Government memo, 2023-06

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INCENTIVES¶

PLAYBOOK¶

BUREAU OF PRISONS¶

HUMAN RESOURCE MANAGEMENT DIVISION¶

JUNE 2023¶

EFTA00141419¶

Table of Contents

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Section One: How We Got Here	5
Background, Purpose, and Intended Audience	5
Incentives Landscape	5
Why Create a Playbook?	7
Definitions and Methodology	8
Terminology	8
Working Sessions and Methodology	9
Lessons Learned	11
Criterion to Identify High-Risk Groups	12
Defined Criteria for Identifying High-Risk Groups	12
Section Two: Incentives and Awards Offerings	13
Current Incentives and Awards Offerings and Processes	13
Individual and Group Incentives Currently Offered	13
Monetary and Non-Monetary Incentives Currently Offered	13
New Incentives and Awards Offerings	19
Section Three: Goals and Considerations	23
Measuring Success: Goals, Performance Metrics	23
Performance Measurement Approach	23
Performance Metrics	24
Incentives Playbook Goals	24
Implementation, Tracking, and Evaluation	24
Barriers and Considerations	26
Budget Considerations	28
OPM Incentives Guidelines	28
Institution-Level Budget	28
Cost of Current Incentives	29
Cost of Implementing New Incentives	29
Conclusion	30
Additional Incentives and Awards for Future Consideration	30
Section Four: Making it Happen	32
Points of Contact	32
Appendix	32

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Chart A: Stay Interview Major Themes	32
Chart B: Incentives Survey Results	33
Chart C: Incentives Approvals Chart, Roles, and Responsibilities by Leadership Level	33
How to Apply Criteria	34
Checklist for Identifying High-Risk Groups	34
Communications	36
Stay Interviews: Information and Resources Packet	40

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Audience	Central Office	Regional Office	Institution
Sections Included	• Entire Playbook • Chart highlighting what was provided at the Regional Office (RO) level and Warden level • Future incentives to consider	• High-Level Background • Definitions and High-Level Methodology • Criteria to Identify High-Risk Groups • How to Apply Criteria • Incentives and Benefits Currently Offered • Employment Incentives and Awards Menu of Options • Goals and Performance Metrics • Budget Constraints • High-Level Conclusion • Central Office POC	• High-Level Background • Definitions • Criteria to Identify High-Risk Groups • How to Apply Criteria • Employment Incentives and Awards Menu of Options • High-Level Goals and Performance Metrics • Budget Constraints • High-Level Conclusion • Regional Office POC
Supplemental Resources	• Training • Communications from Central Office to 1) DOJ, 2) Union, 3) Regional Offices, 4) All employees • Resources for Conducting Stay Interviews	• Applicable Training • Applicable Communications from RO to Wardens • Resources for Conducting Stay Interviews • Applicable One-Pagers (RO-level and ones provided to Wardens) • How to Apply Criteria Resource	• Applicable Training • Applicable Communications (e.g., Warden to HRM, employees) • Applicable One-Pagers • How to Apply Criteria Resource

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Section One: How We Got Here¶

Background, Purpose, and Intended Audience¶

The Incentives Playbook aims to standardize the BOP’s approach to incentives throughout all levels of the Bureau while addressing three key Government Accountability Office (GAO) recommendations. These recommendations are highlighted below:¶

Recommendation 1: Strategic Human Capital Operating Plan¶

The Director of the BOP should include in the forthcoming strategic human capital operating plan, 1) human capital goals and 2) strategies on how human capital flexibilities—including retention incentives—will be used to meet these goals. $ (2017\ GAO\ Recommendation\ #1 )^{1} $¶

Recommendation 2: Performance Measures¶

The Director of the BOP should assess the outcomes of the staffing incentives it utilizes by developing performance measures and goals, measuring outcomes against them, and adjusting incentives, as appropriate. $ (2021\ GAO\ Recommendation\ #4)^{2} $¶

Recommendation 3: Evaluate Incentives¶

The Director of the BOP should evaluate the effectiveness of the BOP’s use of retention incentives to help determine whether the incentives have helped the BOP achieve its human capital goals or if adjustments in retention incentives are needed. $ (2017\ GAO\ Recommendation\ #2)^{1} $¶

Incentives Landscape¶

The BOP offers three main types of incentives: recruitment, relocation, and retention. The Incentives Playbook is inclusive of incentives as well as awards at the Bureau, Regional and local levels (e.g., local awards, Time Off Awards, etc.). Incentives and awards are used to attract and retain talent across the BOP, but the frequency of usage for the three main incentives has steadily risen to meet demand from challenges such as recruiting and staffing at hard-to-fill locations. The figure below highlights incentive spending from Fiscal Year (FY) 2017 to FY 2021.¶

¹ United States Government Accountability Report No. GAO-17-317. 2017¶

² United States Government Accountability Report No. GAO-21-123. 2021¶

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Figure 1¶

From fiscal year (FY) 2017 to FY 2021, the BOP spent $193.8M across the three types of incentives. Over 85% of that total covered more than 21,000 retention incentives – a cost of $166.6M. In comparison, recruitment incentives made up $19.9M in that time and $7.3M was used for relocation incentives. In 2021, almost 4,600 incentives requests were sent to the Staffing and Employee Relations Section (SERS) within HRMD. Recruitment and retention incentives represented the highest two requests at 56.1% for retention and 27.8% for recruitment. As a comparison, the next highest incentives requests sent to SERS in 2021 were for the entry age waiver at 4.8% of requests. $ ^3 $ While SERS reviews incentives annually per OPM guidelines, it is more challenging to show correlations to incentives usage and reduced employee separations.¶

There are many reasons an institution or region may need to provide an incentive. For example, there are five institutions in California – USP Atwater, FCI Dublin, FCI Herlong, FCC Victorville, and FCI Mendota, or the “California 5” – that have been offering retention incentives consistently for over 10 years and make up almost one-third of the Bureau’s incentive spending. The Bureau has approved the extension of retention incentives to these locations to keep up with the cost of living in the state and be competitive with the California Department of Corrections. Other California city-based BOP facilities, outside of the “California 5” may offer employees a cost-of-living adjustment that helps bring their salaries closer to corrections jobs at the state department. $ ^{4} $ Another reason for an incentive to be offered is if the location is determined to be hard-to-fill, such as FCC Yazoo City, where there has been a consistent need for employees in recent years.¶

The rise in incentive requests may indicate a need to further examine how the BOP’s salaries for hard-to-recruit positions and locations compare to the facility’s local job market. By implementing a comprehensive wage analysis alongside standardizing and evaluating incentive offerings, the BOP can remain competitive, attracting and retaining highly qualified employees.¶

³ Total Incentives Processed by SERS for Calendar Year 2021¶

$^a$ Evaluation of Retention Incentives in the BOP, Late CY 2001 to Early CY 2018 (BOP Office of Research and Evaluation)¶

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Why Create a Playbook?¶

The Incentives Playbook is an extensive guide with a three-fold objective: (1) understand the incentives available to offer to individuals; (2) identify groups of employees that are at the highest risk of separating from the BOP; (3) recommend and track benefits and incentives options for high-risk employees. The Playbook’s effectiveness will be determined at the end of the year by evaluating if BOP met its pre-determined top priority goals (See Section Three: Incentives and Benefits Offerings).¶

The Incentives Playbook includes the following:¶

• Checklist to identify high-risk groups based on provided criteria (See How to Apply Criteria)

• Standardized menu of incentives and benefits options to retain high-risk groups (Figure 6)

• Drafted communications to explain to employees how incentives will be used across the BOP (See Section Four: Making it Happen)

• Drafted communications for leadership around incentives available (See Section Four: Making it Happen)

• Drafted communications to offer incentives to individuals (See Section Four: Making it Happen)

• Performance metrics and training to measure effectiveness of playbook and return on investment (ROI) for each type of incentive (See Section Three: Incentives and Benefits Offerings

• and Section Four: Making it Happen)

• “How-To” guides for leaders on offering appreciation, recognizing employees, putting on morale-boosting events, etc. and a facilitation guide to lead groups (See Section Four: Making it Happen)

• Drafted newsletter template for Wardens to provide updates and recognition to institution employees (See Section Four: Making it Happen)

These resources will provide clear guidance on how and why incentives should be used, outline a standardized business process, and a way to measure the effectiveness of incentives to retain BOP’s most valuable asset: its people.¶

The BOP has conducted efforts to inform the playbook, internal and external research was conducted regarding incentives, focusing on how the BOP has spent recruitment, relocation, and retention incentives across all institutions from FY 2017 – FY 2021. Other analysis included a review of Bureau’s turnover trends, exit survey data, as well as conducting external research on incentives use at similar federal law enforcement agencies such as United States Marshal Service (USMS) and Transportation Security Administration (TSA).¶

In addition to incentives that BOP offers, other federal law enforcement agencies offer their own distinct incentives. For instance, along with having Time Off Awards (TOA), Cash Awards, Director Awards, and Parking Spot Awards, USMS offers a well-established mentorship program. Both the BOP and TSA grant Referral Bonuses and Tenure Pins at certain year marks to employees, but TSA also has Service Pay in which employees are more frequently eligible to move up a pay band depending on tenure and evaluation.¶

While the types of incentives offered at the state law enforcement level remain primarily the same as the BOP, the monetary amounts are different. For example, the Colorado Department of Corrections provides a¶

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relocation reimbursement of $5,000 along with a $4,000 annual retention incentive. $ ^{5} $ To relocate with the Memphis Police Department, the relocation incentives rise to $10,000 along with a retention incentive of 9% of base salary per year for up to 5 years. $ ^{6} $ To see all incentives the BOP can offer, refer to Current Incentives and Benefits Offerings and Processes.¶

Definitions and Methodology¶

The below section highlights terms used throughout the Incentives Playbook as well as a description of the development methods used to create this Bureau-wide resource.¶

Terminology¶

Award: A monetary or non-monetary offering given to eligible employees for going above and beyond at their institution, within their region, or across the BOP¶

Correctional Programs Division (CPD): Provides national policy direction and daily operational oversight of institution correctional services, as well as holds responsibility for inmate records, information gathering and case management¶

Criteria: The set of factors used to determine if an employee or group of employees are at a higher risk of separating from the BOP¶

Focus Group: A diverse group of individuals pulled together for a guided discussion¶

Government Accountability Office (GAO): An independent, non-partisan agency that provides Congress and federal agencies with objective, non-partisan, fact-based information to help the government save money and work more efficiently¶

High-Risk Groups: A group of employees at a higher risk of separating from the BOP compared to other groups of employees¶

Human Resource Management Division (HRMD): Coordinates personnel matters, including pay and leave administration, incentive awards, retirement, work life programs, background investigations, adverse and disciplinary actions, and performance evaluations¶

Health Services Division (HSD): Provides medical, dental, and mental health services to Federal inmates in Bureau facilities¶

Incentive: A monetary or non-monetary offering or benefit given to recruit, motivate, retain, and/or support employees¶

Information, Technology and Data Division (ITDD): Houses the BOP’s Information Technology program, manages the Bureau’s public and intranet sites, and correctional security technology; provides systems development and support, information management and correctional technology¶

Menu of Options: A set of incentives and benefits offerings that all levels of leadership can refer to when trying to determine the most effective way to retain employees¶

New Hire: An individual who has been employed with the BOP for less than one year¶

Office of Personnel Management (OPM): The lead agency for human resources and policy management for the government¶

Retention: The ability of an organization to engage existing employees and limit employee turnover¶

$$^5$$ Current Employees / Department of Corrections (colorado.gov)¶

^6 A City Pairs Relocation Payments with Bonuses to Recruit Police - Route Fifty (route-fifty.com)¶

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Reentry Services Division (RSD): Provides enhanced oversight and direction in the critical area of offender reentry, focusing on reentry programming and community resource transition¶

Stay Interview:A conversation with an employee about their experiences and why they remain at the BOP

Subject Matter Expert(SME):An individual who possesses a deep understanding of a specific subject

Survey:The process of collecting, analyzing and interpreting data from many individuals to determine insights into a group of people

Working Session: Time dedicated to learning from and brainstorming with Subject Matter Experts around current and future steps for the BOP¶

Working Sessions and Methodology¶

Development of the Incentives Playbook took place in four main phases in which internal and external research was conducted, combined with working sessions, interviews, and surveys with employees at the BOP. A table summarizing each phase can be found below (Figure 2).¶

Figure 2¶

Phase One¶

The first working session was conducted with Central Office SMEs. Attendees represented the multiple divisions – Correctional Programs Division (CPD); Human Resource Management Division (HRMD); Health Services Division (HSD); Information, Technology and Data Division (ITDD); and Reentry Services Division (RSD) as well as the national union – to ensure a holistic view of experiences. The goals of this phase were to identify and validate standardized criteria that could be used to determine high-risk employees or groups of employees, informing the first version of the Incentives Playbook. Criteria for high-risk groups discussed in these sessions included: job market competition, location of institution, morale, time-to-recruit and time-to-hire, promotion opportunities for the role, schedule, job requirements for the role, turnover rate, pay, empowerment and authority within the role, relationships with supervisor or manager, and the employee’s tenure at the BOP (See Criteria to Identify High-Risk Groups). These criteria were used to determine the top three high risk groups at the BOP: Correctional Officers, New Hires, and Nurses. A second working session was conducted with regional-level employees in the Mid-Atlantic and Western Regions (selected because they represent the greatest spending on incentives and present a diverse sample of institutions), to validate the first session’s determined criteria and high-risk groups.¶

Once the top three high-risk groups were identified and validated (Correctional Officers, New Hires, and Nurses) for the Mid-Atlantic and Western Regions, developers of the Incentives Playbook moved to Phase Two.¶

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Phase Two¶

After defining the groups of employees that are at higher risk of leaving the BOP, it was necessary to understand what those groups of employees value most when choosing and continuing in a career path. In this phase, the team conducted “Stay Interviews,” an interview technique meant to uncover current employees’¶

perspective on what they value and why they choose to remain with the Bureau.¶

A sample group of individuals in the Mid-Atlantic and Western Regions who fell into one of the top three high-risk groups (Correctional Officers, New Hires, and Nurses) were requested to participate in a Stay Interview. The interviews provided them an opportunity to answer a series of questions pertaining to their work, their values, and what motivates them to continue working at BOP, in addition to an opportunity to share ideas of new ways to incentivize employees or improve existing processes (See Section Four: Making it Happen). 50 interviews were conducted with employees in the Mid-Atlantic (30 interviewees) and Western (20 interviewees) Regions, who represented 19 BOP institutions. Figure 3 shares interviewee demographics from the two regions.¶

“The people I work with inspire me and make me want to do my best work.”¶

• Stay Interview Participant, WXR Correctional Officer

In addition to interviews, a survey was sent to approximately 4,800 employees in the Mid-Atlantic and Western Regions who were either Correctional Officers, Nurses, or New Hires, asking them to rank the incentives and benefits options they valued most. Survey completion was 25.9% at the time the survey was closed. Incentives and benefits options on the survey included both incentives the Bureau currently offers, and new ideas informed through Stay Interviews or external research on what other federal agencies offer. Options were both monetary and non-monetary, including an award for consistent attendance. Each option that may need union approval, policy change, etc. was highlighted for employee awareness.¶

Figure 3¶

The top three most voted monetary incentives and benefits options were:¶

1. Award for consistent attendance

2. Acknowledgement of tenure (i.e., 5-year bonus, 10-year bonus)

3. Award for high performance

The top three most voted non-monetary incentives and benefits options were:¶

1. Hybrid or flexible work opportunities (for applicable offices, locations, and positions)

2. Monthly or quarterly events

3. Childcare center or childcare reimbursement

For more information on the survey, results, and input from employees, please refer to Chart C.¶

Phase Three¶

After gaining an understanding of what employees value and wish to see via incentives and benefits offerings, the team reconnected with BOP SMEs to conduct additional working sessions. The first session reviewed¶

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research on incentives offerings provided at other federal and state organizations and evaluated the feasibility of implementing each monetary and non-monetary incentive presented in the survey sent to Mid-Atlantic and Western region employees during Phase Two. Input was provided from leaders within HMRD, the Office of General Counsel, the Incentives Office, one Regional Director, and the union. The second session, attended by representatives from HRMD, HSD, RSD, and multiple BOP regions, determined goals and performance metrics to measure incentives utilization against; the final session established methods for tracking incentives usage and progress on incentives goals utilizing the BOP’s current data collection systems (See Section Three: Incentives and Benefits Offerings).¶

Phase Four¶

To ensure the Incentives Playbook provides the greatest value, training and communications were developed for leadership at Central Office, Regional Offices, and individual institutions on how to read and apply the materials. Training on how to determine what incentives and benefits to offer employees, alongside communications to disseminate incentives-based information, can be found in Section Four: Making it Happen.¶

Lessons Learned¶

During the development of this playbook areas for improvement arose in each phase. Below are some recommended best practices for future similar efforts.¶

Involve critical stakeholders early to help schedule interviews. Before reaching out to schedule and conduct interviews or distribute the survey regarding incentives, it is crucial to determine points of contact across the BOP. Regional Directors provided support by connecting with Wardens, who worked with both the national union and their local unions to identify and aid in scheduling interviews. When scheduling interviews, it is important to keep in mind the correctional work environment’s impact on the availability of interviewers and interviewees (e.g., off-shifts) in addition to ensuring representation from institutions in all states and time zones.¶

Frame survey questions with the least amount of ambiguity. When determining high-risk groups and creating interview or survey questions, it is important that wording is clear; for example, a “new hire” is an employee with less than one year at the BOP. Questions asked of interviewees were often perceived differently – when asked if they had tools to do their job properly, responses varied between physical tools (e.g., enough masks during COVID) and figurative tools (e.g., mentorship and training).¶

Allow for identifying data to be collected while preserving anonymity. If utilizing surveys, ensure¶

opportunities for employees to share information (e.g., their role or region) that can be analyzed without losing anonymity.¶

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Criteria to Identify High-Risk Groups¶

Criteria used to identify a high-risk group were determined through various working sessions with SMEs at all levels of the BOP. Leaders at the Central Office, Regional Directors, and Wardens should use the criteria to identify high-risk groups in their region or at their institution. A checklist and how-to guide on applying the below criterion can be found in Section Four: Making it Happen.¶

Defined Criteria for Identifying High-Risk Groups¶

The following criteria are listed in order of votes received during Phase 1 working sessions.¶

Job Market Competition: Local and national competition¶

Location of Institution: Cost of living, desirability, nearby resources, culture of institution, scarcity of role in area¶

Morale: Mental and emotional condition of group or individual regarding a task or function¶

Time-to-Recruit and Time-to-Hire: Cost to hire and impact on desire to stay due to the time it takes to hire an employee¶

Promotion Opportunities: Low-level roles that max out at a certain GS-level, or with limited positions in the next GS-level at the institution¶

Schedule: Type and flexibility of schedule (e.g., night shifts, hybrid eligibility)¶

Job Requirements for role: Additional education, licenses, certifications¶

Turnover Rate: Frequency with which employees leave their role at the BOP¶

Empowerment and Authority: Freedom in decision-making and trust granted to execute the tasks within one’s role¶

Pay: Salary amount compared to local competitive pay¶

Employees Tenure at BOP: Measure of how long employee has been employed at the BOP (e.g., less than a year, eligible to retire)¶

Supervisor and Manager Relationships: Transparency and support between employees at all levels¶

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Section Two: Incentives and Awards Offerings¶

Current Incentives and Awards Offerings and Processes¶

The purpose of the BOP’s incentives program is to “recognize and promptly reward employees who perform in an exemplary manner or make significant contributions to the efficiency and effectiveness of Bureau operations and to honor those who have served the Government faithfully and well.” The BOP offers various incentives to achieve this mission and support its people. The three main categories of incentives are: $^{7}$¶

1. Recruitment Incentives – Used to motivate individuals to join the BOP.

2. Relocation Incentives – Used to reward employees who move to work in a hard-to-fill location for a certain amount of time (i.e., 24 months or shorter based on the Director’s discretion).

3. Retention Incentives – Used to retain employees who would be likely to leave the Federal service.

Process for nominating incentives:¶

Proposed incentives must be submitted in writing, approved through the appropriate channels by the appropriate decision maker or delegated decision maker. There are two general rules for awarding incentives:¶

1. The approving official must be at a higher level than the recommending official.

2. The award is only discussed with the recipient only after it has been approved.

Please reference the National Incentives Program Statement $ ^{7} $ for more information on how the incentives approval process works.¶

Individual and Group Incentives and Awards Currently Offered¶

The BOP gives out both Individual and Group incentives. Individual incentives are awarded to specific individual employees who demonstrate the behavior and/or impact described in the award. Group incentives are awarded to groups of employees (e.g., Correctional Officers) based on the qualifications of that specific group. For example, a team of Correctional Officers may demonstrate outstanding service to the BOP and be recognized by receiving a group incentive. Some monetary awards given to a group of employees may vary in amount. “In determining the amount of a group award, the value of the contribution should be evaluated first, and the amount divided among the group members, either equally or in proportion to the contribution of each member. An exception may be made when the amount to be shared would be too small to be meaningful and motivating.” $ ^{7} $¶

Please note, some incentives and awards can only be given to an individual, not a group (e.g., Special Achievement Award for Sustained Superior Performance), whereas others may be given to an individual and a group (e.g., Superior Accomplishment Award based on Special Acts or Service).¶

Monetary and Non-Monetary Incentives and Awards Currently Offered¶

Both monetary and non-monetary incentives are offered at the Bureau. Monetary incentives are associated with a financial benefit to the receiving employee or group of employees (e.g., cash bonus, quality step increase), whereas non-monetary incentives do not have a financial benefit to the receiving employee or group of employees (e.g., letter of commendation, Public Service Award). The types of monetary and non-monetary¶

7 National Incentives Program Statement¶

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incentives are listed below and are considered part of the Menu of Options (Figure 6) presented in the Playbook:¶

Monetary:¶

1. Quality Step Increases (QSI) – Additional within-grade increases that augment an employee’s basic pay and reward future performance. Only GS employees are eligible for QSIs.

2. Above Minimum Rate (AMR) - allows for the appointment of an employee at a salary rate above the minimum step of the qualifying grade for superior qualifications (or special need). The rate cannot exceed a candidate’s existing pay by 20% and must be approved by the Bureau Personnel Director prior to entry on duty date.

3. Special Achievement Award for Sustained Superior Performance (SSP) – Lump sum cash award, up to 15% of the awardee’s base pay, granted to recognize an employee’s consistent performance that exceeds normal job expectations for a period of at least six months. Only individuals are eligible to receive this award.

4. Factory Gainsharing Award – Rewards specific factories within the Federal Prisons Industries, Inc. and provides a group cash award to employees at specific factories.

5. SES Performance Awards (Bonuses) – Rewards excellence over a one-year performance cycle for SES appointees. These bonuses can be between 5% - 20% of a recipient’s basic annual pay.

6. Referral Bonus – Rewards recruitment efforts of employees in the form of a cash award. Executive Staff members, Wardens, Associate Wardens, Human Resource Management staff, and any employees involved in organized recruitment activities are excluded from recruitment incentives. All other employees are eligible.

a. If an employee recruits a new employee into a hard-to-fill position at the BOP, they are eligible to receive up to a $250 cash award after the new employee successfully completes one year of service with the Bureau.¶

b. For all other positions, employees are eligible to receive a $150 cash award for recruiting a new employee.¶

7. Retirement Incentive – Employees eligible to retire through the end of 2022 may be able to receive a retention incentive to continue working. For more information, please check with the BOP’s policy on retirement-eligible and retirement-mandatory categories. In addition, the percentage of the incentive may increase each year the individual remains employed beyond their retirement eligibility date, upon annual approval to continue the incentive: $ ^{8} $

⁸ “Retention Incentive for Retirement Eligible Staff” (bop.gov)¶

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Date of Retirement Eligibility	Retention % Eligible For
Prior to 2019	8%
2020	7%
2021	6%
2022	5%

Figure 4¶

Non-Monetary:¶

1. Letters of Commendation – Given for a one-time or non-recurring contribution by an employee or group of employees, signed by the individual’s appropriate leadership.

2. Time Off Awards (TOAs) – Grants time off without charging leave or loss of pay to an employee or a member of a group. TOAs are intended to recognize superior accomplishments or other personal efforts that contribute to BOP’s mission. TOAs are used to recognize contributions that are of a one-time, non-recurring nature and may also be used to recognize sustained high-level performance. These awards can be offered to both individuals and groups.

3. Student Loan Repayment – Eligible employees are offered a lifetime maximum student loan repayment amount of $60,000, or a maximum annual repayment amount of $10,000 each year, per OPM guidelines.

4. Annual Leave Credit – Utilized to credit prior work experience towards an employee’s annual accrual rate.

5. Honorary Service Medals – Provides honorary recognition to employees for significantly contributing to the mission. Examples of these types of awards include but are not limited to the following:

a. BOP Distinguished Service Medal (BOP DSM) – Presented to an individual who has realized the highest level of achievement.¶

b. BOP Meritorious Service Medal (BOP MSM) – The second-highest non-cash award given to an employee for contributions in care and custody.¶

c. BOP Commendation Medal (BOP CM) – Presented to an individual who has demonstrated dedication greater than an average employee through high quality work, unique approaches, or noteworthy technical contributions significant to a limited area. Monetary recognition may also be considered in addition to this award.¶

6. Public Service Awards – Given to private citizens and organizations whose outstanding acts have made significant contributions in improving the activities of the BOP and the Bureau’s functions, services, and/or operations. These awards are presented as Public Service Award Certificates or BOP-produced plaques.

7. Correctional Workers’ Week Observance – A full week during the year that the BOP recognizes the contributions of Correctional Officers and all other correctional employees.

8. Gainsharing Travel Savings Award Program – Rewards employees who intentionally save the BOP money when traveling via frequent flyer accounts, credits, etc. Program members may receive future discounted travel benefits.

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9. Bureau-wide Awards – National recognition of employees who have demonstrated superior accomplishments during the year. There are 29 categories of Bureau-wide awards, including Director’s awards. Figure 5 shows all Bureau-wide awards.

10. Career Service Insignia (Pins) – Recognizes and rewards employees for their years of service to the BOP. All employees are eligible to receive a pin upon five years of service to the Bureau and for each additional period of 5 years (i.e., 5 years, 10 years, 15 years, 20 years).

11. Career Service Certificate – Recognizes employees for their years of service to all creditable Federal Government agencies (e.g., the military). These awards are particularly significant for employees who transferred between agencies.

12. Significant Accomplishment Awards for Transfer or Separation – Recognizes an employee’s individual contribution to a specific facility at a time of transfer or separation.

13. Retirement Plaques – Given to all employees who retire from the BOP.

14. Retirement Mantle Clock – Given to all employees who retire from the BOP.

15. Retirement Letters – Congratulatory notes from the BOP Director and the President.

16. Retirement Badge – Recognizes the service of employees by embossing their badge in a special casing upon retirement.

17. Recognition for Service of Deceased Employees – Recognizes the service of deceased employees.

18. Public Health Service (PHS) Commissioned Officers Awards and Decorations – Recognizes United States Public Health Service (USPHS) employees who are otherwise not eligible for monetary or Time Off Awards. There are many types of these PHS Commissioned Officers Awards and Decorations in the forms of medals, citations, commendations, and ribbons. For the full list of PHS awards, please refer to the National Incentives Program Statement. $^{7}$

19. Attorney General Awards – Announced by the Department of Justice with final selections made by the Department of Justice Awards Committee.

20. The President’s Award for Distinguished Federal Civilian Service – The highest honor the federal government can bestow upon a career employee to recognize exceptional achievements that are of tremendous benefit to the Nation.

Bureau-Wide Awards and Criteria
Name of Award	Criteria
Sanford Bates Award	Non-supervisory employee who showed courage or risk of life in an act
James V. Bennett Award	Supervisory or management employee who showed courage or risk of life in an act
Myrl E. Alexander Award	Employee who is instrumental in new technique development or implementation
Norman A. Carlson Award	Employee who has shown excellence in leadership
J. Michael Quinlan Award	Employee who has taken active steps to promote the concept of “Bureau family”
Kathleen Hawk Sawyer Award(Employee)	Employee who demonstrates high standards of public service by stimulating progress in the BOP
Kathleen Hawk Sawyer Award(Management)	Management staff who is committed to ensuring accountability and excellence in their area of responsibility
Harley G. Lappin Award	Employee who exemplifies resiliency and commitment to goals of re-entry and skills-building for offenders
Charles E. Samuels Jr. Award	Employee who furthers the mission by maintaining productive working relationships through partnerships with labor and management
Mark S. Inch Award	Employee who acknowledges importance of military service in furthering the agency's mission

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M.D. Carvajal Award	Employee who values the importance of improving employee skills through delivery of training
Director's Equal Employment Opportunity Award(EEO)/Affirmative Employment Award	Granted to managers and supervisors for outstanding contributions to advancing EEO,to EEO Officials who demonstrate effectiveness,or to an employee whose work is not directly related to EEO but advances equal opportunity
Director's Special Recognition Award	Recognizes any contribution that has a significant impact on any area within the Bureau at any level
New Warden of the Year Award	Wardens with 1 year or less who effectively manage a facility by providing a safe and secure environment for all
Excellence in Prison Management	Wardens with outstanding contributions in the overall management of staff, inmates,and general operations
Regional Director's Award	Recognizes employees at all levels who have made specific contributions to the effectiveness of the Bureau(one staff member per region)
Regional Director's Special Recognition Award	Employees from any level whose work performance clearly deserves national recognition
The Maryellen Thoms Assistant Director's Award for the Health Services Division	Recognizes on-the-job excellence among employees whose contributions positively impact HSD,Food Services or Safety
Dr. Thomas R.Kane Award for the Information,Policy,and Public Affairs Division	Recognizes on-the-job excellence among employees who have made significant contributions in their field of technology
Assistant Director's Award	Recognizes on-the-job excellence among employees in their field(one per division:ADM,PRD,CPD,FPI,HRMD,OGC,RSD)
Special Recognition Award	Employees from any level whose work performance clearly deserves national recognition(one per division:ADM,PRD,CPD,FPI,HSD,HRMD,IPPA,OGC,RSD)

Figure 5¶

Additional types of non-monetary incentives offered by the BOP include, but are not limited to the following:¶

a. Employee’s picture in a prominent location¶

b. Letter of commendation from Warden¶

c. Reserved parking space¶

d. Monthly and Quarterly events to build team cohesion and boost morale (e.g., bowling, cookouts)¶

e. Family events (e.g., new Correctional Officer swearing in ceremony, potlucks) to include employees’ families¶

“Staff appreciation meals, ice cream trucks, coffee trucks, they help boost morale and it’s a breath of fresh air when you hear there are these things.”¶

• Stay Interview

Participant, MXR Nurse¶

The following awards can be monetary and/or non-monetary offerings:¶

1. Superior Accomplishment Award based on Special Acts or Service – The monetary award is a lump sum cash award given for a one-time or non-recurring contribution by an employee or a group of employees. The non-monetary award is a letter of commendation. All employees are eligible for this type of award and there is no limit to the number of awards that an individual can receive in a certain period.

2. Superior Accomplishment Awards for Adopted Suggestions – Given to employees who suggest new ideas that benefit government operations, such as process improvement ideas. The award may result in either a cash award up to $250 or an appreciation letter issued to the recipient.

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3. Local Awards – These have been implemented at some but not all institutions. The following is a list of some examples of local awards:

a. Employee of the Month, Quarter, Year¶

b. Supervisor of the Month, Quarter, Year¶

c. Rookie of the Month, Quarter, Year¶

d. Correctional Officer of the Year¶

e. Extra Effort/Extra Mile/Extra Step at the Institution Award¶

f. Honor Graduate of Federal Law Enforcement Training Center (FLETC) for Introduction to Correctional Techniques (ICT)¶

8. Superior Accomplishment Award for Foreign Language Skills – Given to reward employees who significantly contribute to the orderly running of the BOP through their use of foreign language skills. This award may be monetary, with a lump sum award of up to 5% of the grantee’s base pay provided.

9. Distinguished and Meritorious Executive Awards – The most prestigious awards to career Senior Executive Service (SES) members to recognize extraordinary long-term achievements. These awards entitle the recipients to cash awards of 25% - 35% of basic annual pay and may also contain a gold pin and framed certificate signed by the President.

10. SES Superior Accomplishment Incentive Awards – Given at any time when circumstances warrant recognition to recognize a suggestion, invention, or special act that has a significant, tangible impact on the BOP.

11. Other Awards – These awards are based on outside requests from different organizations (i.e., The American Correctional Association, Federal Law Enforcement Officers Association, North American Association of Wardens and Superintendents). The Assistant Director of HRMD will announce the nomination as each organization sends its request, then establish timelines to comply with each request. Institutions much obtain the Warden’s approval before submitting any nominations. The BOP also partakes in the following outside awards programs: National Defense University’s National War College, Roger W. Jones Award for Executive Leadership, Women in Federal Law Enforcement, Presidential Public Safety Medal of Valor Award, OPM Pillar Award and the Justice Tom C. Clark Award.

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New Incentives and Awards Offerings¶

In addition to what the BOP has historically offered employees for both monetary and non-monetary options, the Bureau is always looking for new ideas and new incentives to better support and retain employees. The new offerings below, alongside the currently offered incentives and benefits mentioned in the previous section, make up what is called the Employment Incentives and Awards Menu of Options (Figure 6), a resource that all levels of leadership can refer to when trying to determine the most effective way to recognize and retain employees.¶

The following incentives are part of the Menu of Options and are either new ideas or have historically not been offered across the BOP in a standardized method:¶

• Recruiter of the Month, Quarter, Year Award – This is an offering that can be either monetary or non-monetary to recognize and reward a recruiter’s excellent impact and service to the BOP. Recruiters and Human Resource Manager (HMR) employees would be eligible to receive this reward if they surpass recruitment goals for a certain time (e.g., month, quarter, year). A monetary award of this type could be a cash award of up to $250 to the recruiter who recruits the highest number of new employees. A non-monetary award of this type could be the recruiter’s picture at the institution or in the newsletter, sharing the recruiter’s impact to the institution and BOP.

• Compressed Work Schedules (CWS) – This is a non-monetary offering for all appropriate positions at the BOP. Full-time employees may complete their 80-hour biweekly work requirements in fewer than 10 days, when the situation is assessed to not pose an adverse impact on the BOP. In addition to Compressed Work Schedules, the Bureau is also exploring Hybrid and Flexible Work Opportunities for options including remote work. Due to the uniqueness of the BOP’s mission, not all employees and positions would be eligible for remote work, however the Bureau may evaluate

this as a potential future incentive offering.¶

• Local Executive Staff Meeting Invite – This is a non-monetary offering to give employees insight into how the local Executive Staff operates. By inviting an employee to attend an Executive Staff meeting, they may feel more valued and present in decisions that impact their workplace and peers.

• Handwritten Thank You Note – This is a non-monetary offering to reward and recognize employees for any special contribution or act of service to benefit the BOP, such as volunteering to cover for a team member. Stay Interview findings show that

“[From my supervisor] I just want a simple email that says I recognize you, you have improved, and you’re doing great. That would help me a lot, instead of only hearing from them when something goes wrong.”¶

– Focus Group Participant, FCI Otisville Employee¶

genuine, timely, and specific appreciation notes from leadership have a lasting impact on making employees feel valued and cared for.¶

• Lead Peer Group or Training – This is a non-monetary offering to reward employees with leadership opportunities when they present such potential and interest. Giving an employee the opportunity to lead helps recognize their contributions while making them feel valued.

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Menu of Options Table (includes all monetary and non-monetary incentives currently offered at the BOP and suggested via this Incentives Playbook).¶

Leaders can refer to this Menu of Options (Figure 6), which includes currently offered incentives and benefits as well as new ideas, when trying to determine ways to motivate and retain their employees. It is important to keep in mind that the BOP’s current approval processes are still in place for all offerings and leadership must still go through the appropriate channels. See the National Incentives Program Statement $ ^{7} $ for full details on the BOP incentives and awards approval processes. For example, monetary incentives beyond the allotted institution level amount must be submitted to the Regional Office. Leaders must also keep in mind the feasibility of a certain incentive at their institution and refer to their budget (See Budget Considerations), staff vacancies, and other considerations before offering an award from the Menu of Options.¶

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Employment Incentives and Awards Menu of Options¶

Name	Description	Monetary or Non-Monetary	Group or Individual	Current or New?
Quality Step Increase (QSI)	Additional within-grade increases that augment base pay	Monetary	Individual (GS employees only)	Currently Offered
Above Minimum Rate (AMR)	Appointment of an employee at a salary rate above the minimum step of the qualifying grade for superior qualifications or special need	Monetary	Both	Currently Offered
Special Achievement Award for Sustained Superior Performance (SSP)	Recognize consistent performance that exceeds normal job expectations for a period of at least six months	Monetary (Lump Sum)	Individual	Currently Offered
Factory Gainsharing Award	Rewards factories within the Federal Prison Institutes, Inc.	Monetary (Group Cash Award)	Group	Currently Offered
SES Performance Awards (Bonuses)	Rewards excellence over a one-year performance cycle for SES appointees	Monetary (Between 5 - 20% of base pay)	Individual	Currently Offered
Letters of Commendation	Rewards one-time contribution by an employee or group of employees	Non-Monetary (letter signed by appropriate leadership)	Both	Currently Offered
Time Off Awards (TOAs)	Grants time off without charging leave to recognize superior accomplishments	Non-Monetary	Both	Currently Offered
Student Loan Repayment	Provides employees a maximum lifetime amount of $60,000, or maximum annual repayment amount of $10,000 each year, per OPM guidelines	Non-Monetary	Individual	Currently Offered
Annual Leave Credit	Utilized to credit prior work experience towards an employee's annual accrual rate	Non-Monetary	Individual	Currently Offered
Honorary Service Medals	Provides honorary recognition for significantly contributing to the mission	Non-Monetary	Individual	Currently Offered
Public Service Awards	Given to private citizens and organizations for outstanding contributions to the Agency	Non-Monetary (certificates or plaques)	Individual	Currently Offered
Bureau-wide Awards (Director's Awards Included)	Nationally recognizes superior accomplishments during the year	Non-Monetary	Individual	Currently Offered
Career Service Insignia (Pins)	Recognizes employees for their years of service to the Agency	Non-Monetary (Pins for 5-year increments)	Individual	Currently Offered
Significant Accomplishment Awards for Transfer or Separation	Recognizes an employee's individual contribution to a specific facility at a time of transfer or separation	Non-Monetary	Individual	Currently Offered
Retirement Plaques	Given to all employees who retire from the Agency	Non-Monetary	Individual	Currently Offered
Retirement Letters	Congratulatory notes from the Director of the Agency and the President, if eligible	Non-Monetary	Individual	Currently Offered
Retirement Badge	Recognizes the service of employees by embossing their badge in a special casing	Non-Monetary	Individual	Currently Offered
Recognition for Service of Deceased Employees	Recognizes service of deceased employees	Non-Monetary	Individual	Currently Offered
Public Health Service (PHS) Commissioned Officers Awards and Decorations	Recognizes USPS employees who are not eligible for monetary or TOAs	Non-Monetary (medals, citations, commendations, ribbons)	Individual	Currently Offered
The President's Award for Distinguished Federal Civilian Service	Highest honor federal government can bestow upon a career employee to recognize exceptional achievements	Non-Monetary	Individual	Currently Offered
Superior Accomplishment Award based on Special Acts or Service	A lump sum cash award given or letter of confirmation for a one-time contribution	Monetary or Non-Monetary, Budget permitting	Both	Currently Offered
Local Awards (Institution-Based)	Employee of the Month, Supervisor of the Quarter, Rookie of the Year, CO of the Year	Monetary or Non-Monetary, Budget permitting	Individual	Currently Offered

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Superior Accomplishment Award for Foreign Language Skills	Rewards employees who contribute through their foreign language skills	Monetary or Non-Monetary, Budget permitting	Individual	Currently Offered
Distinguished and Meritorious Executive Awards	The most prestigious awards to career Senior Executive Service (SES) members to recognize extraordinary long-term achievements	Monetary(25%-35% of base pay award)&Non-Monetary(gold pin and certificate signed by the President)	Individual	Currently Offered
SES Superior Accomplishment Incentive Awards	Recognition of a suggestion, invention,or special act that has a significant,tangible impact	Monetary&Non-Monetary,Budget permitting	Individual	Currently Offered
Recruiter of the Month,Quarter,Year Award	Recognizes recruiter's excellent impact on institution/region recruitment goals	Monetary(up to $250)orNon-Monetary(picture at theinstitution/in newsletter),Budget permitting	Individual	New suggestion with Incentives Playbook
Local Executive Staff Meeting Invite	Inviting an exceptional employee to attend an Executive Staff meeting to give insight on how leadership operates	Non-Monetary	Individual	New suggestion with Incentives Playbook
Handwritten Thank You Note	Recognizes employees for any special contribution or act of service	Non-Monetary	Both	New suggestion with Incentives Playbook
Lead Peer Group or Training	Rewards employees with leadership opportunities when they present such potential	Non-Monetary	Individual	New suggestion with Incentives Playbook

Figure 6¶

Please reference the National Incentives Program Statement on Sallyport for more information, special considerations, and a full list of incentives offerings. $ ^{7} $¶

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Section Three: Goals and Considerations¶

Measuring Success: Goals and Performance Metrics¶

Establishing performance metrics and goals will enable the BOP to better assess the outcomes of its incentives usage. Systemically evaluating performance metrics will provide Bureau leaders with the insights needed to better determine if the incentives are working as intended or if the resources would be more effectively spent elsewhere.¶

Performance Measurement Approach¶

Defining goals is the first step to better tracking and evaluating the return on investment of the BOP’s incentives. Various qualitative and quantitative data sources (i.e., employee surveys, FEVS survey, focus groups, stay interviews, exit interviews, incentives tracking) can be utilized to form a holistic understanding of the BOP’s retention.¶

The following steps outline the Performance Measurement Approach, while Figure 7 shows the foundation for establishing, tracking, and evaluating effectiveness of incentives goals.¶

1. Define – Identify key goals, outcomes, and metrics to evaluate success for the incentives program.

2. Track – Iteratively track and measure performance by capturing data on well-defined metrics.

3. Evaluate – Evaluate performance at the end of the year to determine if BOP met its goals.

Figure 7¶

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Performance Metrics¶

The standardized metrics and data definitions below (Figure 8) can be applied to all of BOP’s workforce, specific workforce groups (e.g., Correctional Officers, New Hires, and Nurses), and/or specific locations (e.g., all institutions in the Mid-Atlantic Region, Western Region).¶

Metrics
Staffing Levels	The number of positions filled divided by the number of authorized positions.
Turnover Rate	The number of separations divided by the number of staff at year end, based on calendar year data.
Retention Rate	The number of employees who remain employed at BOP(i.e., are on the payroll) for a certain time period, based on calendar year data.
Incentives Awarded	The number of monetary, non-monetary,and/or other types of awards given to an employee during a certain time period.
Baselines
Historical Retention Rate	Uses historical data(i.e.,the last five fiscal years'data)to calculate a Historical Average Retention Rate.This historical average becomes the baseline for comparing future years'retention rate against.
Historical Turnover Rate	Uses historical data(i.e.,the last five fiscal years'data)to calculate a Historical Average Turnover Rate.This historical average becomes the baseline for comparing future years'turnover rate against.

Figure 8¶

Comparing metrics to historical rates for baselines, also called a steady state, is preferable to a strict year-over-year comparison because it compares progress to a healthy range or threshold. This approach better accounts for outliers (e.g., comparing data from the year before COVID-19 to COVID-19 data would not present a fully accurate comparison).¶

Incentives Playbook Goals¶

In March 2023, a group of Assistant Directors (ADs) and Regional Directors (RDs) participated in a working session to identify and prioritize goals to evaluate the effectiveness of awarded incentives. As an output of that session, the ADs and RDs prioritized the following goals for the first version of the Incentives Playbook:¶

1. Increase overall employee retention by 5% compared to historical retention rate.

2. Increase Correctional Officer retention by 10% compared to historical retention rate.

3. Increase New Hire retention by 10% compared to historical retention rate.

4. Increase Nurse retention by 10% compared to historical retention rate.

Additional recommendations included: tracking retention rates of employees who received any type of incentive (monetary or non-monetary); addressing staffing challenges for Correctional Officers to mitigate any trickledown effects on other workforce segments. Tracking will further enable the BOP to assess what, if any incentives given to employees are effective at retaining them over time, while focusing on Correctional Officers may limit an increase in augmentation for other departments such as non-custody employees.¶

Implementation, Tracking, and Evaluation¶

Currently the Staffing and Employee Relations Section (SERS) tracks usage of recruitment, retention, and relocation monetary incentives. These incentives could be for a segment of the workforce (e.g., Correctional Officers), a specific department (e.g., Human Resource), or the entire institution. Requests for individual and group retention incentives have greatly increased in the past few years at the BOP. For all non-monetary¶

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incentives (e.g., Quality Step Increases (QSIs), Time Off Awards, Director Awards), tracking is performed at the institution-level and funded by the Warden’s budget.¶

The incentive approval process is initiated when the Warden or HRM submits a request for an incentive. The graphic below provides an overview of the process, to include awards that exceed the BOP or OPM threshold. (Figure 9).¶

Overview – Incentives Approval Process¶

Figure 9¶

As the incentive request continues through the approval process, more data and reports are included in the request to substantiate the approval. For example, if the incentive requested is due to a higher cost of living in the area, then information about the area such as trends in home values and comparison of salaries to state law enforcement is gathered and attached to the request. Other information shared may include the institution’s turnover rate and available exit survey data. A report is also provided by the Consolidated Staffing Unit (CSU) which outlines hiring activity; this report may show how many candidates were reviewed for the position, and how many were ultimately hired.¶

Once the request has been approved, it gets keyed into the National Finance Center (NFC) system which adjusts the payroll for the specific individual(s) impacted by the incentive. For requests that would result in an increase larger than 10% of the employee’s base salary, a service agreement is required to ensure the impacted individuals continue to be retained at the institution. To continue the retention incentive, the Warden or HRM submits a yearly continuation request for approval, which confirms the impacted employee remains in the same position and location they received the incentive for. If the employee has changed positions (through a transfer, lateral move, or promotion) or has relocated to a different institution or office.¶

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the incentive is terminated immediately for that individual. SERS collects data around the number of institutions that have requested incentives, how many requests are pending review, and how many have been either approved or disapproved. For historical retention data, the Personnel Director’s Office (PDO) collects and tracks data about employees who have left, resigned, or retired from the BOP.¶

The BOP has set thresholds which, once reached, require incentives requests be submitted for higher-ranking approval from DOJ and OPM (See Chart D). While these incentives request forms are standard across the BOP, the way in which each institution tracks incentives at their level varies. To better understand where the Bureau stands with incentives, and how to maintain the most effective usage of each type, it is recommended that the BOP moves forward with tracking through these steps:¶

1. Invest in standardized tracking for all levels of the BOP. The Incentives Playbook provides a tracking template in Microsoft Excel, which can be downloaded and utilized by Wardens and HRMs to log each type of incentive they offer to employees. Utilizing the template will improve the standardization of data collection across all 122 institutions.

2. Require an annual report from each institution surrounding incentives provided to employees. The Incentives Playbook tracking template provides a row for each detail of an incentive: the name of the award, type of award, amount received (if monetary), and the job series of the recipient. It is recommended that each institution compile this data and submit to their Regional HRA on a yearly basis. The HRAs should compare from past reports (when applicable) and analyze for any significant datapoints or trends and submit their findings to Central Office.

3. Utilize the information collected above to create a database. This will serve to resolve current gaps in information and provide insights into who is being incentivized most and what types of incentives are most effective in retaining critical employees. Additionally, having an accessible source for data would further drive transparency and standardization of how incentives are distributed.

Barriers and Considerations¶

When implementing, tracking, and evaluating the success of incentives goals and their effectiveness, several barriers and considerations should be kept in mind. The following barriers should be considered during implementation:¶

• Financial constraints impact how a Warden can provide monetary incentives for a group or individual since most awards at the institution level (e.g., Time-Off Awards, Cash Awards) are funded by the Warden’s authorized budget.

• Operational limits impede whether an incentive can be offered. For instance, if an institution is undergoing major mission changes or is severely understaffed, there may not be bandwidth for leadership to recognize their employees in a timely manner (i.e., writing a thank you note or displaying a picture of a star employee). The Stay Interviews conducted during October - December 2022 demonstrate that employees view specific and timely appreciation as the most valuable form of appreciation, making it imperative to consider how to enable this behavior despite limited leadership bandwidth.

• Data infrastructure and governance is critical to maintaining effective tracking and evaluation of goals and metrics. Currently, the BOP has different reporting methods for different types of incentives which makes it difficult to create a holistic understanding of how incentives usage is or is not impacting staffing levels/desired outcomes.

• Limited data availability can hinder tracking and evaluating. Significant amounts of data are required to be able to accurately assess whether an individual or group has been impacted by an incentive offering. For instance, the BOP reports a 5% completion rate in exit surveys distributed to employees

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leaving the BOP. This is not a sufficient source to solely determine if an incentive offered was effective at reducing employee separation or not, which may require the BOP to invest in collecting qualitative data (e.g., Stay Interviews) to supplement existing data.¶

• Limited standardization of data collection impacts the BOP’s ability to understand what incentives are being offered and how effective they are at motivating and retaining employees at the institution level. This includes having up-to-date reports, an established quality check system, and a plan for consistent data analyses. If each institution tracks incentives usage similarly, there is a higher likelihood for the data to be kept in one place and used for finding trends, tracking spending, and justifying needs to external stakeholders.

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Budget Considerations¶

Other important considerations for playbook implementation are the spending limits of incentives as put forth by OPM, budget considerations at all levels, locations and training centers, and the anticipated costs of implementing new offerings. It is important to remember that the Bureau’s overall budget each year may fluctuate based on what is deemed appropriate by Congress, which will affect the level of funding available to use towards employee incentives.¶

OPM Incentives Guidelines¶

Federal agencies are required to abide by a variety of policies set forth by OPM, including those around creating and distributing incentives. Above a certain spending threshold, approvals for incentives usage must go through OPM. A report and justification for any incentive approved at the BOP must be sent through the Staffing and Employee Relations Section (SERS) to DOJ and then OPM for final processing and records management. The federal management organization also requires reports from BOP annually, to include the number of incentives offered across the BOP and the total amount spent on incentives overall and for each type.¶

The BOP has internal processes for giving out incentives up to the OPM threshold. Starting with recruitment, the allotted amount that can be offered is up to 25% of the individual’s base salary, complete with a two-year service agreement if it is for an individual or a one-year service agreement if it is for a group. For a relocation incentive, an individual must agree to a two-year service agreement and the BOP may offer up to 25% of the person’s base pay. Finally, for retention, the Bureau can offer up to 10% of base pay as an incentive for a group and up to 25% for an individual. While an individual with a retention incentive is not subject to a service agreement, a group that is offered over 10% is required to agree to a one-year agreement. $ ^{9} $¶

Institution-Level Budget¶

Incentives offered from the Warden come out of the institution’s operational costs, and while it is generally 25% of their budget, funding available for incentives can vary by institution. The Administration Division utilizes a formula that helps provide the appropriate amount of money that Wardens should use for incentives. Beyond that, use of funds for incentives is at the discretion of the Warden. It is important to note that most incentives are situation-based when it comes to how much can be offered and how frequently. For example, Wardens have an annual limit on offering QSIs.¶

The budget available for monetary incentives may fluctuate for various reasons, such as the facility’s staffing vacancies (i.e., if an institution is understaffed and the formula is based on the number of employees, they may have a lower budget for incentives). It is recommended that BOP consider institution-specific challenges (e.g., desirability of the location of institution and cost of living) when administering the budget. For more examples, see the “Location of Institution” as defined in Criteria to Identify High-Risk Groups.¶

$$^9$$ Program Statement 3451.04, Bureau of Prisons Awards Program, Incentive Awards (bop.gov)¶

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Cost of Current Incentives¶

In the last five years (FY 2017 – FY 2021), BOP spent over $193M on incentives. An overwhelming majority of that total spending was focused on retention incentives, which were utilized to motivate and retain employees. As of December 2022, 39 locations were offering at least one type of retention incentive, with another 10 locations awaiting group retention incentive approvals from OPM. While monetary incentives are appreciated by employees, the BOP does not currently track whether those incentives are effective. As the Bureau plans a path forward, it is necessary to consider the potential cost of new offerings and how they may be applicable for each institution and across the BOP.¶

Cost of Implementing New Incentives¶

The below incentives and benefits offerings are suggestions to the BOP, as uncovered with the development of the Incentives Playbook. Before a Warden, Regional Director, or Central Office offers these to their employees, it is important to understand the cost of each one:¶

• Local Executive Staff Meeting Invite – This no-cost offering allows for an exemplary employee to see “behind the scenes” of the Executive Staff operations, share ideas with leadership and be present in decisions that impact their institution.

• Lead Peer Group or Training – This no-cost incentive also serves as an opportunity to develop future leaders by asking them to lead a peer group or training of value to their peers.

• Handwritten Thank You Note – For the small cost of a card/envelope, this is a simple way to show appreciation for employees for their contributions of any size, such as volunteering for overtime or taking on an additional duty. Research has found that timely and specific notes of thanks have a major impact.

• Recruiter of the Month, Quarter, Year Award – This special recognition could be offered as either a monetary or non-monetary award. If the leader chooses to offer a monetary award, the cost would be up to $250 through BOP’s current approval process. If this award is deemed to be a non-monetary one, leaders could highlight the individual’s impact through a shout-out email to the entire institution, a photo in the institution or, if applicable, an institution or region-level newsletter sharing the recruiter’s accomplishment.

Focus groups, Stay Interviews and the Incentives Survey revealed new ideas around recognizing employees and making them feel valued. There are new ways to recognize employees and peers, regardless of budget, tenure, or location. Please refer to the Menu of Options (See Figure 6) to see a full list of monetary and non-monetary offerings to consider.¶

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Conclusion¶

Incentives are an integral part of the BOP and have been a helpful resource in recruiting and retaining talent for all institutions. While spending has increased over time, most rapidly in the last five years, there are no strict processes in place to track whether this allocation of funds is effective in helping achieve the BOP’s goal of retaining critical employees. After multiple working sessions, alongside internal and external research and data gathering, three main groups emerged as high-risk of leaving the BOP (Correctional Officers, New Hires, and Nurses). Employees in these groups were selected as participants for interviews and were given an incentives survey. BOP Leaders from multiple divisions then met to determine a Menu of Options of potential incentives and benefits offerings that may be used to retain employees, alongside performance goals and how to standardize existing processes for tracking how incentives to guide leaders at every level of the BOP.¶

The objective of this playbook and its supplemental resources is to better standardize how leaders approach, distribute, and track all types of recognition and incentives. Trainings and communications have been provided to ensure Central Office leaders, Regional Directors, and Wardens are most effectively using this resource and providing transparent information to employees around incentives offerings.¶

Additional Incentives and Awards for Future Consideration¶

The Bureau is committed to investing in the support and retention of its people. HRMD is taking steps to consider what could be added to future versions of this resource, which will be best informed from leaders utilizing the Incentives Playbook. The BOP is exploring several incentives that cannot be offered today, including the following ideas, which hold varying levels of effort as informed by Phase 3 working sessions and may require DOJ, OPM, national union or Congressional approval:¶

1. Childcare Subsidy – This could be a monetary or non-monetary offering available to all employees. A monetary example would be giving an employee a certain monthly allowance toward childcare costs (e.g., $500 per month). A non-monetary example would be an institution offering childcare services through partnership with a local daycare center. This has a medium level of effort for the BOP to implement and would require a further analysis of policy and any legal or safety considerations required to successfully implement a childcare subsidy program.

2. Attendance Award – This is a monetary offering to recognize and reward an employee’s consistent and quality attendance record. Often employees may call out unexpectedly and miss work, so it’s important to recognize those employees who show up regularly. One example is to give a cash award for up to $250 for excellent attendance (e.g., one quarter without absence, etc.). This has a medium to high level of effort for the BOP to implement and would require a memo from the Director and possible Department of Justice and/or OPM approval.

3. Well-Being Subsidy – This is a monetary offering to recognize and reward an employee’s excellent service to the BOP. One example is to offer this subsidy is by allocating $100 to each employee specifically for well-being use. This can be for meditation apps, yoga mat, or gym classes. The subsidy could be applied to other aspects of well-being, such as physical well-being (e.g., to buy at-home gym equipment), financial well-being resources (e.g., an online class on how to save for retirement), or mental well-being resources (e.g., buying a subscription to a meditation app). Further research is recommended to determine the level of effort, necessary approvals to implement, and vetting in proper channels.

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4. Housing Allowance – This is a monetary offering to provide temporary housing options for all employees for a period of up to 18 months after relocating for a new position within the BOP. Further research is recommended to determine the level of effort, necessary approvals to implement, and vetting in proper channels.

5. Vouchers toward Training or Trade School – This is a monetary offering to reimburse or cover the cost of an employee’s external, vendor-led training, or trade school program. This offering would be valuable to employees who want to grow certain skills that are not offered by the BOP’s in-house training programs. For example, an employee who wishes to get certified in First Aid may use this voucher to cover the cost of the certification program. Working alongside the Learning and Development Division to confer with their Needs Assessment is necessary to determine the level of effort, necessary approvals to implement, and requests for additional funding.

b. Student Loan Repayment Expansion – While BOP currently provides this non-monetary offering to eligible employees, other federal agencies offer alternatives to help recruit and retain employees that may be worth considering. For example, through the VA Mission Act of 2018, the Department of Veteran Affairs (VA) offers financial support in exchange for post-residency service at the VA through the Health Professions Scholarship Program (HPSP) and the Specialty Education Loan Repayment Program (SELRP) scholarship programs. The HPSP offers 50 annual scholarships for medical or dental students, and in exchange, recipients must provide 18 months of service for each year of funding. The SELRP is aimed at physician residents, with the goal of providing the VA with needed medical specialists and locations. Each year of service qualifies for $40,000 a year in loan repayment. This program requires that the recipient successfully complete residency leading up to a specialty applicable to the VA, obtain a license in any state, and agree to serve at the VA for the required number of years at a determined location.¶

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Section Four: Making it Happen¶

Points of Contact and Ways to Provide Feedback¶

Human Resource Administrators (HRA) and Regional Directors: Please contact the Personnel Director’s Office with any questions or concerns about the Incentives Playbook.¶

Human Resource Managers and Wardens: Please contact your Regional Human Resource Administrators with any questions or concerns about the Incentives Playbook.¶

Appendix¶

A. Stay Interview Major Themes¶

Stay Interview Results
Theme	Definition
Recognition	Acknowledging a service or task well-done as a means of appreciation
Work Environment	The setting and conditions of where an individual completes their daily work and its impact on their mental and physical well-being
Career Development	The process of growing one's skillset and knowledge to meet short and long-term goals
Training	Opportunities, either required or provided, to prepare an individual for a general or specific role in the workplace and further their career
Staffing Needs	The amount of people needed at an organization to balance tasks and fulfill a specified role or mission
Benefits	A payment or gift provided, beyond salary, through an employer for additional support
Pay	Money or a salary given to an individual for employment or completing a job

Chart A¶

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B. Incentives Survey Results (25.9% Completion Rate)¶

Incentives Survey Results
Monetary Incentive	Percentage Voted
Award for Consistent Attendance	73%
Acknowledgement of tenure	72%
Award for High Performance	61%
Vouchers towards trainings or education	33%
Well-Being Subsidy	24%
Referral Bonus	22%
Award for working past eligible retirement age	19%
Non-Monetary Incentive	Percentage Voted
Hybrid or flexible work opportunities(as applicable)	71%
Monthly or quarterly events	62%
Childcare center or reimbursement	51%
Monthly or quarterly awards	45%
Family events	28%
Sit in on local executive staff meeting at your institution	25%
Handwritten thank-you note from local leadership	15%
Lead a peer event group or training	8%
Online courses based on team building and leadership	8%

Chart B¶

C. Incentives Approvals Chart, Roles, and Responsibilities by Leadership Level¶

Institution Level¶

Wardens¶

Approves QSIs, TOAs, and cash awards up to $1,500 for all institution employees¶

• Approves suggestions implemented at their institution

• Refers suggestions to Regional Office for region-wide and Bureauwide implementation consideration

Human Resource Managers¶

• Maintains records on awards and suggestions

• Publicizes award selection

• Sends requests for additional funding to Regional Office, then to Central Office

• Processes awards¶

• Serves as central records point of contact for Incentive Awards Log and Personnel Folders

Department Heads & Supervisors¶

• Nominates staff for awards

• Provides staff evaluations

Regional Level¶

• Incentive Award Planning and Review Committee (Union rep included), meet as needed

Regional Directors¶

• Approves QSIs, TOAs, and cash awards over $1500 for employees¶

• Approves of regional awards, with executive staff concurrence

• Provides recommendations on all nominations for Bureau-wide awar

• Approves suggestions for region-wide implementation or referral of suggestions for bureau-wide implementation

RDIs may establish other requirements for award approvals in their region¶

Human Resource Administrators¶

• Maintains records on awards and suggestions

• Publicizes award selection

• Processes awards

Central Office¶

• Incentive Award Planning and Review Committee (Union rep included), meet as needed

• BOP Incentive Awards Coordinator – focal point for issues concerning program, coordinates collection and processing of awards

Assistant Directors¶

• Approves QSIs, TOAs, and cash awards up to $3000 for employees in their divisions

• Approves suggestions that¶

have a Bureau-wide impact¶

Please provide the source of the image if it is not available.¶

• Oversees operations of Incentives Awards Program within their specific division

• Approves all Bureau-wide divisional awards¶

• Suggests awards when their division is the lead or primarily impacted by the implementation of the approved suggestion

BOP Director¶

• Approves awards up to $7500 to non-SES attorneys

Approves Bureau-wide awards selections¶

• Delegates approval authority of up to $3000 to ADVDRs and up to $1500 to Wardens, Training Center Directors and HRSC Chief

• Recommends employees for awards that require DOJ approval

Chart C¶

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How to Apply Criteria¶

This section is meant to serve as a resource to understand how to apply the criteria for identifying high-risk groups (See Criteria to Identify High-Risk Groups). The checklist below consists of a series of questions derived from each criterion to help leadership quickly assess whether a group is considered high-risk. Considering the varying missions and priorities of different institutions and regions of the Bureau, this checklist is not meant to provide a definitive answer to whether a group is at risk of separating from the BOP. Please utilize leaders around you (e.g., Wardens, Human Resource Managers) to participate in working through the checklist, allowing for a comprehensive and unbiased decision. The questions should be easy to answer, and the checklist should take no longer than 10 minutes to complete. It is recommended to reevaluate the groups through this process every year in conjunction with similar reports (e.g., Turnover Report) to ensure proper identification of high-risk groups.¶

Once completed, follow these checklist parameters:¶

• If more than 50% of the items (7+) have been checked, then the group is likely to be high-risk.

• If more than 75% of the items (11+) have been checked, then the group is very likely to be high-risk.

• If 100% of the items (15) have been checked, then the group is extremely likely to be high-risk.

See Current Incentives and Benefits Offerings and Processes to understand ways to retain individuals in high-risk groups through monetary and non-monetary incentives.¶

Checklist for Identifying High-Risk Groups¶

The checklist is meant to serve as one general model for identifying high-risk groups, not the sole resource. The questions are ordered by their ranking of most impactful to least impactful, as determined by the Central and Regional Office sessions. Please note there can be multiple appropriate approaches for applying the criteria and not all questions may apply depending on the needs of the region or institution.¶

Location of Institution: Is the cost of living considered high for this location?¶

Location of Institution: Is the location considered a non-desirable place to live?¶

Location of Institution: Are critical resources such as hospitals, schools, and grocery/shopping stores far?¶

Job Market Competition: Is there local competition for the high-risk group to earn better or work better hours (including work from home option)?¶

□ Job Market Competition: Is there national competition for the high-risk group to earn better or work better hours (including work from home option)?¶

□ Pay: Is the salary considered below the competitive rate compared to local competition?¶

Schedule: Is there flexibility or multiple options for setting the work schedule for this high-risk group (e.g., night shifts, holiday hours, hybrid eligibility)?¶

Time-to-Recruit/Hire: Does it take a long time to recruit and hire for this high-risk group?¶

Morale: Is the mental and emotional condition of the high-risk group considered low?¶

Promotion Opportunities: Does this high-risk group have frequent opportunities to move up on the pay scale and different promotion levels?¶

Turnover Rate: Is there a high frequency of individuals leaving from this high-risk group?¶

□ Job Requirements: Does this high-risk group require additional education, licenses, or certifications to conduct their work properly?¶

□ Empowerment and Authority: Does the high-risk group have little to no ability to make choices and decisions independently in their day-to-day work?¶

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□ Supervisor/Manager Relationships: Does the high-risk group have a lack of qualified and strong leaders and mentors within their roles?¶

□ Tenure: Does the high-risk group have either very low tenure (less than a year) or very high (eligible to retire)?¶

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Communications¶

The BOP should embrace proactive and frequent communications to increase awareness of the Incentives Playbook for BOP leaders at all levels (i.e., Central Office, Regional Office, Wardens, national union representatives). Sharing the purpose and goal of the Incentives Playbook with leaders will further promote use of the resource and encourage transparency around the use of incentives. It is recommended that all levels of leadership to work together to communicate to employees how this new resource aims to positively impact overall experience.¶

The following table outlines the Incentives Playbook Communications Plan, to include the various types of communication channels suggested, objectives, intended audiences, and cadence.¶

Channel	Description	Objective	Audience	Sender	Delivery Frequency
Email	Incentives Playbook Awareness	Increase awareness of the playbook and their role in implementation	Regional Directors, Regional HRAs	Central Office(Personnel Director's Office)	Once to kickoff implementation
Email	Incentives Playbook Awareness	Increase awareness of the playbook and share next steps for implementation	Wardens	Regional Directors	Once to kickoff implementation
Email	Incentives Playbook Awareness	Increase awareness of the playbook and share next steps for implementation	InstitutionHRMs	Central Office(Personnel Director's Office)	Once to kickoff implementation
Email	Incentives Playbook Awareness	Increase awareness of the playbook	Employees	Regional Directors	Once at beginning of implementation

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The following communications templates can be sent out from various levels of leadership to share information about the Incentives Playbook. Templates can be adjusted to match the audience.¶

Email from Central Office to Regional Directors:¶

Hi all,¶

I hope you are doing well! I am reaching out to share the newly developed Incentives Playbook, a resource aiming to standardize how incentives are used to attract and retain BOP employees. To ensure its success, we need your help to implement the playbook and communicate its effectiveness.¶

Here is more background information on the Incentives Playbook: The goal of the Incentives Playbook is to provide standardized guidance, training, and communications for varying levels of BOP leadership (i.e., Central Office, Regional Directors, and Wardens) on how to distribute incentives to employees who are at a high risk of leaving the BOP. Leadership will be able to use the Incentives Playbook to identify groups at high-risk of leaving the BOP (i.e., Correctional Officers) and easily view a Menu of Options highlighting potential incentives and benefits offerings available to those employees. Derived from Subject Matter Expert input, additional components of the Incentives Playbook include insights from employee interviews and metrics to measure the effectiveness of incentives.¶

What’s Next?¶

HRMD will schedule training sessions to review the Incentives Playbook and how to use it. BOP leaders will be expected to refer to this resource when identifying and allocating future incentives.¶

Thank you again for your time and commitment to investing in the future of our people. Please let us know if you have any questions.¶

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Email from Regional Directors to Wardens:¶

Hi all,¶

I hope you are doing well! I am reaching out to share the newly developed Incentives Playbook from HRMD, a resource aiming to standardize how incentives are used to attract and retain BOP employees. To ensure its success, we need your help to implement the playbook at your institution and communicate about this new standardized guidance with your employees.¶

Here is more background information on the Incentives Playbook: The goal of the Incentives Playbook is to provide standardized guidance and communications on how to give incentives to employees who are at a high risk of leaving the BOP. Leadership will be able to use the Incentives Playbook to identify groups at high-risk of leaving the BOP (i.e., Correctional Officers) and easily view a Menu of Options highlighting potential incentives and benefits offerings available to those employees. Derived from Subject Matter Expert input, additional components of the Incentives Playbook include insights from employee interviews and metrics to measure the effectiveness of incentives.¶

What’s Next?¶

You will receive calendar invites for training on the Incentives Playbook and how to use it at your institution. Leaders will be expected to refer to this resource when identifying and allocating future incentives.¶

Thank you again for your time and commitment to investing in the future of our people. Please let us know if you have any questions.¶

Email from Regional Directors to Employees:¶

Hi all,¶

I hope you are doing well! I am reaching out to share a quick update about a new resource the Agency has developed to standardize employee incentives and awards across BOP. You can expect changes in the near future as this resource is implemented at our institution.¶

Here is more information: Developed from employee insights through 50 Stay Interviews (November 2022) and the Incentives Survey (December 2022, 25% completion rate), the Incentives Playbook provides standardized guidance on what incentives are valued by employees and how to best present them. All leaders will use the playbook when considering the mission and challenges unique to their institution.¶

Investing in and supporting our people is a top priority at BOP. Thank you in advance for your patience; please let us know if you have any questions.¶

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Offering Incentives and Benefits¶

Leaders should be genuine, specific, and timely when recognizing employees. People feel valued when they know their specific contributions impact their team’s success and positively add to achieving mission outcomes.¶

The following template outlines key information to highlight when giving an employee an award:¶

Congratulations! You have received an award!¶

Name of Award Here¶

Congratulations! You have been rewarded for excellence in your work contributions. Thank you for your dedication and commitment to the Agency.¶

The details of your award are summarized below:¶

• Recipient Name: Employee name

• Award Type: Type of award (i.e., Time off, cash bonus, tenure pin, etc.)

• Award Amount (If monetary):

• Award Message:

Description of why the employee earned the award (include specific actions taken)¶

○ When did they make this contribution? (ideally awarded within a month of the contribution)¶

How did it impact others or contribute to success?¶

• Nominator: Name of leader nominating employee (ideally the individual’s direct supervisor)

If you have questions, please contact the Human Resource team for assistance.¶

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Stay Interviews: Information and Resources Packet¶

As part of an effort to respond to a GAO recommendation, BOP partnered with a third party to assess its current incentives and analyzed how effective they were in reducing staff attrition. From November 1 to December 1, 50 stay interviews were conducted with employees from the Mid-Atlantic and Western regions that fell under one of three “high-risk groups:” (1) Nurses, (2) Correctional Officers, and (3) New Hires. Their participation was voluntary; responses were anonymous and captured tangible ideas on how to improve the employee experience. Feedback received through interviews with individuals in the field informed the guidance in the Incentives Playbook.¶

What is a Stay Interview?¶

Stay Interviews are utilized by companies and organizations to understand their employees. Mainly targeted at high-performing employees, interviewees are asked for feedback on why they choose to stay where they are, what they enjoy at work, and more. BOP’s Stay Interviews were conducted with high-performing individuals in one of three high-risk groups (Nurses, Correctional Officers, New Hires) and highlighted what motivates them, what monetary and non-monetary incentives and benefits are most valued by employees, and what more could be done by the BOP at all levels to retain them. It is recommended that employees at all levels are allowed an opportunity to participate in a Stay Interview to share their experiences.¶

Why Conduct Stay Interviews?¶

Stay Interviews are a way to provide deeper understanding of their employee’s experiences as an opportunity to proactively retain and support them. The BOP hopes to identify factors of staff that are at risk of separating from the BOP, so leaders can determine steps to take to improve their experience, offer valuable opportunities and keep them.¶

It is recommended that organizations conduct stay interviews every two years to maintain positive morale, ensure benefits offered align to what employees value, and update organization policies accordingly.¶

Expected outcomes from Stay Interviews include:¶

1. An opportunity to address factors that could lead to employees leaving BOP

2. Improved policies that effect the ability to support and offer incentives and benefits to employees

3. An increase in retention within job series at high risk of leaving and across the board

How to Conduct a Stay Interview¶

Before conducting Stay Interviews, ensure that necessary stakeholders are on board. If they will be conducted at one institution, examples of stakeholders include union representatives, the Warden and Associate Warden, Human Resource Manager, and the Regional Director. If conducting interviews at the regional level, Central Office leadership is needed. After all approvals have been made gather interviewee names and schedule a 30-minute window to have an in-person or virtual meeting. Develop a facilitation guide （page 8）and questions （page 9）to guide interviewers and interviewees along the way. It is important to align your questions and structure to the objective and intended outcome of your interviews.¶

Some interviewees may not have much to share, while others may wish to continue sharing past the allotted time; it is up to the facilitators to determine the stopping point if this occurs. Once all interviews are complete,¶

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identify common themes or responses to inform the direction your agency or organization should go next to support and retain its employees.¶

Communications for Scheduling a Stay Interview¶

If you decide to conduct Stay Interviews in your region or your institution, please use the below resources to request approval to conduct interviews, gather interviewers and interviewees, and schedule interviews. It is important to obtain union approval and input prior to scheduling and conducting these interviews in your region or at your institution. Leadership should also be involved in conducting the Stay Interviews, but it is important to ensure an interviewer is not the direct superior of an interviewee (ex. Human Resource Manager should not interview Human Resource employee).¶

Draft Emails for Inviting Interviewees & Scheduling Interviews¶

When using these drafted emails, please ensure you update all red text to appropriately match your situation. In each email, it is recommended that the sender specifically outline the request or responsibility they are asking of the receiver.¶

Requesting Stay Interviews (for Union Representative or Leadership to Approve)¶

Recommended Sender: Managers, Human Resource Personnel¶

To: Union Representative, Leadership¶

Hi (Name),¶

I hope this message finds you well! We would like to conduct “stay interviews” with employees in our region/at our institution to understand what motivates them, what monetary and non-monetary benefits and incentives are most valuable to them, and what we can improve upon. Feedback from these interviews will help us support and retain our people to the best of our abilities.¶

Requesting Interviewers (from those leading interviews to gain support/assistance from regional or institution leadership)¶

Recommended Sender: Managers, Human Resource Personnel¶

To: Department Heads, Institution Leadership¶

Hi (Name),¶

I hope this message finds you well! We’d like to request your assistance leading “stay interviews” that we are conducting with employees in our region/at our institution to understand what motivates them, what monetary and non-monetary benefits and incentives are most valuable to them, and what we can improve upon. Feedback from these interviews will help us support and retain our employees to the best of our abilities.¶

We will provide all necessary materials to conduct the interview. Each interview will have 1 interviewer and 1 interviewee and take no more than 30 minutes.¶

Please respond with your availability the week of ___ to facilitate ___ interviews.¶

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Collecting Interviewee Names (from those leading interviews to identify interviewees)¶

Recommended Sender: Managers, Human Resource Personnel¶

To: Department Heads, Institution Leadership, Managers¶

Hi (Name),¶

I’d like to request your participation in preparing for Stay Interviews, which will be conducted by ___ during (time zone). The purpose of these interviews is to learn what employees value most and help improve our institution/region/the BOP.¶

Please work with your local union representative to provide names and emails for high-performing employees who are available for a 30-minute interview during these times:¶

• Date, times (specify time zone)

• Date, times (specify time zone)

• Stay Interviews are a way to provide deeper understanding of employee’s experiences as an opportunity to proactively retain and support them. BOP hopes to identify factors of individuals that are at risk of separating from the BOP, so leaders can determine steps to take to improve their experience, offer valuable opportunities them. Our interview may cover the following topics:

• The individual’s reason for choosing to work at BOP

• What motivates them and what offerings they value most

• What may cause them to leave the BOP

We will reach out to as many employees as possible to conduct interviews. Thank you again for your time and commitment to investing in the future of our people.¶

Reaching out to Interviewees¶

Recommended Sender: Managers, Human Resource Personnel, Department Heads, Institution Leadership¶

To: Employees Identified for Interviews¶

Hi (Name),¶

I hope this message finds you well! We’d like to request your participation in a “stay interview,” where you will have the opportunity to share what motivates you, what monetary and non-monetary benefits and incentives are most valuable to you, and what we can improve upon at our institution/region/the BOP. Your feedback will help us support and retain employees to the best of our abilities.¶

Your interview will take no more than 30 minutes; participation is voluntary, and responses are anonymous.¶

Please respond with your availability the week of ___ for an interview.¶

Scheduling Interviews¶

Recommended Sender: Managers, Human Resource Personnel¶

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To: Interviewee¶

Hi (Name),¶

Thank you for facilitating/participating in a “stay interview!” Interviews provide an opportunity to discuss what motivates employees/you, what monetary and non-monetary benefits and incentives are most valuable to employees/you, and what we can improve upon at our institution/region/the BOP.¶

Your interview/interviews has been scheduled for the following date(s) and time(s):¶

• Date and time (only 1 for interviewee)

• Date and time (all dates and times included for interviewers)

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Facilitation Guide and Talking Points for Interviewers¶

Talking Points¶

As you conduct interviews, it is important that the interviewees understand:¶

• Their participation is voluntary.

• No information that they share will be tied back to them or used in future performance evaluations.

• These interviews are being conducted to help BOP understand what you value, what you think is working well, and determine how to improve the BOP.

• We cannot guarantee any specific outcomes from this conversation.

Facilitation Guide¶

Section One: Introductions¶

The interviewer(s) should begin with introducing themselves and asking the interviewee to do the same. This is an opportunity to break the ice, learn about their time at BOP, the institution(s) they work or have worked at, etc.¶

Open: Thank you for taking time to talk with me/us today; we will conduct a “stay interview” that will last between 20-30 minutes. Our team is developing the Incentives Playbook to provide leadership at all levels with standardized guidance so they can identify the most effective incentives for groups at the highest risk of separating from the BOP. Before we start, I would like to note that, while your feedback may be shared to help inform our Incentives Playbook, the feedback will not be tied to your name or institution where you work. What is said during this time will not be used for future performance reviews or any other BOP-based evaluations. We want to understand your experiences and hear your ideas with the goal to strengthen BOP and its processes, but please note that we cannot guarantee any specific outcomes from this conversation.¶

Section Two: The Who, What, and Why¶

Open: Our team has partnered with BOP leadership to understand what matters to employees when it comes to motivation at work, retention, and incentives. Our plan is to develop an Incentives Playbook, informed from data analysis and conversations such as this one with you, that will provide standardized guidance for using incentives at all institutions. The BOP is continuously looking at ways to retain its most important asset: its employees. Previous conversations with SMEs (CPD, HRMD, HSD, IPPA, RSD) highlighted some groups (i.e., Nurses, Correctional Officers, New Hires) where attrition rates were especially high. Our hope through today’s conversation is to identify what keeps you at BOP and how to create that for others early on, which can proactively increase retention of employees.¶

The purpose of this discussion is to get a better understanding of your experiences at BOP – what keeps you at your facility and the BOP, what motivates you, and what BOP can do to better support you.¶

Do you have any questions before we begin?¶

Section Three: Questions¶

Open: We will go through a handful of questions to identify why you chose to work at BOP, what makes you stay, and what obstacles you face that may lead to your considering separating from the BOP.¶

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Interview Questions¶

*Bolded questions are highest priority to ask. If time allows, feel free to ask additional questions. How I got here…¶

• What made you choose to work at BOP?

• How did you learn about BOP and what factors most influenced you to apply?

• What are your career goals? What do you hope to get out of working at BOP?

What I value…¶

• What motivates you to come to work?

• What is the most exciting part of your job?

• What factors lead to you doing your best work?

• What are you learning here? What do you want to learn?

How it’s going…¶

• What is your overall satisfaction with your position at BOP on a scale of 1-10?

What would it take for you to raise your number?¶

• What are the three most important factors about where you work?

• What do you value about your job?

• What benefits do you like most about working at your institution?

• How would you like to be recognized for the work you do?

• What aspects of BOP’s culture do you enjoy most? [please note, we will include a definition of what we mean by culture]

What I think could improve…¶

• Which of your skills are you not using in your current role?

• What tools and resources are you missing, if any, to do your job properly? Are there training opportunities you’d like to see that would make your job easier?

• What does leadership do well? What can they do better?

• If you could change one thing about the culture at your institution, what would it be?

• How can we better recognize and value our people for their contributions?

I might leave if…¶

What would you cause you to leave your job?¶

• If you were to consider leaving BOP, where would you begin looking for your next job?

Ideas I have…¶

• If you had a magic wand, what would you change about your job?

• What part of your job would you remove right away if you could?

• What could be done to prevent you from leaving your current position?

• Would you recommend BOP to job-seeking friends? Why or why not?

• What would you tell a coworker who’s thinking about leaving BOP?

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Final Thoughts…¶

• Is there anything we did not discuss today that you wish we had?

• Is there anything else you’d like us to know?

Section Four: Closing¶

Open: Thank you for your time today. We appreciate your candor and willingness to share your experiences at BOP. Your input is instrumental in identifying positive aspects of BOP’s culture that we should foster more of, as well as providing us with new ideas for how the Agency can invest in its people and their experiences. Moving forward from these interviews, our team will connect with Agency Subject Matter Experts to talk through feedback we’ve received and continue the creation of a standardized Incentives Playbook to aid in effectively retaining employees.¶

Do you have any final questions?¶

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Frequently Asked Questions (FAQs)¶

1. Who was involved in preparing for Stay Interviews?¶

Leaders in the Mid-Atlantic and Western Regions (Regional Directors, Wardens, HRMs) worked together to request voluntary participation in Stay Interviews. Employees interested were asked to reach out with their availability; interviews were scheduled from November to December 2022.¶

2. How were Stay Interview participants identified?¶

Working sessions were conducted with Central Office and Regional Office Subject Matter Experts to discuss and identify groups of employees at a high risk of leaving the BOP. Stay Interviews were offered to employees in the top three high-risk groups: (1) Correctional Officers, (2) New Hires, (3) Nurses, in the Mid-Atlantic and Western Regions.¶

3. How many institutions were represented through Stay Interviews?¶

Nineteen institutions were represented during the Stay Interview process: FCI Ashland, USP Atwater, FCI Butner, FCI Cumberland, FCI Dublin, FCI Herlong, FDC Honolulu, USP Lee, FMC Lexington, FCC Lompoc, MDC Los Angeles, FCI Manchester, USP McCreary, FCI McDowell, FCI Memphis, FCI Phoenix, MCC San Diego, FCI Sheridan, and FCI Terminal Island.¶

4. What is BOP doing with the answers provided from interviewees?¶

Interviewee responses were analyzed and summarized into top themes, then used to inform resources provided with the Incentives Playbook.¶

5. What about the people who didn’t participate in a Stay Interview?¶

A survey was sent out to all employees in the Mid-Atlantic and Western Regions who fell into one of the high-risk groups (4,800 employees), requesting their top 3 preferences of monetary and non-monetary incentives at BOP.¶

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