Transcript Legal Update - IPMA-HR

Brief Presentation
0
2014 State and Local Government
Employee Engagement
2014 IPMA-HR INTERNATIONAL
TRAINING FORUM & EXPO
1
ipma-hr.org
Participating Organizations
Thank You!
 City of Cathedral City
 City of Juneau
 City of Charlotte
 Bartlet Hospital
 City of Los Angeles
 City of Rancho Cucamonga
 City of Columbia
 City of Tacoma
 City of Coral Springs
 Town of Sahuarita
 Fire and Police Pension
 City of Virginia Beach




Association
City of Deer Park, Texas
New York State Department of
State
Multnomah County
City of Oakland
 York County Government
 Virginia Retirement Association
 City of Johns Creek, GA
 Prince Georges County
 Town of Marana, AZ
2
Research Objectives
• Measure the rational and emotional elements of employee
engagement, satisfaction and loyalty among State and Local
public employees
• Determine the key drivers of Engagement and develop an
engagement index to prioritize these key drivers
• Determine the key drivers of Satisfaction and Intent to
Recommend as they are both a precursor (Satisfaction) and an outcome
(Recommend) to being engaged
• Understand the threats to employee retention and their expressed
likelihood to leave their organizations within one year
• Understand the specific improvement areas in employee
engagement, loyalty and satisfaction
• Evaluate changes over time in engagement, satisfaction and loyalty
3
About the Survey
Potential Engagement/Satisfaction/Loyalty Questions:
Area of Inquiry
Reason
•
Emotional Aspects
•
Measure emotional or “soft” employee connections
such as being fully engaged, feeling valued, and
having a sense of accomplishment
•
Working Environment/Tools
•
Identify areas of improvement opportunity such as
having the tools, training, adequate staffing, proper
working conditions to get the job done
•
Communications
•
Measure employees’ perceptions about the degree of
communication they received from their supervisors
and senior management and whether there is clear
and ongoing communication and cooperation
between agencies and departments
•
Working Relations
•
A detailed set of questions focused on the
relationship between managers/supervisors and
employees
•
Pay and Benefits
•
Measure employees’ perceptions about their
compensation, benefits, recognition, advancement
and opportunity to participate in important projects
The survey also included a few other questions as well as demographic questions to help understand those answering
4
Employee Engagement
“the heightened
emotional and
intellectual connection
that inspires your
employees to make
discretionary effort
at work”
Source: The Conference Board, a nonprofit business membership and
research organization, 2014
5
Why Engage Employees?
xx
Engaged
Satisfied
Source: Aubrey Daniels International
6
An Engaged Workforce is Significantly:
 More Satisfied which results in
more productive employees and in
a happy environment
 More Likely to Recommend
which results in cost savings to
the employer in hiring new
employees
 Less Likely to Leave their job
which results in less turn over and
cost savings to the employer
7
An Engaged Public Sector Employee is 5 times more likely to be
very satisfied and recommend his/her employer
and 4 times less likely to leave
80%
% Very
Satisfied
60%
% Very likely
to
Recommend
65%
61%
% Very likely
to Leave
40%
35.8%
% Very likely
to Leave
20%
% Very
Satisfied
12%
9%
% Very likely
to
Recommend
14.5%
0%
Engaged
% Very Satisfied
Not Engaged
% Very likely to Recommend
% Very likely to Leave
Engaged employees are those giving a top-box rating to the question: I’m fully engaged in my job [Evaluate on a scale of Strongly
Agree to Strongly Disagree]; Not Engaged employees are those giving a bottom-2 box rating to the same question.
8
Virtually All Agree with Focus on Serving Public
with Integrity while less than 3 in 5 Feel Valued
Emotional Aspects:
Percent who “Agree” or “Strongly Agree”
I am focused on serving the the public
with integrity
96%
77%
19%
81%
I am fully engaged in my job
47%
34%
80%
I feel safe in my workplace
48%
32%
77%
I am proud to work here
48%
29%
I feel a sense of accomplishment in my
job
76%
39%
36%
I feel I can make a difference by working
here
75%
41%
34%
I am able to have a proper work/life
balance
68%
35%
33%
57%
I feel valued here
Q1. Of the following statements, please
describe your feelings about your job/role and
your overall working environment: [Evaluate
on a scale of Strongly Agree to Strongly
Disagree]
28%
29%
0%
20%
Top 2-Box
40%
Strongly Agree
9
60%
Agree
If Engaged: 74%
If Not Engaged: 9%
80%
100%
If Engaged: 100%
If Not Engaged: 68%
Workload Distribution &
Staffing Appear to be Problem Areas to Address
Working Environment/tools:
Percent who “Agree” or “Strongly Agree”
70.3%
I have proper working conditions
33.9%
36.4%
I have the tools/ training I need to get this job done
effectively
66.9%
27.3%
39.5%
I am empowered to make decisions to improve
service delivery
58.8%
24.6%
34.2%
I am able to bring new and innovative ways of doing
things to my workplace
57.2%
22.5%
34.7%
My department effectively uses our resources for
problem solving
21.0%
I have the opportunities for career and professional
development
21.0%
55.4%
34.4%
51.0%
30.0%
45.8%
The workload is properly distributed
14.0%
31.7%
39.7%
My department has adequate staff
to get work done
15.4%
If Engaged: 48%
If Not Engaged: 17%
24.3%
0
Q1. Of the following statement please describe your0 feelings about your job/role and your overall working
environment [Evaluate on a scale of Strongly Agree0 to Strongly Disagree]
10
If Engaged: 82%
If Not Engaged: 34
Communication from Direct Supervisor is Moderate
and that Between Departments or Agencies is Poor
Communications:
Percent who “Agree” or “Strongly Agree”
I receive the right amount of
communication from my direct supervisor
31%
31.7%
I have clearly defined goals and objectives
16%
I receive the right amount of information
from senior management
15%
There is cooperation between
departments/agencies
34.6%
46%
30.2%
45%
29.6%
44%
12%
There is clear and constant communication
between departments/ agencies
0%
32.3%
29%
7%
If Engaged: 77%
If Not Engaged: 25%
58%
24%
I know where this organization is headed
Top 2 Box
63%
If Engaged: 44%
If Not Engaged: 4%
22.0%
20%
Strongly Agree
40%
60%
80%
Somewhat Agree
Q7. To what extent would you agree or disagree with the following statements about your organization’s communications methods?
[Evaluate on a scale of Strongly Agree to Strongly Disagree]
11
About 7 in 10 Employees Feel Respected and Somewhat listened
but Recognition and Feedback Are Areas to Address
Manager/Employee
Working Relations:
Percent who “Agree” or “Strongly Agree”
Respects me
28.9%
Cares about my personal health and wellness
Recognizes me for my contribution
30.2%
Cares what I think
29.6%
Shows appreciation for me and the work I do
66.4%
36.2%
66.1%
36.5%
65.8%
38.2%
27.5%
65.4%
35.0%
30.4%
Asks me for input
Is interested in my success
26.6%
Fosters workplace equality
63.9%
37.3%
62.4%
33.6%
28.8%
Provides constructive feedback
62.4%
32.3%
30.1%
Gives me feedback on my performance
Q8. My Manager/Supervisor………….
[Evaluate on a scale of Strongly Agree to
Strongly Disagree]
67.4%
37.8%
29.7%
58.0%
30.1%
27.9%
0%
20%
40%
% Top Two Box
% Strongly Agree
12
If Engaged: 84%
If Not Engaged: 33%
69.0%
40.0%
29.0%
Listens to my ideas
72.1%
43.2%
If Engaged: 73%
If Not Engaged: 19%
60%
% Agree
80%
The Majority of Employees Say They Have a Good Benefits Package,
But Fewer Than 2 in 5 Say They Have Opportunities to Advance
Pay and Benefits:
Percent who “Agree” or “Strongly Agree”
I have a good benefits package
37%
36%
I get the opportunity to participate in
important /special projects
24%
I am adequately compensated in
total for the work I do
14%
0%
10%
20%
54%
30%
30%
48%
19%
I have opportunities to advance
here
If Engaged: 78%
If Not Engaged: 54%
52%
22%
I receive recognition for the level of
effort I give at work
Top 2 Box
73%
29%
37%
If Engaged: 50%
If Not Engaged: 12%
23%
30%
Strongly Agree
40%
50%
60%
70%
80%
Somewhat Agree
Q11. Regarding your pay and benefits, please indicate whether you agree with the following statements: [Evaluate on a scale of
Strongly Agree to Strongly Disagree]
13
Public Sector Employees Level of
Engagement
I’m Fully Engaged in my job
Do not Agree
Strongly
47%
Strongly Agree
53%
Engaged
Not engaged
Q1. I’m fully engaged in my job: [Evaluate on a scale of Strongly Agree to Strongly Disagree]
14
Keys to Improving Public Sector
Employee Engagement
 Feel a sense of accomplishment





15
in my job
Focused on serving the public
with integrity
Feel I can make difference by
working here
Have clearly defined goals and
objectives
Proud to work here
Feel valued here
State and Local Employees
Key Drivers of Engagement Index
Feel Sense of
Accomplishment
(Index: 23)
Defined
Goals
(Index: 6)
Feel
Valued
(Index: 3)
Fully
Engaged
Workforce
47%
Can Make a
Difference by
Working Here
(Index: 14)
Proud to
Work Here
(Index: 8)
Focused on
Serving the
Public with
Integrity
(Index: 22)
Size of the box reflects the degree of importance of the attribute in impacting engagement
16
Key Drivers of Satisfaction vs. Performance
Strengths
• Have proper working conditions (Impact: 13%, Top-2-Box Satisfaction: 70%)
• Feel a sense of accomplishment in my job (Impact: 8%, Top-2-Box Satisfaction: 76%)
• Proud to work here (Impact: 8%, Top-2-Box Satisfaction: 77%)
Opportunities
• Manager/Supervisor is interested in my success
(Impact: 7%, Top-2-Box Satisfaction: 64%)
• Empowered to make decisions to improve service
(Impact: 6%, Top-2-Box Satisfaction: 59%)
• My department effectively uses our resources for problem solving
(Impact: 7%, Top-2-Box Satisfaction: 55%)
Weaknesses
• Adequately compensated in total for the work I do
(Impact: 6%, Top-2-Box Satisfaction: 56%)
• The workload is properly distributed (Impact: 6%, Top-2-Box Satisfaction: 46%)
• I know where this organization is headed (Impact: 5%, Top-2-Box Satisfaction: 46%)
• I have opportunities for career and professional development (Impact: 5%, Top2-Box Satisfaction: 51%)
Threats
• Feel valued here (Impact: 19%, Top-2-Box Satisfaction: 57%)
• Receive recognition for the level of effort I give at work
(Impact: 10%, Top-2-Box Satisfaction: 48%)
17
Conclusions and Recommendations
• Overall State and Local government employee engagement level is moderately
low with less than half (47%) of State and Local government employees being fully
engaged in their jobs.
• This may mean that less than half of public sector employees may be doing the “bare minimum”
required for them to keep their jobs and they do not provide their organizations with
“discretionary effort”.
•
“Feeling a sense of accomplishment” and “Serving the public with Integrity”
are top key drivers of engagement; virtually all employees (96%)say they serve the
public with integrity and 3 out of 4 say that they feel a sense of accomplishment in their
jobs. These are key reasons why “Engaged” public employees give their organizations
“discretionary effort”.
•
However, major issues to address are making employees feel valued and making
sure that they have clearly defined goals and objectives.
•
Across nearly all employment and organizational attributes measured in the survey
“Engaged” employees consistently give higher ratings as compared to “NonEngaged” employees.
•
It is important for the public sector to understand the specific attributes that impact employee
engagement as an “Engaged” public Sector Employee is 5 times more likely to be very satisfied
and recommend his/her employer to a friend, and 4 times less likely to leave.
18
Conclusions and Recommendations
•Addressing the threats and weaknesses to satisfaction and likelihood to recommend is
critical to improving engagement and the drivers of satisfaction provide a roadmap.
•Major threats are “receiving recognition” for the level of effort given at work and “feeling
valued in their jobs. The public sector should implement practices for making employees feel
valued and giving them recognition such as conducting ongoing reviews, providing not only annual
recognition and awards but also on demand to recognize excellence in the workplace.
•Weaknesses are “adequate compensation”, “proper distribution of workload”,
“knowing where the organization is headed”, and having “opportunities for career and
professional development”.
•The public sector should implement practices for making employees feel valued and giving them
recognition such as conducting ongoing reviews, providing not only annual recognition and awards
but also on demand to recognize excellence in the workplace.
•Career development deserves special immediate attention since employees with 6-20
years of tenure are the least satisfied with career development and the least likely to believe
that their organizations have strategies in place to maximize career development at all levels.
•These employees are most likely to take the helm once the “silver tsunami” of retirees strikes the
public sector.
19
Conclusions and Recommendations
•Improving communication about where the organization is going, from managers and
supervisors, and between departments and agencies is a must for aligning the workforce to
an organizations’ mission and vision.
•Less than half (46%) of public sector employees know where their organizations are going.
•Employee referral and retention are indicators of the health of an organization and
public sector levels are moderately low.
•Less than Half (47%) of Public Sector Employees are very likely to recommend their place of work
and over one-third are somewhat/very likely to Leave their Jobs.
20
Long Presentation
21
2014 State and Local Government
Employee Engagement
2014 IPMA-HR INTERNATIONAL
TRAINING FORUM & EXPO
22
ipma-hr.org
Participating Organizations
Thank You!
 City of Cathedral City
 City of Juneau
 City of Charlotte
 Bartlet Hospital
 City of Los Angeles
 City of Rancho Cucamonga
 City of Columbia
 City of Tacoma
 City of Coral Springs
 Town of Sahuarita
 Fire and Police Pension
 City of Virginia Beach




Association
City of Deer Park, Texas
New York State Department of
State
Multnomah County
City of Oakland
 York County Government
 Virginia Retirement Association
 City of Johns Creek, GA
 Prince Georges County
 Town of Marana, AZ
23
Research Objectives
• Measure the rational and emotional elements of employee
engagement, satisfaction and loyalty among State and Local
public employees
• Determine the key drivers of Engagement and develop an
engagement index to prioritize these key drivers
• Determine the key drivers of Satisfaction and Intent to
Recommend as they are both a precursor (Satisfaction) and an outcome
(Recommend) to being engaged
• Understand the threats to employee retention and their expressed
likelihood to leave their organizations within one year
• Understand the specific improvement areas in employee
engagement, loyalty and satisfaction
• Evaluate changes over time in engagement, satisfaction and loyalty
24
2012 vs. 2014 Survey Waves
• The 2014 Employee Engagement Survey is a follow-up to the 2012 wave
conducted by the IPMA-HR and the Governing Institute in 2012.
• The 2014 survey instrument (questionnaire) was based off of the 2012
instrument with a few modifications.
• These modifications included changing the scale of the agree-disagree
questions from 4-point to 5-point scales to improve their efficacy
• This change in scales led to inability of making sound head-to-head
comparisons between results across the waves
• The sample make up and process for the 2014 survey differed from the
2012 survey.
• Twelve percent (12%) of the 2012 survey were Senior Leaders from
GOVERNING MAGAZINE while 88% came from Governing’s online
research community
• The sample for the 2014 survey came was obtained in cooperation from the
HR departments of Local and State government that invited their
employees to take the survey.
25
2012 vs. 2014 Methodology
2012
2014
Mode:
 Email
 Email
Survey:
 4-point scales
 5-point scales
 Identification of public safety members
Population:
 Governing Exchange
Online Research
Community
 Targeted respondents
from senior level
managers (12%)
 2,259 state and local
government employees
 IPMA-HR members’ organization
employees
 Larger proportion of respondents from
lower level front line positions
 1,988 state and local government
employees
Weighting:
 Weighted on age
 Weighted on age, sex, Union
membership (based on the Bureau of
Labor Statistics’ Current Population
Survey (CPS)
Data Collection:
 Data collected from June
21-July 13, 2012
 Data collected from July 23, 2014 to
Aug. 15, 2014
26
About the Survey
Potential Engagement/Satisfaction/Loyalty Questions:
Area of Inquiry
Reason
•
Emotional Aspects
•
Measure emotional or “soft” employee connections
such as being fully engaged, feeling valued, and
having a sense of accomplishment
•
Working Environment/Tools
•
Identify areas of improvement opportunity such as
having the tools, training, adequate staffing, proper
working conditions to get the job done
•
Communications
•
Measure employees’ perceptions about the degree of
communication they received from their supervisors
and senior management and whether there is clear
and ongoing communication and cooperation
between agencies and departments
•
Working Relations
•
A detailed set of questions focused on the
relationship between managers/supervisors and
employees
•
Pay and Benefits
•
Measure employees’ perceptions about their
compensation, benefits, recognition, advancement
and opportunity to participate in important projects
The survey also included a few other questions as well as demographic questions to help understand those answering
27
Employee Engagement
“the heightened
emotional and
intellectual connection
that inspires your
employees to make
discretionary effort
at work”
Source: The Conference Board, a nonprofit business membership and
research organization, 2014
28
Employee Engagement
“A measurement of an
employee’s emotional
commitment to an
organization and
the amount of
discretionary effort
an employee expends
on behalf of the
organization”
Source: ADP, 2011
29
Why Engage Employees?
xx
Engaged
Satisfied
Source: Aubrey Daniels International
30
An Engaged Workforce is Significantly:
 More Satisfied which results in
more productive employees and in
a happy environment
 More Likely to Recommend
which results in cost savings to
the employer in hiring new
employees
 Less Likely to Leave their job
which results in less turn over and
cost savings to the employer
31
An Engaged Public Sector Employee is 5 times more likely to be
very satisfied and recommend his/her employer
and 4 times less likely to leave
80%
% Very
Satisfied
60%
% Very likely
to
Recommend
65%
61%
% Very likely
to Leave
40%
35.8%
% Very likely
to Leave
20%
% Very
Satisfied
12%
9%
% Very likely
to
Recommend
14.5%
0%
Engaged
% Very Satisfied
Not Engaged
% Very likely to Recommend
% Very likely to Leave
Engaged employees are those giving a top-box rating to the question: I’m fully engaged in my job [Evaluate on a scale of Strongly
Agree to Strongly Disagree]; Not Engaged employees are those giving a bottom-2 box rating to the same question.
32
Virtually All Agree with Focus on Serving Public
with Integrity while less than 3 in 5 Feel Valued
Emotional Aspects:
Percent who “Agree” or “Strongly Agree”
I am focused on serving the the public
with integrity
96%
77%
19%
81%
I am fully engaged in my job
47%
34%
80%
I feel safe in my workplace
48%
32%
77%
I am proud to work here
48%
29%
I feel a sense of accomplishment in my
job
76%
39%
36%
I feel I can make a difference by working
here
75%
41%
34%
I am able to have a proper work/life
balance
68%
35%
33%
57%
I feel valued here
Q1. Of the following statements, please
describe your feelings about your job/role and
your overall working environment: [Evaluate
on a scale of Strongly Agree to Strongly
Disagree]
28%
29%
0%
20%
Top 2-Box
33
40%
Strongly Agree
60%
Agree
If Engaged: 74%
If Not Engaged: 9%
80%
100%
If Engaged: 100%
If Not Engaged: 68%
Workload Distribution &
Staffing Appear to be Problem Areas to Address
Working Environment/tools:
Percent who “Agree” or “Strongly Agree”
70.3%
I have proper working conditions
33.9%
36.4%
I have the tools/ training I need to get this job done
effectively
66.9%
27.3%
39.5%
I am empowered to make decisions to improve
service delivery
58.8%
24.6%
34.2%
I am able to bring new and innovative ways of doing
things to my workplace
57.2%
22.5%
34.7%
My department effectively uses our resources for
problem solving
21.0%
I have the opportunities for career and professional
development
21.0%
55.4%
34.4%
51.0%
30.0%
45.8%
The workload is properly distributed
14.0%
31.7%
39.7%
My department has adequate staff
to get work done
15.4%
If Engaged: 48%
If Not Engaged: 17%
24.3%
0
Q1. Of the following statement please describe your0 feelings about your job/role and your overall working
environment [Evaluate on a scale of Strongly Agree0 to Strongly Disagree]
34
If Engaged: 82%
If Not Engaged: 34
Communication from Direct Supervisor is Moderate
and that Between Departments or Agencies is Poor
Communications:
Percent who “Agree” or “Strongly Agree”
I receive the right amount of
communication from my direct supervisor
31%
31.7%
I have clearly defined goals and objectives
16%
I receive the right amount of information
from senior management
15%
There is cooperation between
departments/agencies
34.6%
46%
30.2%
45%
29.6%
44%
12%
There is clear and constant communication
between departments/ agencies
0%
32.3%
29%
7%
If Engaged: 77%
If Not Engaged: 25%
58%
24%
I know where this organization is headed
Top 2 Box
63%
If Engaged: 44%
If Not Engaged: 4%
22.0%
20%
Strongly Agree
40%
60%
80%
Somewhat Agree
Q7. To what extent would you agree or disagree with the following statements about your organization’s communications methods?
[Evaluate on a scale of Strongly Agree to Strongly Disagree]
35
About 7 in 10 Employees Feel Respected and Somewhat listened
but Recognition and Feedback Are Areas to Address
Manager/Employee
Working Relations:
Percent who “Agree” or “Strongly Agree”
Respects me
28.9%
Cares about my personal health and wellness
Recognizes me for my contribution
30.2%
Cares what I think
29.6%
Shows appreciation for me and the work I do
66.4%
36.2%
66.1%
36.5%
65.8%
38.2%
27.5%
65.4%
35.0%
30.4%
Asks me for input
Is interested in my success
26.6%
Fosters workplace equality
63.9%
37.3%
62.4%
33.6%
28.8%
Provides constructive feedback
62.4%
32.3%
30.1%
Gives me feedback on my performance
Q8. My Manager/Supervisor………….
[Evaluate on a scale of Strongly Agree to
Strongly Disagree]
67.4%
37.8%
29.7%
58.0%
30.1%
27.9%
0%
20%
40%
% Top Two Box
% Strongly Agree
36
If Engaged: 84%
If Not Engaged: 33%
69.0%
40.0%
29.0%
Listens to my ideas
72.1%
43.2%
If Engaged: 73%
If Not Engaged: 19%
60%
% Agree
80%
Younger Employees and those with Fewer Years at the
Organization Are More Likely to Receive Supervisor Feedback
Percent who “Agree” or “Strongly Agree”
5 years or less
66%
6-10 years
58%
11-20 years
52%
More than 20 years
55%
Under 35
69%
35-44
% Yes
60%
45-54
57%
55+
52%
0%
20%
40%
60%
Q10. In the last six months, someone at my work has talked to me about my progress.
[Evaluate on a scale of Strongly Agree to Strongly Disagree]
37
80%
The Majority of Employees Say They Have a Good Benefits Package,
But Fewer Than 2 in 5 Say They Have Opportunities to Advance
Pay and Benefits:
Percent who “Agree” or “Strongly Agree”
I have a good benefits package
37%
36%
I get the opportunity to participate in
important /special projects
24%
I am adequately compensated in
total for the work I do
14%
0%
10%
20%
54%
30%
30%
48%
19%
I have opportunities to advance
here
If Engaged: 78%
If Not Engaged: 54%
52%
22%
I receive recognition for the level of
effort I give at work
Top 2 Box
73%
29%
37%
If Engaged: 50%
If Not Engaged: 12%
23%
30%
Strongly Agree
40%
50%
60%
70%
80%
Somewhat Agree
Q11. Regarding your pay and benefits, please indicate whether you agree with the following statements: [Evaluate on a scale of
Strongly Agree to Strongly Disagree]
38
Public Sector Employees Level of
Engagement
I’m Fully Engaged in my job
Do not Agree
Strongly
47%
Strongly Agree
53%
Engaged
Not engaged
Q1. I’m fully engaged in my job: [Evaluate on a scale of Strongly Agree to Strongly Disagree]
39
A Number of Factors May Account for Why Sr. Exec/Sr. Mgrs. Are
More Likely to be Engaged While Front Line Employees Are Least
Likely to Be Engaged
Overall Engagement
Total
5 years or less
6-10 years
11-20 years
More than 20 years
Front Line
Mid-Level MGMT
SR Exec/ SR MGMT
47%
34%
81%
46%
48%
47%
52%
37%
30%
35%
31%
83%
78%
82%
83%
43%
52%
64%
Under 35
35-44
45-54
55+
HS Diploma
Assoc/Undergrad Degree
Some Grad/Grad Degree
0%
37%
31%
80%
83%
89%
25%
41%
47%
46%
57%
37%
35%
36%
30%
78%
82%
82%
87%
51%
46%
45%
35%
32%
38%
86%
78%
83%
20%
Strongly Agree
40%
60%
80%
Somewhat Agree
Q1. I’m fully engaged in my job: [Evaluate on a scale of Strongly Agree to Strongly Disagree]
Statistically significantly higher or lower at the 95% level of confidence
40
100%
How to find the Keys
to Improving Engagement ?
 Determined using statistical modeling
of the data to uncover the attributes
that most significantly explain
employees’ ratings on engagement
 Provides managers and stakeholders
with clear guidance of areas of
improvement: What is important to
employees and how the organization is
performing on these areas
41
Keys to Improving Public Sector
Employee Engagement
 Feel a sense of accomplishment





42
in my job
Focused on serving the public
with integrity
Feel I can make difference by
working here
Have clearly defined goals and
objectives
Proud to work here
Feel valued here
State and Local Employees
Key Drivers of Engagement Index
Feel Sense of
Accomplishment
(Index: 23)
Defined
Goals
(Index: 6)
Feel
Valued
(Index: 3)
Fully
Engaged
Workforce
47%
Can Make a
Difference by
Working Here
(Index: 14)
Proud to
Work Here
(Index: 8)
Focused on
Serving the
Public with
Integrity
(Index: 22)
Size of the box reflects the degree of importance of the attribute in impacting engagement
43
Drivers of Engagement: Performance
I feel a sense of
accomplishment in my job
39%
I'm focused on serving the
public with integrity
36%
77%
I feel I can make a difference
by working here
41%
I have clearly defined goals
and objectives
24%
I'm proud to work here
48%
I feel valued here
28%
0%
44
40%
96%
75%
Strongly Agree
59%
Somewhat Agree
29%
29%
20%
19%
34%
35%
75%
77%
57%
60%
80%
100%
Driver of Engagement: Accomplishment
I feel a Sense of Accomplishment in my Job
Total
39%
55+
36%
46%
35-44
37%
43%
Associate/Undergrad Degree
36%
36%
0%
20%
85%
35%
37%
High School Diploma
75%
39%
50%
Front Line
81%
35%
36%
Sr. Exec./Sr. Mgmt.
75%
37%
40%
Strongly Agree
60%
74%
79%
73%
80%
Somewhat Agree
Statistically significantly higher or lower at the 95% level of confidence
45
100%
Driver of Engagement: Public Integrity
I’m focused on serving the public with integrity
Total
77%
Sr. Exec. Sr. Mgmt.
Mid-Level Mgmt.
Front Line
7% 97%
90%
55+
Under 25
77%
19%
96%
75%
21%
96%
81%
16%
71%
Some Grad/Grad School
HS Diploma
Assoc/Undergrad Degree
26%
80%
0%
20%
Statistically significantly higher or lower at the 95% level of confidence
46
18%
97%
97%
98%
76%
20%
96%
75%
20%
95%
40%
Strongly Agree
96%
19%
60%
80%
Somewhat Agree
100%
Driver of Engagement: Make a Difference
I feel I can make a difference by working here
Total
41%
Sr. Exec. Sr. Mgmt.
55%
Front Line
72%
35%
48%
35-54
37%
Some Grad/Grad School
41%
38%
HS Diploma
42%
35%
39%
0%
33%
20%
40%
Strongly Agree
Statistically significantly higher or lower at the 95% level of confidence
47
81%
33%
34%
Assoc/Undergrad Degree
86%
31%
37%
55+
75%
34%
60%
Somewhat Agree
71%
79%
77%
72%
80%
100%
Drivers of Engagement: Defined Goals
I have clearly defined goals and objectives
Total
24%
More than 20 years
11-20 years
6-10 years
35%
30%
36%
20%
33%
21%
Non-Union
Union
36%
26%
36%
21%
Sr. Exec./ Mgmt.
Mid-Level Mgmt.
Front Line
34%
35%
26%
33%
22%
0%
59%
35%
20%
40%
Strongly Agree
Statistically significantly higher or lower at the 95% level of confidence
48
66%
53%
57%
62%
55%
46%
59%
81%
57%
60%
80%
Somewhat Agree
100%
Drivers of Engagement: Proud
I’m proud to work here
Total
48%
Non-Union
51%
Union
52%
Front Line
31%
49%
11-20 years
32%
46%
0%
20%
86%
22%
30%
45%
5 years or less
75%
31%
64%
Mid-Level Mgmt.
81%
30%
44%
Sr. Exec. Sr. Mgmt.
77%
29%
29%
40%
Strongly Agree
Statistically significantly higher or lower at the 95% level of confidence
49
60%
82%
76%
81%
75%
80%
Somewhat Agree
100%
Drivers of Engagement: Feeling Valued
I feel valued here
Total
28%
Sr. Exec. Sr. Mgmt.
Mid-Level Mgmt.
Front Line
57%
29%
40%
32%
28%
25%
5 Years or Less
6-10 years
11-20 years
30%
33%
27%
25%
66%
31%
26%
29%
28%
30%
20%
Strongly Agree
65%
52%
56%
31%
35%
0%
62%
55%
32%
25%
55+
45-54
35-44
78%
38%
40%
55%
58%
60%
Somewhat Agree
Statistically significantly higher or lower at the 95% level of confidence
50
80%
100%
Engagement vs Satisfaction
EMOTIONALLY
CONNECTED
TRUSTS
EMPLOYER
ENGAGED
SATISFIED
COMMITTED
51
A satisfied employee is
not necessarily an
engaged employee:
satisfaction reflects
functional attributes such
as working conditions
while engagement is
influenced not just by
satisfaction but also by
emotional connections,
trust, and commitment
Employee Satisfaction
“A measurement of
an employee’s
happiness with
current job and
conditions; however
it does not measure
how much effort they
are willing to
expend”
Source: ADP, 2011
52
Less than Half of Employees are Very
Satisfied with Their Job/Working Conditions
Overall Satisfaction
60%
Top 2 Box: 84%
42%
42%
40%
20%
12%
5%
0%
Overall Satisfaction
Very Satisfied
Somewhat Satisfied
Somewhat Dissatisfied
Very Dissatisfied
Q13. Overall, how satisfied are you with your job/working conditions?
53
By Far, the Most Significantly Satisfied Public Sector Employees are Sr.
Exec/Sr. Mgrs., followed by Non-Public Safety, 55+ Years Old, and those
with the least (<5 years) and the Most (>20 years) tenure
Overall Satisfaction
Total
84%
42%
42%
5 years or less
6-10 years
11-20 years
More than 20 years
48%
36%
38%
50%
40%
47%
44%
36%
88%
83%
82%
86%
Non-Union Member
Union Member
47%
36%
41%
88%
81%
Under 35
35-44
45-54
55+
39%
43%
43%
48%
49%
39%
40%
40%
88%
82%
83%
88%
Non-Public Safety
Public Safety
45%
41%
42%
45%
39%
Front Line
Mid-Level MGMT
SR Exec SR MGMT
38%
49%
70%
0%
40%
20%
Very Satisfied
86%
81%
83%
45%
88%
39%
93%
23%
60%
80%
Somewhat Satisfied
Q13. Overall, how satisfied are you with your job/working conditions?
Statistically significantly higher or lower at the 95% level of confidence
54
100%
Key Drivers of Satisfaction vs. Performance
Strengths
• Have proper working conditions (Impact: 13%, Top-2-Box Satisfaction: 70%)
• Feel a sense of accomplishment in my job (Impact: 8%, Top-2-Box Satisfaction: 76%)
• Proud to work here (Impact: 8%, Top-2-Box Satisfaction: 77%)
Opportunities
• Manager/Supervisor is interested in my success
(Impact: 7%, Top-2-Box Satisfaction: 64%)
• Empowered to make decisions to improve service
(Impact: 6%, Top-2-Box Satisfaction: 59%)
• My department effectively uses our resources for problem solving
(Impact: 7%, Top-2-Box Satisfaction: 55%)
Weaknesses
• Adequately compensated in total for the work I do
(Impact: 6%, Top-2-Box Satisfaction: 56%)
• The workload is properly distributed (Impact: 6%, Top-2-Box Satisfaction: 46%)
• I know where this organization is headed (Impact: 5%, Top-2-Box Satisfaction: 46%)
• I have opportunities for career and professional development (Impact: 5%, Top2-Box Satisfaction: 51%)
Threats
• Feel valued here (Impact: 19%, Top-2-Box Satisfaction: 57%)
• Receive recognition for the level of effort I give at work
(Impact: 10%, Top-2-Box Satisfaction: 48%)
55
Driver of Satisfaction: Feeling Valued
I feel valued here
Total
27%
Sr. Exec. Sr. Mgmt.
Front Line
Non-Public Safety
Public Safety
40%
25%
30%
30%
25%
31%
28%
55+
45-54
35-44
35%
26%
28%
5 years or less
6-10 years
11-20 years
More than 20 years
33%
25%
25%
30%
0%
56%
29%
78%
38%
55%
61%
53%
66%
31%
29%
30%
55%
58%
65%
32%
27%
31%
30%
20%
40%
Strongly Agree
52%
56%
60%
60%
80%
Somewhat Agree
Statistically significantly higher or lower at the 95% level of confidence
56
100%
Driver of Satisfaction: Recognition
I receive recognition for the level of effort I give at work
Total
19%
Sr. Exec. Sr. Mgmt.
Mid-Level Mgmt
Front Line
29%
25%
17%
Non-Public Safety
Public Safety
30%
17%
35-44
45-54
55+
28%
18%
29%
19%
26%
23%
0%
45%
28%
22%
20%
54%
29%
30%
17%
71%
42%
28%
22%
Non-Union
Union
48%
29%
31%
40%
Strongly Agree
52%
44%
52%
45%
47%
45%
54%
60%
80%
Somewhat Agree
Statistically significantly higher or lower at the 95% level of confidence
57
100%
Driver of Satisfaction: Career Development
I have Opportunities for Professional and Career Development
Total
21%
Sr. Exec. Sr. Mgmt.
30%
39%
Mid-Level Mgmt
37%
27%
Front Line
16%
Non-Union
Union
18%
Under 35
46%
31%
30%
26%
33%
35-44
17%
32%
45-54
19%
29%
55+
24%
0%
20%
Strongly Agree
76%
57%
30%
30%
23%
51%
29%
40%
54%
48%
59%
49%
48%
53%
60%
80%
Somewhat Agree
Statistically significantly higher or lower at the 95% level of confidence
58
100%
Less Than Half of Employees Say that their Organizations Have Career
Development Strategies, with Mid-Tenured Employees Agreeing the Least
6-20 years Tenure Strongly Disagree that
their Organization’s have Career
Development Strategies at all Level
Strategies in Place to Maximize Career
Development
% Strongly Disagree/% Disagree
More than 20 years
53%
11-20 years
63%
6-10 years
60%
5 Years or Less
Q3. Does your organization have strategies in place to maximize
employees’ career development at all levels?
49%
0%
59
20%
40%
60%
80%
100%
Public Safety Personnel Are Less Likely to Agree with
Having Proper Working Conditions and Adequate Staff
% Strongly Agree/% Agree
74%
I have proper working conditions
66%
46%
Department has adequate staff
to get work done
32%
0%
20%
40%
Non-Public Safety
60%
80%
Public Safety
Q2. To what extent would you agree or disagree with the following statements describing work tools provided in your current
organization? [Evaluate on a scale of Strongly Agree to Strongly Disagree]
Statistically significantly higher or lower at the 95% level of confidence
60
Newer Employees Are Significantly More
Likely to Rate their Supervisor Favorably
Percent who “Agree” or “Strongly Agree”
71%
67%
Respects me
73%
63%
61%
Shows appreciation for me
73%
67%
Recognizes me for my contribution
62%
Cares what I think
63%
63%
Is interested in my success
63%
61%
60%
59%
Fosters Workplace Equality
5 years or less
6-10 years
11-20 years
59%
60%
Provides constructive feedback
57%
55%
Gives me feedback on my performance outside of regularly scheduled reviews
Q8. My manager/supervisor…………………? [Evaluate on a scale of Strongly Agree to Strongly Disagree]
Statistically significantly higher or lower at the 95% level of confidence
61
63%
73%
71%
69%
68%
79%
Younger Employees and those with Fewer Years at the
Organization Are More Likely to Receive Supervisor Feedback
Percent who “Agree” or “Strongly Agree”
5 years or less
66%
6-10 years
58%
11-20 years
52%
More than 20 years
55%
Under 35
69%
35-44
% Yes
60%
45-54
57%
55+
52%
0%
20%
40%
60%
Q10. In the last six months, someone at my work has talked to me about my progress.
[Evaluate on a scale of Strongly Agree to Strongly Disagree]
62
80%
Sr. Executives/Sr. Managers Are Much Happier
with Pay/Benefits than Front Line Staff
% Strongly Agree/% Agree
90.7%
78.0%
71.0%
I have a good benefits package
82.2%
69.6%
I get the opportunity to participate in important/
special projects
46.9%
71.3%
I received recognition for the level of effort I
give at work
54.1%
44.5%
67.6%
56.8%
48.5%
I am adequately compensated in total for the
work I do
51.6%
39.5%
35.7%
I have opportunities to advance here
SR Exec SR Mgmt
Mid-Level Mgmt
Front Line
Q11. Regarding your pay and benefits, please indicate whether you agree with the following statements: [Evaluate on a scale of
Strongly Agree to Strongly Disagree]
Statistically significantly higher or lower at the 95% level of confidence
63
Likelihood to Recommend
An Engaged
Employee is very
likely to Recommend
his place of
employment to a
friend and put
his/her reputation on
the line.
64
Less than Half of Public Sector Employees are Very Likely to Recommend
their Place of Work and Just Over One-third Are Somewhat or
Very Likely to Leave their Jobs, a Significant Threat to the Public Sector
60%
Employee Referral
Employee Retention
47%
41%
40%
35%
26%
22%
20%
13%
12%
5%
0%
Likelihood of Recommending
Very Likely
Likelihood of Leaving
Somewhat Likely
65
Not Likely
Definitely Would Not
A Key Driver of Likelihood to Recommend:
Opportunities for Advancement
I have opportunities to advance here
Total
14%
Sr. Exec. Sr. Mgmt.
Front Line
18%
15%
Union
15%
Non-union
15%
0%
35%
23%
21%
35-44
52%
34%
12%
Under 35
37%
23%
49%
28%
38%
23%
43%
28%
36%
21%
20%
40%
Strongly Agree
Statistically significantly higher or lower at the 95% level of confidence
66
60%
80%
Somewhat Agree
100%
What Public Employees’ Say:
Satisfaction / Engagement Comments
“Allow a flexible schedule; facilitating staff meetings
to help problem solve issues and reassign tasks.”
“My managers make a point
to verbally recognize my
accomplishments as well
as those of my coworkers.
Even though the budget is
limited, it's nice to hear that
they appreciate (feeling
valued) us as employees.”
“Caseloads have been
shifted to make the volume
of work more equitable.”
“The use of Grants to fund overtime so
employees have the chance to make extra
money (adequate compensation) due to
several years of stagnant pay”
Talk
Listen
Connect
Engage
“Consistent, timely, and
constructive feedback on my work.”
67
“Increased involvement
(empowered to make decisions)
in the decisions that affect my work
area of responsibility.”
“My supervisors have been
consistent with providing
training to all employees.”
“I've been allowed to participate in a
management mentor program to
further expand my knowledge of the
protocols of the department and expectations
of not only employees, but supervisors as
well.”
Conclusions and Recommendations
• Overall State and Local government employee engagement level is moderately
low with less than half (47%) of State and Local government employees being fully
engaged in their jobs.
• This may mean that less than half of public sector employees may be doing the “bare minimum”
required for them to keep their jobs and they do not provide their organizations with
“discretionary effort”.
•
“Feeling a sense of accomplishment” and “Serving the public with Integrity”
are top key drivers of engagement; virtually all employees (96%)say they serve the
public with integrity and 3 out of 4 say that they feel a sense of accomplishment in their
jobs. These are key reasons why “Engaged” public employees give their organizations
“discretionary effort”.
•
However, major issues to address are making employees feel valued and making
sure that they have clearly defined goals and objectives.
•
Across nearly all employment and organizational attributes measured in the survey
“Engaged” employees consistently give higher ratings as compared to “NonEngaged” employees.
•
It is important for the public sector to understand the specific attributes that impact employee
engagement as an “Engaged” public Sector Employee is 5 times more likely to be very satisfied
and recommend his/her employer to a friend, and 4 times less likely to leave.
68
Conclusions and Recommendations
•Addressing the threats and weaknesses to satisfaction and likelihood to recommend is
critical to improving engagement and the drivers of satisfaction provide a roadmap.
•Major threats are “receiving recognition” for the level of effort given at work and “feeling
valued in their jobs. The public sector should implement practices for making employees feel
valued and giving them recognition such as conducting ongoing reviews, providing not only annual
recognition and awards but also on demand to recognize excellence in the workplace.
•Weaknesses are “adequate compensation”, “proper distribution of workload”,
“knowing where the organization is headed”, and having “opportunities for career and
professional development”.
•The public sector should implement practices for making employees feel valued and giving them
recognition such as conducting ongoing reviews, providing not only annual recognition and awards
but also on demand to recognize excellence in the workplace.
•Career development deserves special immediate attention since employees with 6-20
years of tenure are the least satisfied with career development and the least likely to believe
that their organizations have strategies in place to maximize career development at all levels.
•These employees are most likely to take the helm once the “silver tsunami” of retirees strikes the
public sector.
69
Conclusions and Recommendations
•Improving communication about where the organization is going, from managers and
supervisors, and between departments and agencies is a must for aligning the workforce to
an organizations’ mission and vision.
•Less than half (46%) of public sector employees know where their organizations are going.
•Employee referral and retention are indicators of the health of an organization and
public sector levels are moderately low.
•Less than Half (47%) of Public Sector Employees are very likely to recommend their place of work
and over one-third are somewhat/very likely to Leave their Jobs.
70
QUESTIONS?
Maria E. Ramos
[email protected]
(571) 246-7173
www.bisamer.com
71
Union Employees Cite Lack of Fairness, Poor Working
Conditions and Lack of Communication
Satisfaction with Job/Working Conditions
“It is a good ol' boy club, politics, lack of communication, lack of
conflict resolution, unequal distribution of discipline, and lack
of leadership.”
“We need a new building. The roof leaks, it isn't earthquake safe,
or safe for the inmates.”
“Lack of communication, not being included with planning or
knowing the direction of the organization.”
“Hostile work environment, unfair practices, torment, hazardous
work conditions, refusal of HR and management to listen and
change...the line of work is great though.”
Q13. Overall, how satisfied are you with your job/working condition?
72
Non-Union Employees Cite Being Overworked, Lacking
Advancement and Disengaged from Management
Satisfaction with Job/Working Conditions
“Not enough staffing. More and more work is expected, we are
getting less pay, and we are short staffed, meanwhile upper
management is top heavy.”
“No job growth opportunity.”
“Lack of knowledgeable leadership. They don't know their job and
don't have a clue about staff. Management is disengaged from
staff. They don't want to or know how to discipline so they hide
in their offices and never address any of the issues. Everybody
wants to be boss, but nobody wants to do what managers
should do. The lack of experience really shows.”
Q13. Overall, how satisfied are you with your job/working condition?
73
Key Drivers of Satisfaction vs Engagement
Engagement:
Satisfaction:
 Feel a sense of
 Feel valued here





accomplishment in my job
Focused on serving the public
with integrity
Feel I can make difference
by working here
Have clearly defined goals and
objectives
Proud to work here
Feel valued here
 Have proper working conditions
 Receive recognition for the level of effort I give at work
 Feel a sense of accomplishment in my job
 Proud to work here
 Manager/Supervisor is interested in my success
 My department effectively uses our resources for





problem solving
Adequately compensated in total for the work I do
Empowered to make decisions to improve service
delivery
The workload is properly distributed
I have opportunities for career and professional
development
I know where this organization is headed
74
Key Drivers of Satisfaction vs Likelihood to
Recommend
Satisfaction:
Likelihood to Recommend:
 Feel valued here
 Proud to work here
 Have proper working conditions
 Feel valued here
 Receive recognition for the level of effort I
 Have opportunities to advance here









give at work
Feel a sense of accomplishment in my job
Proud to work here
Manager/Supervisor is interested in my
success
My department effectively uses our
resources for problem solving
Adequately compensated in total for the
work I do
Empowered to make decisions to improve
service delivery
The workload is properly distributed
I have opportunities for career and
professional development
I know where this organization is
headed
 Empowered to make decisions to improve service





delivery
Adequately compensated in total for the work I do
My department effectively uses our resources for
problem solving
Manager/Supervisor cares about my personal
health and wellness
Feel a safe in my workplace
There is cooperation between department/agencies
75
Detailed Key Findings
• The overall level of engagement of State and Local government employees is moderately
low with less than half (47%) of employees strongly agreeing that they are fully engaged in
their jobs.
• This is significant because this may mean that less than half of public sector employees may be
doing the “bare minimum” required for them to keep their jobs and they do not provide their
organizations with “discretionary effort”.
•
Nearly across all employment and organizational attributes measured in the survey
“Engaged” employees consistently give higher ratings as compared to “Non-Engaged”
employees.
•
•
An “Engaged” public Sector Employee is 5 times more likely to be very satisfied and recommend
his/her employer to a friend, and 4 times less likely to leave.
The key aspects of state and local government employees that drive their engagement
with their organizations are primarily emotional attributes. These attributes are:
•
•
•
•
•
•
Feeling a sense of accomplishment in their jobs
Being focused on serving the public with integrity
Feeling that they can make a difference by working in their organizations
Having clearly defined goals and objectives
Being proud to work in their organizations, and
Feeling valued
76
Detailed Key Findings
• “Feeling a sense of accomplishment” and “Serving the public with Integrity” are top key
drivers of engagement. and virtually all employees (96%) say they serve the public with
integrity and 3 out of 4 say that they feel a sense of accomplishment in their jobs. These
are key reasons why “Engaged” public employees give their organizations “discretionary
effort”.
• Virtually all employees (96%) say they serve the public with integrity and 3 out of 4 say that they
feel a sense of accomplishment in their jobs. All (100%) of those who are “Engaged” say they are
focused on serving the public with integrity while only 68% of those of are “Not Engaged” strongly
agreed.
•
“ Feeling Valued” is a key driver of engagement, satisfaction and likelihood to recommend
and just over half of employee (57%) feel “somewhat or strongly” valued.
•
•
•
•
Less than one-third (28%) of employees “strongly agree” that they feel valued.
Receiving recognition for the level of effort given at work is important in making employees feel
valued and less than half of public sector employees say they do.
State and Local governments should persist in implementing practices for making employees feel
valued such as conducting ongoing reviews, providing not only annual recognition and awards
but also on demand to recognize excellence in the workplace.
As with feeling valued, having “clearly defined goals and objectives” is a key driver of
engagement that should be addressed. .
•
Less than 6 in 10 (59%) employees agree that they have clearly defined goals and objectives.
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Detailed Key Findings
•
Not surprisingly Sr. Executives/Sr. Managers and those with the most tenure are happier
with all the attributes of their employment and organization asked in the survey
particularly as compared to mid-career employees (6-20 years of service) and to front line
employees.
•
•
There is a nearly straight-line progression in all the engagement and satisfaction attributes
ratings, with Sr. Executives/Sr. Managers giving higher ratings across nearly all attributes.
The public sector needs to focus its energies on improving employee satisfaction levels as
less than Half (42%) of employees are Very Satisfied with their job/working conditions
•
•
•
The key drivers of satisfaction found in the survey point at many functional aspects of the
employees’ jobs such as working conditions, compensations and opportunities for career and
professional development.
Developing and executing plans to improve perceptions in the key drivers of satisfaction would
result in a more engaged workforce as “very satisfied” public sector employees are significantly
more engaged (68% vs. 47% overall), significantly more likely to recommend their place of
employment (85% vs. 47% overall) and significantly less likely to leave their jobs (3% vs. 12%
overall)
Sr. Executives/Sr. Managers, older employees (55+), non-public safety, and those with short
tenures ( 5 years or less) are significantly more likely to feel valued
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Detailed Key Findings
•
Though public sector employees may not be in it for the pay, their perceptions of
adequate pay, workload distribution, lack of opportunities for career and professional
development, and having opportunities for advancement are weaknesses and pose a
threat to the future of the public sector workforce.
•
•
Perceptions of not having proper Workload distribution may be more exacerbated by national
news of employers “doing more with fewer employees” and not being willing to hire more
people even when they are enjoying financial health
Overall, half of employees (51%) agree with having opportunities for professional and
career development and less than half (44%) believe that their organizations have
strategies in place to maximize employees’ career development at all levels.
•
•
•
Employees with 6-20 years of tenure are the least satisfied with career development and the least
likely to believe that their organizations have strategies in place to maximize career development
at all levels. Since those with 6-20 year of tenure are the mostly likely to take the helm as
increased number of public sector employees retire (the “silver tsunami”), prompt action plans
should be put in place to address career development.
On a positive note, employees under 35 of years of age are significantly more likely to say that
they have opportunities for professional and career development. This is good news for employee
retention and growth.
State and Local governments should focus efforts on understanding the specific reason that
maybe driving negative perceptions about career development, particularly among mid-career
employees.
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Detailed Key Findings
• Overall, communication and cooperation across departments and agencies is a weakness of
the public sector workplace. In fact, employees rated communications’ attributes the
lowest overall.
• Employees rate receiving the right amount of communication from direct supervisor moderately,
with 63% agreeing with this statement, while they rate communication between
departments/agencies the lowest (29%).
•
Communicating to employees where their organization is going is a must for aligning the
workforce to an organizations’ mission and vision
•
•
Less than half (46%) of public sector employees know where their organizations are going, with
Union employees being more in the “dark” (40%) as compared to Non-Union employees (52%).
Newer Employees are significantly more likely than all other employees to rate their
supervisors favorably across all employee-supervisor attributes, perhaps a reflection of
the training and mentorship give to them.
•
•
Employees with the least amount of tenure are the most likely to agree that their
manager/supervisor: “Respects me”, “Shows appreciation for me”, “Recognizes my
contribution”, “Cares what I think”, “Is interested in my success”, “Fosters workplace equality”,
“Provides constructive feedback” and “Gives me feedback outside of my performance review”
Receiving feedback on their performance outside of regularly scheduled reviews and providing
constructive feedback is an issue for all.
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Detailed Key Findings
•
About 7 in 10 employees feel respected, listened and recognized but feedback is an area to
address.
• Less than 6 out of 10 (58%) of employees agree or strongly agree with the statement “my
supervisor gives me feedback on my performance outside of regularly scheduled reviews”.
• Employees with under 5 years tenure and under 35 are talked to more about their progress on the
job and are specifically more likely to receive constructive feedback (68%) and feedback on their
performance outside of reviews (63%).
•
Understanding the reasons why public safety employees give lower ratings to having
“proper working conditions” and having “adequate staff to get their work done” as
compared to non-public safety employees is important since public sector employees are
our first responders to crisis.
• Overall, employees rate “having adequate staff to get the job done” low with less than half (46%)
agreeing with this statement. Public safety employees give the lowest ratings of all (32%).
• Sixty-six percent (66%) of public safety employees agree with having “proper working conditions”.
This compares to 74% of non-public sector employees agreeing.
•
Employee referral and retention are indicators of the health of an organization.
•
•
Less than Half (47%) of Public Sector Employees are very likely to recommend their place of
work and just over one-third are somewhat or very likely to Leave their Jobs, a significant threat
to the public Sector.
The key drivers of likelihood to recommend are similar to those of satisfaction. One exception is
having “opportunities to advance here” which was rated very low (37%) and impacts referrals.
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