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OPS Employee Survey: From Results to Action

OPS Employee Survey: From Results to Action. September 9, 2008. Overview. Overview of Employee Engagement Concepts and Framework Employee Engagement Measurement Program: a phased approach Acting on the results: the case for local action

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OPS Employee Survey: From Results to Action

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  1. OPS Employee Survey: From Results to Action September 9, 2008

  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

  4. 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

  5. OPS Employee Engagement Objectives and Framework OBJECTIVES Increase Employee Engagement Strengthen Organizational Performance Increase Customer Satisfaction Promote higher-level of public confidence & trust in public institutions Employee Engagement Framework Survey Tool Design & Testing Implementation & Monitoring of Improvements Survey Roll out Action Planning Data Processing & Analysis Results Reporting

  6. 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 OPS Phased Approach to Surveying • 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 • 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)

  7. OPS Employee Engagement Index 2007 2006 Employee Engagement Index (Margin of Error: +/- 0.24) Employee Engagement Index (Margin of Error: +/- 0.34) L L H H M M 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%). ↑ Indicates a significantly higher score than 2006 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. ↓ Indicates a significantly lower score than 2007

  8. Priority Improvement Areas 2007 2006 • 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.

  9. 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

  10. 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

  11. 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 Approach to Action Planning

  12. Case Studies • Ministry of Health and Long-Term Care • Ministry of Health Promotion

  13. 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 Ministry of Health and Long-Term Care Ministry of Health Promotion • 136 employees • Centralized location • Program delivery staff • One 2007 survey report received • Not a 2006 census ministry • Newly established ministry

  14. Results - Response Rates MOHLTC MHP OPS Overall Overall Response Rate Overall Response Rate Overall Response Rate ONLINE ONLINE ONLINE MAIL MAIL MAIL

  15. Results – Overall Ministry Engagement vs OPS Ministry of Health Promotion 73.65 OPS Overall 65.97 Ministry of Health 62.46

  16. Results - Top Four Improvement Areas MOHLTC MHP

  17. 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

  18. 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

  19. Employee Engagement Action Plan - Implementation MHP Sample from Action Plan – Opportunities for Growth and Advancement:

  20. 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

  21. 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

  22. 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)

  23. 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

  24. Engaging Employees - Communication Goal - Transparency! MOHLTC MHP • 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 • 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

  25. 2009 Employee Survey • Census survey – February / March 2009 • Enhanced demographics to support Diversity Strategy • New questions to support Service Directive, Physical Workplace Environment, Assess employee confidence in survey results being addressed

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