ops employee survey: from results to action september 9, 2008

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

Survey Tool Design & Testing

Survey Roll out

Data Processing & AnalysisResults

Reporting

Action Planning

Implementation & Monitoring of Improvements

Employee Engagement Framework

OBJECTIVESIncrease Employee Engagement

Strengthen Organizational Performance

Increase Customer Satisfaction

Promote higher-level of public confidence & trust in public institutions

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OPS Phased Approach to Surveying

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

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)

• 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

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Employee Engagement Index

(Margin of Error: +/- 0.34)



OPS Employee Engagement Index 20062007





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%).

23%

42%

34%

Low Engagement (<50) Moderate Engagement (50 to <75) High Engagement (75+)

37%

21%

42%

65.97 ↑ 64.78 ↓

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.

LH

M

LH

M

↓ Indicates a significantly lower score than 2007

↑ Indicates a significantly higher score than 2006

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• 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.

Priority Improvement Areas

2007 2006

Opportunities for Growth and Advancement

Leadership Practices

Learning and Development Opportunities

Organizational Communication

Opportunities for Growth and Advancement


Learning and Development Opportunities


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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

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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

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Approach to Action Planning

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

14

Case Studies

• Ministry of Health and Long-Term Care

• Ministry of Health Promotion

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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

136 employees Centralized location Program delivery staff One 2007 survey report

received Not a 2006 census ministry Newly established ministry

Ministry of Health and Long-Term Care

Ministry of Health Promotion

http://www.clipartof.com/details/clipart/13840.html

http://www.clipartof.com/details/clipart/13777.html

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Results - Response Rates

MOHLTC

Overall Response RateOverall Response Rate

MAILMAIL

ONLINEONLINE

42.2%

40.7%

45.6%

OPS Overall


43.5%

MAILMAIL

ONLINEONLINE

46.9%

28.6%

MHP


58.1%

MAILMAIL

ONLINEONLINE

58.1%

0%

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65.08 I & IT (MOE 0.93)

66.55 Ministry of the Attorney General (MOE 0.75)

66.61 Ministry of Natural Resources (MOE 0.79)

67.43 Ministry of Training, Colleges and Universities (MOE 1.45)

67.31 Ministry of Energy (MOE 4.36)

64.87 Ministry of Citizenship and Immigration (MOE 2.90)

66.63 Ministry of Small Business and Entrepreneurship (MOE 4.68)

66.33 Ministry of Community and Social Services (MOE 0.82)

66.07 Ministry of Research and Innovation (MOE 6.84)

64.90 Ontario Clean Water Agency (MOE 2.60)

64.44 Ministry of Intergovernmental Affairs/Democratic Renewal

66.69 Ministry of Economic Development and Trade (MOE 3.58)

67.50 Ontario Secretariat for Aboriginal Affairs (MOE 5.48)

65.08 I & IT (MOE 0.93)

66.55 Ministry of the Attorney General (MOE 0.75)

66.61 Ministry of Natural Resources (MOE 0.79)

67.43 Ministry of Training, Colleges and Universities (MOE 1.45)

67.31 Ministry of Energy (MOE 4.36)

64.87 Ministry of Citizenship and Immigration (MOE 2.90)

66.63 Ministry of Small Business and Entrepreneurship (MOE 4.68)

66.33 Ministry of Community and Social Services (MOE 0.82)

66.07 Ministry of Research and Innovation (MOE 6.84)

64.90 Ontario Clean Water Agency (MOE 2.60)

64.44 Ministry of Intergovernmental Affairs/Democratic Renewal

66.69 Ministry of Economic Development and Trade (MOE 3.58)

67.50 Ontario Secretariat for Aboriginal Affairs (MOE 5.48)

65.97OPS Overall (MOE 0.24) 65.97OPS Overall (MOE 0.24)

67.37 Ministry of Finance (MOE 0.85)

69.45 Ministry of Education (MOE 1.57)

69.04 Ministry of Municipal Affairs and Housing (MOE 1.79)

67.28 Ministry of Government Services (MOE 0.90)

67.51 Ministry of Environment (MOE 1.04)

69.80 Ministry of Labour (MOE 1.51)

70.48 Ministry of Public Infrastructure Renewal (MOE 3.79)

71.46 Ministry of Northern Development and Mines (MOE 2.22)

72.01 Ministry of Agriculture, Food and Rural Affairs (MOE 1.51)

72.68 Cabinet Office (MOE 4.18)

73.65 Ministry of Health Promotion (MOE 4.68)

73.82 Ministry of Tourism (MOE 2.13)

67.37 Ministry of Finance (MOE 0.85)

69.45 Ministry of Education (MOE 1.57)

69.04 Ministry of Municipal Affairs and Housing (MOE 1.79)

67.28 Ministry of Government Services (MOE 0.90)

67.51 Ministry of Environment (MOE 1.04)

69.80 Ministry of Labour (MOE 1.51)

70.48 Ministry of Public Infrastructure Renewal (MOE 3.79)

71.46 Ministry of Northern Development and Mines (MOE 2.22)

72.01 Ministry of Agriculture, Food and Rural Affairs (MOE 1.51)

72.68 Cabinet Office (MOE 4.18)

73.65 Ministry of Health Promotion (MOE 4.68)

73.82 Ministry of Tourism (MOE 2.13)

The index is based on a scale of 1 to 100.

Taking into account the Margin of Error:

Ministries Above scored significantly higher than the OPS Overall.

Ministries Within the OPS Range scored neither significantly higher nor lower than the OPS Overall.

Ministries Below scored significantly lower than the OPS Overall.

61.60 Ministry of Culture (MOE 2.49)

62.46 Ministry of Health and Long-Term Care (MOE 0.90)

64.26 Ministry of Children and Youth Services (MOE 1.46)

64.48 Ministry of Transportation (MOE 0.95)

64.50 Ministry of Community Safety and Correctional Services (MOE 0.66)

61.60 Ministry of Culture (MOE 2.49)

62.46 Ministry of Health and Long-Term Care (MOE 0.90)

64.26 Ministry of Children and Youth Services (MOE 1.46)

64.48 Ministry of Transportation (MOE 0.95)

64.50 Ministry of Community Safety and Correctional Services (MOE 0.66)

(MOE 6.34 )

Above

Within OPS Range

Below

Results – Overall Ministry Engagement vs OPS

OPS Overall 65.97

Ministry of Health 62.46

Ministry of Health Promotion 73.65

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Results - Top Four Improvement Areas


Opportunities for Growth and

Advancement


Learning and Development

Opportunities

Opportunities for Growth and

Advancement


Work-Life Balance

Opportunities for Input

MOHLTC MHP

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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

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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

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Employee Engagement Action Plan - Implementation

MHP

Sample from Action Plan – Opportunities for Growth and Advancement:

Your Idea 2008 Action Plan

Build staff awareness for development opportunities

Post MHP opportunities on Ministry bulletin boards; Launch the Learning & Development employee resource

page on The Pulse; Profiling OPS learning opportunities through the

development of FOCUS ON | Learning & Development on the News and Resource pages of The Pulse;

Performance and Learning Plans should indicate where there is an interest in developmental and/or temporary assignments

Staff would like ongoing and frequent performance updates

The Ministry commits to having Performance and Learning Plans in place for each employee on an annual basis.

All managers commit to conducting formal performance reviews twice annually and to providing informal feedback on a regular basis

Communications resources for all staff are posted on The Pulse.

Better utilize Learning Plans to assist with individual opportunities for growth and/or advancement

Learning Plans will be developed and followed up on annually for all employees.

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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

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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

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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)

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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

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Engaging Employees - Communication

MOHLTC MHP

• 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

• 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

Goal - Transparency!

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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

ops employee survey: from results to action september 9, 2008

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