Transcript Document

2013
STAFF SURVEY
Summary of Results
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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Measurement Approach
• Satisfaction with HR services
• Understanding of HR policies and procedures
• Impact of HR policies (staff performance, management
performance, job satisfaction and motivation)
• Organisational Performance
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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Background
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Sent to all Commission staff- 33,000
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14,245 responses (a 40% response rate; 48% increase compared to 2010 survey)
Focused on five main themes:
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The Commission as a workplace
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Current job
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Professional future
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Management
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Senior Management
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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The Commission as a workplace
Good points:
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7 out of 10 staff satisfied with working in the Commission
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8 out of 10 staff clearly see the link between their own job and the mission of their DG
and/or the Commission. This is a significant increase on the 2010 survey.
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8 out of 10 staff feel proud in their jobs
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6 out of 10 staff say we compare well to the “ideal workplace”
Areas of concern:
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Only 49% of staff agrees that the Commission cares about staff health and well-being
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Equal opportunities between genders: although fairly positive, one fifth of staff feel that
they do not have the same opportunities as those of the opposite gender with the
same ability and experience
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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Current job
Good points:
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7 out of 10 staff express satisfaction with their jobs
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Nearly all staff have a clear understanding of what is expected from them at work(87%)
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High ratings also for interest in their work (88%), and willing to give extra effort when
required (95%)
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8 out of 10 staff feel there is a good match of their skills with their current jobs
Areas of concern:
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Less than half of the staff feel that their manager gives frequent feedback to help
improve skills, helps to identify training needs, and provides support to implement
learning in the workplace
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Only 6 out 10 staff feel they have an acceptable workload
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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Professional future
Good points:
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More than half of the staff feel that they can manage their own career paths
Areas of concern:
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Fewer than 4 out of 10 staff are satisfied with the relation between work performance
and their own career progression
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Only 4 out of 10 staff feel that general mobility in the Commission is encouraged
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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Management
Good points:
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Almost 3 out of 4 staff feel that their manager encourages teamwork
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7 out of 10 staff feel that their manager is open to their ideas
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7 out of 10 staff feel that their opinions count
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8 out of 10 staff feel they have a good and supportive relationship with their boss
Areas of concern:
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Less than half of the staff feel that their manager regularly reviews their progress (but
10% increase since 2010)
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Only 4 out of 10 staff feel that their manager deals effectively with poor performance
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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Senior Management
Good points:
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Perceptions of senior management have experienced a major improvement in terms of
giving clear guidance on missions, objectives and tasks
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Practising 2-way communication and taking a visible leadership role have improved
slightly
Areas of concern:
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Only 2 out of 5 staff feel that senior management encourages innovation
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Only 4 out of 10 staff feel that senior management encourages collaboration
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Less than half of the staff see senior management taking a visible role in promoting
effective communication
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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Definition of engagement
A workplace approach designed to ensure that employees are:
- committed to their organisation's goals and values,
- motivated to contribute to organisational success,
- and able at the same time to enhance their own sense of well-being.
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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*Kingston University
Katie Truss* [1/3]
A Definition
Being positively present during the performance of work by willingly contributing
intellectual effort and experiencing both positive emotions and meaningful
connections to others
The Symptoms
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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MacLeod Review [1/2]
Key figures from the report (UK):
78% of highly engaged public sector staff believe they can have an impact on service delivery or
customer service, against 29% of the disengaged.
Engaged employees take an average of 2.69 sick days per year (6.19 disengaged).
Engaged employees are 87% less likely to leave the organisation
Engaged employees advocate for their organisation: 67% (3% of the disengaged).
59% of engaged employees say their job brings out their most creative ideas, against only 3% of the
disengaged.
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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GALLUP - Q12®
1.
Do I know what is expected of me at work?
2.
Do I have the materials and equipment I need to do my work right?
3.
At work, do I have the opportunity to do what I do best everyday?
4.
In the last 7 days, have I received recognition for doing good work?
5.
Does my supervisor or someone at work care about me as a person?
6.
Is there someone at work who encourages my development?
7.
At work, do my opinions seem to count?
8.
Does the mission of my organisation make me feel my job is important?
9.
Are my co-workers committed to doing quality work?
10.
Do I have a best friend at work?
11.
In the last 6 months, has someone talked to me about my progress?
12.
This last year, have I had the opportunity at work to learn and grow?
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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Staff Engagement Index
This indicator is calculated on the average of positive responses to the following 7
questions:
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I have the information, material and resources to do my work well
My colleagues are committed to doing quality work
I have a clear understanding of what is expected from me at work
I have recently received recognition or praise for good work
At work, my opinions seem to count
My manager seems to care about me as a person
My line manager helps me to identify my training and development needs
Above index average: 70.2
+
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Staff below 39
Middle & Senior Management
Staff with <5 years’ experience
Staff based in Luxembourg
Staff who telework
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Staff aged 50-59
Staff with 11-15 or 21-25 years’ experience
Staff with disabilities
EU Delegation staff
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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Employee Engagement Index
70.9
Staff Engagement Index
Staff Engagement Index by category
Employee Engagement Index by category
70,2
70,6 71,7
75,6 72,4 71,3
69,3 70,3
73,1 70,6 69,3 70,7
68,1 70,6
74,4 78,6 70,9
71,1 70,3
75,7 73,3 72,2
71,0
71,6 70,7
71,6 72,8 68,0 72,4
63,6
71,5
63,4
Employee Engagement Index by institution
Staff
Engagement Index by DG/Service
70,2
72,8 71,1
79,3 77,1
76,4 76,2 75,7 75,6 75,2 74,9 74,6 74,6 74,6 74,5 74,0
73,6 73,6 73,3 73,1 72,8 72,8 72,8 72,4 72,2 72,1 72,1 72,0 71,9 71,9 71,7 71,5 71,5 71,4 71,3 71,1
70,9 70,8 70,8 70,6 70,5 70,0 69,6 69,3 69,2
68,2 67,8 67,7 67,5 67,4 67,0 65,7
64,0 63,0
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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58,7
The key enablers
Strategic narrative
Engaging managers
Employee voice
Integrity
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Strategic narrative
Leaders provide a clear vision of what the organisation is, where it has come
from and where it is going.
The vision needs to be espoused by all levels of management and staff.
The individual needs to see where their work fits with the overall goals.
The organisational culture should be strong and transparent.
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Engaging managers
Engaging managers facilitate and empower rather than controlling or
restricting.
They treat their staff with appreciation and respect and…
show commitment to developing, increasing and rewarding the capabilities of
those they manage.
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Employee voice
Employees have an effective, empowered voice – their views are sought out;
they are listened to and they see that their opinions count and make a
difference.
They speak out and challenge when appropriate.
A strong sense of listening permeates the organisation, enabled by effective
communication.
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Integrity
Behaviour throughout the organisation is consistent with stated values, leading
to trust and a sense of integrity.
© GfK 2013 | 2013 annual Staff Opinion Survey among Commission staff | 17 July 2015
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