1. 2009 Annual Employee Survey U.S. Department of Housing and Urban Development December 29,2009 (updated January 8, 2010)

2. Annual Employee Survey (AES) Background Goals Collect data on HUD employees’ perceptions about how effectively the Department is managing its workforce. Give senior managers critical information to answer the question: What can I do to make my agency work better? Timing The 2009 survey was available online from September 8 – 30, 2009 Questionnaire Content 6 demographic questions 40 items related to employee satisfaction 9 new items related to job training Sample 9,608 surveys were sent to employees of which 5,212 were returned for a 54% response rate. All employees were free to participate. There was a 10% increase in response rate from the Federal Human Capital Survey that was conducted in 2008 2

3. HUD Strengths and Weaknesses HUD employees enjoy the work that they do and find value in the Department’s priorities, however employees feel performance is not rewarded properly. Statements/questions with the most positive responses : The work I do is important. – 82% positive net score I know how my work relates to the agency’s goals and priorities. – 77% positive net score I like the kind of work I do. – 70% positive net score 3 Statements/questions with the most negative responses: Pay raises depend on how well employees perform their jobs. – 25% negative net score In my work unit, steps are taken to deal with a poor performer who cannot or will not improve. – 21% negative net score How satisfied are you with your opportunity to get a better job in your organization? – 9% negative net score Note: Percentages are displayed as net scores and reflect the difference between positive and negative responses

4. Changes at HUD Since 2008 HUD saw improvements in statements related to the areas of Performance Management and Leadership. Largest improvement from 2008: In my work unit, differences in performance are recognized in a meaningful way. – 11% increase I have a high level of respect for my organization's senior leaders. – 5% increase Creativity and innovation are rewarded. – 3% increase In my organization, leaders generate high levels of motivation and commitment in the workforce. – 3% increase 4 Note: Improvements are based on largest increases between 2009 and 2008 net scores (the difference between positive and negative responses)

5. Changes at HUD (cont.) HUD shows a negative trend in multiple areas when compared to the 2008 Federal Human Capital Survey (FHCS). 5 Specific Areas of Concern: Job Satisfaction o How satisfied are you with your involvement in decisions that affect your work? – 17% decrease Recruitment, Development and Retention o The workforce has the job-relevant knowledge and skills necessary to accomplish organizational goals. – 12% decrease Performance Culture o Managers/supervisors/team leaders work well with employees of different backgrounds. – 10% decrease Leadership o Managers review and evaluate the organization's progress toward meeting its goals and objectives. – 14% decrease o My organization has prepared employees for potential security threats. – 12% decrease o Managers communicate the goals and priorities of the organization – 10% decrease. Note: Specific areas of concern are based on largest decreases between 2009 and 2008 net scores (the difference between positive and negative responses)

6. 2009 Annual Employee Survey Appendix U.S. Department of Housing and Urban Development December 29,2009 (updated January 8, 2010)

7. Personal Work Experience In 2009, HUD expressed increase negative feelings towards their personal work experience. 7

8. Recruitment, Development and Retention HUD employees felt strongly that the workforce does not have the full knowledge and skills needed to accomplish their work. 8

9. Recruitment, Development and Retention (cont.) Physical conditions of HUD offices have been noted as another barrier that prevents HUD employees from performing at their best. 9

10. Performance Culture In the last year, HUD has improved its ability to recognize performance in a meaningful manner. 10

11. Performance Culture (cont.) Survey results indicate that leaders have room for improvement in working with a diverse workforce. 11

12. Leadership Since 2008 HUD employees respect for senior leaders has grown. However, HUD needs to improve how it tracks and communicates its progress toward meeting its goals. 12

13. Leadership (cont.) Employees felt that communication of goals and priorities was not as clear as in the prior year. Additionally, employees did not feel as well prepared for potential security threats. 13

14. Job Satisfaction HUD employees feel less satisfied in 2009 with their involvement in decisions that affect their work. 14

15. Job Satisfaction (cont.) Overall most HUD employees continue to feel satisfied with their job and pay. 15

16. Training Satisfaction Most program areas had more employees respond negatively regarding their training satisfaction than employees that had positive feelings. 16 Note: Not Applicable responses were eliminated from the sample and percentages were re-calculated

17. Training Satisfaction (cont.) In 2009, HUD employees had a better experience with informal training than with more formalized training programs. 17 Note: Not Applicable responses were eliminated from the sample and percentages were re-calculated