The Professional Managers Association (PMA) is pleased to release the following white paper, which presents the findings of a recent survey on managerial satisfaction within the IRS. This statistical survey gathered responses from both IRS PMA members and non-member managers and supervisors across all managerial levels and pay bands. The goal of this survey was to obtain a comprehensive view of the challenges and experiences faced by IRS managers. Below is the final report summarizing the key results of the Managerial Satisfaction Survey, along with actionable insights and recommendations for IRS leadership.
Executive Summary
In September 2024, a comprehensive Management Satisfaction Survey was conducted primarily among IRS Front-Line Managers. The survey aimed to gather insights into their experiences, challenges, and areas where improvements could be made to enhance job satisfaction and retention. The results highlight key areas where managers feel supported, while also revealing significant concerns, particularly regarding workload, resources, and organizational culture. This white paper presents the survey data, highlights areas for improvement, incorporates direct feedback from managers, and offers actionable recommendations for IRS leadership to address these issues.
Survey Data Collected
Motivation for Management Roles
• 90% of respondents sought management positions with the primary motivation to help develop employees and advance their careers.
• 100% of respondents indicated that they had received some form of management training prior to assuming their roles.
38% participated in the Front-Line Readiness Program (FLRP).
36.4% participated in the Front-Line Management School (FMS).
6.2% took part in the Aspiring Leaders Program.
4.7% cited other management training programs, such as college or other work experiences.
In total, 75% received either FMS or FLRP training.
Job Satisfaction
• Only 21% of respondents stated they were very satisfied with their current role as a manager.
Positive comments cited the ability to help employees grow, contribute to the larger organizational mission, and face daily challenges.
59% of respondents, however, are considering leaving their management roles, with 72% of these managers citing a lack of support, excessive workloads, and insufficient resources as their primary reasons.
Areas of Improvement
Managers identified the following areas where they seek improvements:
• More support from Human Capital Office (HCO) and Department/Operations Managers.
• Update an antiquated pay banding and pay system for manager.
• Overhaul of the Reasonable Accommodations (RA) process.
• Better alignment between workload and staffing levels, with a particular need for more Management Assistants (MAs).
• More realistic turnaround times and a reduction in last-minute controls.
• Increased flexibility for teleworking.
• Reduced administrative duties.
• A greater voice in organizational decision-making processes.
• Need to revisit span of control and improve morale.
Manager Feedback
The feedback from managers paints a clear picture of both the positive and negative aspects of their experiences. Below are some representative comments:
Positive Feedback:
“The ability to invest time in the lives of others, be a part of the solution, and help others see how their work contributes to the larger organizational mission.”
“Helping employees to achieve their goals... when they get jobs they wanted because I helped with their resume is a huge lift for me!”
Negative Feedback:
“Expanding responsibilities and competing priorities shortchange my interactions with my team, preventing me from ensuring they have everything they need to do their jobs effectively.”
“95% of my job has become politics. The culture has shifted to intersectionality and defeatism, and it's no longer about how well you do your job.”
“I face harassment and bullying from senior managers, incorrect pay, and negative backlash when I try to meet service center goals. There is also unfair treatment of employees.”
Suggestions for Improvement
The following are actionable suggestions from the Front-Line Managers surveyed, aimed at addressing their concerns and improving their overall satisfaction:
Increased Resources and Mentorship:
“More resources to properly train new hires are essential. I would also like to see more mentorship for new managers.”
Recommendation: Increase resources and provide structured mentorship programs for new managers to ensure smooth transitions and better preparation.
Improved Work-Life Balance:
“The workload and constant additional requests are stretching me too thin. I feel like a rubber band that’s about to snap.”
Recommendation: Re-evaluate workload distribution and consider introducing measures to improve work-life balance, such as flexible schedules or telework options.
Final Summary
The September 2024 Management Satisfaction Survey reveals a complex picture of the challenges faced by IRS Front-Line Managers. While many are motivated by a desire to help their employees grow and contribute to the organization’s mission, a significant portion of managers are considering leaving their roles due to the lack of support, workload pressures, and inadequate resources.
IRS leadership must act on this feedback to improve manager retention and job satisfaction. Key areas for improvement include revisiting pay structures, reducing administrative burdens, enhancing support systems, and creating more transparent performance evaluations. Implementing these recommendations will not only improve managerial satisfaction but also positively impact the overall functioning of the organization.
By addressing these concerns, IRS leadership can create a more supportive and efficient environment for managers, ensuring their continued success and, by extension, the success of the organization.
