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Organizational Climate Survey gives USSOCOM personnel a voice to the command
Headquarters U.S. Special Operations Command initiated the 2015 Defense Equal Opportunity Organizational Climate Survey (DEOCS) Sept. 11, 2015, to help the command get a better understanding of the climate within the organization.

By: Staff Sgt. Jayson Price - 10/15/2015

Headquarters U.S. Special Operations Command initiated the 2015 Defense Equal Opportunity Organizational Climate Survey (DEOCS) Sept. 11, 2015, to help the command get a better understanding of the climate within the organization.

 

The anonymous, web-based survey gave headquarters personnel an opportunity to provide both positive and negative feedback on issues that will help improve human relations and reinforce best practices within the command, especially those that can impact the organization’s mission.

 

“Results of previous surveys have been used to implement changes and improvements throughout the command,” said Cmdr. Richard Obregon, chief of J1 Force Management and Development, Plans Policy and Programs Branch. “This year's feedback will tell leadership where they might still need to improve and identify potential new areas of concern.”

 

Four critical organizational climate dimensions the survey covered were: Military Equal Opportunity, Civilian Equal Employment Opportunity, Organizational Effectiveness, Perceptions of Discrimination and Sexual Harassment, and Sexual Assault Prevention and Response.

 

Although the survey is voluntary, Marine Maj. Gen. W. Lee Miller, Jr., USSOCOM chief of staff, said it is important that personnel participate.

 

“We need to know if there are any issues in order for us to judge the atmosphere of what’s going on,” said Miller. “I really appreciate the effort of those who participated and provided comments because it gives us direction that enables us to make the command that much better.”


One way the annual survey has previously helped the command better address concerns of personnel, was by identifying a need for USSOCOM to establish a comprehensive, holistic strategy for developing the requisite knowledge, skills, and abilities of its Civilian Workforce.

 

The command has since built a Civilian Development Program with 6 lines of effort: professional development, mentorship, career broadening opportunities, recognition, recruitment, selection, hiring, and health and well-being.

 

The survey, that ended Sept. 25, was completely confidential, which allowed participants to respond to questions and provide feedback candidly.

 

“The 2015 SOCOM DEOCS is highly valued by the commander and all of the leadership at USSOCOM,” said Obregon. “They sincerely desire to improve the command climate for everyone.”

 

“Continue in the future to participate and get your ideas in there,” added Miller. “When we see the ideas, they enable us to attend to and correct issues.”


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