Annual Plan Survey Question I feel that my work is important to IPM’s success I feel that my work is personally fulfilling I feel that my work at IPM is appreciated by my customers I see a connection between my professional aspirations and career at IPM IPM does a good job of helping me feel a part of a broader, supportive organization
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9.18
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8.88
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Figure 7.3-16 Workforce Engagement AP Survey
*SPI Management Consultancies Total Turnover **Previous Baldrige Award recipient Total Turnover Figure 7.3-18 Turnover Rate
Taking everything into account I would say that this is a great place to work
100%
Figure 7.3-17 Engagement Index (FY) IPM reviews three turnover statistics. Total Turnover Rate shows the percentage of employees who left the organization; Voluntary Turnover is the percentage of employees who left the organization for their own reasons (including retirement), while Involuntary Turnover is the percentage of employees who were terminated by IPM. Over the last two years, both Total and Voluntary Turnover rates have decreased while exceeding the provided benchmarks, indicating a favorable reaction to increases in salary ranges, focus on benefits and culture, and quality of work assignments (Figure 7.3-18) . The recent decrease in Involuntary Turnover reflects the improvement of our recruiting processes and IPM Prep. Responses to the GPTW survey question in Figure 7.3-19 serve as proxies for employee satisfaction, and IPM has always been within two percentage points of the GPTW Best in Class benchmark. 7.3a(4) Workforce Development The metric for internal promotions shows the number of promotions as a percentage of full-time equivalents (FTEs) at year-end. All managerial and senior positions within Ops are sourced exclusively through internal promotions. Since turnover in the management ranks is very low, managerial promotions are typically the result of growth. Most of the
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IPM
GPTW Best in Class
Figure 7.3-19 Employee Satisfaction GPTW Survey fluctuation in promotion percentage seen in Figure 7.3-20 is the result of promotions to a higher staff consulting level (e.g., to Senior PMC or Principal Consultant (PC)). Regional promotion results AOS. Employees generally agree that training and development are available to them. Figures 7.3-21 and 7.3-22 show that employees utilize the training available to them at a rate higher than the national average. The relevant capability of each PMC with a stated desire for a leadership role within IPM, and a supervisor-assessed potential to assume that role, are assessed through the Org Planning process. The leadership role capability score is calculated based on 12 capabilities rated on a scale of 1(low skill) to 5 (high skill) and weighted according to importance in fulfilling the management role (Figure 7.3-23) .
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