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Eurostat experience with staff satisfaction questionnaires and surveys

Eurostat experience with staff satisfaction questionnaires and surveys. Workshop on Human Resources Management and Training, Geneva, 14-16 September 2010 Claudia Junker, Eurostat Claudia.junker@ec.europa.eu. Agenda. Introduction and context of Eurostat staff opinion surveys (SOS)

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Eurostat experience with staff satisfaction questionnaires and surveys

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  1. Eurostat experience with staff satisfaction questionnaires and surveys Workshop on Human Resources Management and Training, Geneva, 14-16 September 2010 Claudia Junker, Eurostat Claudia.junker@ec.europa.eu Workshop on Human Resources Management and Training

  2. Agenda • Introduction and context of Eurostat staff opinion surveys (SOS) • History of Staff opinion surveys at Eurostat • Questionnaire design • Stakeholders • Promotion activities • Survey implementation aspects • Analysis of the results / Follow-up of the results • Lessons learnt Workshop on Human Resources Management and Training

  3. Introduction and context of Eurostat SOS • Reasons for implementing SOS • Management Plan of Eurostat • Objective 4: boosting staff motivation • Evaluation of staff performance – measurement of staff satisfaction • Tool for top management Workshop on Human Resources Management and Training

  4. History of Eurostat SOS • First SOS – 1999 (full survey, long questionnaire) • Concept: full survey every 2nd year • Second SOS – 2001 (light survey, shortened questionnaire) • Third SOS – 2002 (full survey, long questionnaire) • Break • Fourth SOS – 2005 (full survey, long questionnaire) • Fifth SOS – 2006 (light survey, shortened questionnaire) • Sixth SOS – 2007 (light survey, short questionnaire) • Seventh SOS – 2009 (full survey, long questionnaire) Workshop on Human Resources Management and Training

  5. Questionnaire design (1) • Collected experience from other offices in 1999, 2009 • Establishment of an internal steering committee • Reflection on internal needs for the management • Basic principles • Minimum but sufficient identification of staff for later analysis • Burning issues • Willingness of staff to answer • Issues that can be treated at Eurostat level • Informal agreement of top management • Some kind of stability for comparison of results Workshop on Human Resources Management and Training

  6. Questionnaire design (2) • Blocks of questions (5-7) • Basic questions about the person • Statements about the job • Statements about the management • Statements about the organisation relationship/working conditions/working arrangements • Statements about general support services • Statements about the follow-up of the results from the previous SOS • Number of questions (70-130) • Answering options • Adjustments to new reality Workshop on Human Resources Management and Training

  7. Stakeholders • SOS coordinator • Internal steering committee • Mix of departments, languages, nationalities, gender, status, grade • Sufficient number of colleagues • Voluntary membership • Top management • Sponsor Workshop on Human Resources Management and Training

  8. Promotion activities • Intranet of Eurostat • Message on usefulness • Message on improvements since last survey • Message for different staff members • Message on confidentiality of replies • Posters in the building • Leaflets • Messages and reminders from hierarchy • Personal e-mail from director general • Specific logo • 1st day and last day promotion at the entrance Workshop on Human Resources Management and Training

  9. Survey implementation aspects • Complete count • Response rates • Standard electronic tool • Confidentiality of replies • Single access to results • Press release on response rates • Easy access to the questionnaire • Questionnaire in 3 languages Workshop on Human Resources Management and Training

  10. Analysis of the results / follow-up • Processing of the results by the SOS coordinator • Different breakdowns available • Comparison with previous results, if possible • Presentations at the level of Eurostat to the top management • Presentations at the level of directorates (7) – obligatory • Presentations at the level of units (42) – upon request • Top management discusses results and follow-up on the basis of proposals from the coordinator • 2009 follow-up delegated to the level of directorates • Some follow-up activities done Workshop on Human Resources Management and Training

  11. Lessons learnt • Balance between top-down approach and pure staff initiative is needed (ownership of the survey) • Useful tool for the management if properly followed-up • Confidentiality of replies – burning topic since many years • Follow-up measures are crucial for the success • Timing and frequency of surveys can have an influence on the implementation and results • Promote an exchange of experience? • Good practices? Workshop on Human Resources Management and Training

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