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FWA 2010 Staff Survey Presentation

FWA 2010 Staff Survey Presentation. 4 April 2011. Background and Methodology. 2010 survey conducted 6-22 December 2010 Follows previous AIR staff survey in 2007 233 staff participated 79% response rate Lower than the AIR 2007 (84%), but above APS State of the Service (64%).

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FWA 2010 Staff Survey Presentation

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  1. FWA 2010 Staff SurveyPresentation 4 April 2011

  2. Background and Methodology • 2010 survey conducted 6-22 December 2010 • Follows previous AIR staff survey in 2007 • 233 staff participated • 79% response rate • Lower than the AIR 2007 (84%), but above APS State of the Service (64%)

  3. Presentation Structure This presentation of key findings will include: • Overall findings • Employee engagement and its key drivers • Analysis of top 4 key drivers • Other results • Bullying & harassment, work-life balance, unscheduled leave, leadership • Conclusion

  4. How FWA Compares with the APS 39% of comparable questions* were within 5% of the APS average 46% at least 5% above APS 16% at least 5% below APS • Learning & development • Supervisor performance • Acting in accordance with APS Values and Code of Conduct • Workload • Intrinsic rewards** • Team performance & relationships** • Understanding performance expectations** • Recognition & feeling valued • Job-skills match • Career progression (skill development) • Recruitment & selection ** One of the top 3 key drivers of engagement (described later) * There were 70 questions in the 2010 FWA staff survey comparable with the 2010 APS State of the Service survey.

  5. Summary of Key Changes 2007 to 2010 Main increases • Career progression • Intrinsic rewards • Performance feedback • Recognition & feeling valued • Team performance & relationships • Chance to be innovative • Agency performance Main declines • Internal communication • Systems support, physical environment • Satisfaction with work-life balance

  6. Overall Satisfaction Job satisfaction considerably higher than the APS average 79% 80% 69% Agency and job satisfaction were consistent with the AIR 2007 results 78% 77%

  7. Benchmarking – Agency Satisfaction (% satisfied) Agency satisfaction well above median of APS agencies recently surveyed by ORIMA* FWA2010 3rd highest of 17 medium sized agencies * Base: APS agencies surveyed by ORIMA between 2007 and 2010

  8. Overall Satisfaction with FWA as an employer – by City 100% Satisfaction varied considerably from the FWA average for the smaller locations 81% 76% 60% 54%

  9. Overall Satisfaction with Organisation – by Level 76% Satisfaction was positive (above 70%) for all levels 84% 77% 82% EL2 staff were slightly less satisfied than other levels 72%

  10. Benchmarking – Overall Job Satisfaction (% satisfied) FWA2010 Job satisfaction rating is also well above the median of all comparable agencies surveyed by ORIMA* 4th highest of 17 medium sized agencies * Base: APS agencies surveyed by ORIMA between 2007 and 2010

  11. Overall Job Satisfaction – by City 100% Job satisfaction was also significantly different to FWA average for the smaller locations 84% 76% 54% 50%

  12. Overall Job Satisfaction – by Level APS 1-4 staff were least satisfied with their job (but still positive) 76% 81% 80% Job satisfaction was strongest for EL1 staff 91% 81%

  13. City and Level ‘Hot Spots’ Analysis The two larger locations were fairly similar – main ‘hot spots’ were Brisbane and ‘other cities’ combined Some relatively low results for EL1, but APS 5 were most likely to intend to leave City / Level 5+% more positive than the FWA average City/Level 5+% less positive than the FWA average

  14. Career Plans APS Average: 49%2010 State of the ServiceBased on the question: “Do you intend to leave your agency in the next 2 years?” 61% Stay 26% Leave APS Average: 28%2010 State of the ServiceBased on the question: “Do you intend to leave your agency in the next 2 years?” Expected departure rates slightly below APS average

  15. Reasons for Leaving Top 4 reasons for leaving were a mix of push and pull factors related to career/experience opportunities * Base: Staff with some intention of leaving in the next 2 years (n=51)

  16. Presentation Structure This presentation of key findings will include: • Overall findings • Employee engagement and its key drivers • Analysis of top 4 key drivers • Other results • Bullying & harassment, work-life balance, unscheduled leave, leadership • Conclusion

  17. ORIMA Research Employee Engagement Model • Survey analysis based on OREEM analytical framework: • Strong grounding in theory • Validated across around 50 APS agencies Workplace factors Key outcome indicators Organisational objectives Performance/ Productivity Organisational performance • Key drivers of engagement • Intrinsic Rewards • Team Performance and Relationships • Goal Clarity Staff Engagement Job/Organisation Satisfaction • Additional key drivers of job/ organisational satisfaction • Agency Culture • Job-Skills Match • Management of Underperformance • Performance Feedback • Work-Life Balance Absenteeism • Additional key drivers of organisational commitment/loyalty • Systems Support Organisational commitment/ loyalty Turnover

  18. Loyalty/Commitment and Expected Turnover (% expect to leave FWA in the next 2 years) There was a strong correlation between staff commitment/loyalty to FWA and turnover intentions

  19. Employee Engagement Employee engagement is measured by motivation and willingness to expend discretionary effort for the agency. Engagement plays a key role in influencing staff satisfaction and loyalty /commitment and influences staff productivity and other organisational objectives. Levels of engagement were moderate to strong and items were consistent with or higher than the APS average APS Average: 82% 2010 State of the Service 86% APS Average: 65% 2010 State of the Service 84% 58% APS Average: 43% 2010 State of the Service APS Average: 97% 2010 State of the Service 97% APS Average: 82% 2010 State of the Service 89% APS Average: 80% 2010 State of the Service 88%

  20. Commitment and Loyalty to FWA Staff loyalty and commitment is a key measure of staff attachment to the agency and a strong predictor of retention and other organisational objectives. 87% Levels of commitment were strong, and higher than the APS average APS Average: 68%2009 State of the Service 85% APS Average: 67%2009 State of the Service 72% 50%

  21. Satisfaction with Workplace factors Comparable questions on average more positive than APS average Comparable questions on average less positive than APS average

  22. Where to Focus Improvement Efforts The survey suggests that two of the top four key drivers have scope for improvement Regression analysis identified the 9 most important key drivers of satisfaction, commitment and engagement Three of the other drivers also indicated some room for improvement (and/or decline from 2007)

  23. Presentation Structure This presentation of key findings will include: • Overall findings • Employee engagement and its key drivers • Analysis of top 4 key drivers • Other results • Bullying & harassment, work-life balance, unscheduled leave, leadership, • Conclusion

  24. Intrinsic Rewards Satisfaction with intrinsic rewards was strong, and consistent with or higher than the APS average 94% 87% APS Average: 78%2010 State of the Service 82% APS Average: 63%2010 State of the Service 81% APS Average: 69%2010 State of the Service 81% APS Average: 60%2010 State of the Service 68% APS Average: 68%2010 State of the Service 67% * These questions were asked on a satisfaction scale.

  25. Intrinsic Rewards by Level APS 1-4 staff were the least satisfied with their intrinsic rewards across the board

  26. Agency Culture Agency culture recorded low to moderate ratings, in line with 2007 and the APS average 72% APS Average: 72%2010 State of the Service 57% AIR 2007 Results: 59% 57% 21% 38% 35% AIR 2007 Results: 35%

  27. Agency Culture – Treatment of staff Staff recorded moderate to low satisfaction with aspects of the treatment of staff 57% APS Average: 44%AIR 2007 Results: 52% 50% 38% AIR 2007 Results: 35% APS Average: 34%2010 State of the Service 30% 33% APS Average: 39%2010 State of the Service 54% 53%

  28. Acting in accordance with the APS Values 64% APS Average: 86%2010 State of the Service Compared to the APS average, staff at FWA recorded low ratings of behaviour consistent with the APS Values and Code of Conduct 65% 80% APS Average: 92%2010 State of the Service 82% APS Average: 93%2010 State of the Service

  29. Agency Culture by Level APS 6 staff were less likely to feel ‘valued’ or ‘involved’ EL staff were least likely to agree that the agency environment is respectful

  30. Job-skills match Ratings of job-skills match were mixed (but consistent or higher than the APS average) 94% APS Average: 71%2010 State of the Service 79% APS Average: 68%2010 State of the Service 73% APS Average: 54%2010 State of the Service 64%

  31. Job-skills match by Level APS 1-4 staff generally lowest satisfaction but EL1 low regrading opportunity to work on things they do best

  32. Systems Support 69% AIR 2007 Results: 80% Satisfaction with systems support was generally low to moderate and had decreased from 2007 69% AIR 2007 Results: 67% 68% AIR 2007 Results: 88% 65% 63% AIR 2007 Results: 79% 59% 57%

  33. Systems Support by Level EL and APS 5 staff showed relatively low satisfaction with systems support, especially in regards to IT and information

  34. Presentation Structure This presentation of key findings will include: • Overall findings • Employee engagement and its key drivers • Analysis of top 4 key drivers • Other results • Bullying & harassment, work-life balance, unscheduled leave, leadership • Conclusion

  35. Extent of Bullying and Harassment During the past 12 months have you been subjected to bullying or harassment in FWA? Increased since 2007 but lower than APS average 15% 11% 17%

  36. Work-Life Balance Overall satisfaction with WLB was 75% (below 82% in 2007 but slightly above 73% for the APS) 79% 69% 85% APS 6 staff were the most satisfied, EL1s the most dissatisfied 64% 27% 59% 19%

  37. Hours Worked per Fortnight* EL1 staff were also most likely to have worked more than 90 or 100 hours * Based on q53: In the past fortnight, how many hours did you work in your current job? Base: all full-time respondents.

  38. Unscheduled Leave “Unscheduled leave is common in my team” 46% of staff across FWA indicated that unscheduled leave was work-related. Brisbane staff were the most likely to indicate this was the case (67%), and Melbourne the least likely (41%) 26% Melbourne staff were slightly more likely to agree but Sydney more likely to strongly agree (12%) 24% 9% 23%

  39. Leadership – Executive Mixed results – with most scope for improvement in communication Comparisons with APS average were also mixed 57% APS Average: 42%2010 State of the Service APS Average: 39%2010 State of the Service 54% APS Average: 44%2010 State of the Service 46% APS Average: 34%2010 State of the Service 36% APS Average: 34%2010 State of the Service 33% 30% 35% 42%

  40. Leadership – Comparison Low to moderate ratings across all tiers 42% 53% 53% Supervisor rating has increased but is below the APS average AIR 2007 Results: 53%, APS average 67% 57%

  41. Presentation Structure This presentation of key findings will include: • Overall findings • Employee engagement and its key drivers • Analysis of top 4 key drivers • Other results • Bullying & harassment, work-life balance, unscheduled leave, leadership • Conclusion

  42. Conclusion • Very favourable results in 2011 • High proportion of staff satisfied, engaged and loyal/committed • These ‘key outcome indicators’ and several other areas were above the APS average • More improvements than declines since 2007 – key gains included: • Intrinsic rewards • Performance feedback • Career progression • Team performance and relationships • Autonomy and empowerment • Agency performance

  43. Conclusion • Several areas had scope for improvement: • Most important key drivers: • Systems support • Agency culture • Other key areas of influence – supervisor performance, leadership, work-life balance • Focusing in these areas offers the best pay-off

  44. Conclusion • There was also significant variation by branch, city and classification level • Requires analysis and solutions at local level • Branch-level reports to be provided soon • Follow up is key • Acknowledging feedback • Focused response on a few key issues • Link response to survey

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