPM's tools and resources to support employee engagement. To meet these objectives, GAO analyzed responses to FEVS questions from 2006 through 2014, conducted a regression analysis, and reviewed OPM documents and interviewed OPM and other agency officials.

Focuses on how leaders can drive employee engagement and increase high performance mgmt.; i.e., the actions leaders from first-line supervisors to exec. can take to facilitate the motivation and commitment of their employees. The effort leaders invest in managing their workforce pays off in substantially higher levels of employee engagement and performance. The recommendations it offers for increasing both engagement and performance can be characterized in three words: communication, connection, and courage. These are the foundation of performance mgmt. -- communicating openly and honestly with employees, connecting with them as people to build good working relationships, and demonstrating the courage to address and resolve problems. Illus.