2013 Employee Survey Report on the Analysis of Survey ... Survey Anal… · Analysis of Survey...

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Transcript of 2013 Employee Survey Report on the Analysis of Survey ... Survey Anal… · Analysis of Survey...

Page 1: 2013 Employee Survey Report on the Analysis of Survey ... Survey Anal… · Analysis of Survey Responses . Contents 1 Executive Summary .....5 2 Introduction ... Table 2: Survey response

1 | P a g e

2013 Employee Survey

Report on the

Analysis of Survey Responses

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Contents

1 Executive Summary ............................................................................................................ 5

2 Introduction ........................................................................................................................ 6

2.1 Background .................................................................................................................. 6

2.2 Report format and methodology ................................................................................ 6

2.3 Response level ............................................................................................................. 7

3 Key Findings ........................................................................................................................ 9

3.1 Highest and lowest scoring areas ................................................................................ 9

3.2 Changes since 2011 ................................................................................................... 11

3.3 Summary index .......................................................................................................... 13

3.4 Engagement Index ..................................................................................................... 14

3.5 Key Driver Analysis .................................................................................................... 15

4 You and Your Job .............................................................................................................. 18

4.1 Your job ..................................................................................................................... 18

4.2 Overall Job Satisfaction ............................................................................................. 21

4.3 Job Seekers ................................................................................................................ 24

4.4 Management of Transformational Change ............................................................... 26

5 Leadership and Management ........................................................................................... 29

5.1 Attitudes towards senior management .................................................................... 29

5.2 Attitudes towards line management/supervision .................................................... 32

6 Communication ................................................................................................................ 35

6.1 Attitude towards communication ............................................................................. 35

6.2 Corporate communication culture ............................................................................ 37

6.3 Effectiveness of communication methods ................................................................ 38

7 Training, Performance and Development ........................................................................ 40

7.1 Attitudes towards Training, Performance and Development ................................... 40

7.2 Appraisals .................................................................................................................. 42

8 Working Environment ...................................................................................................... 44

9 Employee Engagement ..................................................................................................... 47

10 Employee Views of the Council ........................................................................................ 50

11 Benchmarking ................................................................................................................... 52

12 Respondent Profile ........................................................................................................... 53

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Tables

Table 1: Returns and Response Rate by distribution method ................................................... 7

Table 2: Survey response level by Department and Service ..................................................... 8

Table 3: Year on Year Comparison on selected indicators ...................................................... 11

Table 4: Top Positive changes since 2011 ................................................................................ 12

Table 5: Top Negative Changes since 2011 ............................................................................. 12

Table 6: Summary index scores by each employment-related theme (by Department) ........ 14

Table 7: Engagement index scores by each employment-related theme (by Department) ... 14

Table 8: You and your job, %age agreement by department .................................................. 19

Table 9: Table showing analysis of Job satisfaction by department (un-weighted)................ 22

Table 10: Employee job satisfaction by service in rank order ................................................. 22

Table 11: Percentage of Employees actively looking for employment by Service .................. 25

Table 12: Transformational Change; %age agreement by Department .................................. 27

Table 13: Senior management and leadership; %age agreement by Department ................. 31

Table 14: Line management; %age agree by Department ...................................................... 33

Table 15: Corporate Communications; % agree by Department ............................................ 36

Table 16: Quality of corporate communications % agree by Department .............................. 38

Table 17: Communication methods; % agree method effective or very effective by Department .............................................................................................................................. 39

Table 18: Training and development; % agree by Department .............................................. 41

Table 19: Appraisals in the last 12 months; % agreement by department ............................. 43

Table 20: Working environment; % agree by Department...................................................... 45

Table 21: Overall job satisfaction; % agree by Department .................................................... 48

Table 22: Views of the Council; % agree by Department ........................................................ 51

Table 23: Benchmarking .......................................................................................................... 52

Table 24: Respondent Equalities Information ......................................................................... 54

Table 25: Respondent Profile Information .............................................................................. 55

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Figures

Figure 1: Responses to the survey as a proportion of the whole Council from each department ................................................................................................................................ 8

Figure 2: Figure showing 5 highest scoring questions ............................................................... 9

Figure 3: Figure showing 5 lowest scoring questions .............................................................. 10

Figure 4: Summary index scores by each employment-related theme ................................... 13

Figure 5: Top 15 most important factors impacting on satisfaction with present job ............ 16

Figure 6: The prioritisation of factors that impact on overall satisfaction with the job ......... 17

Figure 7: You and your job, %age agreement with statements about your job at the Moray Council ...................................................................................................................................... 18

Figure 8: Job Satisfaction; %age agreement ............................................................................ 21

Figure 9: The inter-relationship between a range of factors on levels of overall satisfaction with present job ....................................................................................................................... 23

Figure 10: Pie chart showing the percentage of employees actively seeking employment outside the Moray Council ....................................................................................................... 24

Figure 11: To what extent do you agree/disagree with the following statements concerning change management at the Council? ...................................................................................... 26

Figure 12: To what extent do you agree or disagree with the following statements concerning senior management? ............................................................................................ 30

Figure 13: To what extent do you agree or disagree with the following statements concerning line management? ................................................................................................ 32

Figure 14: To what extent do you agree or disagree with the following statements concerning communication? ................................................................................................... 35

Figure 15: Corporate communication; %age agreement ........................................................ 37

Figure 16: How effective or ineffective do you feel the following communication methods are at keeping you informed about what's going on in the Council?...................................... 38

Figure 17: To what extent do you agree or disagree with statements concerning performance, development and training at the Council? ....................................................... 40

Figure 18: Percentage of Employees that have had some form of appraisal within the last 12 months ..................................................................................................................................... 42

Figure 19: Regarding your most recent appraisal, to what extent do you agree or disagree with the following statements? ............................................................................................... 43

Figure 20: Please specify the extent to which each of the following has happened to you at work in the last 12 months? .................................................................................................... 44

Figure 21: Extent of agreement with statements about employees’ overall satisfaction ...... 47

Figure 22: Extent of agreement with statements about eemployees’ views of the council ... 50

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1 Executive Summary

In June 2013, The Moray Council undertook an organisation-wide survey of employees. All 4957 employees within the organisation were given the opportunity to complete a survey, either via a postal questionnaire or electronically and 1161 responses were received, giving an overall response rate of 25%. As was seen in the 2011 survey the results provide a sense that staff enjoy their work, believe that they can make a difference and are happy to go the extra mile when required. Despite the economic climate and pressures externally and internally, staff have a sense of pride and duty when serving the public, which continues to be a valuable strength. A number of issues are apparent from the results:

- The overall positivity and satisfaction levels in response to all categories of questions were down from 2011. With the economic downturn and continued climate of cost-cutting, culture and process change and uncertainty about job security this perhaps is to be expected as staff both in work and outside work are faced with increased austerity and pressure.

- Despite some of the more negative responses, morale has improved from 2011 up

8% from 32% to 40% however this still only equates to two out of five staff. In some specific services however there are notable deviations from this with morale ranging from 3% - 65%.

- Analysis of positive changes indicate that overall, satisfaction with corporate

communication with staff appears to have improved slightly from 2011 but there is a level of scepticism as staff indicated that they felt this is perhaps not as open and honest as it could be. Satisfaction with communication at a team or section level and communication overall however is decreased.

- Overall Education and Social Care employees are most positive and Environmental

Services employees least positive about numerous aspects of their work. Corporate Services and Chief Executive, Strategic Planning and Governance employees are more likely to agree that they are better informed and have more awareness about the Council’s transformational change.

- Some services have particular issues which can be identified from the results. This

may relate to morale, communication or views of the council, but also have strengths in other areas. The results therefore give a benchmark for services against each other for areas for improvement and also identify areas which are weaker and require directed approaches for improvement.

- In looking at the survey as a whole, some of the trends noted in 2011 are still clearly apparent in 2013. Some of the less positive points are possibly inherent in the culture of the organisation and in departments and will require longer term solutions and management if improvement is to be facilitated.

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2 Introduction

2.1 Background

In June 2013, The Moray Council undertook its fourth organisation-wide survey of employees. This survey was carried out by means of a self completed questionnaire, with the objective to measure current employee views and attitudes. The survey was distributed to all Moray Council employees. The following report provides a summary of the key findings derived from the survey.

2.2 Report format and methodology

The start of the report sets out the response rates to the survey by method and department and also highlights highest and lowest scoring sections and key index scores. Thereafter the report is laid out in sections relating to the order of questions asked in the survey. In most surveys it will be the case that some groups are over-represented in the raw data and others under-represented. The data was weighted by applying a weighting factor to each department to ensure the data is representative of the staff population working throughout the Moray Council. Each section shows the response to the question for the council overall and a table showing the percentage change compared to the last employee survey in 2011 shown with green and red also highlighting upwards or downwards percentage changes. Care should be taken in comparing this with the 2011 survey figures due to the change in management and staffing structures within departments. Where relevant, the data in each section is also shown to departmental level, highlighting any deviations from the average response using either green for a 10% or more deviation upwards and red for a 10% or more deviation downwards. The data used in this report is rounded up or down to the nearest whole percentage point. It is for this reason that, on occasions, tables or charts may add up to 99% or 101%. Where tables and graphics do not match exactly to the text in the report this occurs due to the way in which figures are rounded up (or down) when responses are combined. All data used within this report is based on valid responses. This means that where an employee may not have given a response, this is excluded from the figures, except where noted. Where some employees have chosen not to state which department they work for this has been excluded from departmental breakdowns and data has been reweighted appropriately. Benchmarking has been undertaken by relating the Moray Council survey results against responses to the averages seen in two other Scottish Local Authorities’ recent employee surveys.

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2.3 Response level

All 4957 employees within the organisation were given the opportunity to complete a survey, either via a postal questionnaire or electronically. An electronic survey was made available to 3601 staff via an emailed hyperlink and a paper questionnaire was distributed within the workplace to 997 staff. A total of 1161 responses were received, giving an overall response rate of 25%. This is an 11% decrease on the rate achieved in 2011 (36%) but is slightly above the rate achieved in 2008 (23%). The following table displays the response rates achieved by the two different distribution methods: Table 1: Returns and Response Rate by distribution method

Distribution method Sent out Returns 2013 Response

Rate (%) 2011 Response

Rate (%)

Paper questionnaire 996 83 8.3% 30%

Online / electronic survey 3601 1078 29.9% 55%

Total 4597 1161 25.3% 36%

Confidence levels show how accurate estimates are. The whole sample is subject to a maximum standard error of +/-2.5% at the 95% confidence level on an observed statistic of 50%. Therefore, we can be 95% confident that responses are representative of those that would be given by all employees, had each employee completed a questionnaire, to within +/-2.5% of the percentages reported. E.g. if a satisfaction score of 50% is given for a particular question, we can be 95% confident that if we had actually gained a response from every staff member at the Council, the score would lie between 47.5% and 52.5%. This is a good level of confidence and compares with a maximum standard error of +/-1.9% achieved and reported in 2011. There have been significant changes in departments and section staffing structures since 2011, a direct comparison of response rates by departments and sections therefore cannot be undertaken. The following table presents the number of responses by departments within services, with the associated confidence interval shown. It is important to consider the confidence in the data whilst engaging with the results in this report, especially where the sample bases are small.

A number of respondents chose not to state their department / section, perhaps to retain anonymity despite no names being required to be submitted against responses, they are categorised as ‘Not Stated’.

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Figure 1: Responses to the survey as a proportion of the whole Council from each department

Table 2: Survey response level by Department and Service

Department & Service Returns Confidence

Interval Response

Rate

Chief Executives & Strategic Planning & Governance 20 +/- 17.3% 39.2%

CORPORATE SERVICES

HR & ICT 60 +/- 6.0% 77.9%

Financial Services incl. DBS 85 +/- 6.6% 62.0%

Legal & Democratic Services 37 +/- 12.4% 41.1%

ENVIRONMENTAL SERVICES

Development Services 69 +/- 7.1% 64.5%

Direct Services - Catering 18 +/- 22.2% 7.8%

Direct Services - Cleaning / Facilities 11 +/- 28.9% 4.5%

Direct Services - Lands and Parks 18 +/- 21.0% 18.6%

Direct Services - Waste 12 +/- 27.1% 9.0%

Direct Services - Roads/Fleet Services 41 +/- 13.0% 28.5%

Direct Services –Transportation & Consultancy 26 +/- 17.2% 20.2%

Housing & Property 100 +/- 8.0% 33.2%

EDUCATION AND SOCIAL CARE

Teachers 205 +/- 6.1% 20.7%

Teaching support staff 107 +/- 8.7% 16.4%

Community Care – Home Care 39 +/- 14.9% 9.7%

Community Care – Social Work, Day Care & Admin 150 +/- 6.3% 38.3%

Integrated Children’s Services 37 +/-14.6% 18.2%

Leisure & Other (incl. BSU, Continuous Improvement) 46 +/- 11.9% 32.4%

Libraries & Museums 31 +/- 13.2% 44.3%

OTHER

Not Stated 49 n/a n/a

Total 1161 +/- 2.5% 25.3%

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3 Key Findings

3.1 Highest and lowest scoring areas

An effective method of summarising the results is to explore the highest and lowest scoring areas. This looks at the 5-point scale questions only and takes the score to be the summary of the top 2 positive scores (i.e. sum of strongly agree and agree). Looking at the highest scoring areas, similar to 2011, around nine out of ten employees enjoy the job they do, believe that they can make a difference and are generally happy to go the extra mile, although there has been a slight decrease in the proportion agreeing with this since 2011. In 2011, within the top five scoring questions, employees agreed that they could talk to their line manager/supervisor about things that affected them at work and that they were treated with respect. These still score highly but have been overtaken by employees agreeing that they are clear about their duties/responsibilities and that they understand what they have to achieve. Figure 2: Figure showing 5 highest scoring questions

Looking at the lowest scoring areas, again similar to 2011, just 11% agree elected members are effective leaders (albeit a large proportion also state they neither agree nor disagree – 51%). Just 15% of employees feel the Council acts on feedback provided by its workforce identical to that reported in 2011, and one in five (20%) believe the Council has an open and honest culture.

91%

87%

87%

87%

84%

I understand what I have to achieve in my job

I enjoy the work I do

I am clear what my duties and responsibilities are

I believe my job makes a difference

I am happy to go the 'extra mile' at work when required

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Out of the five lowest scoring questions, four of the questions in 2013 were lowest scoring in 2011. The fifth question relating to senior management only marginally scores less than a question relating to the way change is managed in the council, which was the other low scoring question in 2011. Therefore there has been no significant change in the lowest scoring questions from 2011. Figure 3: Figure showing 5 lowest scoring questions

11%

15%

20%

23%

23%

Elected members are effective leaders

The council acts on feedback provided by its workforce

The culture of the council is becoming more open, honest and transparent

Communication between my area and others parts of the council we work with are good

Senior management act openly and fairly

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3.2 Changes since 2011

There are a number of indicators in the 2013 questionnaire that have been kept the same as used in 2011 and 2008 to allow for year-on-year comparisons. Table 3: Year on Year Comparison on selected indicators

2013 2011 2008 %change

since 2011

I am kept well informed about what is happening within my team 60% 69% 57% -9%

I am clear about what my duties and responsibilities are 91% 88% 78% +3%

The leadership of the Council have communicated a clear vision of what the organisation is trying to achieve

30% 34% 29% -4%

I have the opportunity to attend regular team meetings 71% 72% 69% -1%

Interestingly in 2011 compared to 2008 there was a substantial increase of positive change (+12%) in relation to feeling informed about what was happening within teams. This previously positive change has now been reversed and in the 2013 survey compared to 2011 there was been a 9% decrease in opinion about this point. In relation to clarity on duties and responsibilities there is a positive trend with a 3% increase in agreement that employees are clear on this aspect since 2011, which is an overall increase of 13% since 2008. There are a number of indicators that have seen increases in positive opinion since 2011. Interestingly as is noted throughout the report there is a more negative trend in responses to a range of questions compared to 2011. However it is notable from the table below that overall there is an 8% increase in agreement that morale is good which is surprising given some of the more negative undertones in other sections. However there are some services where this is an exception as highlighted in a further section. There also seems to be more awareness of how decisions are made within the council structure and this possibly related to employees feeling better informed about what is happening with the council as a whole. However it should be noted that this still only equates to slightly over one in three employees agreeing with these statements. Furthermore the decrease in opinion (23%) between 2008 and 2011 relating to ease of understanding of corporate communications has been halted and there has been a marginal increase in positive opinion relating to this.

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Table 4: Top Positive changes since 2011

2013 %age agreement

with the statement

2011 %age agreement

with the statement

%change since 2011

Morale is good where I work 40% 32% +8%

I understand how important decisions are made in the Council

41% 35% +6%

I know what most other Departments in the Council do 36% 33% +3%

I am kept well informed about what is happening within the Council 36% 34% +2%

Corporate Communications: information I receive is easy to understand

57% 56% +1%

There are a number of indicators that have seen large decreases in positive opinion since 2011, notably centring on communication and leadership and an increase in people noting that relationships are strained. In the current climate this is perhaps a point of consideration as employees are put under more pressure with economic and resource demands. One section relating to Appraisals saw an average decrease in positive opinion of 31% down from 72%. There has been no significant change to the appraisal process since 2011, so a reason for this particular decline in opinion is not immediately apparent. Table 5: Top Negative Changes since 2011

2013

%age agreement with the statement

2011 %age agreement

with the statement

%change since 2011

Appraisals - statements relating to an employee’s recent appraisal covering performance, targets and development needs*

72% (Average)

41% (Average)

-31% (Average)

Overall, I am satisfied with the leadership and direction I receive

25% 43% -18%

The Council communicates with me honestly 39% 54% -15%

Relationships at work are strained 28% 14% +14%**

The Council communicates with me openly 37% 50% -13%

I believe that the Moray Council is committed to training and developing its workforce 44% 55% -11%

* three statements were required to be ranked in level of response by the respondent in the Appraisal section of the survey, these statements scored much lower than in 2011 therefore this section has been averaged due to the low scoring seen throughout this whole section. Please see Section 7.2 for more information ** negative statement so positive percentage change indicates an increase in the issue which is a negative change.

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3.3 Summary index

An effective method of summarising the variations in employee views is to develop an index score for each broad theme covered by the survey. The questionnaire itself was designed to address all the aspects (themes) of working life of most relevance to the Moray Council. The following chart presents the index scores for each theme, with the index calculated by taking the mean average % positive score (i.e. agreement) for each of the statements included within that particular theme. Figure 4: Summary index scores by each employment-related theme

Figure 4 illustrates a trend shown in 2011, with more positive views of line management and day to day jobs; however staff are less positive about their overall view of the council and the leadership and management. Looking at how these index scores vary by department (Table 6) staff within Corporate Services and Chief Executives and Strategic Planning and Governance hold more positive views about the Council and have greater corporate awareness, and they are also more positive about communication and the management of change. Those in Education and Social Care are overall more satisfied with their job and performance, training and development compared with the average, yet less so when it comes to the views of the Council and communication. Environmental Services consistently displays lower positive views on most, if not all, themes as will be found throughout this report.

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Table 6: Summary index scores by each employment-related theme (by Department)

Chief

Executives, Strategic

Planning & Govern-

ance

Corporate Services

Environ-mental Services

Education & Social

Care

The Moray Council

(Average)

%age Change

since 2011

You and your job 64% 60% 59% 64% 64% -2%

Views of the Council 61% 51% 40% 39% 39% -4%

Leadership and Direction 46% 35% 26% 29% 29% -7%

Line management 56% 64% 58% 65% 63% -3%

Communication 46% 48% 38% 39% 40% -3%

Change management 56% 49% 40% 43% 42% -2%

Performance, training and development

42% 33% 37% 46% 43% -7%

Sample Size 20 182 295 615

3.4 Engagement Index

In the 2011 employee survey a model was adopted to present the level of employee engagement at the Moray Council. This model was structured under the themes of ‘Say’, ‘Stay’, and ‘Strive’ with variables chosen to measure these elements of engagement. For consistency purposes, this has been applied to the 2013 survey results and the following table shows an overall engagement score of 65% which compares to an engagement score of 72% from the Moray Council in 2011. Table 7: Engagement index scores by each employment-related theme (by Department)

%agree

2013 Theme (2013)

%age Change

since 2011

I take pride in working for the council 65% Say 60%

-7% I would recommend the Council as a good place to work 47%

Percentage satisfied with current job 68%

Percentage plan to be working at The Moray Council in 12 months time 61% Stay 61%

-13%

I feel motivated to do a good job 65% Strive 75%

-2% I am happy to go the extra mile at work when required 84%

OVERALL ENGAGEMENT INDEX SCORE 65% - -7%

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It shows that three out of four employees are willing to ‘strive’ in their role but with regards to ‘stay’ (staff retention) and ‘say’ (employer reputation) then this reduces to three out of five remaining positive about these factors.

3.5 Key Driver Analysis

Key driver analysis seeks to determine the key influences on the overall satisfaction amongst employees with their present job. This analysis is achieved by assessing the statistical correlation (strength of relationship) between employees’ ratings1 on each possible driver (e.g. motivation) in relation to their overall job satisfaction. If the correlation is high then the driver or factor is likely to be important when thinking about the analysis, if the correlation is low then the driver or factor may have some bearing on the analysis but less so than other more highly scored factors. The range runs from -1 for perfect negative correlation to 0 for no correlation at all to +1 for a perfect positive correlation. The rationale for this analysis is that if the satisfaction with a key driver such as ‘I feel motivated to do a good job’ improves then it is more likely to have a positive impact on overall job satisfaction. However a note of caution when considering data is that ccorrelation does not imply causation i.e. correlation between two factors does not necessarily imply that one causes the other.

Examining results shown in Figure 5, out of the 70 individual factors examined, enjoying the job as well as being supported by line management and having confidence in senior management, being empowered and encouraged to perform as well as having equal access to ongoing learning and development are all important factors in overall job satisfaction. As was seen in the 2011 survey2 and replicated here, motivation has the greatest impact over all other factors.

1 Based on unweighted data

2 N.B. The correlation factor numbers shown in Figure 4 are not directly comparable with the Key Driver

Analysis undertaken in 2011, due to differing statistical methodology, however similar results in terms of the top 15 categories of factors having an impact on satisfaction is apparent.

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Figure 5: Top 15 most important factors impacting on satisfaction with present job

Additionally another way to present these results is by way of a prioritisation matrix (shown in Figure 6). This examines the top 10 important factors impacting on job satisfaction as noted in Figure 5 and plots the key driver index score against the level of agreement (%age positive agreement) gained in the survey. These measures have a high index score in terms of driving satisfaction but those that may not be performing well in terms of employee agreement are those measures that perhaps require the greatest attention and prioritisation.

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In Figure 6, these factors can be prioritised as overall satisfaction with training and development, leadership and direction, line management and motivation. Figure 6: The prioritisation of factors that impact on overall satisfaction with the job

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4 You and Your Job

4.1 Your job

The following chart shows wide variation in opinions of various elements of employee’s jobs. It is encouraging to note roughly four out of five staff members say they enjoy the work they do (87%), believe they can make a difference in their role (87%) and understand what they have to achieve. These are all comparable with percentages achieved in 2011. There are clearly areas where staff feel less positive, as was seen during the survey in 2011 particularly in terms of job security similar to 2011. Furthermore staff are less positive in relation to feeling valued and recognised for what they do with a drop from 54% in 2011 to 47% in 2013. To put these figures into context compared with a neighbouring local authority surveyed in the past 12 months, the average proportion seeing morale as ‘good’ is at 40% which is the same as the level seen in Moray. Figure 7: You and your job, %age agreement with statements about your job at the Moray Council

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Table 8: You and your job, %age agreement by department

Chief

Executives, Strategic

Planning & Governance

Corporate Services

Environ-mental Services

Education & Social Care

The Moray Council

(Average)

%age Change

since 2011

I enjoy the work I do 85% 80% 77% 91% 87% -1%

I believe my job makes a difference

65% 76% 77% 93% 87% +3%

I feel valued and recognised for my work

55% 46% 39% 49% 47% -5%

I understand what I have to achieve in my job

90% 85% 84% 94% 91% No

change I have the tools and equipment I need to do my job properly

80% 65% 58% 54% 58% -4%

I am able to achieve a balance between my work life and home life

85% 73% 74% 59% 66% -6%

The amount of work I do is generally manageable

85% 74% 68% 53% 62% -5%

Morale is good where I work 20% 27% 32% 41% 40% +8%

I feel my job is reasonably secure

10% 23% 29% 42% 41% No

change I have the opportunity to do what I do best in my job most of the time

60% 55% 50% 63% 61% -7%

Looking at variations by department, the following table presents the percentage that agrees with each statement. For ease of interpretation, figures have been highlighted in green where they are 10% higher or more than the Council average, whilst they are red where they are 10% lower or more than the Council average. As was seen in 2011 staff members in Education and Social Care are noticeably more positive on a number of key indicators, particularly enjoying their work (91%) and believing they can make a difference (93%). However there was a reduction in attitudes towards feeling valued (49%), they are also less likely to feel they have a good work-life balance (59%) and feel their workload is manageable (53%), all of which are reductions from 2011. Environmental Services employees feel less valued and recognised for the work they do (39%) and have feel that they have less opportunity to do what they do best in their job most of the time (50%) compared to other departments. Corporate Services staff demonstrate low levels of morale (27%) which is comparable to 2011, and less staff (23%) than 2011 feel their job is secure.

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Finally, staff in Chief Executives & Strategic Planning and Governance demonstrate they are able to manage their workload and have the highest percentage responding that they agree they have the tools they need to do their job and can achieve a work-life balance but morale is the lowest (20%) which is perhaps borne out in concerns about job security (10%) and the lowest percentage responding that staff feel they can make a difference (65%). It is important to bear in mind the small sample base for this group when considering these results.

Considering results at a service level notable results include:

- Staff in Homecare, Leisure & Other, and Libraries & Museums are most likely to enjoy the work they do and believe that their job makes a difference (94-98%)

- Waste and Roads/Fleet Services staff feel the least valued and recognised for their work (33% and 27% respectively) but are the most likely to understand what they have to achieve in their roles (90 and 100%)

- Only just over 2 out of 5 staff from Transportation & Consultancy and Education Support Staff indicated that they had the tools and equipment to do their job properly

- Only a third of Teachers indicated that they were able to achieve a work life balance and that their workload was manageable compared to the council average of 66% an 62% for these two factors

- Morale is particularly poor amongst Legal & Democratic Services Staff (3%) and Roads/Fleets Services staff (17%) compared with the Council average of 40%

- Staff within Chief Executive, Strategic Planning & Governance, Legal & Democratic Services, Development Services, Lands & Parks felt the least secure about their jobs (10-16%) and no-one from Libraries & Museums felt secure.

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4.2 Overall Job Satisfaction

To summarise overall views of working for the Moray Council, employees were asked to rate the extent to which they are satisfied or dissatisfied with their present job. Just over two out of three (68%) staff are satisfied with their present job, whilst 13% are dissatisfied. The remaining 19% are undecided, at neither satisfied nor dissatisfied. This shows a reduction in satisfaction compared with 2011 where three quarters (77%) of staff were satisfied with their present job, whilst 11% are dissatisfied. The remaining 12% were undecided being neither satisfied nor dissatisfied. The job satisfaction of 68% matches the benchmark of 68% taken from two neighbouring authorities’ recent employee surveys. Figure 8: Job Satisfaction; %age agreement All valid responses, unweighted base = 1112

The following table shows the level of employees’ satisfaction and dissatisfaction with their present job by Department, showing the net balance score (satisfied minus dissatisfied). Immediately it is apparent that satisfaction is far higher amongst Education and Social Care staff (71%), with a net balance score of 58%. Satisfaction reduces to 58% amongst Environmental Services staff. Satisfaction levels vary by department as shown below with Environmental and Corporate Services being the least satisfied compared to the Council average.

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Table 9: Table showing analysis of Job satisfaction by department (un-weighted)

Department Satisfaction Dis-

satisfaction Net

Balance No. of

respondents (un-weighted

base)

Percentage change in satisfaction

since 2011

Strategic Planning and Governance / Chief Executives

70% 15% 55% 20 +6%

Corporate Services 59% 14% 45% 182 -12% Environmental Services 58% 18% 40% 295 -15%

Education and Social Care 71% 13% 58% 615 -9%

AVERAGE 66% 14% 52% 1112

Overall satisfaction levels are shown below by service in rank order. There are high levels of satisfaction generally amongst Education & Social Care staff. There has been an increase in satisfaction amongst Roads staff from 52% in 2011 to 63% in 2013 and conversely there has been a significant reduction in satisfaction amongst Catering staff from 94% in 2011 in 56% in 2013. Table 10: Employee job satisfaction by service in rank order

Department Service Overall

Satisfaction (unweighted)

ED & SC Leisure & Other 80%

ENV Waste 75%

ED &SC Teachers 75%

ED & SC Libraries & Museums 74%

ENV Cleaning / Facilities 73%

ED & SC Support Staff 73%

CORP Human Resources & ICT 72%

ENV Lands & Parks 72%

ED & SC Homecare 72%

CHIEF EXEC Strategic Planning and Governance / Chief Executives 70%

OVERALL LEVEL OF JOB SATISFACTION WITHIN THE COUNCIL 66%

ED & SC Integrated Children's Services 65%

ENV Roads / Fleet Services 63%

ED & SC Other (inc Social Work, Day Care, Admin etc) 63%

ENV Transportation & Consultancy 62%

ENV Catering 56%

ENV Development Services 55%

CORP Financial Services (inc DBS) 54%

ENV Housing & Property 52%

CORP Legal and Democratic Services 49%

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The previous section provided an insight into the key factors driving levels of satisfaction with jobs, and demonstrates the wealth and complexity of factors that play their part in forming opinions. The following chart also demonstrates how levels of satisfaction with the present job can vary depending on the views and experiences of staff members, and indeed, the importance of ensuring these views / experiences are prioritised moving forwards. To cite an example below, where staff members agree they are satisfied with their line management, 79% are overall satisfied with their present job; however, where they say they aren’t satisfied (disagree) with their line management, overall satisfaction with the job drops substantially to 38%. Each of the differences shown below is statistically significant, suggesting they all contribute to forming levels of satisfaction with the present job. Satisfaction measures are a result of people's experience compared with their expectations. Given exactly the same experience, people with lower expectations produce higher satisfaction scores than those whose expectations were higher. Figure 9: The inter-relationship between a range of factors on levels of overall satisfaction with present job

Overall satisfied with communication:

Agree = 31% Disagree = 31%

Overall satisfied with training and

development: Agree = 43%

Disagree= 29%

Overall satisfied with line management:

Agree = 60% Disagree = 20%

Overall satisfied with leadership and

direction: Agree = 25%

Disagree = 33%

Overall, satisfied with how change is

managed: Agree = 23%

Disagree = 43%

Satisfaction with

present job 66%

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4.3 Job Seekers

The survey asked employees whether they had been actively looking for a job outside of the Moray Council in the last 12 months. More than one in five employees (22%) indicated that they were actively looking for other employment outside the council. Figure 10: Pie chart showing the percentage of employees actively seeking employment outside the Moray Council

Looking at this issue by Department and service level some services are more at risk potentially of losing staff than others, notably ‘Libraries & Museums’ and ‘Legal & Democratic Services’ and ‘Housing & Property’ where one in three respondents stated they were seeking alternative employment (refer to Table 11). Some of the casual effects of this are perhaps the uncertainty over the widely publicised consultation on potential closure of some libraries which was ongoing at the time of the survey and with regard to Housing and Property and Legal & Democratic Services this is potentially linked to poor job satisfaction levels in these services as noted in the previous section. Staff in Cleaning/Facilities and Waste Services are less likely to be actively looking for employment outside the Council and are more settled in their posts. This mirrors the high levels of job satisfaction noted earlier. It may be useful if scrutinising this issue in the future, if staff were surveyed to assess whether they were actively looking for employment within the council, particularly in view of the current policy of re-deployment and the ‘Transform’ programme.

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Table 11: Percentage of Employees actively looking for employment by Service

Service

Percentage of Staff actively seeking

employment outside the council

Percentage (+/-) from the Council

average

THE MORAY COUNCIL (OVERALL) 22% -

Strategic Planning and Governance / Chief Executives 25% +3%

Human Resources & ICT 17% -5%

Financial Services (inc DBS) 27% +5%

Legal and Democratic 35% +13%

Development Services 28% +6%

Catering 22% -

Cleaning / Facilities 9% -13%

Lands & Parks 22% -

Waste 8% -14%

Roads / Fleet Services 24% +2%

Transportation & Consultancy 23% +1%

Housing & Property 30% +8%

Teachers 22% -

Support Staff 21% -1%

Homecare 18% -4%

Other (inc Social Work, Day Care, Admin etc) 27% +5%

Integrated Children's Services (inc. Inclusion Dev, Early Engagement & Intervention, Targeted Intervention, Strategy & Dev)

27% +5%

Leisure & Other (inc BSU & Continuous Improvement, Workforce Dev)

26% +4%

Libraries & Museums 35% +13%

Service not stated in response 14% -8%

(Those services marked in red are well above the average for the Council; those marked in green are well below the average). This data is presented unweighted.

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4.4 Management of Transformational Change

The Council is undergoing a transformational staged programme of change known as Designing Better Services (DBS) which is working towards a more efficient delivery of services across all service areas. As a result over the last few years there has been stream-lining, merging and restructures within Departments and Services driven by DBS, corporate level changes, modernising ways of service delivery and budget considerations. Figure 11: To what extent do you agree/disagree with the following statements concerning change management at the Council?

Around two-thirds of employees (64%) agree that they understand the need for change. Supporting the earlier more positive views of line management, 54% of employees feel supported by their line manager through change, whilst over a fifth neither agree nor disagree with this statement (23%). Overall, less than a quarter (23%) of employees feel satisfied with the way change is managed at the Council. As was seen in 2011, many of the measures that work to build towards an overall view show much higher levels of positive opinion, particularly feeling consulted on changes (44%) and believing the reasons for change are well explained (41%). The one measure that shows lower levels of positive opinion is satisfaction with the change management consultation processes that takes place (27%).

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Table 12: Transformational Change; %age agreement by Department

Chief

Executives, Strategic

Planning & Governance

Corporate Services

Environ-mental

Services

Education & Social

Care

The Moray Council

(Average)

%age change

from 2011

I am consulted on changes that affect me at work

55% 44% 42% 44% 44% -5%

When changes happen, I am satisfied with the consultation process that takes place

40% 34% 25% 25% 27% -4%

I feel supported by my line manager/supervisor through changes that affect me

55% 57% 47% 58% 54% -4%

The reasons for transformational change are well explained to me 50% 48% 39% 41% 41%

No change

I understand the need for transformational change in the Council

90% 80% 65% 66% 64% -5%

Overall, I am satisfied with the way change is managed in the Council

45% 30% 22% 22% 23% -1%

At Departmental level, Chief Executives, Strategic Planning & Governance are more positive than the council average on all aspects of transformational change with Environmental Services being the least positive. Considering results at a service level notable results include:

- Over four in five employees in Chief Executives, Strategic Planning & Governance, Waste Services, Integrated Children’s Services, HR & ICT, Leisure & Other incl. Business Support Unit, Continuous Improvement & Workforce Development and finally Financial Services agreed that they understood the need for transformational change.

- Human Resources & ICT and Lands & Parks services gave the most positive response overall and a higher percentage of staff (39-92%) agreed generally about all questions posed about transformational change, whereas Transportation & Consultancy had a low level of agreement to all questions (8-38%).

- Waste Services had a high level of agreement (92%) that they understood the need for transformational change but were much less positive (25-42%) about all other questions asked.

- Transportation & Consultancy (8%), Development Services (17%) and Legal & Democratic Services (19%) had less than on one in five employees agreement that they were satisfied that when changes occur the consultation process had taken place.

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Employees were asked what specific actions would make the biggest difference to them and their colleagues, as the council has to manage the unavoidable changes and its impact on the workforce. A number of themes ran through the responses to these questions, the analysis of which will be incorporated into the final action plan.

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5 Leadership and Management

This section explores the views of senior management, being Corporate Service Directors and their management teams, line management and elected members (councillors). It looks to explore such concepts as support, approachability, communications, openness and honesty, and providing praise and feedback.

5.1 Attitudes towards senior management

Looking at the data, the largest proportion of staff have answered neither agree nor disagree for many of the measures similar to 2011. Once again this could reflect a lack of awareness or direct involvement of working with high level senior managers or perhaps a lack of visibility, or connectivity between staff and senior management, a similar finding to 2011 but may be down to other reasons not yet explored. Around one third of staff agreed that they felt senior managers were listening to staff opinions, were approachable and had communicated a clear vision of what the Council is trying to achieve. Less than a quarter of staff (23%) considered that senior management acted openly and fairly. With regard to elected members around half of employees stated they agreed that they understood the role of the elected members/councillors but only one in ten agreed that elected members were effective leaders. Finally a quarter of staff agreed that they were satisfied with the direction and leadership they received which is a significant reduction of 18% from 2011 from 43%, with a further two in five (42%) neither agreeing or disagreeing to this statement, suggesting that they are perhaps have issue with one or more aspects of senior management and leadership but not necessarily all. Benchmarking overall attitude (being a measure of satisfaction with a number of aspects of senior management) the Moray Council scores lower than the average being 25% overall satisfaction against a benchmark in two other Scottish local authorities of 35%.

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Figure 12: To what extent do you agree or disagree with the following statements concerning senior management?

There are little or no strong variations at department level; however as was seen in 2011, employees in Corporate Services and Chief Executives & Strategic Planning and Governance are far more likely to state they understand the role of elected members / councillors (80% and 60% respectively). This is unsurprising due to the central and support role that staff in these Services are more likely to have direct or indirect contact with the elected members. Chief Executives, Strategic Planning & Governance staff are more positive in their agreement that senior management are open and fair and around half of this service are satisfied with the leadership and direction they receive.

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Table 13: Senior management and leadership; %age agreement by Department

Chief

Executives, Strategic

Planning & Governance

Corporate Services

Environ-mental

Services

Education & Social

Care

The Moray Council

(Average)

%age change

from 2011

Senior management are interested in listening to staff opinions

45% 33% 28% 33% 32% -5%

The leadership of the Council have communicated a clear vision of what the organisation is trying to achieve

40% 39% 26% 32% 30% -4%

Senior management act openly and fairly

45% 29% 21% 23% 23% -6%

Senior management are approachable, listen and respond

40% 38% 26% 30% 31% -5%

I understand the role of elected members/councillors

80% 60% 53% 49% 49% -6%

Elected members are effective leaders

20% 13% 11% 8% 11% -1%

Overall, I am satisfied with the leadership and direction I receive

50% 31% 19% 27% 25% -18%

Considering the results at a service level rather than department level notable results include:

- Generally Chief Executives, Strategic Planning & Governance, Human Resources & ICT, Integrated Children’s Services were more positive overall in their agreement to all the questions posed about senior management with around half of staff agreeing with questions posed.

- Conversely Transportation & Consultancy and to a lesser extent Roads/Fleet Services has a much less positive response overall with around than one in ten staff in some cases agreeing with the questions posed.

- There was a mixed response to the understanding of the role of elected members from a variety of services within the four departments and notably Support Staff, Catering, Cleaning & Facilities had a less positive response which may be expected due to less direct contact with elected members, however the understanding from Integrated Children’s Services (43%), Waste Services (42%) and Teachers (46%) was also below the average noted.

Employees were asked which actions could managers and leaders of the service take to meet the challenges ahead. A number of themes ran through the responses to these questions, the analysis of which will be incorporated into the final action plan.

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5.2 Attitudes towards line management/supervision

Attitudes towards line management are much more positive than towards senior management, a result replicated from 2011. Around three out of four staff overall agree that they can talk to their line manager/supervisor, feel supported, can attend a team meeting and are treated fairly and with respect. 60% are satisfied overall with the line management they receive compared to 67% in 2011 and a recent benchmark in two other local authorities of 65%. Staff are less positive about communication and recognition from their line manager/ supervisor with between with around three out of five staff agreeing that they are satisfied with these aspects. Less than half of staff agree that they are given regular feedback or that their line manager/ supervisor motivates them. Figure 13: To what extent do you agree or disagree with the following statements concerning line management?

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Looking at the data variations by Department, as with views of senior management, there are few variations between the four departments, exceptions to this are within Chief Executives, Strategic Planning & Governance where only three out of five employees (60%) felt that the their line manager/supervisor treated them fairly and with respect. On a positive note, Corporate Services staff are more likely to have opportunities to contribute to team talk discussions, however this may be attributable to a large proportion of staff in this Department being office based or having access to email which facilitates circulation and discussion of material. Previous issues in 2011 of only 53% of Environmental Services staff being able to attend regular team meetings has improved to 71%. However within this Department regular feedback, and recognising and praising performance remains almost identical to levels reported in 2011 and in relation to motivation this has reduced from 44% in 2011 to 41% in 2013. Table 14: Line management; %age agree by Department

Chief

Executive, Strategic

Planning & Govern-

ance

Corporate Services

Environ-mental

Services

Education & Social

Care

The Moray Council

(Average)

%age change

from 2011

I feel supported by my line manager/supervisor

65% 69% 62% 73% 69% -4%

I can talk to my line manager/supervisor about things that affect me at work

75% 79% 72% 81% 78% -2%

My line manager/supervisor recognises and gives praise for good performance

50% 59% 53% 66% 61% -1%

My line manager/supervisor gives regular feedback on how I am doing

45% 48% 40% 50% 45% -4%

My line manager/supervisor passes information to me effectively

55% 59% 56% 65% 61% -3%

My line manager/supervisor acts on feedback I give them

50% 55% 48% 61% 56% -5%

My line manager/supervisor treats me fairly and with respect

60% 73% 68% 77% 74% -4%

My line manager/supervisor motivates me

50% 45% 41% 50% 48% -1%

I have the opportunity to attend regular team meetings

65% 76% 71% 76% 71% -1%

I have the opportunity to contribute to Team Talk discussions

60% 80% 67% 65% 65% -7%

Overall, I am satisfied with the line management I receive

60% 62% 52% 64% 60% -7%

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Considering the results at a service level rather than department level notable responses include:

- There is a trend throughout the services’ responses to agree more readily to the individual statements about supervision but then when agreeing to the statement on overall satisfaction the score is as much as 13% lower on average than satisfaction given for the individual aspects.

- Human Resources & ICT and all of the services in Social Care (excluding Homecare) are more positive than the council average on all questions.

- Waste Services, Roads/Fleet Services and Catering Services in particular are much less positive overall about their responses to this section with just over half of staff agreeing to statements about supervision.

- Less than one in four staff within Homecare receives regular feedback about ‘how they are doing’ (23%)

- As noted earlier alongside the Chief Executive, Strategic Planning & Governance staff, staff from Homecare (56%) and Legal & Democratic Services staff (62%) are least likely to agree they were treated fairly and with respect by their supervisor/line manager compared to the staff from the rest of Education & Social Care where agreement was higher (73-80%).

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6 Communication

This section explores how well informed employees feel, the views of communication between different parts of the organisation, the communication culture, and the effectiveness of various methods of communication.

6.1 Attitude towards communication

As in 2011, there was a noticeably mixed response towards aspects of communication at the Moray Council. Within employees’ own area, accessing information for work or communication within the team, 3 in 5 staff are in agreement that they are well informed and can access this information they need. However in respect of communication within the council between other areas and by the Council to its staff there is a perceptible level of disagreement that staff are not as well informed. Discouragingly only 15% of staff agree that the council acts on feedback provided by its workforce. Overall less than a third of staff agree that they satisfied with the communication within the Council. Figure 14: To what extent do you agree or disagree with the following statements concerning communication?

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Table 15: Corporate Communications; % agree by Department

Chief

Executives, Strategic

Planning & Govern-

ance

Corporate Services

Environ-mental Services

Education & Social

Care

The Moray Council

(Average)

%age change

from 2011

I am kept well informed about what is happening within my team

60% 69% 54% 63% 60% -9%

I am kept well informed about what is happening within the Council

50% 49% 34% 37% 36% +2%

The Council acts on feedback provided by its workforce

25% 21% 11% 14% 15% No change

Communication between my area and other parts of the Council we work with is good

30% 40% 29% 18% 23% -2%

I have access to the information I need to do my job effectively

65% 65% 56% 60% 60% -5%

The information I receive is easy to understand

60% 52% 53% 54% 57% +1%

Overall, I am satisfied with communication in the Council

35% 41% 28% 29% 31% -3%

At departmental level staff from Chief Executives, Strategic Planning & Governance and Corporate Services responded more positively to their agreement about Corporate Communications, this could perhaps be attributed to these services being more central and familiar with information that is being communicated across the Council. Considering the results at a service level notable variations in data include:

- Human Resources & ICT are the most positive and Roads/Fleet Services are the least positive overall about Corporate Communications

- Legal & Democratic Services (8%), Development Services (6%), Roads/Fleet Services (2%) and Libraries & Museums (6%) has a lower level of agreement that the Council would act on feedback provided by the workforce against a low council average of 15%

- Roads/Fleet Services staff (44%) or just over two in five staff from this service agreed that they could access the information they needed to do their job effectively

- Only 11% of Teachers and 15% of Educational Support staff (in particular) agreed that communication between their services and other parts of the council was good however overall agreement across the council for this aspect was a low average of 23%

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6.2 Corporate communication culture

When looking specifically at the culture of communication at the Council in terms of how well the Council communicates with employees just over a third of employees feel the Council communicates openly (37%), honestly (39%), consistently (35%), effectively (33%) and in a timely manner (35%) all or most of the time. Figure 15: Corporate communication; %age agreement

Comparing this with 2011, all aspects of communication between the council and employees has seen a reduction in agreement from staff. At departmental level there was little variation, however at service level within the Libraries & Museums Service as little as 12-15% of staff agreed with the statements of communication being open, honest, consistent, timely and effective. More negative responses were also seen within Waste Services and Roads/Fleet Services for openness, effectiveness and timeliness and for Legal & Democratic Services in relation to consistency. Staff from Human Resources & ICT, Homecare and Integrated Children’s Services were more positive (50–59%) than the council average (33-40%) in relation to communication culture.

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Table 16: Quality of corporate communications % agree by Department

Chief Executives,

Strategic Planning &

Governance

Corporate Services

Environ-mental

Services

Education & Social Care

The Moray Council

(Average)*

%age change from 2011

Openly 45% 46% 31% 36% 37% -13%

Honestly 45% 46% 36% 38% 40% -14%

Consistently 27% 43% 31% 35% 35% -11%

In a timely manner 27% 43% 31% 34% 34% -11%

Effectively 27% 46% 30% 31% 33% -11%

6.3 Effectiveness of communication methods

All employees were asked to rate the effectiveness of each of the different methods the Council uses to communicate with its workforce. Although the previous findings suggest to some extent the Council communicates effectively (33% all/most of the time), there are mixed views of the effectiveness of varying methods. The most effective method is considered to be via ‘colleagues (grapevine)’ (73%). This is followed by ‘through a manager’ (67%) and ‘email’ (63%). These are very similar to findings in the 2011 employee survey. Figure 16: How effective or ineffective do you feel the following communication methods are at keeping you informed about what's going on in the Council?

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At departmental level Chief Executives, Strategic Planning & Governance and Corporate Services more readily agree about the effectiveness of the varying methods of communication used in the council. Table 17: Communication methods; % agree method effective or very effective by Department

Chief

Executives, Strategic

Planning & Governance

Corporate Services

Environ-mental

Services

Education & Social Care

The Moray Council

(Average)*

%age change from

2011

Internet 55% 83% 47% 58% 55% -1%

E-mail 73% 85% 52% 70% 63% -7%

Notice Boards 18% 25% 25% 22% 23% -7%

Corporate newsletter (Connect)

64% 62% 35% 46% 39% -8%

Departmental newsletter

9% 26% 26% 27% 24% -12%

Specific newsletters e.g. Energy / Carbon Campaign newsletter

18% 44% 23% 28% 25% Not asked

Team briefings 91% 75% 44% 61% 53% -9%

Your manager 64% 73% 54% 76% 67% -5%

Your colleagues (the grapevine)

82% 75% 64% 76% 73% -3%

Considering the results at a service level notable variations in data include:

- At least two out of five staff in all services with the exception of Transportation & Consultancy (28%) and Cleaning /Facilities (18%) felt that team briefings were effective and this method was found to be particularly effective for Chief Executive, Strategic Planning & Governance Staff and Corporate Services staff, however it is noted that the majority of these staff are office based which may aid this method.

- Leisure and Other favoured their manager (86%) along with email (82%) which Libraries and Museums also favoured (88%).

- Waste Services (60%) agreed that the departmental newsletter was an effective means of communication whereas less than one in four staff from Roads/Fleet Services, Development Services and Teachers rated the corporate, departmental and specific newsletters as being effective.

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7 Training, Performance and Development

This section explores employee views of the opportunities and availability of training and development, as well as the performance development processes in place.

7.1 Attitudes towards Training, Performance and Development

Around half of employees felt that training and development is worthwhile and helps them do their job better (49%) but this is a 9% reduction from those surveyed in 2011. The same proportion felt that they were encouraged to improve their own performance. However there is a reduction in the number of employees that believe that there is equal and fair access to training, development and support from 50% in 2011 to 45% in 2013. Overall, 43% were satisfied with the training, development and support, with a one in three stating that they are not satisfied, a rise from 22% to 29% since 2011. Figure 17: To what extent do you agree or disagree with statements concerning performance, development and training at the Council?

In particular, a larger proportion of the workforce (44%) believe that the council is committed to training and developing its workforce which is an 11% decrease since 2011, and overall a 28% decrease since 2008. Again this is borne out with just over one in four employees feeling that they have opportunity to develop their career which is a decrease from one in three employees in 2011.

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Table 18: Training and development; % agree by Department

Chief

Executives, Strategic

Planning & Govern-

ance

Corporate Services

Environ-mental

Services

Education & Social

Care

The Moray Council

(Average)*

%age change

from 2011

I believe that the Moray Council is committed to training and developing its workforce

55% 31% 37% 46% 44% -11%

The training and development I receive helps me to do my job better

45% 37% 48% 51% 49% -9%

There are opportunities for me to develop my career at the Council

25% 19% 21% 30% 27% -5%

I am encouraged to improve my own performance

35% 43% 40% 57% 49% -5%

I believe that I have equal and fair access to appropriate learning and development

55% 33% 39% 49% 45% -5%

Overall, I am satisfied with the training, development and support I receive

35% 34% 37% 45% 43% -8%

Unlike 2011, there is not as wide a variation in the responses to training and development theme by department. Education and Social Care are more positive than other departments, and in most cases Corporate Services have a lower satisfaction score than other departments. Over half of employees in Chief Executives, Strategic Planning and Governance believe that the council is committed to training and developing its workforce but conversely just over one in three employees in this department are encouraged to improve their own performance. Reasons for these variances may be due to Continuing Professional Development for some specialist professions such as Teaching, Social Work and Planning which are perhaps not seen within other departments. In addition some services may not have natural career progression within their structure which may limit opportunities for staff to progress and develop. Looking at individual services, views of training and development as a whole are particularly low amongst Legal and Democratic Services staff with only 19% of staff being satisfied with the training, development and support and 14% believing that the council is committed to training and development. Furthermore these staff in this service alongside Financial Services, Catering Staff, Education Support Staff, and staff from Libraries and Museums are the least likely to feel that there are opportunities for them to develop within the council, with typically only around 10% staff agreeing that there are opportunities. Cleaning/Facilities services also identified that less than one in five (18%) of them were encouraged to improve their own performance; however this is based on a small sample size.

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Conversely both Teachers (70%) and staff within Integrated Children’s Services (65%) felt that they were encouraged to improve their own performance and Homecare staff in particular felt that that the council was committed to training and development and it was beneficial to them in their job.

7.2 Appraisals

Around half (49%) of employees state they have had an appraisal in the last 12 months, which is an increase on the 47% achieved in 2011 but is still below 51% achieved in 2008. Figure 18: Percentage of Employees that have had some form of appraisal within the last 12 months

Amongst staff members that have had an appraisal in the last 12 months around half viewed the experience as accurately reflecting their performance. Two out of five respondents noted that the appraisal addressed their development needs but only a third of these agreed that they were set clear performance targets during this process. At departmental level, Corporate Services were more likely to agree with the statements made about Appraisals and Chief Executive's, Strategic Planning & Governance were less likely to agree.

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Figure 19: Regarding your most recent appraisal, to what extent do you agree or disagree with the following statements?

At a service level Teachers, Libraries and Museums staff and HR & ICT staff are more likely to agree that they had had an appraisal recently and Catering, Cleaning & Facilities and Homecare staff were least likely to agree that they had received an appraisal and also least likely to agree that when they had one, it had reflected their performance, addressed their needs or set them performance targets. Roads /Fleet Services staff are least likely to agree (15%) that their appraisal addressed their development needs and Teachers most likely to agree (63%). Along with those staff mentioned above, staff from Lands & Parks, Chief Executives, Strategic Planning and Governance and Legal & Democratic Services were less likely to say they were set clear performance targets and that their development needs were addressed. Table 19: Appraisals in the last 12 months; % agreement by department

Chief Executives,

Strategic Planning &

Govern-ance

Corporate Services

Environ-mental Services

Education & Social

Care

The Moray Council

(Average)*

%age change

from 2011**

%age change

from 2008

My last appraisal accurately reflected my performance

40% 64% 45% 58% 50% -34% -6%

My last appraisal addressed my development needs

30% 47% 32% 48% 39% -32% -3%

I was set clear performance targets at this meeting

25% 47% 33% 41% 35% -25% -7%

Average for the whole section 41% -30% -5%

**There is a significant difference to the results from 2011 compared to those in 2013 (seen in Table 19) in comparing those that agreed or where satisfied in the appraisal process, there is no difference in the question asked at that time. 2008 results are also shown for reference these are more in line with what is seen in 2013.

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8 Working Environment

This section explores a range of measures concerning time pressures, working relationships and levels of harassment / victimisation in the workplace. Figure 20: Please specify the extent to which each of the following has happened to you at work in the last 12 months?

Over four in five (87%) respondents state they are clear what their duties and responsibilities are always / often, which is comparable to that achieved in 2011 (88%). There was a marginal increase in opinion when considering levels of harassment/ victimisation (6% agreed they were subject to harassment /victimisation), although this may be due to the fact the response wording was slightly different from 2011, however since 2008 there has been no reduction in victimisation or harassment. There was an increase in agreement (44%) by employees that they had a choice in deciding in what to do at work compared to 2011 (38%) but again it should be noted that the response wording is slightly different to that seen in the 2011 survey.

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Table 20: Working environment; % agree by Department

Chief

Executives, Strategic

Planning & Governance

Corporate Services

Environ-mental

Services

Education & Social

Care

The Moray Council

(Average)

%age change

from 2011

I have unrealistic time pressures*

30% 25% 30% 48% 40% +4%

I have a choice in deciding what I do at work

55% 43% 43% 49% 44% -6%

I am clear what my duties and responsibilities are

95% 80% 78% 89% 87% -1%

Relationships at work are strained*

30% 23% 40% 26% 28% +14%

I am subject to harassment / victimisation at work*

0% 6% 10% 7% 8% +3%

I have reported the harassment / victimisation through the appropriate channels (please select middle option if not applicable)

5%3 4% 9% 5% 6% Not

asked

My team co-operates and work well together

85% 74% 63% 78% 74% Not

asked

I feel respected by my colleagues

70% 68% 60% 78% 73% Not

asked

*note these statistics are marked in opposite colours to others as it is a negative statement that is being asked

Unlike the results in 2011, there are some variations by Department when comparing the figures against the total for the Council. Environmental Services staff are more likely to state they have strained relationships and less respect from colleagues and are less likely to be inclined to agree that their team works well together. Staff in Corporate Services are more likely to have choice in deciding what they do at work and work well together as a team compared to the average for the Council. As mirrored in 2011, staff in Education and Social Care stated that they experienced unrealistic time pressures (48%, compared to 25% in Corporate Services). However all services have seen an increase in time pressures compared to those measured in 2011. Considering the results at a service level notable variations in data include:

- Staff from Legal & Democratic Services, Development Services, Transportation & Consultancy and Cleaning/Facilities are most likely to be subject to harassment and victimisation at work

3 *One anomaly in the data is that staff in Chief Executives, Strategic Planning and Governance had noted that

they weren’t subject to any harassment or victimisation but had reported harassment and victimisation through appropriate channels, but this could relate to an outside stakeholder.

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- Less than 3 out of 5 staff from Cleaning/Facilities alongside Lands & Parks Services and Roads/ Fleets Services felt that their team co-operates and works well together compared to the Council average of 75%

- Less than half of staff in Roads/Fleet Services feel respected by their colleagues which is much lower than a number of other departments

- Staff from Development Services, Roads/Fleet Services and Housing & Property are most likely to agree that working relationships are strained compared to least likely in HR & ICT and ‘Leisure & Other’ Services.

- 77% Teachers agreed that they had unrealistic time pressures compared to the council average of 40%, conversely staff from HR & ICT, Catering, Cleaning/Facilities and Leisure and Other Services are least likely to face time pressures (average 21%).

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9 Employee Engagement

Employee engagement strategies enable people to be the best they can at work, recognising that this can only happen if they feel respected, involved, heard, well led and valued by those they work for and with. How the workforce performs determines to a large extent whether organisations succeed, then whether or not the workforce is positively encouraged to perform at its best should be a prime consideration for every leader and manager, and be placed at the heart of business strategy. A number of measures were included in the survey to explore such elements as advocacy and motivation.

It was very encouraging to note that over four in five (84%) employees would be happy to go the extra mile at work when required, with just 6% disagreeing with this statement; this is comparable to levels achieved in 2011. A further 65% take pride in working for the council and feel motivated to do a good job which is around a 5% reduction from 2011. Just 30% believe that action will taken on the findings from this survey which mirrors what was found in 2011, and remains 17% lower than that achieved in 2008. Finally just under half (47%) of employees agree that they would recommend the Council as a good place to which is a further reduction from 2011 where 55% was noted and in 2008 when 66% of employees agreed. Figure 21: Extent of agreement with statements about employees’ overall satisfaction

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Looking at variations by department there are a few differences and similar to results from 2011 there does not appear to be any positive or negative trends. Once again as was seen in 2011, Environmental Services still report that they feel least motivated to do a good job in comparison to employees to those in Education and Social Care. Notably staff from Chief Executive’s, Strategic Planning & Governance has a considerably better view than all other departments in recommending the Council as a good place to work. Table 21: Overall job satisfaction; % agree by Department

Chief

Executives, Strategic

Planning & Governance

Corporate Services

Environ-mental

Services

Education & Social

Care

The Moray Council

(Average)

%age change

from 2011

Overall, I am satisfied with my present job

70% 59% 58% 71% 68% -9%

I take pride in working for the Council

65% 66% 63% 61% 65% -5%

I would recommend the Council as a good place to work

70% 54% 41% 47% 47% -8%

I feel motivated to do a good job

60% 57% 50% 68% 65% -4%

I am happy to go the 'extra mile' at work when required

80% 84% 79% 86% 84% -1%

I believe that the Council will take action to address issues arising from this survey

25% 33% 22% 31% 30% No

change

In terms in key variations by service;

- Around half of staff from Legal & Democratic Services (49%) and Housing & Property (52%) are satisfied with their job compared to four out of five staff in Leisure & other Services (refer to Table 10: Employee job satisfaction by service in rank order in an earlier section)

- Staff from Development Services (51%) and Teachers (47%) are least likely to feel proud to work for the Council, which is a further reduction from 2011, conversely those from Waste Services (92%), Homecare (87%) and Cleaning/Facilities (82%) are the most proud.

- Staff in Roads/Fleet Services (41%), Development Services (46%) and Libraries & Museums (48%) are least likely to feel motivated to do a good job unlike those from Homecare who are most likely to be motivated (82%)

- Nine out of ten staff from Homecare, Legal & Democratic Services, HR & ICT and Libraries & Museums are most likely to go the extra mile at work when required whereas only two out of three staff in Lands & Parks feel the same.

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- Half of staff in Homecare and HR & ICT believe that the Council will take action to address issues from this survey whereas only around one in ten staff in Development Services, Waste, Roads/Fleet Service and Libraries & Museums believe this.

Employees were asked for any suggestions on how to improve well motivated and engaged people in your workplace are. A number of themes ran through the responses to these questions, the analysis of which will be incorporated into the final action plan.

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10 Employee Views of the Council

This section looks specifically at employee views of the Council and its culture, including measures focusing on customer service, the Council’s ambitions, and corporate awareness. As was identified in 2011, there is little change with regards to the culture of the Council with just 20% agreeing the Council has an open and honest culture compared to 21% in 2011. There is also a reduction in the number of employees (-5%) that agree that they are clear what the Moray Council have to achieve which overall equates to only two out of five employees. However, perhaps more concerning is a further 8% decrease in staff agreeing that they think the Council is doing a good drop which adds to the 26% decrease seen between 2008 and 2011. There is a small increase in the number of employees (+3%) to 36% understanding what most other Departments in the Council do and a 6% increase in awareness of how key decisions are made (41%). These findings suggest an increase in engagement with the Council beyond what the employee experiences on a day to day basis within their team. Figure 22: Extent of agreement with statements about eemployees’ views of the council

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Table 22: Views of the Council; % agree by Department

Chief

Executives, Strategic

Planning & Governance

Corporate Services

Environ-mental

Services

Education & Social

Care

The Moray Council

(Average)

%age change

from 2011

I am clear about the objectives the Moray Council is trying to achieve

75% 57% 43% 44% 43% -5%

I support what the Council is trying to achieve through these objectives

80% 52% 38% 37% 37% -6%

I understand how the contribution made by myself and my team fits with the Council's objectives

75% 62% 47% 48% 47% -10%

I understand how important decisions are made in the Council

80% 62% 45% 40% 41% +6%

The culture of the Council is becoming more open, honest and transparent

20% 29% 19% 19% 20% -1%

I am empowered to deliver excellent customer service

55% 52% 42% 46% 45% -8%

I know what most other Departments in the Council do

55% 56% 46% 29% 37% +4%

The Council is committed to providing a good quality service to customers

75% 58% 52% 48% 47% -10%

I believe most of our customers think we are doing a good job

35% 32% 32% 40% 39% -7%

Examining variations by department Chief Executive, Strategic Planning & Governance and Corporate Services appear to have a wider appreciation of the objectives and structure of the council which is perhaps to be expected given their involvement supporting the central governance structure of the council. Staff from Education and Social Care are the least likely to know what other departments in the Council do, whereas other departments are perhaps more likely to work cross-service or cross-department with other colleagues and glean an understanding of the work undertaken outwith their own service/department.

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11 Benchmarking

Care should be taken in benchmarking; like-for-like comparisons with other employer surveys are very difficult because of variations regarding expectations, question wording, question sequences, response options, and the ultimate use and interpretation of data. However it is useful to set the survey data in context with other headline data from other Scottish Councils. There is a mixed response from the benchmarking and limited recent data was available to benchmark against. Once again as was seen in 2011, overall job satisfaction is higher as is personal pride in working for the council by staff members. Belief that senior managers are listening to staff is marginally higher by comparison. Despite the higher job satisfaction, there is a lower then benchmark recommending the Council is a good place to work. Table 23: Benchmarking

The Moray Council

Average from other

surveys4

% difference

Overall job satisfaction (% satisfied) 68% 57%* +11%

I would recommend The Moray Council as a good place to work (% agree)

47% 68% -21%

I take pride in working for The Moray Council (% agree)

65% 42% +23%

Morale is high where I work (% agree) 40% 40%* -

I feel valued and recognised for the work I do (% agree)

47% 58% -11%

Senior management are interested in listening to staff opinions (% agree)

45% 40% +5%

The leadership of the council have communicated a clear vision of what the Council is trying to achieve (% agree)

40% 55% -15%

*based on one sample only

4 average from related questions in the Aberdeenshire Council Survey 2011 & Highland Council Employee

Survey 2012

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12 Respondent Profile

The following table presents the profile of the employees that responded to the survey prior to a weighting being applied to ensure that the sample was representative of each Department and Service. The biggest groups of respondents were from Education and Social Care (53%) reflecting those areas where the council has the greatest number of employees. However, in proportionate terms, employees from Corporate Services were more likely than average to respond whilst those from Environmental Services, with the exception of Development Services, were less likely to do so; however this department is more likely to have respondents that did not have access to the online survey due to the type of workplace they work from. The largest proportion of respondents (52%) are office-based and more than a quarter of respondents are located in a school (25%). Respondents also represented a broad range of age groups with 39% under the age of 45 but a larger proportion of 61% are over the age of 45. The profile of respondents by gender shows more women than men (65% female) though this is down slightly from the previous survey (67%). A small minority of respondents noted that they have a physical or mental health condition or illness (4%) and less than 1% have identified as transgender. Respondents are predominantly Scottish (70%), while a small minority are English (7%). Other significant categories in terms of ethnicity were British (16%), Other British (3%), Other White (1.5%) and Irish (0.7%). A number of respondents chose not to state their ethnic origin.

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Table 24: Respondent Equalities Information

Un-weighted base number

Percentage of respondents

Gender*

Male 342 29.5%

Female 757 65.2%

Other / Transgender 8 0.7%

Not provided / Prefer not to say 54 4.7%

Age

16-24 27 2.3%

25-34 133 11.5%

35-44 284 24.5%

45-54 389 33.5%

55-60 216 18.6%

61+ 52 4.5%

Not provided / Prefer not to say 60 5.2%

Ethnicity

Non-BME 1088 93.7%

BME 19 1.6%

Not provided / Prefer not to say 54 4.7%

Disability

With disability 46 4.0%

No disability 901 77.6%

Not provided / Prefer not to say 214 18.4%

*For reference, the actual employee gender profile of the council in June 2012 was noted as 72.4% Female and 27.6% Male.

Please note this is not a demographic profile of the employees of the Moray Council, only of those that responded to this survey.

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Table 25: Respondent Profile Information

Un-weighted base number Percentage of respondents

Working status

Full time 858 73.9%

Part time 255 22.0%

Job Share 18 1.6%

Temporary / Fixed Term 15 1.3%

Not provided 15 1.3%

Job Status

Permanent 1043 89.84%

Temporary /fixed term 103 8.87%

Not provided 15 1.29%

Location of Work

In an office 601 51.8%

In the community / client homes 67 5.8%

In another type of Council building* 56 4.8%

Outdoors / in vehicle 46 4.0%

In a school 310 26.7%

Other 66 5.7%

Not provided 15 1.3%

Length of Service

Less than 1 year 63 5.4%

1-2 years 91 7.8%

3-5 years 182 15.7%

6-10 years 307 26.4%

11-20 years 300 25.8%

21+ years 203 17.5%

Not provided 15 1.3%

Pay Grade

Grade 1-3 220 18.9%

Grade 4-7 345 29.7%

Grade 8-10 240 20.7%

Grade 11-13 51 4.4%

Other 48 4.1%

Maingrade Teachers 80 6.9%

Chartered Teachers 66 5.7%

Principal Teachers 6 0.5%

Head/ Deputy Teacher 30 2.6%

Chief Officer 6 0.5%

Not provided 69 5.9%

*such as library, community centre or pool / leisure centre Please note this is not a demographic profile of the employees of the Moray Council, only of those that responded to this survey.