ops employee survey: from results to action september 9, 2008
TRANSCRIPT
2
Overview
• Overview of Employee Engagement Concepts and Framework
• Employee Engagement Measurement Program: a phased approach
• Acting on the results: the case for local action• Case studies: two ministries / two different
approaches to Action Planning• The future
3
Employee Engagement Program• Ensuring a capable, diverse and engaged workforce, committed to
quality public service, is a key component of the OPS modernization agenda, and a critical performance indicator in our measurement/ accountability framework
• The EE Measurement Program mandate:– Create organizational metrics to support OPS modernization
objectives• Establish baseline data
– How engaged are our employees?– What is driving their level of engagement?
• Create metrics for tracking progress
– Inform an integrated strategy to improve employee engagement• Inform related strategies underway/planned • Identify gaps and priority areas to focus energy/resources
– Facilitate benchmarking with other jurisdictions through the Public Service Commissioner’s Employee Engagement Inter-jurisdictional Initiative Team
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What is Employee Engagement?
Engaged employees have:
High-level of satisfaction with their jobs
High-level of commitment to their organizations
feel pride for their organization intend to remain with their organization desire to serve or to perform at high levels positively recommend their organization to
others improve the organization’s results
Drivers of Satisfaction & Commitment
quality of management/ supervision
clear expectations and direction
learning and development opportunities
opportunity for advancement opportunity for input and
involvement job fit co-worker relationships recognition work-life balance quality of service provided organizational
communication independence & innovation
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OPS Employee Engagement Objectives and Framework
Survey Tool Design & Testing
Survey Roll out
Data Processing & AnalysisResults
Reporting
Action Planning
Implementation & Monitoring of Improvements
Employee Engagement Framework
OBJECTIVESIncrease Employee Engagement
Strengthen Organizational Performance
Increase Customer Satisfaction
Promote higher-level of public confidence & trust in public institutions
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OPS Phased Approach to Surveying
T1 (2006)• Sample survey• OPS baseline
established• No ministry-specific
data• Reports by job
classification, demographics, cohorts, etc
• DMC & MGCS accountable(corporate initiatives)
T3 (2009)• Biannual census survey• Ministry-specific reports issued• Reports to Division / Branch
level • All SMGs accountable for pre
and post survey communication and managing relevant post survey action
T2 (2007)• Census survey• Ministry-specific reports
issued• Reports to Division level• All DMs & ADMs
accountable for pre and post survey communication and for managing relevant post survey action to the Division level
Increasing Organizational Accountability(promotes systemic buy-in and strategy
building)
• A phased roll-out has supported:– Building infrastructure, capacity and support for robust action planning to
respond to survey findings– Building awareness, capability, accountability and commitment in
managers for improving employee engagement results
– Allowing opportunities to refine/enhance the survey questions & process
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Employee Engagement Index
(Margin of Error: +/- 0.34)
Employee Engagement Index
(Margin of Error: +/- 0.34)
OPS Employee Engagement Index 20062007
Employee Engagement Index
(Margin of Error: +/- 0.24)
Employee Engagement Index
(Margin of Error: +/- 0.24)
The 2007 OPS Employee Engagement Index significantly increased in 2007. More employees are highly engaged (37% vs. 34% in 2006) and fewer are disengaged (21% vs. 23%).
23%
42%
34%
Low Engagement (<50) Moderate Engagement (50 to <75) High Engagement (75+)
37%
21%
42%
65.97 ↑ 64.78 ↓
Margin of Error: The expected error estimation based on the sample; the larger the sample the smaller the error. In 19 out of 20 repetitions of the survey the true value for the estimate will lie within the stated confidence interval.
LH
M
LH
M
↓ Indicates a significantly lower score than 2007
↑ Indicates a significantly higher score than 2006
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• The recommended Priority Improvement Areas for the OPS remain consistent with those in 2006.• Relative to 2006 opportunities for growth and advancement is about the same.• However, there have been positive developments in the other three priority areas.• There is an increase in agreement that the senior leadership provides clear direction, ministries are
viewed as supporting work-related learning and development and more OPS employees report that the essential information flows from staff to senior leadership.
Priority Improvement Areas
2007 2006
Opportunities for Growth and Advancement
Leadership Practices
Learning and Development Opportunities
Organizational Communication
Opportunities for Growth and Advancement
Leadership Practices
Learning and Development Opportunities
Organizational Communication
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Local variation is key
• Corporate variation from 2006 to 2007 was minimal
• Results by ministry show significant differences from corporate results
• Within a ministry, wide variations in performance between divisions often cannot be seen in the overall ministry results
• The best way to improve local performance is to provide results at the divisional level (and lower levels) where this variability can be addressed
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Corporate Role Shift
• 2006: Survey management, communications and action planning was centrally driven
• 2007: Survey overall management remains corporate but Ministries and other major stakeholders (e.g. HR Ontario, I&IT, ServiceOntario,
Ontario Shared Services,etc) participate in survey planning, communications and local action planning
• 2009: Continued and improved partnership with ministries and major stakeholders
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Approach to Action Planning
2006
• Accountability for results and improvements is corporate
• Corporately-driven communications
• Focus is on OPS-Wide Priority Improvement Areas
2007
• Accountability for results and improvements shifts to the “Local” level
• Corporate role shifts to support ministries (e.g. ADM Action Planning Guide)
• Communications is Ministry and divisionally driven
• Ministry and Divisional (and lower units) Priority Improvement Areas are key to change
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From Results to Action to Engagement
Over 5,000 employees Decentralized across the province Program delivery, front line staff
and hospital Fifteen 2007 survey reports
received Census ministry in 2006 Ministry undergoing major
restructuring/transformation
136 employees Centralized location Program delivery staff One 2007 survey report
received Not a 2006 census ministry Newly established ministry
Ministry of Health and Long-Term Care
Ministry of Health Promotion
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Results - Response Rates
MOHLTC
Overall Response RateOverall Response Rate
MAILMAIL
ONLINEONLINE
42.2%
40.7%
45.6%
OPS Overall
Overall Response RateOverall Response Rate
43.5%
MAILMAIL
ONLINEONLINE
46.9%
28.6%
MHP
Overall Response RateOverall Response Rate
58.1%
MAILMAIL
ONLINEONLINE
58.1%
0%
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65.08 I & IT (MOE 0.93)
66.55 Ministry of the Attorney General (MOE 0.75)
66.61 Ministry of Natural Resources (MOE 0.79)
67.43 Ministry of Training, Colleges and Universities (MOE 1.45)
67.31 Ministry of Energy (MOE 4.36)
64.87 Ministry of Citizenship and Immigration (MOE 2.90)
66.63 Ministry of Small Business and Entrepreneurship (MOE 4.68)
66.33 Ministry of Community and Social Services (MOE 0.82)
66.07 Ministry of Research and Innovation (MOE 6.84)
64.90 Ontario Clean Water Agency (MOE 2.60)
64.44 Ministry of Intergovernmental Affairs/Democratic Renewal
66.69 Ministry of Economic Development and Trade (MOE 3.58)
67.50 Ontario Secretariat for Aboriginal Affairs (MOE 5.48)
65.08 I & IT (MOE 0.93)
66.55 Ministry of the Attorney General (MOE 0.75)
66.61 Ministry of Natural Resources (MOE 0.79)
67.43 Ministry of Training, Colleges and Universities (MOE 1.45)
67.31 Ministry of Energy (MOE 4.36)
64.87 Ministry of Citizenship and Immigration (MOE 2.90)
66.63 Ministry of Small Business and Entrepreneurship (MOE 4.68)
66.33 Ministry of Community and Social Services (MOE 0.82)
66.07 Ministry of Research and Innovation (MOE 6.84)
64.90 Ontario Clean Water Agency (MOE 2.60)
64.44 Ministry of Intergovernmental Affairs/Democratic Renewal
66.69 Ministry of Economic Development and Trade (MOE 3.58)
67.50 Ontario Secretariat for Aboriginal Affairs (MOE 5.48)
65.97OPS Overall (MOE 0.24) 65.97OPS Overall (MOE 0.24)
67.37 Ministry of Finance (MOE 0.85)
69.45 Ministry of Education (MOE 1.57)
69.04 Ministry of Municipal Affairs and Housing (MOE 1.79)
67.28 Ministry of Government Services (MOE 0.90)
67.51 Ministry of Environment (MOE 1.04)
69.80 Ministry of Labour (MOE 1.51)
70.48 Ministry of Public Infrastructure Renewal (MOE 3.79)
71.46 Ministry of Northern Development and Mines (MOE 2.22)
72.01 Ministry of Agriculture, Food and Rural Affairs (MOE 1.51)
72.68 Cabinet Office (MOE 4.18)
73.65 Ministry of Health Promotion (MOE 4.68)
73.82 Ministry of Tourism (MOE 2.13)
67.37 Ministry of Finance (MOE 0.85)
69.45 Ministry of Education (MOE 1.57)
69.04 Ministry of Municipal Affairs and Housing (MOE 1.79)
67.28 Ministry of Government Services (MOE 0.90)
67.51 Ministry of Environment (MOE 1.04)
69.80 Ministry of Labour (MOE 1.51)
70.48 Ministry of Public Infrastructure Renewal (MOE 3.79)
71.46 Ministry of Northern Development and Mines (MOE 2.22)
72.01 Ministry of Agriculture, Food and Rural Affairs (MOE 1.51)
72.68 Cabinet Office (MOE 4.18)
73.65 Ministry of Health Promotion (MOE 4.68)
73.82 Ministry of Tourism (MOE 2.13)
The index is based on a scale of 1 to 100.
Taking into account the Margin of Error:
Ministries Above scored significantly higher than the OPS Overall.
Ministries Within the OPS Range scored neither significantly higher nor lower than the OPS Overall.
Ministries Below scored significantly lower than the OPS Overall.
61.60 Ministry of Culture (MOE 2.49)
62.46 Ministry of Health and Long-Term Care (MOE 0.90)
64.26 Ministry of Children and Youth Services (MOE 1.46)
64.48 Ministry of Transportation (MOE 0.95)
64.50 Ministry of Community Safety and Correctional Services (MOE 0.66)
61.60 Ministry of Culture (MOE 2.49)
62.46 Ministry of Health and Long-Term Care (MOE 0.90)
64.26 Ministry of Children and Youth Services (MOE 1.46)
64.48 Ministry of Transportation (MOE 0.95)
64.50 Ministry of Community Safety and Correctional Services (MOE 0.66)
(MOE 6.34 )
Above
Within OPS Range
Below
Results – Overall Ministry Engagement vs OPS
OPS Overall 65.97
Ministry of Health 62.46
Ministry of Health Promotion 73.65
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Results - Top Four Improvement Areas
Leadership Practices
Opportunities for Growth and
Advancement
Organizational Communication
Learning and Development
Opportunities
Opportunities for Growth and
Advancement
Leadership Practices
Work-Life Balance
Opportunities for Input
MOHLTC MHP
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Action - Approach
MOHLTC MHP
• Conduct more research to understand the underlying improvements that can be made
• Obtain more input from ministry employees
• Analyze the data and compare the 2007 survey against:
• 2006 survey results
• Ministry transformation survey results
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Employee Engagement Action Plan - Development
MHP
• Further analysis was conducted on the survey data to identify where improvements were required.
• A staff-driven Employee Engagement Dialogue Committee was established.
• All ministry staff were invited to attend dialogue sessions to determine where improvements can be made within the four priority areas – 50% of MHP staff participated in the three sessions held
• Although not identified as of the ministry’s top four improvement areas, an overarching theme emerged in all discussions - improve the overall organizational communications.
• Action plan developed, communicated and shared with all employees
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Employee Engagement Action Plan - Implementation
MHP
Sample from Action Plan – Opportunities for Growth and Advancement:
Your Idea 2008 Action Plan
Build staff awareness for development opportunities
Post MHP opportunities on Ministry bulletin boards; Launch the Learning & Development employee resource
page on The Pulse; Profiling OPS learning opportunities through the
development of FOCUS ON | Learning & Development on the News and Resource pages of The Pulse;
Performance and Learning Plans should indicate where there is an interest in developmental and/or temporary assignments
Staff would like ongoing and frequent performance updates
The Ministry commits to having Performance and Learning Plans in place for each employee on an annual basis.
All managers commit to conducting formal performance reviews twice annually and to providing informal feedback on a regular basis
Communications resources for all staff are posted on The Pulse.
Better utilize Learning Plans to assist with individual opportunities for growth and/or advancement
Learning Plans will be developed and followed up on annually for all employees.
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Employee Engagement Action Plan – Follow-up
MHP
• Throughout 2008, short-term ideas that MHP staff brought forth will be implemented
• Longer-term ideas will be worked toward for implementation throughout 2009 and beyond
• Implementation and progress will be monitored to ensure quality of implementation and that timelines are realistic and being met
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Action Plan – Development MOHLTC
• Further analysis was conducted on the survey data receive (ministry, division and large program area). Ministry also used on-line survey data tool (IRIS) to further analyze Ministry and divisional data
• Although not identified as of the ministry’s top four improvement areas, two additional priority areas were identified – Recognition and Fair HR Practices
• Discussion groups were held for these two additional improvement areas to further identify the underlying areas of improvements required
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Action Plan – Implementation MOHLTC
• Senior Management buy-in has been obtained
• In addition to the ministry’s action plan, some divisions are also implementing their own EE strategies
• Linkages are been made so that employee engagement is being integrated into ministry business and other priority areas
• Managers are schedule to be trained on effective HR Practices including recruitment and a new managers HR foundation manual is being rolled out
• New targeted training programs are being offered to staff (eg. Administration level training courses - project management)
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Employee Engagement Action Plan – Follow-up
MOHLTC
• Short-term action items continue to be implemented and communicated to employees
- Wellness workshops and guides will be introduced in the fall- More web based tools will be introduced to help
- employees make effective use of mentors - managers mentor and coach with more confidence and
understanding
- Simplified tools will be introduced to encourage busy managers to provide timely informal recognition
• Implementation and progress will be monitored to ensure quality of implementation and that timelines are realistic and being met
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Engaging Employees - Communication
MOHLTC MHP
• Full page Article from Deputy Ministry incorporated into ministry Newsletter
• Full Ministry Report posted on Employee Engagement Intranet site
• EE email address established for employee feedback
• Updates communicated to staff
• Email memo from Deputy Minister sent to all employee
• Full Ministry Report posted on Employee Engagement Intranet site
• Corporate Internal Communication Strategy developed
• Updates communicated to staff
Goal - Transparency!