The ten workplace dimensions the survey examines were developed using statistical techniques that tie together specific survey questions from the Federal Human Capital Survey
in a way that is both meaningful and statistically sound (and these are not always the same).
OPM Federal Human Capital Survey
responses and the fall 2005 follow-up focus group discussions suggests that information from OPM leadership does not cascade effectively throughout the organization and that many employees do not feel senior leaders generate a high level of motivation and commitment in the workforce.
In the 2002 Federal Human Capital Survey, only 39 percent of federal employees agreed that their organization "is able to recruit people with the rights skills." Indeed, too few of the most promising potential employees choose to even consider federal service as an attractive option.
Starting with data collected in the US Office of Personnel Management's (OPM's) 2002 Federal Human Capital Survey (FHCS), the Partnership and ISPPI created a general measure of overall employee satisfaction, called the Best Places to Work Index.
The lack of leadership skills in the federal sector became further apparent when OPM's 2002 Federal Human Capital Survey
The findings of the 2002 Federal Human Capital Survey (FHCS), administered to 100,000 federal employees in 24 major agencies (and discussed in the Summer 2003 issue of The Public Manager), found no statistically significant difference between men and women on questions regarding feelings of personal job satisfaction and liking one's work.
Federal Human Capital Survey. US Office of Personnel Management.
SBA took some actions to address its low employee morale, which had declined significantly following the centralization efforts, as shown in the 2004 and 2006 Federal Human Capital Surveys
. SBA's 2007 survey results suggest that these recent actions, such as improving communication and training, have had a positive impact on employees.