GAO Survey on SEC Personnel and Human Capital Management

U.S. Government Accountability Office

Introduction

  The U.S. Government Accountability Office (GAO), an independent agency that works for Congress, has been mandated by Section 962 of the Dodd-Frank Wall Street Reform and Consumer Protection Act (Pub.L. 111-203) to review the quality of personnel management at the U.S. Securities and Exchange Commission (SEC), including issues related to human capital programs, workforce planning, performance management, and communication. As a part of our review, we are sending this questionnaire to attorneys, accountants, examiners, financial economists, and IT specialists in mission-critical SEC divisions and offices to obtain their opinions about various aspects of working at the SEC. Your cooperation is critical to providing the Congress with complete and balanced information on how personnel management is functioning across these offices and divisions within the SEC. This questionnaire should take about 30 minutes to complete.

GAO pledges to maintain the confidentiality of the responses to this survey, which means that we will not share individually identifiable information obtained from the responses with SEC, nor release individually identifiable information outside of GAO unless compelled by a court or requested by the Congress. Our information protection protocols include destroying any link between the identification number assigned to your questionnaire and your identifying information before issuance of our report. The results of this questionnaire will be used to compile descriptive information on SEC's personnel management, and the results will be included in summary form in our final report. Individual answers may be discussed in the report, but we will not include any information that could be used to identify individual respondents.

All of the questions in this survey can be answered by clicking on radio buttons or providing comments in spaces provided at the end of each section. Please complete the questionnaire within 10 business days of receipt. This questionnaire is divided by topic into seven sections:

(1) Recruitment, Training, Staff Development, and Resources
(2) Communication Between and Within SEC Divisions and Offices
(3) Leadership and Management
(4) Performance Management and Promotions
(5) Organizational Culture and Climate
(6) Demographics and Background Information; and
(7) Final Comments.

Although your participation is voluntary, we urge you to complete this questionnaire. We cannot develop meaningful information without your frank and honest answers.

Thank you very much for your time.

(View responses)
 

Section 1 - Recruitment, Training, Staff Development, and Resources

  Notes on terms used in Section 1:

(1) Division/office: For purposes of this survey, the phrase "division/office" refers to your division or office (such as the Division of Corporation Finance or OCIE in the Headquarters or the Division of Enforcement or OCIE in a regional office).

(2) Supervisors and managers: For the purposes of this survey, the phrase "supervisors and managers" refers to those in supervisory or management positions above your current level.

For non-supervisory staff, "supervisors and managers" refers to Exam Managers, Branch Chiefs, and Assistant Directors.

For Exam Managers, Branch Chiefs, and Assistant Directors, "supervisors" refers to those persons above you in the chain of command who are Assistant Directors or Associate Directors.

(3) Management: For purposes of this survey, "management" refers to Assistant Directors and those at the Senior Officer (SO) level including Directors, Deputy Directors, Managing Executives, and Associate Directors.
(View responses)
 
1.  To what extent do you agree or disagree with the following statements on recruitment, hiring and retention? (Select one response per item.)

(View responses)
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
Do not know
1a.  My division/office is able to attract talented and qualified employees.
(View responses)
1b.  My division/office retains its most talented and qualified employees.
(View responses)
1c.  SEC management usually hires employees who are a good fit for SEC's mission.
(View responses)
1d.  When new people start in jobs in my division/office, they are given enough guidance and training.
(View responses)
1e.  Hiring is sometimes based more on personal connections than on substantive experience or qualifications.
(View responses)
1f.  My division/office has enough staff to manage the volume of work that needs to be completed
(View responses)
 
2.  To what extent do you agree or disagree with the following statements on training and development opportunities? (Select one response per item.)

Please note: Some questions ask you to look back over the past three years. If you have worked at the SEC for less than three years, we ask that you look back over the period of time that you have worked at the SEC.

(View responses)
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
Do not know
2a.  SEC management is committed to the ongoing training and development of staff.
(View responses)
2b.  SEC needs to invest more in the development of new staff.
(View responses)
2c.  The training I have received over the past three years has provided me skills and experience to meet SEC's needs.
(View responses)
2d.  Management in my division/office needs to do more to address skills gaps.
(View responses)
 
3.  For those training opportunities that you have been involved with over the past three years, to what extent, if at all, have the following types of training provided information and knowledge that is directly relevant to your work? (Select one response per item.)

(View responses)
   
To a
great extent
To a
moderate extent
To a
small extent
To
no
extent
No basis
to judge
Do not
know
3a.  Training provided by the SEC University
(View responses)
3b.  External training or conferences
(View responses)
3c.  Computer-based training delivered by Internet
(View responses)
 
4.  Have there been opportunities over the past three years for you to participate in training that provided the latest industry specific knowledge relevant to your job with outside instructors who are experts in the field?

1.
2.
3.
(View responses)
 
5.  In general, how adequate is the number of training opportunities that provide the latest industry specific knowledge relevant to your job with outside instructors who are experts in the field?

1.
2.
3.
4.
(View responses)
 
6.  Over the past three years, how many times have you taken part in training that provided the latest industry specific knowledge relevant to your job that included outside instructors who are experts in the field?

1.
2.
3.
4.
(View responses)
 
7.  With respect to the hiring freeze that began in January of 2017, what effect, if any, has the hiring freeze had on your workload?

1.
2.
3.
4.
5.
(View responses)
 
  a. How large of a positive effect has the hiring freeze had on your workload?

1.
2.
3.
4.
(View responses)
 
  a. How large of a negative effect has the hiring freeze had on your workload?

1.
2.
3.
4.
(View responses)
 
8.  With respect to the hiring freeze that began in January of 2017, what effect, if any, has the hiring freeze had on your division/office’s ability to meet its mission?

1.
2.
3.
4.
5.
(View responses)
 
  a. How large of a positive effect has the hiring freeze had on your division/office’s ability to meet its mission?

1.
2.
3.
4.
(View responses)
 
  a. How large of a negative effect has the hiring freeze had on your division/office’s ability to meet its mission?

1.
2.
3.
4.
(View responses)
 
9.  If there are any other issues, details, or information concerning recruitment, training, staff development and resources that you would like us to know about, please use the space below to provide this information.

(View responses)
 

Section 2 - Communication Within and Between SEC Divisions and Offices

  Notes on terms used in Section 2:

(1) Division/office: For purposes of this survey, the phrase "division/office" refers to your division or office (such as the Division of Corporation Finance or OCIE in the Headquarters or the Division of Enforcement or OCIE in a regional office).

(2) Management: For purposes of this survey, "management" refers to Assistant Directors and those at the Senior Officer (SO) level including Directors, Deputy Directors, Managing Executives, and Associate Directors.

Please note: Some questions ask you to look back over the past three years. If you have worked at the SEC for less than three years, we ask that you look back over the period of time that you have worked at the SEC.
(View responses)
 
10.  To what extent do you agree or disagree with the following statements regarding communication within your division/office or between your division/office and other SEC offices and divisions? (Select one response per item.)

(View responses)
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
Do not know
10a.  SEC management ensures that employees are included in the flow of relevant information.
(View responses)
10b.  My division/office supports open, two-way communication between staff and management.
(View responses)
10c.  Information is adequately shared across groups in my division/office.
(View responses)
10d.  Communication across groups in my division/office has improved over the past three years.
(View responses)
10e.  Overall, information and knowledge are shared openly at all levels within my division/office.
(View responses)
10f.  In my division/office, communication between other offices and divisions (such as between OCIE and CorpFin) on work-related matters is encouraged.
(View responses)
 
11.  In the past 12 months, how often, if at all, did you typically contact employees in the following Headquarters divisions or offices for work-related issues such as to coordinate activities or ask for expert advice? (Select one response per item. If you work in that division or office, select “Not Applicable.")

(View responses)
   
Daily
One or more times a week
One or more times a month
One or more times in the past 12 months
Never
Do not know
Not applicable
11a.  OCIE
(View responses)
11b.  Division of Enforcement
(View responses)
11c.  Division of Corporation Finance
(View responses)
11d.  Division of Investment Management
(View responses)
11e.  Division of Trading and Markets
(View responses)
11f.  Division of Economic and Risk Analysis
(View responses)
11g.  Office of Credit Ratings
(View responses)
11h.  Office of Information Technology
(View responses)
11i.  Office of the Chief Accountant
(View responses)
 
12.  In which location do you currently work?

(View responses)
 
12a.  In the past 12 months, how often, if at all, did you typically communicate with employees in the other division or office within your Regional Office for work-related issues such as to coordinate activities or ask for expert advice? (Select one response per item. If you work in that Office or Division in your Regional Office, select “Not Applicable.”)

(View responses)
   
Daily
One or more times a week
One or more times a month
One or more times in the past 12 months
Never
Do not know
Not applicable
  OCIE
(View responses)
  Division of Enforcement
(View responses)
 
13.  To what extent do you agree or disagree that, in the past 12 months, communication between my division/office and the following divisions/offices is adequate to achieve SEC’s mission ? (Select one response per item. If you work in that division or office, select “Not Applicable.")

(View responses)
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
Do not know
Not applicable
a.  OCIE
(View responses)
b.  Division of Enforcement
(View responses)
c.  Division of Corporation Finance
(View responses)
d.  Division of Investment Management
(View responses)
e.  Division of Trading and Markets
(View responses)
f.  Division of Economic and Risk Analysis
(View responses)
g.  Office of Credit Ratings
(View responses)
h.  Office of Information Technology
(View responses)
i.  Office of the Chief Accountant
(View responses)
 
14.  If there are any other issues, details, or information concerning communication between and within divisions and offices that you would like us to know about, please use the space below to provide this information.

(View responses)
 

Section 3 - Leadership and Management

  Notes on terms used in Section 3:

(1) Division/office: For purposes of this survey, the phrase "division/office" refers to your division or office (such as the Division of Corporation Finance or OCIE in the Headquarters or the Division of Enforcement or OCIE in a regional office).

(2) Supervisors and managers: For the purposes of this survey, the phrase "supervisors and managers" refers to those in supervisory or management positions above your current level.

For non-supervisory staff, "supervisors and managers" refers to Exam Managers, Branch Chiefs, and Assistant Directors.

For Exam Managers, Branch Chiefs, and Assistant Directors, "supervisors" refers to those persons above you in the chain of command who are Assistant Directors or Associate Directors.

(3) Management: For purposes of this survey, "management" refers to Assistant Directors and those at the Senior Officer (SO) level including Directors, Deputy Directors, Managing Executives, and Associate Directors.

Please note: Some questions ask you to look back over the past three years. If you have worked at the SEC for less than three years, we ask that you look back over the period of time that you have worked at the SEC.
(View responses)
 
15.  To what extent do you agree or disagree with the following statements regarding the quality of management and leadership in your division/office? (Select one response per item.)

(View responses)
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
Do not know
a.  In my division/office, the roles and responsibilities of supervisors and managers are clearly defined.
(View responses)
b.  Supervisors and managers in my division/office are genuinely interested in the opinions of their staff.
(View responses)
c.  In my office/division, promotion to management is based more on substantive experience or qualifications than on personal connections or favoritism.
(View responses)
d.  Over the past 3 years, I have seen SEC staff leave due to being dissatisfied with a supervisor or manager.
(View responses)
 
16.  Over the past three years, to what extent, if at all, have the Senior Officers (SOs) in your division/office worked to make improvements in the areas listed below? (Select one response per item.)

Please note: "Division/office" refers to your division or office (such as the Division of Corporation Finance or OCIE in Headquarters or the Division of Enforcement or OCIE in a regional office).

Senior Officers worked to make improvements in...
(View responses)
   
To a
great extent
To a
moderate extent
To a
small extent
To
no
extent
No basis
to judge
Do not
know
a.  Workforce morale
(View responses)
b.  Collaboration between divisions and offices
(View responses)
c.  Staff training focused on specific competencies
(View responses)
d.  Transparency in the promotion process
(View responses)
 
17.  Over the past three years, to what extent, if at all, has management solicited employees' ideas and suggestions in developing initiatives designed to improve communication, the performance management system, and training opportunities? (Select one response per item.)

Management solicited employees'
ideas and suggestions in developing...
(View responses)
   
To a
great extent
To a
moderate extent
To a
small extent
To
no
extent
Not aware of any such initiative
Do not
know
a.  Initiatives designed to improve communication
(View responses)
b.  Initiatives designed to improve training opportunities
(View responses)
 
18.  Over the past three years, how satisfied or dissatisfied have you been with initiatives management developed to improve communication, the performance management system, and training opportunities? (Select one response per item.)

(View responses)
   
Very
satisfied
Somewhat
satisfied
Somewhat
dissatisfied
Very
dissatisfied
Not aware of any such initiative
Do not
know
a.  Initiatives designed to improve communication
(View responses)
b.  Initiatives designed to improve the performance management system
(View responses)
c.  Initiatives designed to improve training opportunities
(View responses)
 
19.  Are the numbers of supervisors and managers currently in your division/office more than is needed, less than is needed, or an appropriate amount given the current workload?

(View responses)
 
20.  Are the numbers of supervisory levels currently in your division/office more than is needed, less than is needed, or an appropriate amount given the current workload?

(View responses)
 
 
NOTE REGARDING QUESTIONS 21 AND 22: Your direct supervisor is the next person above you in the chain of command to whom you report. It is the person who more often than anyone else directs your work on a day-to-day basis or who has the authority to direct your work, assign tasks, or reward, promote and discipline you.

As a reminder, your responses will be kept confidential, which means that GAO will not release individually identifiable information unless compelled by a court or requested by the Congress. GAO’s final report will only present results in summary form.
(View responses)
 
21.  What is your current direct supervisor's position or title?

(View responses)
 
 
Please specify the "other" direct
supervisor's position or title:
(View responses)
 
22.  To what extent do you agree or disagree with the following statements regarding your current direct supervisor? (Select one response per item.)

My direct supervisor ...
(View responses)
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
Do not know
a.  Is knowledgeable in the issue areas I conduct my work.
(View responses)
b.  Has the skills and expertise to be an effective supervisor or manager.
(View responses)
c.  Does a good job in sharing information.
(View responses)
d.  Clearly defines goals and expectations.
(View responses)
e.  Provides useful and constructive feedback.
(View responses)
f.  Will listen to me if we have differing ideas or approaches.
(View responses)
g.  Is receptive to feedback.
(View responses)
h.  Is willing to change his or her position when there is compelling information.
(View responses)
i.  Gives me the flexibility I need to do my job effectively.
(View responses)
j.  Spends too much time closely monitoring my work.
(View responses)
 
23.  If there are any other issues, details, or information concerning leadership and management at the SEC that you would like us to know about, please use the space below to provide this information.

(View responses)
 

Section 4 - Performance Management and Promotions

  Notes on terms used in Section 4:

(1) Supervisors and managers: For the purposes of this survey, the phrase "supervisors and managers" refers to those in supervisory or management positions above your current level.

For non-supervisory staff, "supervisors and managers" refers to Exam Managers, Branch Chiefs, and Assistant Directors.

For Exam Managers, Branch Chiefs, and Assistant Directors, "supervisors and managers" refers to those persons above you in the chain of command who are Assistant Directors or Associate Directors.

(2) Management: For purposes of this survey, "management" refers to Assistant Directors and those at the Senior Officer (SO) level including Directors, Deputy Directors, Managing Executives,and Associate Directors.
(View responses)
 
24.  To what extent do you agree or disagree with the following statements regarding how SEC management recognizes and rewards performance in your division/office? (Select one response per item.)

(View responses)
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
Do not know
a.  Overall, Senior Officers deal effectively with poor performing supervisors and managers.
(View responses)
b.  Overall, supervisors and managers deal effectively with poor performing staff.
(View responses)
c.  I know what is expected of me regarding my work performance.
(View responses)
d.  My direct supervisor provides sufficient performance feedback.
(View responses)
e.  The criteria for rewarding staff are clearly defined.
(View responses)
f.  The criteria for promoting staff are clearly defined.
(View responses)
 
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
Do not know
g.  The opportunities in my division/office to get promoted into a management position are limited.
(View responses)
h.  Favoritism is typically not an issue in promotions.
(View responses)
i.  Promotions go to those who most deserve it.
(View responses)
j.  There is a clear link between my performance and recognition of it.
(View responses)
k.  Current performance incentives are effective tools to motivate employees to perform well.
(View responses)
 
25.  In the past three years, to what extent do you agree or disagree that you have been treated fairly in each of the areas listed below? (Select one response per item.)

(View responses)
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
No basis to judge
Do not know
a.  Career advancement (Promotions)
(View responses)
b.  Awards
(View responses)
c.  Training
(View responses)
d.  Performance appraisals
(View responses)
e.  Job assignments
(View responses)
f.  Discipline
(View responses)
g.  Pay
(View responses)
 
26.  To what extent do you agree or disagree with the following statements regarding SEC's performance management system in place in 2018? (Select one response per item.)

(View responses)
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
Do not know
a.  SEC's performance management system uses relevant criteria to evaluate my performance.
(View responses)
b.  SEC's performance management system allows supervisors and managers to have a meaningful discussion with their staff on how they are performing.
(View responses)
c.  SEC's performance management system provides consistent standards for rewarding performance.
(View responses)
d.  Changes need to be made to increase transparency in the process used to rate my performance.
(View responses)
e.  Calibration of performance ratings by management improves fairness in the performance management system.
(View responses)
f.  Employee performance appraisals are fair and appropriate under SEC's performance management system.
(View responses)
g.  SEC’s performance management system creates meaningful distinctions between employee performances.
(View responses)
 
27.  If there are any other issues, details, or information concerning performance management and promotions at the SEC that you would like us to know about, please use the space below to provide this information.

(View responses)
 

Section 5 - Organizational Culture and Climate

  Notes on terms used in Section 5:

(1) Division/office: For purposes of this survey, the phrase "division/office" refers to your division or office (such as the Division of Corporation Finance or OCIE in the Headquarters or the Division of Enforcement or OCIE in a regional office).

(2) Supervisors and managers: For the purposes of this survey, the phrase "supervisors and managers" refers to those in supervisory or management positions above your current level.

For non-supervisory staff, "supervisors and managers" refers to Exam Managers, Branch Chiefs, and Assistant Directors.

For Exam Managers, Branch Chiefs, and Assistant Directors, "supervisors and managers" refers to those persons above you in the chain of command who are Assistant Directors or Associate Directors.

(View responses)
 
28.  To what extent do you agree or disagree with the following statements regarding different aspects of organizational culture and climate within your division/office? (Select one response per item.)

(View responses)
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
Do not know
a.  There is an atmosphere of trust in my division/office.
(View responses)
b.  Employee morale is generally high most of the time.
(View responses)
c.  I have a voice in decisions that affect me and my work environment.
(View responses)
d.  Management in my division/office has taken steps to improve employee morale.
(View responses)
e.  Supervisors and managers in my division/office tolerate honest mistakes as learning experiences.
(View responses)
 
   
Strongly
agree
Somewhat
agree
Neither agree nor disagree
Somewhat
disagree
Strongly
disagree
Do not know
f.  There are clearly defined policies and procedures for doing my work.
(View responses)
g.  Innovative ideas are encouraged in my division/office.
(View responses)
h.  Fear of public scandals has made SEC overly cautious and risk-averse.
(View responses)
i.  In my view, the fear of being wrong makes supervisors and managers in my division/office reluctant to take a stand on important issues.
(View responses)
j.  In my view, the fear of being wrong makes Senior Officers in my division/office reluctant to take a stand on important issues.
(View responses)
 
29.  With respect to the hiring freeze that began in January of 2017, what effect, if any, has the hiring freeze had on your morale?

(View responses)
 
  a. How large of a positive effect has the hiring freeze had on your morale?

(View responses)
 
  a. How large of a negative effect has the hiring freeze had on your morale?

(View responses)
 
30.  If there are any other issues, details, or information concerning the organizational culture or climate at the SEC or in your division/office that you would like us to know about, please use the space below to provide this information.

(View responses)
 

Section 6 - Demographic and Background Information

31.  In which SEC division or office do you currently work?

(View responses)
 
 
Please specify the "other" division or
office where you currently work:
(View responses)
 
32.  If you currently work in the Division of Enforcement or OCIE, do you work for a specialized unit?

(View responses)
 
33.  In which location or regional office do you work?

(View responses)
 
34.  Which of the following best describes your position?

(View responses)
 
  Please specify your position:
(View responses)
 
35.  What is your current level or grade?

(View responses)
 
36.  How long have you worked for the SEC (please include total years of service with SEC if you left SEC and came back again)?

(View responses)
 
37.  How many years did you work outside of SEC, but in a position related to the type of work SEC conducts or that dealt with issues SEC covers?

(View responses)
 

Section 7 - Comments and Final Response Submission

38.  Please use the space below to provide any additional information about the SEC's human capital programs, workforce planning, performance management, and communication that you would like us to know about.

(View responses)
 
39.  Are you ready to submit your final completed survey to GAO?
(This is equivalent to mailing a completed paper survey to us. It tells us that your answers are official and final.)

(View responses)
 


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U.S. Government Accountability Office

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