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Strategic Objective
Increase workforce engagement, performance, and diversity by instilling excellence, innovation, and inclusion in Treasury’s organizational culture and business practices
Strategic Objective
Overview
People are the source of excellence and innovation in any enterprise. Treasury aims to create and sustain a high-performing and inclusive organizational culture that celebrates shared values and diverse contributions so that all employees will be inspired and motivated to do their best in service to the American people. Treasury leaders and managers will communicate mission goals and priorities, provide necessary resources and developmental opportunities, and recognize accomplishments enabling Treasury employees to align their efforts to departmental goals and produce high quality results by working collaboratively, effectively, and efficiently.
Treasury will inspire excellence by supporting individual and organizational growth through continuous learning and improvement. We will cultivate an inclusive workplace by supporting equal opportunity and diversity, and by offering work life options that enable employees to contribute to Treasury’s mission.
Read Less...Progress Update
Recent events, including the cybersecurity breaches at the Office of Personnel Management (OPM) and sustained fiscal uncertainty, test employees’ morale and ability to remain engaged. Fortunately, 94 percent of the Treasury responses to the Federal Employee Viewpoint Survey reflect that employees remain willing to put in extra effort to get a job done and 88 percent are constantly looking for ways to do their jobs better. In FY 2015, Treasury remained committed to fostering an environment where leaders and employees feel encouraged to focus on important principles of good government and empowered to take action. Treasury has institutionalized a focus on employee engagement by adopting an annual engagement program cycle of data-based action planning, program implementation, and periodic performance reviews. Additionally, the management offices responsible for individual and organizational performance management policy and implementation created the Performance Alignment Work Group to further improve alignment of individual actions to organizational results within Treasury.
Treasury also continued to foster an environment where every employee feels equally valued. In FY 2015, more than 200 supervisors and managers participated in a cultural transformation effort focused on diversity and inclusion principles. Human capital issues, including diversity and inclusion, were regular topics at the organizational performance reviews and remain a top priority for Treasury leadership.
