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最佳工作场所排名是如何帮助美国国家航空航天局(NASA)吸引其员工并开启美国太空旅行的新时代的

In 2003, the Partnership for Public Service launched the Best Places to Work in the Federal Government® rankings. 该排名使用了联邦雇员观点调查的数据——这是伙伴关系向国会提出的一个想法——来提供机构领导人, members of the House and Senate, 公众对联邦雇员如何看待他们的工作经验有批判性的见解. These insights help drive government performance, 使联邦领导人能够解决员工的关切,并建立敬业的劳动力队伍,成功地应对公共需求. Today, 该排名是对澳门网赌正规网址平台雇员敬业度的最权威评级. 阅读以下内容,了解美国宇航局是如何利用最佳工作场所排名来提高员工的敬业度和更好地为公众服务的.

Ten years ago, NASA was an agency in flux. Its flagship space shuttle program was ending, 这让该机构的员工士气低落,对该机构的使命和著名的约翰·F·肯尼迪(John F. Kennedy Space Center.   

NASA turned to the Best Places to Work in the Federal Government® 排名提高员工的工作满意度和承诺在这一过渡时期. Data from the rankings enabled leaders to identify and respond to employee needs and, in turn, 建立一支敬业的工作队伍,推动了NASA最近的成就,并将该机构在太空探索方面推向新的高度.

As a result of this work, 美国国家航空航天局(NASA)连续九年高居大型机构最佳工作场所排行榜榜首.

NASA astronauts in action with the agency’s Best Places to Work plaque.
NASA astronauts in action with the agency’s Best Places to Work plaque.

An organization stuck in neutral

In 2011, NASA employees sat in limbo. The agency had just ended its space shuttle program, 这是一项历时30年的计划,其中包括世界上第一艘可重复使用的航天器,并帮助建造了国际空间站. As a result, the Kennedy Space Center, which powered the shuttle program, downsized its workforce, faced budget shortfalls and looked toward an uncertain future.

“The shuttle program was a 35-year program,” said Jeri Buchholz, NASA’s chief human capital officer from 2011-2015. “People had literally worked on it since they were in college. It was just devastating to them to have that program end.”

“People didn’t want to accept that it was ending,” said Robert Cabana, 他曾在2008年至2021年5月期间领导肯尼迪航天中心. “It was a huge challenge and morale was really down.”

As a result of these challenges, 在2009年至2010年间,美国国家航空航天局(NASA)在大型机构最佳工作地点的排名从第三降至第五. 2011年,他们仍排在第五位,但在所有工作场所类别中——从有效领导能力和员工技能与使命的匹配到工作与生活的平衡以及培训与发展——都有所下降. Most notably, the agency scored lowest in the Effective Leadership: Empowerment subcategory, 哪些标准衡量员工认为他们在影响他们工作的决策中有发言权的程度.

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Jeri Buchholz, former chief human capital officer, NASA

Soaring to new heights with Best Places to Work data

Alarmed by this decline in employee morale, NASA的领导们求助于最佳工作场所,以帮助他们重振和振兴劳动力. 

Charles Bolden, NASA’s administrator from 2009-2017, 他承认,直到Buchholz向他解释了这些数据的潜在价值之后,他才开始关注这些数据. 在此之前,她曾帮助美国核管理委员会(Nuclear Regulatory Commission)成为该排名中排名最高的中型机构,担任人力资源和环境部副主任, as a result, knew firsthand how the data could help federal leaders improve their employee engagement.

她回忆说,她梳理了美国国家航空航天局(NASA)早期的“最佳地点”(Best Places)数据,挑出了与她希望NASA解决的一般性问题相关的问题和主题. Bolden was immediately sold.  

“Once she did that and I understood it, 然后我真的开始推广它,让(主管和领导们知道)我们想要尽我们所能做到最好,成为我们所能做到的最好的领导团队,” he said.  

With guidance from Buchholz, 博尔登开始使用“最佳工作场所”数据来指导自己的领导风格,并解决员工与NASA任务日益脱节的问题. 他总是告诉员工,他们所做的工作很重要,并发起了一个名为“问我任何问题”的虚拟项目,使数千名员工能够直接与他交谈.

These changes fostered a culture of transparency and accountability across the agency, 帮助员工重建社区的感觉这种感觉随着航天飞机项目的结束而被侵蚀. 

“这些非常简单的事情真的开始帮助人们感觉到彼此之间的联系和任务,” Buchholz said.

“Any time [Best Places data] talked about the agency and agency leadership,” Bolden added. “I took it personally. 我必须先整顿一下自己的领导风格,然后才能跟别人说要整顿自己的领导风格.”

Buchholz also used Best Places data to create a workplace that rewarded innovation. 在分析了数据之后,数据显示员工通常会避免风险,因为他们害怕失败会导致灾难性的灾难或损害机构的预算, she initiated the “Lean Forward, Fail Smart Awards.”

该项目允许NASA员工相互提名在创新尝试中失败的科学进步或成就. 提名以一分钟的视频形式提交,并在网上发布,供全机构投票. Winners received formal feedback on their work from NASA leadership.

布赫兹称赞颁奖典礼使失败不再是nasa的禁忌话题——这是一个重要的发展,帮助nasa领导人建立了一种创新的文化,继续推动太空旅行的新进展.

当她在一次会议上听到NASA的一位领导争辩说,该机构不得不接受更多的风险,并“将其推到失败的边缘”,” she knew things had changed.  

“That was a different conversation than we were having two years ago,” Buchholz said. “当你听到自己的话回到你身边时,你就知道你已经对某件事实施了操作.”

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“每次(Best Places的数据)谈到广告公司和广告公司领导层时,我都觉得是针对个人的. 我必须先整顿一下自己的领导风格,然后才能跟别人说要整顿自己的领导风格.”

Charles Bolden, former NASA administrator

Reaching for the stars at the Kennedy Space Center

这种创新精神——以及员工的敬业精神——在肯尼迪航天中心得到的回报最为丰厚.  

Facing a future without the shuttle program, Robert Cabana, the space center’s former director, 引领潮流,将该设施变成一个多用户站点,让波音(Boeing)和太空探索技术公司(SpaceX)等私营公司能够利用曾经支持这一旗舰计划的物理空间和技术. These transformative efforts earned Cabana a 2019 Service to America Medals award.

NASA employees and other federal stakeholders were initially skeptical of this shift, 不确定政府是否应该向商业公司开放其具有历史意义的太空计划,也不确定与私营部门的持续合作是否有效.

Cabana relied on employee engagement to increase leadership buy-in. Bolden noted that he “spent a lot of time team building, 确保他授权(领导人)做决定,然后在他们向内部和外部提出计划时支持他们.   

“You’re not going to be as successful unless you get the team to buy in to [the vision], own it and help initiate that change,” he said.

卡巴纳表示,Best Places的数据帮助他在转型期间成功发展壮大, more responsive leaders at every level of the organization. One program, Leadership for the Future, 目标是中心的中高层领导,他们负责项目的实施和员工的监督.  

“我们关注了需要改进的地方,以及我们需要做些什么来提高较低的分数,” he said.

As a result, the space center’s overall engagement score jumped up more than 15 points between 2009, Cabana’s first full year as director, and 2019. That year, 该中心在“最佳工作场所”评选中得分最高,在420个子项目中排名第八.

这些参与努力使该中心重新成为政府和商业空间探索的卓越场所. It maintains a robust flight schedule—which has aided U.S. 作为阿尔忒弥斯计划的一部分,该公司目前正准备发射世界上最强大的火箭. 该计划计划在2024年将宇航员送上月球,并为未来的人类火星任务奠定基础.

“员工敬业度一直是航天中心建设高效和创新员工队伍的驱动力,这支队伍不断打破太空探索的新边界,” Cabana said.

Bolden also sees better employee engagement at the heart of this renewal. “It’s a direct correlation,” he said. “If organizations have high morale, they’re usually going to do pretty well.”

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“我们关注了需要改进的地方,以及我们需要做些什么来提高较低的分数.”

Robert Cabana, associate administrator of NASA

Skyrocketing scores, and recruiting and recognizing talent

NASA landed atop the Best Places to Work large agency rankings in 2012, 就在一年前,布赫兹和博尔登开始认真分析员工敬业度数据. 在接下来的8年里,该机构的得分每年都在增加,到2019年,该机构的得分增加了近10分.

During that time, the “innovation,” “effective leadership,和“培训与发展”的子类别——所有这些都被NASA领导层确定为重点领域——增加了.8, 5.6 and 9.0 points respectively. In the leadership subgroup, “empowerment,” which dropped the most from 2010-2011, saw an increase of 8.6 points.  

In 2019, these trends helped raise the agency’s Best Places to Work score to 81.5. That year, 美国国家航空航天局(NASA)是唯一一个表现超过私营部门员工总体敬业度得分77分的大型机构.0, according to data from Mercer.

By recognizing NASA’s strong employee experience, “最佳工作场所”为该机构提供了一个提升员工士气和招聘新人才的平台,目前许多关键领域的专业人士继续涌向私营部门.   

卡巴纳说,在做社区拓展或招募大学生时,他经常引用美国国家航空航天局(NASA)的最佳工作地点排名, 博尔登说,高分使得它更容易吸引更多样化的员工——这一事实有助于解释NASA的6.5-point increase in the “support for diversity” category over the past decade.

“如果你不想去的消息流传到大街上,你永远不会达到你需要的各种数字,” he said.

NASA的领导们还利用最佳工作场所排名向员工展示他们对NASA任务的贡献.

When Buchholz was at NASA, she created foam plaques commemorating the agency’s Best Places to Work victory. 员工们被鼓励在工作时与牌匾合影——甚至在国际空间站也被拍照——用于内部和外部宣传. 这些图片显示,NASA的员工——不仅仅是高层领导——使该机构成为“最佳工作场所”.”

“People would start to wonder, ‘What did we do to get that? 他们意识到,我们有一个任何人都想去的工作场所。.  

“People would start to wonder, ‘What did we do to get that?’ They recognized that we had a workplace that anybody else would want to be in.”

Charles Bolden

Dispelling myths about government work

In addition to increasing employee morale and leading to better mission outcomes, this recognition has also enabled NASA to dispel harmful myths about the federal workforce.

In 2015, Rep. 马克·梅多斯(共和党- nc)举行了一场“最不适合澳门网赌正规网址平台工作的地方”听证会,以推动政治任命的官员应该有更多的回旋余地来解雇职业公务员. To show that public servants did valuable, if often unheralded work, 伙伴关系总裁兼首席执行官马克斯·斯蒂尔(Max Stier)安排梅多斯参观了得分最高的“最佳工作地点”机构, including NASA.

Impressed, 之后,他在伙伴关系的年度活动上亲自向澳门网赌正规网址平台工作人员道歉,该活动表彰了澳门网赌正规网址平台最佳工作场所, saying that they had too often been “blamed for the inefficiencies” of government. Then, at a hearing the following year, 他飞快地说出了几处“最佳工作场所”(Best place to Work)的高分,认可了广告公司的成功故事,并戳穿了“效率低下”的神话, listless federal employee.  

This was no small shift. 在这个澳门网赌正规网址平台规模两极分化日益严重的时代,以及在2016年大选导致的机构高层人事变动中,nasa建立了一个工作场所,继续发挥其员工的最佳能力.

From 2016-2019, the agency raised its score roughly 3.5 points and saw the largest increase—of 5.5 points—in the “strategic management” subcategory, 在多大程度上,员工相信管理能够帮助他们发展技能,从而获得成功并实现机构的使命.

The “effective leadership” subcategory also increased 3.4 points, 在员工看来,他们的高级领导——其中一些人是新一届政府任命的——正在崛起.6 points. 尽管出现了政治变动,但这些分数仍在继续增长,这表明NASA在整个机构内建立了一种持续的员工参与文化.

Best Places to Work helped make this possible.

“If you look at the structure of NASA, we have people who care about the work and we have leaders who care about their people,” said Robert Gibbs, NASA’s associate administrator for the Mission Support Directorate. “That’s the cultural fabric of NASA that’s woven into pretty much everything we do.”

Continue reading for Best Places to Work resources and other employee engagement news.

A NASA employee pauses to celebrate the agency’s Best Places to Work ranking
A NASA employee pauses to celebrate the agency’s Best Places to Work ranking

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