Boosting Employee Engagement:

The San Mateo County Case Study

Donna VaillancourtDirector of Human Resources

County of San Mateo

Overview of Topics• Why are we focused on engagement?• What has our process been?• What have we learned so far about our

employees’ engagement?• What are we doing to improve engagement?

What is Engagement?Actively Engaged

Loyal and

productive

Not Engaged

Average performe

rs

Actively Disengag

ed

ROAD Warriors

CAVE Dwellers

Why Engagement Matters

xx

Source: Aubrey Daniels International

Engaged

Satisfied

Retention of high

performers

Shared commitmen

t to org. goals

Productivity,

effectiveness

Problem-solving,

innovation, adaptabilityEngagem

ent

Why Engagement Matters

Why Engagement Matters

Build leadership commitment

Develop and launch annual

survey

Analyze, share and explore

results

Create and support

committee

Develop countywide resources

Support department

efforts

Communicate progress

Our Engagement Process

Engagement Findings To-Date

Responded Good or Very Good for

Overall Experience working for

County2014

Recommend the County as a Great

Place to Work2014

78% 85%

How Engaged are Most

Employees?

• IPMA-HR/ADP/Governing – 58% engaged • Gallup• •29% engaged • •54% not engaged • •18% actively disengaged • OPM Federal Employee Viewpoint Survey – 65%

engaged • UK People Survey – 58% engaged.

Efforts to Improve Engagement

Approach:• Get more data• Form Teams• Identify Priorities• Develop Strategies• Agree on Measures• Create Accountability

Efforts to Improve Engagement

• Priority – Strengthen Supervisory Skills Across the Organization

• Countywide Programs and Resourceso Essential Supervisory Skills Programo Expansion of new performance management

systemo Supervisor Resource websiteo Video of engagement success storieso Menu of engagement strategies for all levels

Efforts to Improve Engagement

Countywide Programs and Resources• Improve Performance Management

o Collaborative Performance Management Systemo MENINGFUL GOALS. MOTIVATED PEOPLE. MAXIMUM RESULTS

• Goals/Expectations, ongoing coaching and feedback, 1:1 meetings

• Improve Hiring Practices for Supervisors• Improve Employee Onboarding

Efforts to Improve Engagement

• Department Effortso New recognition programso Improved communication and staff input into

decisionso Increased access to trainingo Replacement of outdated equipmento Expanded use of telework arrangements

How to Improve Engagement

o Department Heads:• Ongoing communication:

ovision/goalsoachievements & progressoKeep employees up to date

• Culture of recognitiono Senior Managers:• Support supervisors• Invest in training and development• Stay interviews

Next Stepso Survey Results at Unit Levelo Training for Supervisors on Improving

Engagemento Tools/Software for Developing Action Plans

Key Take-Away Lessons

• Engagement is an ongoing process toward culture change, not a short-term initiative

• It is important to consider how the survey process will address confidentiality concerns and access issues

• Department accountability is key, but must be paired with understanding and support

Resources• The Surprising Truth

About What Motivates Us http://youtube.com/watch?v=u6XAPnuFjJc

• SMCO Employee Engagement:

• https://hr.smcgov.org/employee-engagement

• Supervisor Support website:

• http://www.co.sanmateo.ca.us/hr/sos/

• Marcus Buckingham – First Break All the Rules

• Daniel Pink – Drive

• Teresa Amabile – The Progress Principle

• HBR.org – Leadership is a Conversation