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2010 NRCan Employee SurveyOur Workplace, Our Voice

Key Results of the 2010 NRCan Employee Survey

Labour-Management Consultation Committee

June 3, 2011

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This presentation…

• Recaps the objectives of the 2010 NRCan Employee Survey.

• Shares key departmental and demographic results.

• Highlights next steps to be taken as part of our on-going commitment to employee engagement and organizational improvement.

Purpose

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2010 NRCan Employee Survey - giving all employees a voice

What we set out to measure How we measured it How the results are presented

Effectiveness of the 2008 PSES Action Plan

Senior Leadership and DirectionLearning and Development

Career OpportunitiesWorkload and Overtime

Harassment

Progress in achieving NRCan Renewal

Broadening our understanding of the vision and direction

Renewing how we work

Revitalizing the workplace

Baseline Questions33 questions from the 2008 PSES

related to topics such as engagement, leadership, employee development, and the workplace

New Questions24 questions that explore topics such as collaboration, learning, overtime, and harassment and

discrimination

Demographic Questions18 questions related to topics such as organizational unit, employment

category, diversity, and region

1. Engaged Employees

2. Culture of Excellence and RenewalCollaboration & Innovation People-Oriented

3. Senior Leadership and Direction

4. WorkforceLearningCareer Opportunities

5. Workplace

Workload and OvertimePublic Service ValuesHarassment & Discrimination

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Demonstrating a high level of engagement

• 61% of NRCan employees participated

Population of NRCan Respondents by Employment Category

4%

43%

10%1%

35%

4% 3%

Exec Sci/ Pro Tech Oper

Admin/ FS Admin Supp Other

• 84% of respondents agreed that they like their jobs

• 70% agreed that they are satisfied with the department

• 59% agreed that they would prefer to remain at NRCan

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Creating a culture of excellence through innovation and collaboration

I am encouraged to work collaboratively with others outside

of my work unit.Avg. Score 75 (new)

Collaborative web-based tools are beneficial to my

work.Avg. Score 65 (new)

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Striving for people-focused excellence

Language of Work:

• 90% agreed they could use the language of their choice when communicating with their supervisor

• 90% agreed that materials and tools are provided in the language of their choice

• 83% agreed they could use the language of their choice in work unit meetings

• 81% agreed they could prepare written material in the language of their choice

91% agreed that everyone is

accepted as an equal member of the team in their

unit.

76% agreed that the department treats them with

respect.

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Average Scores for Select Employment Categories

0 10 20 30 40 50 60 70 80 90 100

I believe that senior management will try to resolveconcerns raised in this survey. (n=2965)

I believe that senior management has madeprogress towards resolving the concerns raised in

the 2008 PSES. (n=2962)

I trust senior management to make effective andtimely decisions. (n=2958)

Essential information flows effectively from seniormanagement to staff. (n=2966)

I know how my work contributes to theachievement of my department’s goals. (n=2930)

My department does a good job of communicatingits vision, mission and goals. (n=2964)

NRCan 2010 Avg. Sci/ Pro Avg. Tech Avg. Admin/ FS Avg. Exec Avg.

Differing perspectives on senior leadership and direction

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0% 20% 40% 60% 80% 100%

My immediate supervisor assesses my work againstidentified goals and objectives. (n=2965)

I receive useful feedback from my immediatesupervisor on my job performance. (n=2971)

I believe I have opportunities to advance my careerwithin my department. (n=2968)

My department does a good job of supportingemployee career development. (n=2969)

I am satisfied with my progress on the objectivesidentified in my learning plan. (n=2961)

I have completed my learning plan with mysupervisor. (n=2965)

I get the training I need to do my job. (n=2969)

Agree Neutral Disagree Don't Know/ NA

Sustaining the focus on developing our workforce

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Managing workload and overtime

Overtime:

• I am familiar with the overtime provisions of my collective agreement.• Average Score 75 (new)

• My immediate supervisor understands and respects the overtime provisions of my collective agreement.• Average Score 76 (new)

• I feel that I can claim overtime compensation (in money or in leave) for the overtime hours that I work.• Average Score 64 (+7)

I have support at work to balance my

work, family and personal life.

Avg. Score 76 (-1)

I can complete my assigned workload during my regular

working hours.Avg. Score 66 (+2)

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Promoting Public Service Values

My department works hard to create

a workplace that prevents harassment and discrimination.Avg. Score 78 (+1)

I feel I can initiate a formal redress

process without fear of reprisal.

Avg. Score 55 (-4)

After having read the definition of [harassment/ discrimination], in the past two years, have you been the victim of...

0% 20% 40% 60% 80% 100%

2008 …discrimination on the job? (n=3278)

2010 …discrimination on the job whileworking at NRCan? (n=2932)

2008 …harassment on the job? (n=3279)

2010 …harassment on the job whileworking at NRCan? (n=2941)

Never Once or twice More than twice

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Taking the pulse on our 2008 areas of focus

• Senior Leadership and Direction - improved • Focus on effective communication and timely decision-making

• Tailor follow-up with S&T staff

• Learning and Development and Career Opportunities - unchanged• Strengthen and promote effective talent management

• Workload and Overtime - improved• Continue encouraging open dialogue on workload and

overtime

• Harassment - improved• Utilize the new data to foster a more proactive approach

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Mobilizing collective leadership to foster continuous improvement

• Sharing the results• Discussions are taking place at the departmental, sector, branch

and work unit level• Results and tools are available to all employees on the

2010 NRCan Employee Survey Wiki site

• Taking action• Departmental actions are being tracked on the Wiki and all sectors

will be linking their action plans to the site by June 30.

• NRCan is working with Statistics Canada and the Office of the Chief Human Resources Officer to prepare for the 2011 Public Service Employee Survey.

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Engaging Employees in the Excellence Agenda

Values and Ethics Program

Employee Networks and Communities of Practice

2010 NRCan Employee

Survey

Key NRCan Competencies

Horizontal Task Teams

NRCan’s Key Initiatives under the themes of Public Service Renewal

Renewing the Workplace

Knowledge Management

Informal Conflict

Management System

Information Management Policy

and Integrated Knowledge Base

Internal Services and

Systems Innovations

Employee Departure Program

Health and Safety

ProgramSecurity Program

Accelerated Infrastructure

Program

Renewing the Workforce

Employee Voluntary

Assistance Program

Staffing Planning

Targeted Recruitment

Strategy

Student and Internship Programs

Collective Staffing

Approach

Term Employee

Management Strategy

Policy Analyst Recruitment and

Development Program

Research Scientist Career Progression

Program

On-Boarding Program

Departmental Learning Strategy

Management Capacity Building

Program

Leadership Development Framework

In-House Language Training

Program

Performance Management

Program

Awards and Recognition

Program

Talent Mapping

EX Talent Management

Program

Succession Planning and Management

Employment Equity Action

Plan

Official Languages Action Plan

Integrated Planning

NRCan’s 4 Key Tracks:

Asserting Our Policy Leadership

Mobilizing Our Science

Transforming Our Business

Growing Our Human Capital

Annex 1