Inspiring Federal Employee Job Satisfaction Success

A data-informed approach to human-centered leadership

Federal employees play a vital role in our government, delivering essential services to the American people. Their health, safety, and well-being are critical to the successful operation of our government and the satisfaction of our citizens.

In our first blog post, we named the top 10 predictors of federal employee job satisfaction, according to this 2022 Federal Employee Job Satisfaction Report, based on the 2021 Federal Employee Viewpoint Survey results:

In the same post, we dove deep into the first three predictors, and in our last blog piece, we pulled the thread on predictors 4-6. In this iteration, we will look a bit closer at the remaining of the top 10 predictors of federal employee job satisfaction: 7. Support for policies and procedures to protect employee health and safety; 8. Trust and confidence in the supervisor; 9. Employees’ achievement of goals; and 10. Support for work life balance.

Employee health and safety

Employee health and safety is not only a top priority for federal agencies, but also for federal employees. Organizational leaders have a responsibility to provide their employees with a safe (including psychologically) and healthy work environment, including implementing safety protocols, providing training, and providing access to healthcare and other resources.

Organizations can improve employee health and safety by:

• Implementing and communicating comprehensive safety protocols and procedures
• Providing meaningful training and education on safety procedures to all employees
• Inspiring a culture of physical and psychological safety where employees feel comfortable speaking up and out

Trust and confidence in the supervisor

Trust and confidence in the supervisor is another critically important factor in federal employee engagement. Employees who trust and respect their supervisors are more likely to be productive and engaged in their work. Agencies can improve trust and confidence in supervisors by:

• Selecting and promoting supervisors who are fair, honest, and competent
• Providing supervisors with the training and resources they need to be successful
• Holding supervisors accountable for their actions or inactions

Achievement of work goals

Employees who are able to achieve their work goals are more likely to be engaged in their jobs. When employees feel like they are making a difference and contributing to their team’s success, they are more likely to be motivated and productive. Agencies can help employees achieve their professional objectives by:

• Setting clear and achievable goals for employees
• Providing employees with the resources and support they need to achieve their goals
• Recognizing and rewarding employees for achieving their goals
• Creating a culture where employees feel comfortable taking risks and learning from their mistakes

Work-life balance

Employees who have a good work-life balance are more likely to be healthy and happy, which can lead to improved productivity and engagement. Organizations can help employees achieve a good work-life balance by:

• Offering flexible work arrangements, such as telework, flexible schedules, and compressed workweeks
• Encouraging employees to take breaks and vacations
• Creating a culture where employees feel comfortable taking care of themselves and their families

Conclusion

Employee health and safety, trust and confidence in the supervisor, achievement of work goals, and work-life balance are all essential for federal employee engagement and satisfaction. Agencies can improve employee satisfaction by focusing on these areas and creating a positive work environment where employees feel valued and supported.

A life-long learner and mentor, Gerome Q. Banks is a Doctor of Education, Federal talent management strategist, senior government analyst, author, Master Career Coaching Professional, and researcher with nearly 20 years of professional public sector experience, strategic HR experience, and affinity for leader development and federal talent.

In his professional and personal time, Gerome works with federal agencies, nonprofits, and individual federal employment jobseekers to craft government talent management strategy.

Before devoting his work to talent management thought leadership and scholarship at the U.S. Office of Personnel Management, Gerome spent years of his career as a Servicemember, Department of Defense civil servant, and social scientist at The Pennsylvania State University.

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