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4x10 Surveys & Measurements

4x10 Surveys & Measurements. November 2009. Employee Survey. To measure personal impact of those who changed from 5x8 to 4x10 during the 4forMesa pilot. Estimate 1,040 employees made this change organization wide. 1,026 employees participated in survey. Employee Survey.

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4x10 Surveys & Measurements

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  1. 4x10 Surveys & Measurements November 2009

  2. Employee Survey • To measure personal impact of those who changed from 5x8 to 4x10 during the 4forMesa pilot. • Estimate 1,040 employees made this change organization wide. • 1,026 employees participated in survey.

  3. Employee Survey • I believe 4x10 schedule should continue. • True= 83% • False= 17% • I am as or more productive working 4x10. • Strongly Agree/Agree= 76% • Neither Agree/Disagree= 11% • Strongly Disagree/Disagree = 13%

  4. Employee Survey • The 4x10 pilot has reduced my commuting costs. • Strongly Agree/Agree= 83% • Neither Agree/Disagree= 9% • Strongly Disagree/Disagree = 8% • The 4x10 pilot has reduced my commuting time. • Strongly Agree/Agree= 67% • Neither Agree/Disagree= 18% • Strongly Disagree/Disagree = 15%

  5. Employee Survey • Due to the 4x10, I am looking for another job. • Strongly Agree/Agree= 3% • Neither Agree/Disagree= 12% • Strongly Disagree/Disagree = 85% • Working a 4x10 has had a positive impact on my ability to balance work and family life. • Strongly Agree/Agree= 68% • Neither Agree/Disagree= 13% • Strongly Disagree/Disagree = 19%

  6. Employee Survey • I believe the 4x10 pilot has had a positive or neutral impact on external customer service. • Strongly Agree/Agree= 67% • Neither Agree/Disagree= 22% • Strongly Disagree/Disagree = 11% • I believe the 4x10 pilot has had a positive or neutral impact on internal customer service. • Strongly Agree/Agree=70% • Neither Agree/Disagree= 19% • Strongly Disagree/Disagree = 11%

  7. Employee Survey • I view the 4x10 schedule as a benefit or “perk” of working for the City of Mesa. • Strongly Agree/Agree= 73% • Neither Agree/Disagree= 12% • Strongly Disagree/Disagree = 15%

  8. Other Measurements • Vacation time reduced. approx. 12,500 hours compared 2008. • Sick time reduced approx. 5,600 hours compared to 2008. • Overtime reduced approx. $1.6M compared to 2008 (PD not included in this figure) • Building energy reduced. • 10 buildings impacted. Averaged 8.4% reduction. Approx. $53k savings. Other factors. • Custodial services reduced $7,000 saved by reducing cleaning schedule.

  9. Other Measurements • Employee Commutes: • Miles saved = 1.3M • Time reduced/avoided = 32,800 hours • Fuel cost reduced/avoided = $154,440 • Notes: Data taken from Mesa’s info. from Maricopa Trip Reduction survey: 15 miles; 21.5 minutes. Avg. mpg 20. Avg. fuel cost per gallon $2.25.

  10. Director’s Input • Percentages below based on 23 departments. • 87% report a positive or neutral impact to providing customer service. 13% neither agree nor disagree. • 91% report positive or neutral impact to getting work accomplished within budget. 9% neither agree nor disagree. • 61% report positive or neutral impact to being able to meet deadlines; 26% neither agree nor disagree; 13% disagree. • 92% reported little or no impact on business critical internal services. 8% disagree.

  11. Director’s Input • Large majority of feedback from staff is positive to very positive. • Issues raised: • Parents with young children; childcare and family issues. • One dept. noted some productivity issues. • Another said there is a perception that 5x8’s who used to work more than 8 hours per day are now working fewer hours. • Night school scheduling/homework difficulties.

  12. Director’s Input • Flexibility offered, when reasonable and feasible. • Some staff who made childcare adjustments early on have now become accustomed to the change. • Depts. Working Fridays: • Appreciate “catch up” ability. Good desk work days. • Customer calls and walk in’s down 50-70% on Fridays. • Except for 1 or 2 people, staff now know to call ahead to get info. and not wait until a Friday.

  13. Director’s Input • Response if City were to return to 5x8: • Largely negative, significant disappointment, definite impact on employee morale. • One dept. says their staff would prefer 5x8’s or 9-80 schedule. • Two depts. are evenly split. • One dept. not participating in pilot would participate in 4x10 if program continued. • Transition period = response varied from one week to three months.

  14. 4x10 Surveys & Measurements November 2009

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