United StateS Office Of PerSOnnel ManageMent
2017
SES Exit Report
OPM.GOV JULY 2017
Table of Contents
Execuve Summary 1
Key ndings 1
Background 2
Data Sources and Response Rate 2
Analysis 3
SES Separaons Trends 4
Who parcipated? 4
Why are they leaving? 5
Where are they going? 5
Work Intenons and Pay 7
SES Retenon Consideraons 8
Stay Factors 8
Factors Inuencing Decisions to Leave 10
Succession Management 13
Performance Management 13
Execuve Percepons of Senior Execuve Service and Agency 13
Ranking the Execuve Core Qualicaons 13
Execuves Recommend the SES 15
Execuves Recommend Their Agency 15
Conclusion 16
Appendices 17
Appendix 1: Figure Descripons and Data 18
Appendix 2: Governmentwide SES Exit Survey Results, Year-Over-Year Comparison 22
Appendix 3: Parcipaon by Agency 29
Appendix 4: Execuve Core Qualicaons and Competencies 31
Appendix 5: SES Onboarding Survey Instrument 33
List of Tables
Table 1. Parcipant Demographics 4
Table 2. Organizaons for Which Deparng SES Intend to Work 6
Table 3. Summary of Open Ended Responses – Reasons “Nothing Would Have Encouraged Them to Stay” 8
Table 4. Deparng SES Performance Rangs 13
Table 5. Deparng SES Rankings of Execuve Core Qualicaons (ECQs) 14
Table 6. Open Comment Themes: Percepons of the Senior Execuve Service 15
Table 7. Open Comment Themes: Percepons of the Agency 15
Table 8. Summary – Aspects deparng SES liked most about their agencies 16
List of Figures
Figure 1. Circumstances Under Which SES are Leaving 5
Figure 2. SES Intenons to Work for Pay 5
Figure 3. Changes in SES Work Schedule and Salary Expectaons Over Time 7
Figure 4. Comparison of Stay Factors By Rerement Status 9
Figure 5. Comparison of Reasons for Leaving Categories by Rerement Status 10
Figure 6. Comparison of Reasons for Leaving by Rerement Status 11
Figure 7. SES Succession Planning Eorts 13
Percepons of the Senior Execuve Service 15
Percepons of the Agency 15
Executive Summary
In April 2013, the U.S. Oce of Personnel Management (OPM) issued a new exit survey for standard distribuon by all
agencies across the Federal Government to deparng members of the Senior Execuve Service (SES). The SES Exit Survey
is designed to capture valuable informaon regarding the circumstances under which senior execuves leave the Federal
Government and oer an opportunity for execuves to provide candid feedback about their work experiences. The
data presented are intended to support agency and Governmentwide recruitment, engagement, retenon, and succes-
sion planning eorts for current and future execuves. This Governmentwide report focuses on the analysis of survey
responses collected from August 2015 to July 2016, as well as trend data from previous SES Exit reports.
Key ndings
• Rerement connues to be the most common reason SES are leaving their agencies. As in previous years, the
majority of SES indicated they were leaving their agency due to rerement (61 percent).
• Execuves are leaving with intent to connue working, in many cases for higher pay; an increasing number intend to
work without any reducon in pay. A cross-year survey comparison of work schedule and salary expectaons from
Year 1 (2013-14) to Year 3 (2015-16) highlighted that an increasing percentage of deparng SES intended to connue
to work full-me without taking a cut in pay. And while the percentage of deparng SES seeking an increase in pay
has remained relavely stable between Year 1 and Year 3, the percentage expecng their pay to decrease has dimin-
ished by 8 percentage points.
• Agencies can inuence whether or not an execuve stays in the organizaon; however, factors may vary based on
rerement eligibility status. Many execuves who intend to keep working indicated they would stay for increased pay
(39 percent), change in dues or responsibilies (28 percent), increased autonomy (27 percent), and beer work-
life balance (22 percent). Fewer rerement eligible execuves indicated they would stay for these same factors. In
addion, execuves who leave their agencies to pursue opportunies that do not include rerement were more
likely to indicate that the lack of advancement opportunies and recognion contributed greatly or very greatly to
their decisions to leave (48 percent vs 34 percent), while execuves who rered were more likely to aribute exit
decisions to personal reasons (63 percent vs 54 percent).
• Work environment issues connue to be the highest contribung factors in an execuve’s decision to leave. Overall,
work environment issues such as the “polical environment” (42 percent), “organizaonal culture” (42 percent), and
“senior leadership” (40 percent) contributed the most to execuves’ decisions to their leaving the agency.
• Formal succession planning is not the norm for senior-level roles. A majority of deparng SES (61 percent) said their
agencies had no formal succession planning eorts for execuves, and more than half (56 percent) said their agency
made no eorts to involve them in preparing their successor.
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2017 SES Exit Report
Background
OPM, in partnership with other agencies, designed the SES Exit Survey to capture valuable informaon regarding the
circumstances under which senior execuves leave the Federal Government and oer an opportunity for execuves
to provide candid feedback about their work experiences and their perspecves of their agencies. The informaon
will enable Federal agencies to have increased awareness of their execuves’ work environments and to inform their
connued eorts to successfully recruit, manage, and retain their senior leadership workforce. Specically, this report
provides insight on:
• SES separaons trends
• Stay factors
• Factors inuencing decisions to leave
• Succession management
• Performance management
• Compensaon
• Execuve percepons of the Senior Execuve Service and agency
Methodology
Data Sources and Response Rate
Data for the OPM SES Exit Survey were gathered via an online survey (see Appendix 5 for the SES Exit Survey). Each
agency appoints an agency-wide Point of Contact (POC) who is responsible for distribung the common survey link to
deparng execuves. The survey link is available on an ongoing basis for an indenite period of me.
This Governmentwide report focuses on the analysis of survey responses collected from August 2015 to July 2016, as
well as trend data from the previous reports, covering April 2013 to July 2014 and August 2014 to July 2015. Year-to-year
comparisons of results are available in Appendix 2.
A total of 212 members of the SES who were in the process of leaving their agencies responded to the survey. The
response rate is dicult to calculate because OPM does not directly distribute the individual surveys to deparng exec-
uves. OPM conservavely calculated a response rate of 21 percent.
1
Since it may not be possible for every member
of the SES who leaves an agency to receive the survey link, the actual response rate is expected to be higher than the
approximated response rate provided in this report.
2
Collection Period
August 2015 - July 2016
21%
Response Rate
Number of Participants
212
1 The response rate calculaon relies on agencies to voluntarily submit data on the number of SES who le the organiza-
on and the number of SES who were provided the Exit Survey link between August 2015 and July 2016. Any data that is
not collected through the data call is lled in using EHRI separaons data which covers the me period of the report.
2017 SES Exit Report
Analysis
Most of the data collected through the SES Exit Survey consisted of categorical informaon. OPM used common sta-
scal methods such as frequencies, percentages, and cross-tabulaons to analyze these survey items. In some cases,
results from previous surveys were used to assess changes over me. Addionally, as described below, OPM grouped
some response categories to simplify presentaons.
Agreement Items: These items requested the respondent to choose an answer on an “agreement” scale comprised of
the following opons: “Strongly Agree”; “Agree”; “Neither Agree nor Disagree”; “Disagree”; and “Strongly Disagree.” The
results were then grouped into the categories displayed in the table below.
Response Opon Grouped Category
Strongly Agree
Posive
Agree
Neither Agree nor Disagree Neutral
Disagree
Negave
Strongly Disagree
Extent Items: These items asked the respondent to choose an answer on an “extent” scale comprised of the following
opons: “Not at all”; “To a Small Extent”; “To a Moderate Extent”; “To a Great Extent”; and “To a Very Great Extent.”
The results were then further grouped into the categories displayed in the table below. Graphs in this report reect the
grouped “To a Great Extent/To a Very Great Extent” category.
Response Opon Grouped Category
Not at all
Not at all/To a Small Extent
To a Small Extent
To a Moderate Extent To a Moderate Extent
To a Great Extent
To a Great Extent/To a Very Great Extent
To a Very Great Extent
The SES Exit survey also included open-ended quesons which gave SES the opportunity to provide candid feedback
about their experiences. OPM analyzed open-ended survey responses using a systemac coding scheme to idenfy
themes.
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2017 SES Exit Report
SES Separations Trends
Who participated?
A total of 212 members of the SES who were in the process of leaving their agencies responded to the survey.
Respondents represented 23 agencies (see Appendix 3 for parcipaon by agency). Parcipants tended to be older
than 50 (79 percent), were career SES (95 percent), and a majority of the respondents indicated their race as White
(79 percent). The majority of parcipants were appointed to their senior posions from a Federal service posion
(81 percent), and almost half had worked in the agency from which they were separang for more than 20 years (49
percent). Parcipant demographics are further summarized in Table 1.
Table 1. Parcipant Demographics
Demographic Category
Percentage
Demographic Category
Percentage
Age (N=210) Agency tenure (N=208)
Under 30 1% Less than one year 4%
30-39 3% 1-3 years 12%
40-49 17% 4-5 years 9%
50-59 17% 6-10 years 15%
60 or older 39% 11-20 years 11%
More than 20 years 49%
Demographic Category
Percentage
Demographic Category
Percentage
Race/Ethnicity* (N=201) Appointment type (N=209)
American Indian or
Alaska Nave
2% Career 95%
Asian 3% Non-Career 4%
Black or African
American
17% Limited Term 1%
Nave Hawaiian or
Other Pacic Islander
1% Limited Emergency 0%
White 79%
Hispanic/Lano 10%
Demographic Category
Percentage
Demographic Category
Percentage
Years in Senior
Execuve Service
(N=186)
Appointed from… (N=197)
Less than one year 10% Federal service posion 81%
1-3 years 18% Private sector 7%
4-5 years 21% State/local government 2%
6-10 years 30% Military service 4%
11-20 years 17% Academia 1%
More than 20 years 5% Reinstatement 1%
Other 7%
*Respondents were able to select mulple categories
2017 SES Exit Report
4
Why are they leaving?
Shown in Figure 1, the majority of the execuves indicated they were leaving to rere (61 percent), and almost all were
doing so voluntarily (98 percent). These percentages have remained relavely stable across all three years of the SES Exit
Survey (see Appendix 2 for year-over-year comparisons).
Where are they going?
More deparng execuves reported they are leaving the workforce permanently than in previous years. The number of
members of the SES who indicated they would not be working for pay (31 percent) was higher this year than in previous
administraons of the survey (27 percent in 2013-14 and 20 percent in 2014-15). In contrast, 30 percent of the members
of the SES deparng this year indicated they would be working for pay aer leaving their agencies; 15 percent intended
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2017 SES Exit Report
* Percentages are rounded and
may not add to 100%
to look for work in the near future; and 24 percent were undecided (see Figure 2).
The execuves who intend to work in the future responded they are unlikely to pursue Federal employment, even
though a large poron (69 percent) indicated they would be willing to work for their agencies in the future either full-
me (26 percent) or part-me (20 percent). Thirty-ve percent indicated they planned to work for the private sector (not
Government contractors), 14 percent planned to work for themselves, and 14 percent planned to work in the not-for-
prot sector (see Table 2).
Table 2
Organizaons for Which Deparng SES Intend to
Work
Percentage of
Deparng SES
Private company, not a Government contractor 35%
Non-prot organizaon 14%
Self-employed 14%
Government contractor 7%
Not sure* 7%
State or local government 6%
Academia* 6%
Another Federal agency* 3%
Military* 1%
Work as a reemployed annuitant for a Federal
agency
1%
Other 6%
N=72; only includes those who indicated they would be working or
would be looking for work
*Percentages were calculated from an analysis of wrien “Other”
responses
2017 SES Exit Report
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Work Intentions and Pay
Over half of the deparng execuves indicated they would be working for increased pay (57 percent), and, in comparison
to previous years, more deparng execuves intend to work full-me (81 percent this year vs 71 percent in 2014-15)
without decreasing their salary ( 18 percent this year vs 26 percent in 2014-15). Figure 3 shows a cross-year compar-
ison of work schedule and salary expectaons among deparng members of the SES who intended to seek work. While
the percentage of deparng members of the SES seeking an increase in pay through other opportunies has remained
relavely stable from 2013-14 to 2015-16 (over half), those expecng their pay to stay the same has increased by 10
percentage points, and those expecng a decrease has declined by 8 percentage points.
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2017 SES Exit Report
SES Retention Considerations
Federal agencies connue to have opportunies to beer understand and nd ways to retain their senior execuves.
As noted above, a majority of the deparng senior execuves indicated they were considering or denitely planning to
work; only one-third denively indicated they were not seeking employment (Figure 1). Agencies have less opportunity
to persuade rering members of the SES to stay. Literature on organizaonal withdrawal oen considers separaons due
to rerement disnct from other types of voluntary turnover
2
-- rerees want to reduce their commitment to employ-
ment in general, and place more emphasis on other life roles.
3
However, the other execuves (non-rerees) are leaving
with the intent to connue working, and it would benet agencies to explore ways to retain those employees.
Stay Factors
As agencies explore ways to retain the members of the SES who intend to work aer leaving, they should consider stay
factors that are rated highly. Stay factors represent hypothecal changes in work-related circumstances that, if oered,
might encourage an execuve to stay in their current role. Overall, “increase in pay” was the most frequently endorsed
stay factor (34 percent). Non-rerees indicated “change in dues or responsibilies” (28 percent), “increased autonomy”
(27 percent), and “beer work-life balance” (22 percent) as important stay factors. Rerees indicated “retenon incen-
ves” (25 percent) and “verbal encouragement to stay based on value to the organizaon” (22 percent) as top reasons
they would have stayed. Considering that almost three-fourths of deparng SES (71 percent) said no eorts were made
to encourage them to stay, agencies should not underesmate the value of stay interviews as a rst step in the process of
retaining top execuve talent. See Figure 4 for addional comparison results.
However, agencies should not get frustrated if their eorts are not enrely successful because thirty-two percent of
deparng SES indicated that nothing would have encouraged them to stay, a higher percentage than the previous two
years of the survey. Among members of the SES who selected this response opon, 69 percent were rering, 8 percent
were resigning, 15 percent were transferring to another agency, and 3 percent were accepng a non-SES posion within
another Federal agency. These deparng execuves were also provided the opportunity to explain their answer, and a
summary of response themes can be found in Table 3.
Table 3
Summary of Open Ended Responses –
Reasons SES Said “Nothing Would Have
Encouraged Them to Stay”
Number of
Comments
Ready to rere 23
Pursuing other career interests 11
Work environment issues 4
Personal reasons 3
Poor leadership 3
Disrespecul treatment 2
Beer compensaon 2
2 See, for example:
Cho, Y. J. and Lewis, G. B. 2012. “Turnover Intenon and Turnover Behavior: Implicaons for
Retaining Federal Employees.” Review of Public Personnel Administraon, 32: 4-23.
Partnership for Public Service & Booz Allen Hamilton. (2010). Beneath the Surface: Understanding Arion at Your Agency
and Why It Maers. Washington, DC: Partnership for Public Service
3 Schmidt, J. and Lee, K. 2008. “Voluntary Rerement and Organizaonal Turnover Intenons: The Dierenal
Associaons with Work and Non-Work Commitment Constructs.” Journal of Business and Psychology, 22: 297-309
2017 SES Exit Report
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2017 SES Exit Report
Figure 4. Stay Factor Comparisons By Rerement Status
*Parcipants were able to select mulple responses
Factors Inuencing Decisions to Leave
Work environment issues (e.g., polical environment, organizaonal culture, senior leadership, lack of autonomy)
connue to be the most inuenal reasons for leaving. Deparng execuves rated the extent to which various elements
contributed to their reasons for leaving their agency, and regardless of rerement status, a majority of execuves indi-
cated at least one work environment element contributed to their decision to leave “to a great extent” or “to a very
great extent” (see Figure 5). Other reasons for leaving tended to vary based on rerement status. Execuves indicang
they were going to connue to work (non-rerees) were generally more likely to rate advancement and recognion (48
percent vs 34 percent), and execuves who intended not to work (rerees) generally rated personal reasons (63 percent
vs 52 percent) as important factors.
34%
62%
42%
63%
30%
48%
65%
41%
52%
37%
Advancement and
Recognition
Work Environment Work-Life Balance Personal Reasons Compensation and
Benefits
Figure 5. Comparison of Reasons for Leaving Categories by
Retirement Status
Retiree Non-Retiree
The results reinforce the importance of engaging in open and candid conversaons with deparng execuves, as SES in
dierent career stages appear to be leaving for dierent reasons. Figure 6 provides a more detailed comparison of the
factors that had the most impact on the two deparng SES subgroups. The largest percentage point gaps were observed
for the following reasons: “desire to live life without work commitments” (rerees – 41 percent, non-rerees – 1
percent), “more aracve job oer elsewhere” (non-rerees – 50 percent, rerees – 13 percent), “lack of opportunies
for development” (non-rerees – 36 percent, rerees – 10 percent), and “desire to leave the workforce” (rerees – 22
percent, non-rerees – 1 percent).
2017 SES Exit Report
10
Figure 6. Comparison of Reasons for Leaving by Rerement Status
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2017 SES Exit Report
Work Environment
40%
38%
38%
27%
18%
13%
8%
2%
46%
49%
44%
39%
31%
21%
14%
11%
Political environment
Organizational culture
Senior leadership
Lack of autonomy
Relationship with supervisor
Job duties/responsibilities
Supervisory duties
Relationship with colleagues
Retirees
Non-Retirees
Retirees
Retirees
Retirees
Retirees
Non-Retirees
Retirees
Retirees
Retirees Non-Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Advancement and Recognition
30%
18%
10%
6%
36%
21%
36%
26%
Retirees
Retirees
Retirees
Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Lack of recognition for
accomplishments
Performance evaluations
Lack of opportunities for
development
Lack of opportunities for
advancement
Figure 6 (connued)
2017 SES Exit Report
12
Personal Reasons
41%
22%
15%
13%
13%
11%
2%
1%
1%
6%
50%
7%
3%
6%
Retirees
Retirees
Retirees
Retirees
Retirees
Retirees
Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Desire to enjoy life without
work commitments
Desire to leave the workforce
More attractive job offer
elsewhere
Personal health reasons
Relocation
Care for family member
Desire to pursue education
Work-Life Balance
29%
17%
14%
13%
7%
5%
27%
14%
8%
16%
9%
10%
Non-Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Retirees
Retirees
Retirees
Retirees
Retirees
Retirees
Job stress
Workload
Long work hours
Commute
Work hours not flexible
Geographic assignment
Compensation/Benefits
23%
20%
7%
27%
27%
4%
Retirees
Retirees
Retirees
Non-Retirees
Non-Retirees
Non-Retirees
Unsatisfactory benefits
Insufficient pay
Lack of awards
Succession Management
A majority of deparng SES indicated their agencies have no formal succession planning eorts for execuves (61
percent), and over half of deparng members of the SES (56 percent) said their agencies made no eorts to involve them
in preparing their successors (see Figure 7). Results for these items have been relavely stable across survey admin-
istraons (see Appendix 2). Succession management is crical to mission success and creates an eecve process for
recognizing, developing, and retaining top leadership talent. Agencies are required to develop a comprehensive man-
agement succession program to ll agency supervisory and managerial posions (5 CFR 412.101). The exit survey results
indicate agencies should focus eorts to ensure smooth transions in leadership.
61%
Had no formal succession planning efforts
for executives
56%
Made no efforts to involve them in
preparing their sucessor
Figure 7. SES Succession Planning Efforts
Departing SES reported that their agencies...
Performance Management
Execuve performance is evaluated on a pay-for-performance system where senior execuves are rated each year on
a combinaon of demonstrated leadership through the ve Execuve Core Qualicaons (ECQs) as well as measur-
able results. A majority of execuves (79 percent) indicated they were rated either “Outstanding” or “Exceeds Fully
Successful” on their most recent performance appraisal (see Table 4).
Table 4
Deparng SES Performance Rangs
Percentage of
Deparng SES
Outstanding
46%
Exceeds Fully Successful
33%
Fully Successful
16%
Minimally Sasfactory
0%
Unsasfactory 0%
I did not receive a performance rang
5%
I prefer not to respond -
Executive Perceptions of Senior Executive Service and Agency
In addion to capturing deparng execuves’ separaon movaons and employment intenons, the Exit Survey
provides members of the SES an opportunity to share their percepons of general aspects of their employment
experiences.
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2017 SES Exit Report
Ranking the Executive Core Qualications
The Execuve Core Qualicaons (ECQs) are leadership skills designated by OPM to evaluate individuals for entrance
into the SES and to evaluate their performance. A chart summarizing each ECQ and its competencies can be found in
Appendix 4. The survey asked execuves to rank the ECQs in order of importance to achieve success in their posion (5
= most important for success, 1 = least important for success). Table 5 shows that Leading People received the highest
average ranking of the ve ECQs, with an average ranking of 3.93. These rangs have remained stable across each itera-
on of the survey.
Table 5. Deparng SES Rankings of Execuve Core Qualicaons (ECQs)
Execuve Core
Qualicaon (ECQ)
Average
Ranking ECQ Descripon
Leading People (1) 3.93 This core qualicaon involves the ability to lead people
toward meeng the organizaon’s vision, mission and
goals. Inherent in this ECQ is the ability to provide
an inclusive workplace that fosters the development
of others, facilitates cooperaon and teamwork and
supports construcve resoluon of conicts
Results Driven (2) 3.26 This core qualicaon involves the ability to meet organi-
zaonal goals and customer expectaons. Inherent in this
ECQ is the ability to make decisions that produce high-
quality results by applying technical knowledge, analyzing
problems and calculang risks.
Leading Change (3) 3.12 This core qualicaon involves the ability to bring about
strategic change, both within and outside the organiza-
on, to meet organizaonal goals. Inherent in this ECQ
is the ability to establish an organizaonal vision and to
implement it in a connuously changing environment.
Building Coalions (4) 2.62 This core qualicaon involves the ability to build coa-
lions internally and with other Federal agencies, State
and local governments, nonprot and private sector
organizaons, foreign governments, or internaonal orga-
nizaons to achieve common goals.
Business Acumen (5) 2.08 This core qualicaon involves the ability to manage
human, nancial and informaon resources strategically.
2017 SES Exit Report
14
Executives Recommend the SES
A majority of deparng members of the SES recommend employment in the SES (63 percent) (see graph below).
Deparng execuves were given an opportunity to explain their opinions, and a sample of posive, neutral, and negave
themes are provided in Table 6.
Percepons of the Senior Execuve Service
Positive, 63%
Neutral,
11%
Negative, 26%
Table 6. Open Comment Themes
Posive Comment Themes Neutral Comment Themes Negave Comment Themes
Rewarding job
Rewarding, but under
compensated
Toxic polical environment
Opportunity to make a dierence Has pros and cons
Insucient pay for workload/
responsibilies
An honor to serve Challenging and not for everyone Unsupporve environment
Impacul work Too bureaucrac
Executives Recommend Their Agency
A majority of deparng members of the SES would recommend their agency as a good place to work (63 percent).
Deparng members of the SES were given an opportunity to explain their opinions, and a sample of posive, neutral,
and negave themes are provided in Table 7.
Percepons of the Agency
Positive, 63%
Neutral, 24%
Negative,
13%
Table 7. Open Comment Themes
Posive Comment Themes Neutral Comment Themes Negave Comment Themes
Important/worthwhile mission
Growing tensions between career
and polical appointees
Too polical
Dedicated employees Good agency, limited resources Unfair treatment
Great place to work Lack of respect for SES
Rewarding work Poor organizaonal culture
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2017 SES Exit Report
Deparng members of the SES were also given the opportunity to describe what they liked best about working at their
agency. Responses are summarized in Table 8.
Table 8
Summary – Aspects deparng SES liked
most about their agencies
Number of
comments
Mission 43
The employees 36
Posive impact of work 19
Colleagues 14
The work itself 12
Team-oriented environment 6
Supporve leadership 5
Sense of organizaonal commitment 4
Autonomy 3
Open communicaon 2
Work exibility 2
Geographically dispersed workforce 1
Execuve training 1
Agency size 1
Variety of work 1
Work-life balance 1
Opportunity to learn 1
Availability of resources 1
Conclusion
With SES rerement rates remaining high and steady, it is imperave for agencies to understand what they can do
to engage and retain top-performing execuves, while migang factors that cause execuves to leave the Federal
Government.
2017 SES Exit Report
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Appendices
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2017 SES Exit Report
Appendix 1: Figure Descriptions and Data
Figure 1. Circumstances Under which SES are Leaving
Rerement was the most commonly cited reason for SES departure
Reason for Leaving 2013-14 2014-15 2015-16
Rering 59% 56% 61%
Resigning 11% 17% 10%
Transferring to another
Federal agency
12% 16% 18%
Accepng non-SES posion
within a Federal agency
2% 5% 4%
Leaving involuntarily 1% 1% 1%
Other 14% 6% 5%
N = 2 1 7 N=224 N=210
Figure 2. SES Intenons to Work for Pay
A majority of deparng SES were considering working for pay aer leaving their agencies
Will you be working for pay aer you leave your agency? Percentage
Yes 30%
No, but I intend to look for employment in the near future 15%
No 31%
Undecided 24%
Figure 3. Changes in SES Work Schedule and Salary Expectaons Over Time
More deparng SES intend to work full-me without taking a cut in pay
Year
Work
Schedule Percentage
2013-14 Full-me 71%
Part-me 29%
2015-16 Full-me 81%
Part-me 19%
Year Salary Change Percentage
2013-14 Increase 59%
Stay the same 15%
Decrease 26%
2015-16 Increase 57%
Stay the same 25%
Decrease 18%
2017 SES Exit Report
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Figure 4. Stay Factor Comparisons By Rerement Status
Category Stay Factors
Percentage of
Rerees
Percentage of
Non-Rerees
Compensaon Benets Increase in Pay 28% 39%
Performance/Other award 18% 20%
Retenon Incenve 25% 15%
Dual compensaon waiver
(If rering)
10%
Student loan repayment 1% 5%
Benets 1% 5%
Increased Authority/
Support
Greater engagement from
senior leadership
17% 19%
High level posion 6% 20%
Greater scope of
responsibility
2% 15%
Increased autonomy 19% 27%
Increased delegaon 6% 14%
Increased funding/
resources
12% 19%
Increased support dealing
w/ poor performers
8% 15%
Verbal encouragement to
stay
22% 20%
Work-Life Balance Relocaon 13% 14%
Increased telework
opportunity
10% 3%
Flexible/part-me schedule 14% 4%
Change in dues/
responsibilies
10% 28%
More comprehensive
eldercare
2% 1%
Beer work-life balance 14% 22%
Developmental
Opportunies
Mobility assignment 4% 5%
Sabbacal 10% 4%
Coaching 1% 3%
Execuve development
training
5% 1%
Reassignment to new job w/
in agency
10% 15%
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2017 SES Exit Report
Figure 5. Comparison of Reasons for Leaving Categories by Rerement Status
Category
Percentage of
Rerees
Percentage of
Non-Rerees
Work Environment 62% 65%
Advancement and Recognion 34% 48%
Personal Reasons 63% 52%
Work-Life Balance 42% 41%
Compensaon and Benets 30% 37%
Figure 6. Comparison of Reasons for Leaving by Rerement Status
Category Reason for Leaving
Percentage of
Rerees
Percentage of
Non-Rerees
Work environment Polical environment 40% 46%
Organizaonal culture 38% 49%
Senior leadership 38% 44%
Lack of autonomy 27% 39%
Relaonship w/ supervisor 18% 31%
Job dues/responsibilies 13% 21%
Supervisory dues 8% 14%
Relaonship w/ colleagues 2% 11%
Advancement/recognion Lack of rec for accomplishments 30% 36%
Performance evaluaons 18% 21%
Lack of opportunies for
advancement
10% 36%
Lack of opportunies for
development
6% 26%
Personal reasons Desire to enjoy life without work
commitments
41% 1%
Desire to leave workforce 22% 1%
Personal reasons health 15% 6%
More aracve job oer elsewhere 13% 50%
Relocaon 13% 7%
Care for family member 11% 3%
Desire to pursue educaon 2% 6%
W-L Balance Job stress 29% 27%
Workload 17% 14%
Long work hours 14% 8%
Commute 13% 16%
Work hours not exible 7% 9%
Geographic assignment 5% 10%
Compensaon/Benets Lack of awards 23% 27%
Insucient pay 20% 27%
Unsasfactory benets 7% 4%
2017 SES Exit Report
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Figure 7. SES Succession Planning Eorts
Deparng SES reported that...
Their agency had formal succession
planning eorts for execuves Percentage
No 61%
Yes 39%
They were involved in preparing their
successor Percentage
No 56%
Yes 44%
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2017 SES Exit Report
Appendix 2: Governmentwide SES Exit Survey Results, Year-Over-Year Comparison
Which of the following best describes the circumstances under which
you are leaving your agency?
2013-
2014
2014-
2015
2015-
2016
I am rering 59% 56% 61%
I am resigning 11% 17% 10%
I am transferring to another Federal agency 12% 16% 18%
I am accepng a non-SES posion within a Federal agency 2% 5% 4%
I am leaving involuntarily 1% 1% 1%
Other 14% 6% 5%
N = 2 1 7 N=224 N=210
I am rering:
2013-
2014
2014-
2015
2015-
2016
Voluntarily 97% 93% 98%
Involuntarily (Mandatory Rerement) 2% 5% 1%
Involuntarily for reasons other than Mandatory Rerement 2% 2% 2%
N = 1 2 8 N=120 N=129
Will you be working for pay aer you leave your agency?
2013-
2014
2014-
2015
2015-
2016
Yes 35% 37% 30%
No, but I intend to look for employment in the near future 14% 19% 15%
No 27% 20% 31%
Undecided 24% 24% 24%
N = 1 6 9 N=160 N=158
Which of the following best describes the type of organizaon you will
be working for aer you leave your agency:
2013-
2014
2014-
2015
2015-
2016
Government contractor 10% 14% 7%
Private company, not a Government contractor 33% 33% 35%
Self-employed 21% 13% 14%
State or local government 6% 8% 6%
Non-prot organizaon 16% 11% 14%
Work as a reemployed annuitant for a Federal agency 5% 2% 1%
Other 9% 20% 24%
N = 8 1 N=86 N=72
Will you be working full-me or part-me?
2013-
2014
2014-
2015
2015-
2016
Full-Time 71% 78% 81%
Part-Time 29% 22% 19%
N = 1 1 1 N = 1 2 5 N=118
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Will your compensaon increase, decrease, or stay the same?
2013-
2014
2014-
2015
2015-
2016
Increase 59% 60% 57%
Decrease 26% 18% 18%
Stay the same 15% 23% 25%
N = 1 1 0 N=124 N=117
If possible, would you work for this agency in the future as an employee
or contractor?
2013-
2014
2014-
2015
2015-
2016
Yes, part-me 19% 17% 20%
Yes, full-me 21% 29% 26%
Yes, for a short-term assignment 26% 17% 23%
No 35% 38% 32%
N = 1 6 8 N=162 N=209
Does your agency have any formal succession planning eorts for execu-
ves? (e.g., interviews/debriefs that took place prior to your departure
to ensure smooth transion of your dues)
2013-
2014
2014-
2015
2015-
2016
Yes 40% 28% 39%
No 60% 72% 61%
N = 1 5 8 N=146 N=195
Have there been—or were there prior to your leaving—any eorts made
to involve you in preparing for your successor?
2013-
2014
2014-
2015
2015-
2016
Yes 53% 46% 44%
No 47% 54% 56%
N = 1 6 2 N=144 N=201
Was any eort made to encourage you to stay?
2013-
2014
2014-
2015
2015-
2016
Yes 30% 29% 29%
No 67% 69% 67%
No, I was asked or encouraged to leave 3% 4% 4%
N = 1 9 5 N=191 N=204
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2017 SES Exit Report
Stay Factor Categories
Stay Factors
2013-
2014
2014-
2015
2015-
2016
Compensaon/Benets Increase in Pay 37% 41% 34%
Performance/Other award 24% 26% 19%
Retenon Incenve 20% 23% 22%
Dual compensaon waiver (if rering) 10% 6% 7%
Student loan repayment 2% 3% 3%
Benets 5% 4% 3%
Increased Authority/Support Greater engagement from senior
leadership
22% 28% 18%
High level posion 12% 14% 12%
Greater scope of responsibility 12% 16% 7%
Increased autonomy in decision making 21% 31% 23%
Increased delegaon of authority 14% 20% 9%
Increased funding/resources 17% 16% 15%
Increased support dealing with poor
performers
10% 19% 11%
Verbal encouragement to stay based on
your value to the organizaon
24% 29% 22%
Work-Life Balance Relocaon to a geographical locaon of
your choice
9% 11% 14%
Increased telework opportunity 9% 9% 7%
Flexible/part-me schedule 16% 15% 10%
Change in dues/responsibilies 15% 17% 17%
More comprehensive eldercare opons 2% 2% 2%
Beer work-life balance 23% 24% 17%
Developmental Opportunies Mobility assignment 9% 7% 5%
Sabbacal 9% 8% 8%
Coaching 6% 8% 2%
Execuve development training 5% 9% 6%
Reassignment to new job within agency 10% 14% 12%
N=173 N=167 N=191
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Reasons for Leaving
Categories Reasons for Leaving
2013-
2014
2014-
2015
2015-
2016
Work environment Polical environment 42% 42% 42%
Organizaonal culture 38% 37% 42%
Senior leadership 38% 43% 40%
Lack of autonomy in decision making 26% 33% 32%
Relaonship with supervisor 24% 25% 23%
Job dues/responsibilies 16% 17% 16%
Supervisory dues/responsibilies 14% 9% 10%
Relaonship with colleagues 5% 9% 6%
Advancement/recognion Lack of recognion for accomplishments 34% 35% 32%
Performance evaluaons 20% 27% 19%
Lack of opportunies for advancement 22% 26% 20%
Lack of opportunies for development 15% 19% 14%
Work-Life Balance Job stress 30% 31% 28%
Workload 17% 20% 16%
Long work hours 17% 14% 12%
Commute 17% 13% 14%
Work hours not exible 12% 10% 8%
Geographic assignment 11% 9% 7%
Personal reasons Desire to enjoy life without work
commitments 38% 24% 26%
Desire to leave workforce 19% 13% 14%
Personal reasons/health 9% 12% 11%
More aracve job oer elsewhere 30% 34% 28%
Relocaon 20% 14% 11%
Care for family member 13% 8% 8%
Desire to pursue educaon 6% 1% 7%
Compensaon/Benets Lack of awards 27% 25% 24%
Insucient pay 29% 21% 23%
Unsasfactory benets 6% 5% 6%
N=146-
161
N=149-
160
N=165-
186
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2017 SES Exit Report
What performance rang (or equivalent) did you receive on your last
performance appraisal?
2013-
2014
2014-
2015
2015-
2016
Outstanding 45% 43%
46%
Exceeds Fully Successful 39% 34%
33&
Fully Successful 11% 13%
16%
Minimally Sasfactory 0% 2%
0%
Unsasfactory 0% 1% 0%
I did not receive a performance rang 5% 7%
5%
I prefer not to respond - - -
N = 1 7 9 N=175 N=212
To what extent do you agree or disagree that this rang was a reecon
of your performance?
2013-
2014
2014-
2015
2015-
2016
Strongly Agree 41% 43%
45%
Agree 33% 27%
28%
Neither Agree nor Disagree 9% 6%
8%
Disagree 9% 10%
9%
Strongly Disagree 8% 14%
10%
I prefer not to respond - - -
N = 1 7 0 N=162 N=199
Please rank the following Execuve Core Qualicaons (ECQs) in order
of importance to achieve success in your posion.
(Rangs averaged; 5= most important, 1= least important)
2013-
2014
2014-
2015
2015-
2016
Leading Change 2.99 3.12 3.12
Leading People 3.82 3.81 3.93
Results Driven 3.38 3.26 3.26
Business Acumen 2.05 2.17 2.08
Building Coalions 2.79 2.7 2.62
N=169-
1 7 1
N=163-
165
N=198-
201
I would recommend employment in the Senior Execuve Service
to others.
2013-
2014
2014-
2015
2015-
2016
Posive 62% 54% 63%
Neutral 25% 25% 24%
Negave 13% 21% 13%
N=169 N=163 N=207
I would recommend this agency to others as a good place to work.
2013-
2014
2014-
2015
2015-
2016
Posive 63% 57% 63%
Neutral 15% 16% 11%
Negave 23% 27% 26%
N=167 N=160 N=210
2017 SES Exit Report
26
How long have you worked in this agency?
2013-
2014
2014-
2015
2015-
2016
Less than one year 1% 3% 4%
1-3 years 13% 14% 12%
4-5 years 14% 16% 9%
6-10 years 12% 11% 15%
11-20 years 12% 14% 11%
More than 20 years 47% 44% 49%
N = 1 6 4 N=161 N=208
How long have you been a member of the Senior Execuve Service?
2013-
2014
2014-
2015
2015-
2016
Less than one year 11% 7% 10%
1-3 years 16% 24% 18%
4-5 years 13% 19% 21%
6-10 years 28% 31% 30%
11-20 years 23% 11% 17%
More than 20 years 9% 8% 5%
N = 1 5 9 N=140 N=186
What is your age group?
2013-
2014
2014-
2015
2015-
2016
Under 30 2% 1% 1%
30-39 4% 8% 3%
40-49 9% 16% 17%
50-59 42% 34% 40%
60 or older 43% 42% 39%
N = 1 6 6 N=159 N=210
What type of appointment do you hold?
2013-
2014
2014-
2015
2015-
2016
Career 88% 87% 95%
Non-Career 10% 10% 4%
Limited Term 3% 3% 1%
Limited Emergency 0% 0% 0%
N = 1 6 8 N=156 N=209
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2017 SES Exit Report
From where were you appointed to your senior posion?
2013-
2014
2014-
2015
2015-
2016
From a Federal service posion 83% 76% 81%
From the private sector 6% 9% 7%
From State or local government 1% 3% 2%
From military service 2% 6% 4%
From academia 3% 1% 1%
Reinstatement 1% 1% 1%
Other 6% 4% 7%
N = 1 6 3 N=146 N=197
Please select the racial category or categories with which you most
closely idenfy *select all that apply
2013-
2014
2014-
2015
2015-
2016
American Indian or Alaska Nave 2% 3% 2%
Asian 6% 7% 3%
Black or African American 12% 15% 17%
Nave Hawaiian or Other Pacic Islander 0% 2% 1%
White 82% 79% 79%
N = 1 6 2 N=158 N=201
Are you Hispanic or Lano?
2013-
2014
2014-
2015
2015-
2016
Yes 7% 7% 10%
No 93% 94% 90%
N = 1 6 2 N=154 N=201
2017 SES Exit Report
28
Appendix 3: Participation by Agency
Agency Frequency Percentage
Department of Agriculture 9 4%
Department of Commerce 0 0%
Department of Defense 14 7%
Department of Educaon 1 >1%
Department of Energy 12 6%
Department of Health and Human Services 3 1%
Department of Homeland Security 33 16%
Department of Housing and Urban Development 2 1%
Department of Jusce 14 7%
Department of Labor 4 2%
Department of State 3 1%
Department of the Interior 7 3%
Department of the Treasury 18 8%
Department of Transportaon 5 2%
Department of Veterans Aairs 35 17%
Broadcasng Board of Governors 0 0%
Environmental Protecon Agency 4 2%
Equal Employment Opportunity Commission 5 2%
Federal Communicaons Commission 3 1%
Federal Energy Regulatory Commission 0 0%
Federal Trade Commission 0 0%
General Services Administraon 8 4%
Naonal Aeronaucs and Space Administraon 0 0%
Naonal Archives and Records Administraon 4 2%
Naonal Labor Relaons Board 0 0%
Naonal Science Foundaon 0 0%
Nuclear Regulatory Commission 11 5%
Oce of Management and Budget 0 0%
Oce of Personnel Management 1 >1%
Oce of the U.S. Trade Representave 0 0%
Small Business Administraon 1 >1%
Social Security Administraon 0 0%
U.S. Agency for Internaonal Development 1 >1%
Railroad Rerement Board
0 0%
U.S. Oce of Government Ethics 0 0%
Naonal Transportaon Safety Board 0 0%
N=212
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2017 SES Exit Report
Do you work in an Oce of the
Inspector General? Frequency Percentage
Yes 10 5%
No 196 95%
2017 SES Exit Report
30
Appendix 4: Executive Core Qualications and Competencies
ECQ 1: Leading Change
Denion: This core qualicaon involves the ability to bring about strategic change, both within and outside the
organizaon, to meet organizaonal goals. Inherent to this ECQ is the ability to establish an organizaonal vision and
to implement it in a connuously changing environment.
• Creavity and Innovaon – Develops new insights into situaons; quesons convenonal approaches; encour-
ages new ideas and innovaons; designs and implements new or cung edge programs/processes.
• External Awareness – Understands and keeps up-to-date on local, naonal, and internaonal policies and
trends that aect the organizaon and shape stakeholders’ views; is aware of the organizaon’s impact on the
external environment.
• Flexibility – Is open to change and new informaon; rapidly adapts to new informaon, changing condions,
or unexpected obstacles.
• Resilience – Deals eecvely with pressure; remains opmisc and persistent, even under adversity. Recovers
quickly from setbacks.
• Strategic Thinking – Formulates objecves and priories, and implements plans consistent with the long-term
interests of the organizaon in a global environment. Capitalizes on opportunies and manages risks.
• Vision – Takes a long-term view and builds a shared vision with others; acts as a catalyst for organizaonal
change. Inuences others to translate vision into acon.
ECQ 2: Leading People
Denion: This core qualicaon involves the ability to lead people toward meeng the organizaon’s vision, mission,
and goals. Inherent to this ECQ is the ability to provide an inclusive workplace that fosters the development of others,
facilitates cooperaon and teamwork, and supports construcve resoluon of conicts.
• Conict Management – Encourages creave tension and dierences of opinions. Ancipates and takes steps to
prevent counter-producve confrontaons. Manages and resolves conicts and disagreements in a construc-
ve manner.
• Leveraging Diversity – Fosters an inclusive workplace where diversity and individual dierences are valued and
leveraged to achieve the vision and mission of the organizaon.
• Developing Others – Develops the ability of others to perform and contribute to the organizaon by providing
ongoing feedback and by providing opportunies to learn through formal and informal methods.
• Team Building – Inspires and fosters team commitment, spirit, pride, and trust. Facilitates cooperaon and
movates team members to accomplish group goals.
ECQ 3: Results Driven
Denion: This core qualicaon involves the ability to meet organizaonal goals and customer expectaons.
Inherent to this ECQ is the ability to make decisions that produce high-quality results by applying technical knowledge,
31
2017 SES Exit Report
analyzing problems, and calculang risks.
• Accountability – Holds self and others accountable for measurable high-quality, mely, and cost-eecve
results. Determines objecves, sets priories, and delegates work. Accepts responsibility for mistakes.
Complies with established control systems and rules.
• Customer Service – Ancipates and meets the needs of both internal and external customers. Delivers high-
quality products and services; is commied to connuous improvement.
• Decisiveness – Makes well-informed, eecve, and mely decisions, even when data are limited or soluons
produce unpleasant consequences; perceives the impact and implicaons of decisions.
• Entrepreneurship – Posions the organizaon for future success by idenfying new opportunies; builds the
organizaon by developing or improving products or services. Takes calculated risks to accomplish organiza-
onal objecves.
• Problem Solving – Idenes and analyzes problems; weighs relevance and accuracy of informaon; generates
and evaluates alternave soluons; makes recommendaons.
• Technical Credibility – Understands and appropriately applies principles, procedures, requirements, regula-
ons, and policies related to specialized experse.
ECQ 4: Business Acumen
Denion: This core qualicaon involves the ability to manage human, nancial, and informaon resources
strategically.
• Financial Management – Understands the organizaon’s nancial processes. Prepares, juses, and admin-
isters the program budget. Oversees procurement and contracng to achieve desired results. Monitors
expenditures and uses cost-benet thinking to set priories.
• Human Capital Management – Builds and manages workforce based on organizaonal goals, budget consid-
eraons, and stang needs. Ensures that employees are appropriately recruited, selected, appraised, and
rewarded; takes acon to address performance problems. Manages a mul-sector workforce and a variety of
work situaons.
• Technology Management – Keeps up-to-date on technological developments. Makes eecve use of tech-
nology to achieve results. Ensures access to and security of technology systems.
ECQ 5: Building Coalions
Denion: This core qualicaon involves the ability to build coalions internally and with other Federal agencies,
State and local governments, nonprot and private sector organizaons, foreign governments, or internaonal organi-
zaons to achieve common goals.
• Partnering – Develops networks and builds alliances; collaborates across boundaries to build strategic relaon-
ships and achieve common goals.
• Polical Savvy – Idenes the internal and external polics that impact the work of the organizaon. Perceives
organizaonal and polical reality and acts accordingly.
• Inuencing/Negoang – Persuades others; builds consensus through give and take; gains cooperaon from
others to obtain informaon and accomplish goals.
2017 SES Exit Report
32
Appendix 5: SES Onboarding Survey Instrument
SES Exit Survey
Dear Execuve,
OPM is conducng a Governmentwide exit survey for all deparng SES members. The survey will be used to capture informaon
regarding the circumstances under which you are choosing to leave your agency, and oer an opportunity for you to provide candid
and condenal feedback about your work experience. This informaon will be used to support agency and governmentwide reten-
on and succession planning eorts for current and future execuves.
The survey will take approximately 15 minutes to complete. Your parcipaon is voluntary and your responses are anonymous. Only
aggregated informaon will be reported.
Thank you for your parcipaon. Your input is valued and appreciated. If you have any quesons, please contact the OPM Training
and Execuve Development oce at HRDLeadership@opm.gov.
This survey should take approximately 15 minutes to complete. Parcipaon is voluntary and your responses are anonymous. Only
aggregated informaon will be reported.
As you complete the survey, a bar at the boom of each page will indicate your progress. When navigang through the survey, please
use the buons on the boom of the survey pages and not your browser Back or Forward buons.
If you have any quesons, please contact the OPM Training and Execuve Development oce at [email protected].
1. Which of the following best describes the circumstances under which you are leaving your agency?
o I am rering. If they choose this answer, the next 3 opons are provided for them to answer
o Voluntarily
o Involuntarily (Mandatory Rerement). —branch to #8
o Involuntarily for reasons other than Mandatory Rerement. —branch to #8
o I am resigning.
o I am transferring to another Federal agency.—branch to #4
o I am accepng a non-SES posion within a Federal agency.—branch to #4
o I am leaving involuntarily. —branch to #8
o Other. Please specify: ___________________________________
2. Will you be working for pay aer you leave your agency?
o Yes
o No, but I intend to look for employment in the near future
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2017 SES Exit Report
o No—branch to #6
o Undecided—branch to #6
3. Which of the following best describes the type of organizaon you will be working for aer you leave your agency:
o Government contractor
o Private company, not a Government contractor
o Self-employed
o State or local government
o Non-prot organizaon
o Work as a reemployed annuitant for a Federal agency. If they choose this answer, the next 3 opons are provided for them
to answer
o With a dual compensaon waiver
o Without a dual compensaon waiver
o Under phased rerement opons
o Other. Please specify: ___________________________________
4. Will you be working full-me or part-me?
o Full-Time
o Part-Time
5. Will your compensaon increase, decrease, or stay the same?
o Increase
o Decrease
o Stay the same
6. Was any eort made to encourage you to stay?
o Yes. Please explain: ______________________________________
o No
o No, I was asked or encouraged to leave—branch to #8
7. What, if anything, would have encouraged you to stay? Select all that apply.
Work-Life Balance
2017 SES Exit Report
34
o Relocaon to a geographical locaon of your choice
o Increased telework opportunity
o Flexible or part-me schedule
o A change in job dues/responsibilies
o More comprehensive eldercare opons
o Beer work-life balance
Increased Authority/Support
o Greater engagement from senior leadership
o Higher level posion
o Greater scope of responsibility
o Increased autonomy in decision making
o Increased delegaon of authority
o Increased funding/resources
o Increased support in dealing with poor performers
o Verbal encouragement to stay based on your value to the organizaon
Developmental Opportunity
o Mobility assignment
o Sabbacal
o Coaching
o Execuve development training
o Reassignment to a new job within the agency
Compensaon and Benets
o Increase in pay
o Performance or other award
o Retenon incenve
o Dual compensaon waiver (if rering)
o Student loan repayment
o Benets
o Other. Please specify: ________________________________
o Nothing would have encouraged me to stay. Please explain:____________________________________—if selected, can’t
select anything else.
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2017 SES Exit Report
8. To what extent did each of the following contribute to your reasons for leaving the agency?
Scale: 1 - Not at all
2 - To a Small Extent
3- To a Moderate Extent
4 - To a Great Extent
5 - To a Very Great Extent
NA - Not Applicable
Advancement and Recognion
o Lack of opportunies for development 1 2 3 4 5 NA
o Lack of opportunies for advancement 1 2 3 4 5 NA
o Lack of recognion for accomplishments 1 2 3 4 5 NA
o Performance evaluaons 1 2 3 4 5 NA
Work Environment
o Senior leadership 1 2 3 4 5 NA
o Polical environment 1 2 3 4 5 NA
o Organizaonal culture 1 2 3 4 5 NA
o Job dues/responsibilies 1 2 3 4 5 NA
o Supervisory dues/responsibilies 1 2 3 4 5 NA
o Relaonship with supervisor 1 2 3 4 5 NA
o Relaonship with colleagues 1 2 3 4 5 NA
o Lack of autonomy in decision making 1 2 3 4 5 NA
Work-Life Balance
o Geographic reassignment 1 2 3 4 5 NA
o Long work hours 1 2 3 4 5 NA
o Work hours not exible 1 2 3 4 5 NA
o Workload 1 2 3 4 5 NA
o Job stress
o Commute 1 2 3 4 5 NA
Personal Reasons
o More aracve job oer elsewhere 1 2 3 4 5 NA
o Desire to pursue educaon 1 2 3 4 5 NA
2017 SES Exit Report
36
o Relocaon 1 2 3 4 5 NA
o Personal health reasons 1 2 3 4 5 NA
o Care for a family member 1 2 3 4 5 NA
o Desire to leave the workforce 1 2 3 4 5 NA
o Desire to enjoy life without work commitments
1 2 3 4 5 NA
Compensaon and Benets
o Insucient pay 1 2 3 4 5 NA
o Unsasfactory benets 1 2 3 4 5 NA
o Lack of Awards 1 2 3 4 5 NA
9. Please describe your most important reason for leaving. ____________________________________
10. What performance rang (or equivalent) did you receive on your last performance appraisal?
o Outstanding
o Exceeds fully successful
o Fully successful
o Minimally sasfactory
o Unsasfactory
o I did not receive a performance rang—branch to #12
o I prefer not to respond.
11. To what extent do you agree or disagree that this rang was a reecon of your performance?
o Strongly Agree
o Agree
o Neither Agree nor Disagree
o Disagree
o Strongly Disagree
o I prefer not to respond
12. Please rank the following Execuve Core Qualicaons (ECQs) in order of importance to achieve success in your posion? 1=
Most Important for Success; 5 = Least Important for Success
o Leading Change
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2017 SES Exit Report
o Leading People
o Results Driven
o Business Acumen
o Building Coalions
13. I would recommend this agency to others as a good place to work.
o Strongly Agree
o Agree
o Neither Agree nor Disagree
o Disagree
o Strongly Disagree
13a. Please explain your answer______________________________________________
14. I would recommend employment in the Senior Execuve Service to others.
o Strongly Agree
o Agree
o Neither Agree nor Disagree
o Disagree
o Strongly Disagree
14a. Please explain your answer______________________________________________
15. If possible, would you work for this agency in the future as an employee or contractor?
o Yes, part-me.
o Yes, full-me.
o Yes, for a short-term assignment.
o No.
The reporng of demographic informaon is oponal and will only be reported to agencies in an aggregated format.
16. What type of agency do you work for? (A list of agencies will be provided)
2017 SES Exit Report
38
o Cabinet Level Agency
o Please select your agency.
o Independent Agency
o Please select your agency.
16a. Do you work in an Oce of the Inspector General?
o Yes
o No
16b.If you do not see your agency in the previous lists, please provide the name
of your agency below. ___________________________________________
17. How long have you worked in this agency?
o Less than one year
o 1-3 years
o 4-5 years
o 6-10 years
o 11-20 years
o More than 20 years
18. How long have you been a member of the Senior Execuve Service?
o Less than one year
o 1-3 years
o 4-5 years
o 6-10 years
o 11-20 years
o More than 20 years
19. What is your age group?
o Under 30
o 30-39
o 40-49
o 50-59
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2017 SES Exit Report
o 60 or older
20. What type of appointment do you hold?
o Career
o Non-Career
o Limited Term
o Limited Emergency
21. From where were you appointed to your senior posion?
o From a Federal service posion
o From the private sector
o From state or local government
o From military service
o From academia
o Reinstatement
o Other. Please specify:__________________
22. Please select the racial category or categories with which you most closely idenfy (mark as many as apply).
o American Indian or Alaska Nave
o Asian
o Black or African American
o Nave Hawaiian or Other Pacic Islander
o White
23. Are you Hispanic or Lano?
o Yes
o No
24. Does your agency have any formal succession planning eorts for execuves? (e.g., interviews/debriefs that took place prior to
your departure to ensure smooth transion of your dues)
o Yes
o No
25. Have there been—or were there prior to your leaving—any eorts made to involve you in preparing your successor?
2017 SES Exit Report
40
o Yes
o No
26. If given the opportunity, what would you have changed at your agency, in the Federal Government, or the SES?
27. What did you like best about working in your agency?
28. Please provide any other comments:
** If you are interested in serving as a mentor aer your departure from the organizaon, please contact OPM’s Execuve
Resources oce at 202-606-8046 or by email at [email protected].
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2017 SES Exit Report
U.S. Office of Personnel Management
Work-Life & Leadership and Executive Development
1900 E Street, NW, Washington, DC 20415
OPM.GOV
SESPM-WLLED -02925-07-17
