Strategic Objective 2.2: Increase Employee Involvement and Engagement

AOC’s strategies for this objective include:

• Empowering employees to serve as AOC ambassadors.

• Cultivating a work environment of trust and employee engagement.

• Encouraging workplace innovation, new ideas and solutions.

Discussion: In FY 2014, AOC leveraged effective leadership to create a culture of trust and engagement. As part of this effort, AOC’s Executive Leadership Team (ELT) engaged in leadership strengthening activities that ranged from attending communications training to soliciting constructive criticism from subordinates and peers through feedback surveys.

AOC also provided new opportunities for employee feedback. In early 2014, an action team presented a report to the ELT outlining best practices and offering recommendations for organization heads to conduct successful feedback sessions with employees. In addition, AOC administered its second agency-wide Organizational Assessment Survey in FY 2014 (the AOC’s first survey was administered in FY 2012). For more information, see Strategic Objective 2.3.

This objective is intended to address AOC’s organizational culture and as such, it is not easily matched to quantifiable metrics with defined targets. Employee recognition programs, such as the Architect’s Honor Awards Program do, however, serve as indicators of success under this objective. Table 24 provides the FY 2014 overview for this volumetric indicator.

This indicator does not have a specific target, as logic dictates, but it is monitored to track the extent to which AOC recognizes its employees. Table 25 and Figure 47 provide the number Honor Awards bestowed through the Architect’s Honor Award Program. In FY 2014, AOC recognized 422 employees with Honor Awards for their achievements, including:

• Process excellence in delivering products that far exceeded their customers’ expectations

• Commitment to community service, and promoting safety

• Leadership, valor and dedication

• Completion of complex projects that ranged from establishing an agreement with a local medical facility to expeditiously treat injured AOC employees, thus facilitating access to optimal care while minimizing lost time, to developing a state-of-the-art model to determine the number of full-time equivalent employees required

TABLE 24: Volumetric Indicator—Volume of Honor Awards, See Full Report, Page 72

TABLE 25: Volume of Honor Awards, See Full Report, Page 72

FIGURE 47: Architect’s Honor Awards Program, See Full Report, Page 72