Senior Executive Service
Exit Survey Results
April 2015
April 2015
Contents
Executive Summary ................................................................................................................................................................. 2
Survey Background and Methodology .................................................................................................................................... 2
Purpose ............................................................................................................................................................................... 3
Methodology ....................................................................................................................................................................... 3
Survey Content ................................................................................................................................................................ 3
Who Participated ............................................................................................................................................................ 3
How the Survey Was Administered ................................................................................................................................ 3
When Were Employees Surveyed ................................................................................................................................... 3
Response Rate ................................................................................................................................................................. 3
Data Analysis ................................................................................................................................................................... 4
Survey Analysis ........................................................................................................................................................................ 4
Primary Factors ................................................................................................................................................................... 5
Future Plans .................................................................................................................................................................... 5
Perceptions of the Agency and Senior Executive Service ............................................................................................... 7
Succession Planning ........................................................................................................................................................ 7
Stay Factors ..................................................................................................................................................................... 8
Reasons for Leaving ........................................................................................................................................................ 9
Executive Core Qualifications ....................................................................................................................................... 11
Performance Management ........................................................................................................................................... 12
Demographics ................................................................................................................................................................... 12
Agency Participation and General Demographics ........................................................................................................ 12
1
Executive Summary
In mid-2013, the U.S. Office of Personnel Management (OPM) issued a new exit survey for prospective, standard
distribution by all agencies across the Federal Government to departing members of the Senior Executive Service (SES).
This SES Exit Survey enables Federal agencies to capture valuable information regarding the circumstances under which
their senior executives leave the Federal Government, and to offer an opportunity for executives to provide candid
feedback about their work experiences and their perspectives of their agencies. This report has been prepared to
consolidate, and provide an examination of, the initial data that has been gathered since the implementation of the SES
Exit Survey. This report specifically covers the period of April 2013 through July 2014, during which time a total of 221
executives from 24 different agencies provided responses.
These initial SES Exit Survey results indicate the following:
• Executives are leaving with intent to continue working, in most cases for higher pay. A total of 153 executives
reported that they are retiring or resigning. Of those retiring and resigning voluntarily, 49% will be working for
pay after they leave their agency, or intend to look for employment in the near future. Of those respondents
who will be working after they leave their agency, the majority are interested in working full-time (71%), and
expect an increase in compensation (59%).
• Executives maintain pride for their home agencies and the Senior Executive Service. The majority of
respondents indicated they would recommend their agency as a good place to work (63%) and would
recommend employment in the Senior Executive Service to others (62%).
• Agencies can influence whether or not executives stay in the organization. Although the majority of executives
indicated no effort was made to encourage them to stay (70%), many indicated that their decision might have
been changed by an increase in pay (37%), verbal encouragement to stay based on their value to the
organization (24%), or an award (24%).
• Work environment issues are the highest contributing factors in an executive’s decision to leave.
Respondents were asked the extent to which a variety of reasons contributed to their leaving the agency. Work
environment issues contributed the most to the decision (i.e., “political environment”—42%; “senior
leadership”—38%; “organizational culture”—38%). Respondents also indicated that a “desire to enjoy life
without work commitments” was a contributing factor in deciding to leave (38%).
These findings capture some of the core strengths and challenges facing today’s Senior Executive Service members.
Clearly, there is still pride in being a part of the Senior Executive Service and in the role of a public servant. These
findings show that agencies can influence whether or not their SES members ultimately choose to stay or leave the
organization. By shifting the work environment and organizational culture, and acknowledging and appreciating an
executive’s value to the organization, agencies may be able to convince their high-performing senior executives to stay.
2
Survey Background and Methodology
Purpose
OPM, in partnership with other agencies, designed the SES Exit Survey to capture valuable information regarding the
circumstances under which senior executives leave the Federal Government and offer an opportunity for executives to
provide candid feedback about their work experiences and their perspectives of their agencies. The information will
enable Federal agencies to have increased awareness of the work environments they are providing their executives, and
to inform their continued efforts to successfully recruit, manage, and retain their senior leadership workforce. The
information will also be helpful to support agency and Governmentwide recruitment, engagement, retention, and
succession planning efforts for current and future executives. With many SES members eligible for retirement in the
near future, it is imperative for agencies to understand what they can do to engage and retain executives, while
mitigating factors that cause executives to leave the Federal Government.
Methodology
Survey Content
The survey contains information related to the following topic areas:
• Future Plans
• Compensation
• Perceptions of the Agency
• Perceptions of the Senior Executive Service
• Succession Planning
• Stay Factors
• Reasons for Leaving
• Executive Core Qualifications
• Performance Management
• Demographics
Who Participated
A total of 221 members of the Senior Executive Service who were in the process of leaving their agencies responded to
the survey.
How the Survey Was Administered
Agencies self-administered the on-line survey by sending a web link to each departing executive.
When Were Employees Surveyed
Agencies began administering in April 2013. The survey data examined in this report covers the time period between
April 2013 and July 2014.
Response Rate
The response rate is difficult to calculate because OPM does not directly distribute the individual surveys to departing
executives. Based on Enterprise Human Resource Integration data and agency information, OPM calculated a 30 percent
response rate.
3
Data Analysis
In performing statistical analyses for this report, OPM employed a number of grouping procedures to simplify
presentations.
Extent Items: These items asked the respondent to choose an answer on an “extent” scale comprised of the following
options: “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, as displayed in table below.
Response Option
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
Agreement Items: These items requested the respondent to choose an answer on an “agreement” scale comprised of
the following options: “Strongly Agree”; “Agree”; “Neither Agree nor Disagree”; “Disagree”; and “Strongly Disagree.”
The results were then further grouped, as displayed in the table below.
Response Option
Grouped Category
Strongly Agree
Positive
Agree
Neither Agree nor Disagree
Neutral
Disagree
Negative
Strongly Disagree
“Not Applicable” and “I Prefer Not to Respond” Responses: Responses of “Not Applicable” (N/A) and “I Prefer Not to
Respond” were removed before calculation of percentages for Extent and Agreement items; however, frequencies for
these data are listed in the report.
Percentage Totals: Total percentages for some of the tables in this report may not equal 100% due to rounding;
however, all pre-rounded percentages create a total equal to 100%.
4
Survey Analysis
Primary Factors
Future Plans
Departing executives were asked to provide information regarding their plans for the future. The majority of the
executives who took the survey indicated they were retiring or resigning (70%), with 97% of these individuals reporting
they were retiring or resigning voluntarily. Almost half of the departing executives indicated they planned to work for
pay (49%). Almost a quarter of the departing executives indicated they had not decided whether they were going to
work for pay in the future (24%).
Which of the following best
describes the circumstances under
which you are leaving your
agency?
Frequency Percentage
I am retiring
I am resigning
24
11%
I am transferring to another
Federal agency
27 12%
I am accepting a non-SES position
within a Federal agency
5 2%
I am leaving involuntarily
Other
30
14%
N=217
I am retiring:
Voluntarily
Involuntarily (Mandatory
Retirement)
2 2%
Involuntarily for reasons other
than Mandatory Retirement
2 2%
N= 128
Will you be working for pay after
you leave your agency?
Frequency Percentage
Yes
No, but I intend to look for
employment in the near future
24 14%
No
Undecided
41
24%
N= 169
5
The executives who stated their intent to work in the future reported the following: 33% indicated they planned to work
for the private sector; 21% planned to work for themselves; and 16% planned to work in the not-for-profit sector. The
executives who indicated they intended to work reported the following: 71% indicated they will be working full-time,
and 59% for more pay. Of the executives who stated their intent to work, 66% indicated they intended to work in their
agency in some future capacity as an employee or contractor.
Which of the following best
describes the type of organization
you will be working for after you
leave your agency:
Frequency Percentage
Government contractor
Private company, not a
Government contractor
27 33%
Self-employed
State or local government
5
6%
Non-profit organization
Work as a reemployed annuitant
for a Federal agency
4 5%
Other
N= 81
Will you be working full-time or
part-time?
Frequency Percentage
Full-Time
Part-Time
32
29%
N=111
Will your compensation increase,
decrease, or stay the same?
Frequency Percentage
Increase
Decrease
29
26%
Stay the same
N= 110
If possible, would you work for this
agency in the future as an
employee or contractor?
Frequency Percentage
Yes, part-time
Yes, full-time
36
21%
Yes, for a short-term assignment
No
58
35%
N=168
6
Perceptions of the Agency and Senior Executive Service
Almost two-thirds of executives would recommend their agency as a good place to work (63%) and would recommend
employment in the Senior Executive Service to others (62%); however, 23% of executives would not recommend their
agency as a good place to work, and 13% of executives would not recommend employment in the Senior Executive
Service.
I would recommend this agency to
others as a good place to work.
Frequency Percentage
Positive
Neutral
25
15%
Negative
N=169
I would recommend employment
in the Senior Executive Service to
others.
Frequency Percentage
Positive
Neutral
42
25%
Negative
N=167
Succession Planning
With over half of the current SES workforce eligible for retirement in the next three to five years, it is critical that
agencies have a pipeline of talent ready to take on senior level roles. Agencies currently are already required to develop
a comprehensive management succession program (5 CFR 412.201); however, over half of the surveyed executives
reported no formal succession planning efforts in their agencies (60%). Fifty-three percent of executives did report they
had been asked to help prepare their successors.
Does your agency have any formal succession planning efforts for
executives? (e.g., interviews/debriefs that took place prior to
your departure to ensure smooth transition of your duties)
Frequency Percentage
Yes
63
40%
No
95
60%
N=158
Have there been—or were there prior to your leaving—any
efforts made to involve you in preparing for your successor?
Frequency Percentage
Yes
86
53%
No
76
47%
N=162
7
Stay Factors
Stay factors are influences that determine what would encourage an executive to stay in their current role. Improved
compensation and benefits, increased authority/support, and better work-life balance were the most-emphasized stay
factor themes reflected in the SES exit survey. Increased pay was the highest rated factor that would have encouraged
executives to stay (37%). Other stay factors included: verbal encouragement (24%); greater engagement from senior
leadership (22%); performance or other awards (24%); better work-life balance (23%); retention incentives (20%); and
increased autonomy in decision making (21%). Notably, most departing executives (70%) reported their agencies made
no effort to encourage them to stay, and 28% of executives stated that nothing would have encouraged them to stay.
Was any effort made to encourage
you to stay?
Frequency Percentage
Yes
No
131
67%
No, I was asked or encouraged to
leave
6 3%
N=195
*
Cell is highlighted green to indicate the option was selected by at least 20% of the respondents.
What, if anything, would have encouraged you to
stay?*select all that apply
Frequency Percentage
Work-Life Balance
Relocation to a geographical location of your choice
16
9%
Increased telework opportunity
15
9%
Flexible or part-time schedule
28
16%
A change in job duties/responsibilities
25
15%
More comprehensive eldercare options
4
2%
Better work-life balance
39
23%
*
Increased Authority/Support
Greater engagement from senior leadership
38
22%
*
Higher level position
21
12%
Greater scope of responsibility
21
12%
Increased autonomy in decision making
37
21%
*
Increased delegation of authority
24
14%
Increased funding/resources
29
17%
Increased support in dealing with poor performers
17
10%
Verbal encouragement to stay based on your value
to the organization
41 24%
*
Developmental Opportunity
Mobility assignment
15
9%
Sabbatical
16
9%
Coaching
10
6%
Executive development training
8
5%
Reassignment to a new job within the agency
17
10%
Compensation and Benefits
Increase in Pay
64
37%
*
Performance or other award
42
24%
*
8
N=173
Reasons for Leaving
Work environment issues were the most commonly-cited factors for leaving, especially the following: the political
environment (42%); senior leadership (38%); organizational culture (38%); and a desire to enjoy life without work
commitments (38%). Executives also cited the following factors: lack of recognition for accomplishments (34%); stress on
the job (30%); a more attractive job elsewhere (30%); insufficient pay (29%); lack of rewards (27%); and a lack of
autonomy in decision-making (26%). Additionally, executives cited the following factors to somewhat lesser extent:
relationship with the supervisor (24%); lack of opportunity for advancement (22%); performance evaluations (20%); and
relocation (20%).
To what extent did each of
the following contribute to
your reasons for leaving
the agency?
Not at
all/To a
Small
Extent
To a
Moderate
Extent
To a Great
Extent/To
a Very
Great
Extent
N N/A
F
%
F
%
F
%
Advancement and Recognition
Lack of opportunities for
development
118 77% 12 8% 23 15% 153 20
Lack of opportunities for
advancement
109 72% 10 7% 33
22%
†
152 21
Lack of recognition for
accomplishments
84 53% 21 13% 55 34%
†
160 18
Performance evaluations
108
69%
18
12%
31
20%
†
157
18
Work Environment
Senior leadership
76
47%
24
15%
61
38%
†
161
15
Political environment
64
40%
29
18%
66
42%
†
159
17
Organizational culture
80
50%
20
13%
60
38%
†
160
16
Job duties/responsibilities
116
73%
18
11%
26
16%
160
15
Supervisory
duties/responsibilities
115 79% 10 7% 21 14% 146 25
Relationship with
supervisor
106 67% 15 9% 38 24%
†
159 15
Relationship with
colleagues
136 87% 14 9% 7 5% 157 17
†
Cell is highlighted green to indicate the option was selected by at least 20% of the respondents where the scale option “To a Great
Extent/To a Very Great Extent” was chosen.
Frequency
Percentage
Retention incentive
35
20%
*
Dual compensation waiver (if retiring)
18
10%
Student loan repayment
4
2%
Benefits
8
5%
Miscellaneous
Other
35
20%
*
Nothing would have encouraged me to stay
48
28%
*
9
To what extent did each of
the following contribute to
your reasons for leaving
the agency?
Not at
all/To a
Small
Extent
To a
Moderate
Extent
To a Great
Extent/To
a Very
Great
Extent
N N/A
F
%
F
%
F
%
Lack of autonomy in
decision making
94 60% 23 15% 41 26%
†
158 17
Work-Life Balance
Geographic reassignment
119 83% 9 6% 16 11% 144 26
Long work hours
111
71%
18
12%
27
17%
156
15
Work hours not flexible
122
81%
10
7%
18
12%
150
15
Workload
106
68%
24
15%
27
17%
157
15
Job stress
86
54%
24
15%
48
30%
†
158
15
Commute
113 72% 18 12% 26 17% 157 14
Personal Reasons
More attractive job offer
elsewhere
96 63% 10 7% 46 30%
†
152 23
Desire to pursue education
132
91%
4
3%
9
6%
145
27
Relocation
109
77%
5
4%
28
20%
†
142
28
Personal health reasons
127
83%
13
8%
14
9%
154
20
Care for a family member
115 80% 10 7% 18 13% 143 25
Desire to leave the
workforce
108 72% 14 9% 28 19% 150 20
Desire to enjoy life without
work commitments
79 52% 16 11% 58 38%
†
153 20
Compensation and Benefits
Insufficient Pay
88
54%
27
17%
47
29%
†
162
14
Unsatisfactory benefits
127 81% 20 13% 10 6% 157 15
Lack of awards
95
59%
22
14%
43
27%
†
160
16
F=Frequency, %=Percentage
10
Executive Core Qualifications
The Executive Core Qualifications (ECQs) are leadership skills designated by OPM to evaluate individuals for entrance
into the SES and to evaluate their performance. The five ECQs are:
Leading Change- This core qualification involves the ability to bring about strategic change, both within and outside the
organization, to meet organizational goals. Inherent in this ECQ is the ability to establish an organizational vision and to
implement it in a continuously changing environment.
Leading People- This core qualification involves the ability to lead people toward meeting the organization's vision,
mission and goals. Inherent in this ECQ is the ability to provide an inclusive workplace that fosters the development of
others, facilitates cooperation and teamwork and supports constructive resolution of conflicts.
Results Driven- This core qualification involves the ability to meet organizational goals and customer expectations.
Inherent in this ECQ is the ability to make decisions that produce high-quality results by applying technical knowledge,
analyzing problems and calculating risks.
Business Acumen- This core qualification involves the ability to manage human, financial and information resources
strategically.
Building Coalitions- This core qualification involves the ability to build coalitions internally and with other Federal
agencies, State and local governments, nonprofit and private sector organizations, foreign governments, or international
organizations to achieve common goals.
The survey asked executives to rank the ECQs in order of importance to achieve success in their position. Leading People
(44%) was rated the most important of the five ECQs. Results driven was rated the second most important.
Please rank the following
Executive Core Qualifications
(ECQs) in order of importance to
achieve success in your position:
1
Most
important for
success
2 3 4
5
Least
important
for success
N
F
%
F
%
F
%
F
%
F
%
Leading Change
33
19%
34
20%
35
21%
37
22%
32
19%
171
Leading People
75 44%
‡
37 22% 26 15% 16 9% 16 9%
170
Results Driven
38
23%
‡
45
27%
45
27%
26
15%
15
9%
169
Business Acumen
12 7% 17 10% 20 12% 38 23% 82 49% 169
Building Coalitions
15
9%
36
21%
42
25%
50
30%
26
15%
169
F=Frequency, %=Percentage
‡
Cell is highlighted green to indicate the option was selected by at least 20% of the respondents where the option was chosen as the
most important for success.
11
Performance Management
Executive performance is evaluated on a pay-for-performance system where senior executives are rated each year on a
combination of demonstrated leadership through the five ECQs as well as measurable results. A majority of executives
(84%) indicated they were rated either “Outstanding” or “Exceeds Fully Successful” on their most recent performance
appraisal. About three-fourths (74%) of the executives agreed their rating was a reflection of their performance, while
17% disagreed.
What performance rating (or equivalent) did you
receive on your last performance appraisal?
Frequency Percentage
Outstanding
80
45%
Exceeds fully successful
70
39%
Fully Successful
20
11%
Minimally satisfactory
0
0%
Unsatisfactory
0
0%
I did not receive a performance rating
8
5%
I prefer not to respond
1
-
N=179
To what extent do you agree or disagree that
this rating was a reflection of your performance?
Frequency Percentage
Strongly Agree
68
41%
Agree
55
33%
Neither Agree nor Disagree
15
9%
Disagree
15
9%
Strongly Disagree
14
8%
I prefer not to respond
3
-
N=170
Demographics
Agency Participation and General Demographics
A diverse group of executives responded to the survey. Respondents represented 24 agencies, ranging from large
Departments to small, independent agencies. The following are the five agencies with the largest number of
respondents: Department of Defense; Department of Veterans Affairs; Department of the Treasury; General Services
Administration; and Department of Labor.
Most executives have worked with their agencies for at least 11 years (59%) and have been a member of the Senior
Executive Service for over 5 years (60%). The majority of SES were career SES (88%) and were appointed to the SES from
a Federal service position (83%).
Which agency do you work for?
Frequency
Percentage
Department of Agriculture
10
5%
Department of Commerce
3
1%
Department of Defense
21
10%
Department of Education
1
<1%
Department of Energy
2
1%
Department of Health and Human Services
6
3%
12
Which agency do you work for?
Frequency
Percentage
Department of Homeland Security
10
5%
Department of Housing and Urban Development
3
1%
Department of Justice
0
0%
Department of Labor
13
6%
Department of State
5
2%
Department of the Interior
6
3%
Department of the Treasury
16
7%
Department of Transportation
1
<1%
Department of Veterans Affairs
21
10%
Broadcasting Board of Governors
0
0%
Environmental Protection Agency
9
4%
Equal Employment Opportunity Commission
0
0%
Federal Communications Commission
0
0%
Federal Energy Regulatory Commission
0
0%
Federal Trade Commission
0
0%
General Services Administration
15
7%
National Aeronautics and Space Administration
0
0%
National Archives and Records Administration
1
<1%
National Labor Relations Board
0
0%
National Science Foundation
1
<1%
Nuclear Regulatory Commission
10
5%
Office of Management and Budget
0
0%
Office of Personnel Management
3
1%
Office of the U.S. Trade Representative
0
0%
Small Business Administration
4
2%
Social Security Administration
0
0%
U.S. Agency for International Development
0
0%
Railroad Retirement Board
1
<1%
U.S. Office of Government Ethics
1
<1%
National Transportation Safety Board
1
<1%
No Response
57
26%
N=221
Do you work in an Office of the
Inspector General?
Frequency Percentage
Yes
No
160
98%
N=164
13
Almost half of the respondents reported they had worked in their agency for more than 20 years; 9% stated they had
been a member of the SES for more than 20 years; and slightly more than two-fifths reported they were age 60 or older.
How long have you worked in this
agency?
Less than one year
1-3 years
22
13%
4-5 years
6-10 years
20
12%
11-20 years
More than 20 years
77
47%
N=164
How long have you been a member
of the Senior Executive Service?
Frequency Percentage
Less than one year
1-3 years
25
16%
4-5 years
6-10 years
45
28%
11-20 years
More than 20 years
14
9%
N=159
What is your age group?
Under 30
30-39
6
4%
40-49
50-59
70
42%
60 or older
N=166
14
A majority of the respondents reported they were career SES (88%), and appointed from a Federal service position
(83%). A majority of the respondents indicated their race as White, while seven percent of the respondents indicated
they were of Hispanic national origin.
What type of appointment do you
hold?
Frequency Percentage
Career
Non-Career
16
10%
Limited Term
Limited Emergency
0
0%
N=168
From where were you appointed
to your senior position?
Frequency Percentage
From a Federal service position
From the private sector
10
6%
From state or local government
From military service
3
2%
From academia
Reinstatement
1
1%
Other
N=163
Please select the racial category or
categories with which you most
closely identify *
select all that apply
Frequency Percentage
American Indian or Alaska Native
Asian
10
6%
Black or African American
Native Hawaiian or Other Pacific
Islander
0 0%
White
N=162
Are you Hispanic or Latino?
Yes
No
151
93%
N=162
15
United StateS
Office Of PerSOnnel ManageMent
Employee Services
1900 E Street, NW
Washington, DC 20415
ES/SESPM/WLLED/03-2015