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Brief Presentation

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  1. Brief Presentation

  2. 2014 State and Local GovernmentEmployee Engagement 2014 IPMA-HR International Training Forum & Expo ipma-hr.org

  3. Participating Organizations Thank You! • City of Cathedral City • City of Charlotte • City of Los Angeles • City of Columbia • City of Coral Springs • Fire and Police Pension Association • City of Deer Park, Texas • New York State Department of State • Multnomah County • City of Oakland • City of Juneau • Bartlet Hospital • City of Rancho Cucamonga • City of Tacoma • Town of Sahuarita • City of Virginia Beach • York County Government • Virginia Retirement Association • City of Johns Creek, GA • Prince Georges County • Town of Marana, AZ

  4. Research Objectives • Measure the rational and emotional elements of employee engagement, satisfaction and loyalty among State and Local public employees • Determine the key drivers of Engagement and develop an engagement index to prioritize these key drivers • Determine the key drivers of Satisfaction and Intent to Recommend as they are both a precursor (Satisfaction) and an outcome (Recommend) to being engaged • Understand the threats to employee retention and their expressed likelihood to leave their organizations within one year • Understand the specific improvement areas in employee engagement, loyalty and satisfaction • Evaluate changes over time in engagement, satisfaction and loyalty

  5. About the Survey Potential Engagement/Satisfaction/Loyalty Questions: The survey also included a few other questions as well as demographic questions to help understand those answering

  6. Employee Engagement “the heightened emotional and intellectual connection that inspires your employees to make discretionary effort at work” Source: The Conference Board, a nonprofit business membership and research organization, 2014

  7. Why Engage Employees? xx Engaged Satisfied Source: Aubrey Daniels International

  8. An Engaged Workforce is Significantly: • More Satisfied which results in more productive employees and in a happy environment • More Likely to Recommendwhich results in cost savings to the employer in hiring new employees • Less Likely to Leave their job which results in less turn over and cost savings to the employer

  9. An Engaged Public Sector Employee is 5 times more likely to be very satisfied and recommend his/her employer and 4 times less likely to leave Engaged employees are those giving a top-box rating to the question: I’m fully engaged in my job [Evaluate on a scale of Strongly Agree to Strongly Disagree]; Not Engaged employees are those giving a bottom-2 box rating to the same question.

  10. Virtually All Agree with Focus on Serving Public with Integrity while less than 3 in 5 Feel Valued Emotional Aspects: Percent who “Agree” or “Strongly Agree” If Engaged: 100% If Not Engaged: 68% If Engaged: 74% If Not Engaged: 9% Q1. Of the following statements, please describe your feelings about your job/role and your overall working environment: [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  11. Workload Distribution & Staffing Appear to be Problem Areas to Address Percent who “Agree” or “Strongly Agree” If Engaged: 82% If Not Engaged: 34% If Engaged: 48% If Not Engaged: 17% Q1. Of the following statement please describe your feelings about your job/role and your overall working environment [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  12. Communication from Direct Supervisor is Moderate and that Between Departments or Agencies is Poor Communications: Percent who “Agree” or “Strongly Agree” If Engaged: 77% If Not Engaged: 25% If Engaged: 44% If Not Engaged: 4% Q7. To what extent would you agree or disagree with the following statements about your organization’s communications methods? [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  13. About 7 in 10 Employees Feel Respected and Somewhat listened but Recognition and Feedback Are Areas to Address Manager/Employee Working Relations: Percent who “Agree” or “Strongly Agree” If Engaged: 84% If Not Engaged: 33% If Engaged: 73% If Not Engaged: 19% Q8. My Manager/Supervisor…………. [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  14. The Majority of Employees Say They Have a Good Benefits Package, But Fewer Than 2 in 5 Say They Have Opportunities to Advance Pay and Benefits: Percent who “Agree” or “Strongly Agree” If Engaged: 78% If Not Engaged: 54% If Engaged: 50% If Not Engaged: 12% Q11. Regarding your pay and benefits, please indicate whether you agree with the following statements: [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  15. Public Sector Employees Level of Engagement I’m Fully Engaged in my job Strongly Agree Do not Agree Strongly Q1. I’m fully engaged in my job: [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  16. Keys to Improving Public Sector Employee Engagement • Feel a sense of accomplishment in my job • Focused on serving the public with integrity • Feel I can make difference by working here • Have clearly defined goals and objectives • Proud to work here • Feel valued here

  17. State and Local Employees Key Drivers of Engagement Index Size of the box reflects the degree of importance of the attribute in impacting engagement

  18. Key Drivers of Satisfaction vs. Performance • Have proper working conditions (Impact: 13%, Top-2-Box Satisfaction: 70%) • Feel a sense of accomplishment in my job (Impact: 8%, Top-2-Box Satisfaction: 76%) • Proud to work here (Impact: 8%, Top-2-Box Satisfaction: 77%) Strengths • Manager/Supervisor is interested in my success (Impact: 7%, Top-2-Box Satisfaction: 64%) • Empowered to make decisions to improve service (Impact: 6%, Top-2-Box Satisfaction: 59%) • My department effectively uses our resources for problem solving (Impact: 7%, Top-2-Box Satisfaction: 55%) Opportunities • Adequately compensated in total for the work I do (Impact: 6%, Top-2-Box Satisfaction: 56%) • The workload is properly distributed (Impact: 6%, Top-2-Box Satisfaction: 46%) • I know where this organization is headed (Impact: 5%, Top-2-Box Satisfaction: 46%) • I have opportunities for career and professional development (Impact: 5%, Top-2-Box Satisfaction: 51%) Weaknesses • Feel valued here (Impact: 19%, Top-2-Box Satisfaction: 57%) • Receive recognition for the level of effort I give at work (Impact: 10%, Top-2-Box Satisfaction: 48%) Threats

  19. Conclusions and Recommendations • Overall State and Local government employee engagement level is moderately low with less than half (47%) of State and Local government employees being fully engaged in their jobs. • This may mean that less than half of public sector employees may be doing the “bare minimum” required for them to keep their jobs and they do not provide their organizations with “discretionary effort”. • “Feeling a sense of accomplishment” and “Serving the public with Integrity” are top key drivers of engagement; virtually all employees (96%)say they serve the public with integrity and 3 out of 4 say that they feel a sense of accomplishment in their jobs. These are key reasons why “Engaged” public employees give their organizations “discretionary effort”. • However, major issues to address are making employees feel valued and making sure that they have clearly defined goals and objectives. • Across nearly all employment and organizational attributes measured in the survey “Engaged” employees consistently give higher ratings as compared to “Non-Engaged” employees. • It is important for the public sector to understand the specific attributes that impact employee engagement as an “Engaged” public Sector Employee is 5 times more likely to be very satisfied and recommend his/her employer to a friend, and 4 times less likely to leave.

  20. Conclusions and Recommendations • Addressing the threats and weaknesses to satisfaction and likelihood to recommend is critical to improving engagement and the drivers of satisfaction provide a roadmap. • Major threats are “receiving recognition” for the level of effort given at work and “feeling valued in their jobs. The public sector should implement practices for making employees feel valued and giving them recognition such as conducting ongoing reviews, providing not only annual recognition and awards but also on demand to recognize excellence in the workplace. • Weaknesses are “adequate compensation”, “proper distribution of workload”, “knowing where the organization is headed”, and having “opportunities for career and professional development”. • The public sector should implement practices for making employees feel valued and giving them recognition such as conducting ongoing reviews, providing not only annual recognition and awards but also on demand to recognize excellence in the workplace. • Career development deserves special immediate attention since employees with 6-20 years of tenure are the least satisfied with career development and the least likely to believe that their organizations have strategies in place to maximize career development at all levels. • These employees are most likely to take the helm once the “silver tsunami” of retirees strikes the public sector.

  21. Conclusions and Recommendations • Improving communication about where the organization is going, from managers and supervisors, and between departments and agencies is a must for aligning the workforce to an organizations’ mission and vision. • Less than half (46%) of public sector employees know where their organizations are going. • Employee referral and retention are indicators of the health of an organization and public sector levels are moderately low. • Less than Half (47%) of Public Sector Employees are very likely to recommend their place of work and over one-third are somewhat/very likely to Leave their Jobs.

  22. Long Presentation

  23. 2014 State and Local GovernmentEmployee Engagement 2014 IPMA-HR International Training Forum & Expo ipma-hr.org

  24. Participating Organizations Thank You! • City of Cathedral City • City of Charlotte • City of Los Angeles • City of Columbia • City of Coral Springs • Fire and Police Pension Association • City of Deer Park, Texas • New York State Department of State • Multnomah County • City of Oakland • City of Juneau • Bartlet Hospital • City of Rancho Cucamonga • City of Tacoma • Town of Sahuarita • City of Virginia Beach • York County Government • Virginia Retirement Association • City of Johns Creek, GA • Prince Georges County • Town of Marana, AZ

  25. Research Objectives • Measure the rational and emotional elements of employee engagement, satisfaction and loyalty among State and Local public employees • Determine the key drivers of Engagement and develop an engagement index to prioritize these key drivers • Determine the key drivers of Satisfaction and Intent to Recommend as they are both a precursor (Satisfaction) and an outcome (Recommend) to being engaged • Understand the threats to employee retention and their expressed likelihood to leave their organizations within one year • Understand the specific improvement areas in employee engagement, loyalty and satisfaction • Evaluate changes over time in engagement, satisfaction and loyalty

  26. 2012 vs. 2014 Survey Waves • The 2014 Employee Engagement Survey is a follow-up to the 2012 wave conducted by the IPMA-HR and the Governing Institute in 2012. • The 2014 survey instrument (questionnaire) was based off of the 2012 instrument with a few modifications. • These modifications included changing the scale of the agree-disagree questions from 4-point to 5-point scales to improve their efficacy • This change in scales led to inability of making sound head-to-head comparisons between results across the waves • The sample make up and process for the 2014 survey differed from the 2012 survey. • Twelve percent (12%) of the 2012 survey were Senior Leaders from GOVERNING MAGAZINE while 88% came from Governing’s online research community • The sample for the 2014 survey came was obtained in cooperation from the HR departments of Local and State government that invited their employees to take the survey.

  27. 2012 vs. 2014 Methodology

  28. About the Survey Potential Engagement/Satisfaction/Loyalty Questions: The survey also included a few other questions as well as demographic questions to help understand those answering

  29. Employee Engagement “the heightened emotional and intellectual connection that inspires your employees to make discretionary effort at work” Source: The Conference Board, a nonprofit business membership and research organization, 2014

  30. Employee Engagement “A measurement of an employee’s emotional commitment to an organization and the amount of discretionaryeffortan employee expends on behalf of the organization” Source: ADP, 2011

  31. Why Engage Employees? xx Engaged Satisfied Source: Aubrey Daniels International

  32. An Engaged Workforce is Significantly: • More Satisfied which results in more productive employees and in a happy environment • More Likely to Recommendwhich results in cost savings to the employer in hiring new employees • Less Likely to Leave their job which results in less turn over and cost savings to the employer

  33. An Engaged Public Sector Employee is 5 times more likely to be very satisfied and recommend his/her employer and 4 times less likely to leave Engaged employees are those giving a top-box rating to the question: I’m fully engaged in my job [Evaluate on a scale of Strongly Agree to Strongly Disagree]; Not Engaged employees are those giving a bottom-2 box rating to the same question.

  34. Virtually All Agree with Focus on Serving Public with Integrity while less than 3 in 5 Feel Valued Emotional Aspects: Percent who “Agree” or “Strongly Agree” If Engaged: 100% If Not Engaged: 68% If Engaged: 74% If Not Engaged: 9% Q1. Of the following statements, please describe your feelings about your job/role and your overall working environment: [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  35. Workload Distribution & Staffing Appear to be Problem Areas to Address Percent who “Agree” or “Strongly Agree” If Engaged: 82% If Not Engaged: 34% If Engaged: 48% If Not Engaged: 17% Q1. Of the following statement please describe your feelings about your job/role and your overall working environment [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  36. Communication from Direct Supervisor is Moderate and that Between Departments or Agencies is Poor Communications: Percent who “Agree” or “Strongly Agree” If Engaged: 77% If Not Engaged: 25% If Engaged: 44% If Not Engaged: 4% Q7. To what extent would you agree or disagree with the following statements about your organization’s communications methods? [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  37. About 7 in 10 Employees Feel Respected and Somewhat listened but Recognition and Feedback Are Areas to Address Manager/Employee Working Relations: Percent who “Agree” or “Strongly Agree” If Engaged: 84% If Not Engaged: 33% If Engaged: 73% If Not Engaged: 19% Q8. My Manager/Supervisor…………. [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  38. Younger Employees and those with Fewer Years at the Organization Are More Likely to Receive Supervisor Feedback Percent who “Agree” or “Strongly Agree” Q10. In the last six months, someone at my work has talked to me about my progress. [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  39. The Majority of Employees Say They Have a Good Benefits Package, But Fewer Than 2 in 5 Say They Have Opportunities to Advance Pay and Benefits: Percent who “Agree” or “Strongly Agree” If Engaged: 78% If Not Engaged: 54% If Engaged: 50% If Not Engaged: 12% Q11. Regarding your pay and benefits, please indicate whether you agree with the following statements: [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  40. Public Sector Employees Level of Engagement I’m Fully Engaged in my job Strongly Agree Do not Agree Strongly Q1. I’m fully engaged in my job: [Evaluate on a scale of Strongly Agree to Strongly Disagree]

  41. A Number of Factors May Account for Why Sr. Exec/Sr. Mgrs. Are More Likely to be Engaged While Front Line Employees Are Least Likely to Be Engaged Overall Engagement 81% 83% 78% 82% 83% 80% 83% 89% 78% 82% 82% 87% 86% 78% 83% Q1. I’m fully engaged in my job: [Evaluate on a scale of Strongly Agree to Strongly Disagree] Statistically significantly higher or lower at the 95% level of confidence

  42. How to find the Keys to Improving Engagement ? • Determined using statistical modeling of the data to uncover the attributes that most significantly explain employees’ ratings on engagement • Provides managers and stakeholders with clear guidance of areas of improvement: What is important to employees and how the organization is performing on these areas

  43. Keys to Improving Public Sector Employee Engagement • Feel a sense of accomplishment in my job • Focused on serving the public with integrity • Feel I can make difference by working here • Have clearly defined goals and objectives • Proud to work here • Feel valued here

  44. State and Local Employees Key Drivers of Engagement Index Size of the box reflects the degree of importance of the attribute in impacting engagement

  45. Drivers of Engagement: Performance 75% 96% 75% 59% 77% 57%

  46. Driver of Engagement: Accomplishment I feel a Sense of Accomplishment in my Job 75% 81% 75% 85% 74% 79% 73% Statistically significantly higher or lower at the 95% level of confidence

  47. Driver of Engagement: Public Integrity I’m focused on serving the public with integrity 96% 97% 96% 96% 97% 97% 98% 96% 95% Statistically significantly higher or lower at the 95% level of confidence

  48. Driver of Engagement: Make a Difference I feel I can make a difference by working here 75% 86% 72% 81% 71% 79% 77% 72% Statistically significantly higher or lower at the 95% level of confidence

  49. Drivers of Engagement: Defined Goals I have clearly defined goals and objectives 59% 66% 53% 57% 62% 55% 81% 59% 57% Statistically significantly higher or lower at the 95% level of confidence

  50. Drivers of Engagement: Proud I’m proud to work here 77% 81% 75% 86% 82% 76% 81% 75% Statistically significantly higher or lower at the 95% level of confidence