As we all know, there comes a time each year when the All Employees Survey (AES) is pushed into everyone’s inbox. Many of you likely thought the same thing: “Why should I bother filling this out if nothing ever changes?” From what I’ve observed, little to no meaningful improvement has come at the Board of Veterans’ Appeals (Board) based on feedback from the survey—despite Secretary McDonough’s assurances that the VA acts on employee input and that the goal of “improving employee engagement has remained consistent.”
While the Board’s scores improved slightly—going from an F+ to a D-—the 2024 scores are still lower than they were during Cheryl Mason’s tenure as Chairman. But the bigger question is: What do these scores really reflect, and will senior leadership analyze the data properly to implement policies that actually improve the Board’s operations? Personally, I have my doubts.
Collecting data through employee surveys was just the beginning. The real challenge lies in analyzing the data effectively and taking action. To get to the bottom of this, AFGE Local 17 hired a data analytics firm to review the 2024 AES results specifically for the Board. This included a thematic analysis of your responses to open-ended questions—something the Department neglected to do for this year’s survey.
Here are the key findings contained in the full report:
Workload and Production Pressure
Key points:
- The current quota of 3 cases per week is widely viewed as unrealistic.
- Employees report sacrificing quality to meet quantity expectations.
- Many employees work unpaid overtime to meet quotas.
- High workload is leading to burnout and increased stress levels. `
Leadership and Management Issues
Key points:
- Immediate supervisors (VLJs, SSCs) are generally praised for their support.
- Senior leadership is criticized for being out of touch with day-to-day work realities.
- There is a perceived lack of accountability at higher leadership levels.
- Some employees question the competence and relevant experience of senior leaders.
Technology and Resources
Key Points:
- Caseflow is frequently mentioned as problematic and in need of improvement.
- Employees report that technical issues significantly hinder their productivity.
- There is a desire for better research tools and resources.
- IT support is perceived as inadequate for addressing ongoing issues.
Career Development and Advancement
Key Points:
- Employees feel there are limited opportunities for advancement within the organization.
- There is a lack of clear career progression paths, particularly for long-term employees.
- Many express a desire for more training and skill development opportunities.
- Concerns about external hiring for senior positions, particularly VLJs.
Work Life Balance and Remote Work
Key Points:
- Strong appreciation for current remote work arrangements.
- Concerns about potential changes to remote work policies.
- High workload negatively impacting work-life balance.
- Interest in more flexible scheduling options
Recognition and Compensation
Key Points:
- Positive reception of new recognition programs, particularly the quarterly incentive program. -Concerns about fairness in how recognition and awards are distributed.
- Desire for compensation that better reflects the complexity and importance of the work.
Issues with delays in receiving promised bonuses or awards.
Communication and Transparency
Key Points:
- Perceived lack of clear, timely communication from senior leadership.
- Desire for more transparency in organizational decision-making processes.
- Some appreciation for recent efforts to improve communication.
- Concerns about how information is disseminated throughout the organization.
Diversity, Equity, and Inclusion
Key Points:
- Mixed reactions to current DEI initiatives, with some support and some criticism.
- Concerns about the impact of DEI efforts on hiring and promotion decisions.
- Desire for a more inclusive work environment that respects all backgrounds.
- Issues raised about representation in leadership positions.
