City and County of Denver 2015 Employee Engagement Survey · 2015-09-28 · 1 Based on survey of...

City and County of Denver| 2015 Employee Engagement Survey

www.pwc.com/workforce-analytics

Prepared for and Presented to the City and County of Denver August 28, 2015

Overview | Background

Employee Engagement Survey 1

Survey Objectives • Establish a baseline measurement across CCD related to employee engagement

• Engagement measures in this report are based on PwC’s engagement index, unless otherwise noted as the CCD engagement index

• Assess employee engagement and identify drivers of engagement for the city

• Differentiate between elements that create “noise”/dissatisfaction vs. drivers of engagement

• Assess strengths and vulnerabilities across the city and it’s departments/agencies

• Provide actionable and focused results

Survey Methodology • One questionnaire was deployed to all 10,368 employees from June 15 to July 7

• Survey items are on a 5-point scale (5 being Strongly Agree)

• Percent favorable is a percent of responses that are a 4 or 5 (Agree and Strongly Agree)

• Minimum of 10 respondents required for each group to be included in reporting

• All survey responses are confidential

• Benchmark data is based on PwC’s national average of US-based companies across all industries

Questions • If you have any questions about this report, please contact your HR representative

Overview | Employee engagement

2 Employee Engagement Survey

Measuring employees’ perceptions and attitudes about the work environment is important because research links Engagement with quality of work performance and business outcomes. Employees who are more engaged produce higher quality work and are less likely to be absent, claim Workers’ Compensation, or terminate employment.

Numerous studies have demonstrated that an engaged workforce can have a significant effect on financial and operational results. Businesses with highly engaged employees see higher customer satisfaction, have lower turnover rates, and outperform businesses with lower levels of employee engagement.

To help organizations use employee engagement to drive business goals, PwC has created the Employee Engagement Index (EEI). Employee engagement is measured by asking employees the extent to which they agree with the following items:

PwC’s Employee Engagement Index (EEI)

Pride Achievement Alignment

• I feel proud to tell people that I work for the City.

• My coworkers are dedicated to satisfying the expectations of external and internal customers and citizens.

• I understand how the work I do relates to the success of the City.

Advocacy Commitment Discretionary effort

• I would recommend a close friend to apply for a job at the City.

• I intend to stay with the City for another 12 months.

• My coworkers are willing to go beyond what is expected for the success of the City.

We also measure other dimensions of the employee experience. In this way, we determine the top drivers of engagement unique to your environment

Survey dimensions

• Mission/Vision • Leadership • My Supervisor (PEP/R

Responsible)

• My Current Job • Work Environment • Career Development

Employee engagement

The extent to which employees are motivated to contribute to business success, and are willing to apply discretionary effort to accomplishing tasks important to the achievement of business goals.

Summary | Findings


Measure CCD 2015 CCD 2013 External Benchmark

Target Range

CCD Engagement Index 17.7 / 100 15.1 / 100 - - PwC Engagement index 3.89 / 5.00 - 4.04 / 5.00 4.00 - 4.50 / 5.00 Percent favorable 63% - 73% 75% - 80% Intent to stay* 85% 52% 78% 85% - 90% Champions 50% - 66% 70 - 75%

Measure Definition CCD Engagement index The average difference between percentage of employees who chose Strongly Agree and Strongly

Disagree, across 27 designated items. The CCD engagement index is a score which can range from -100 to +100.

PwC Engagement index The average rating across the six PwC engagement items, on a scale of 1 to 5. Percent favorable The percentage of employees that responded favorably (Agree, Strongly Agree) across all survey

items. Intent to stay The percentage of employees that responded favorable (Agree, Strongly Agree) to the item, “I

intend to stay with the City for another 12 months.” Champions The percentage of employees who are highly engaged and highly committed to staying.

* 2015 Intent to Stay is based on the agree score for “I intend to stay with the City for at least another 12 months.” 2013 Intent to Stay is based on the agree score for “Overall, I rarely think about looking for a new job with another organization (if you are retiring in the next 12 months, please choose N/A).”

Summary | Findings


• The key indicators (engagement index, percent favorable, intent to stay, and Champions) show the City and County of Denver lower than the benchmark, except for intent to stay. Employees feel that their jobs fit their skills and understand how their jobs relate to the priorities of their department/agency. 70% of employees across the city would recommend Denver as a good place to work. This is a strong baseline to further promote Denver as a Best Place to Work®.

• CCD showed a 17% increase in employee engagement from the previous engagement index and overall results indicate similar drivers and opportunities for improvement as seen in 2013. This is a positive indicator for Denver.

• Future gains on engagement will come from continuing to strengthen perception of and relationships with Leadership (Appointees and Senior Leadership), increased recognition and career development opportunities, and employee enablement:

• Leadership – employees indicate a desire for more clear and consistent communication from Appointees. Employees feel that leadership may not be interested in their well-being, which highlights the need for more leadership visibility. Leadership concerns vary by department/agency, indicating that action should be taken specifically at the department/agency level, though it may be driven by the City overall through Appointees.

• Recognition and career development/advancement – only 51% of respondents said that their department/agency promotes a culture/environment of appreciation. Additionally, results indicate concern around fairness of promotions and sufficient employee development opportunities.

• Employee enablement – Innovation, technology, and involvement in decisions are key factors to employee enablement. Employees show a desire for more innovation on how they service their customers, employees are requesting updated technology to more effectively do their job, and less than half of the employees feel they are adequately involved in decisions that affect their work.

• Taking action – Leadership’s action based on survey year results is shown to be a significant driver of engagement. When asked if “my department/agency has taken action on results from the last employee engagement survey,” only 24% of respondents agreed with the statement. While some action may have taken place, it was not seen by employees. This must be a strong area of focus over the next two years.

Employee landscape | Overall


Tenants: 3% Benchmark: 12%

Champions: 50% Benchmark: 66%

Captives: 35% Benchmark: 13%

Disconnected: 12% Benchmark: 10%

Intent to Stay2

Low High

Low

High

En

gage

men

t L

evel

1

Profile Characteristics

Champions • Strong identification with organization objectives • High level of loyalty to the organization • High level of willingness to cooperate and

motivate colleagues

Tenants • Very satisfied/“Free Agents”/Lower loyalty • Have a stabilizing effect on the organization • Straightforward, however, need to be directed

Captives • Rather critical, therefore difficult to lead • Ready to change jobs when opportunities

become available • Greatest opportunity to convert to Champions

Disconnected • Dissatisfied and disconnected • More frustrated than dedicated • Under-utilized resources of the organization

1 Based on survey of Employee Engagement Index questions (High >= 4.0, Low < 4.0) 2 Based on “I intend to stay with the City for another 12 months.” (High >= 4.0, Low < 4.0)

Employee results are categorized into four profiles below, each with specific profile characteristics. These profile groups reflect the combination of Employee Engagement and Intent to Stay. The “Y” axis on the left is Engagement and the “X” axis is Intent to Stay. The City has 50% Champions with high Engagement and High Intent to Stay. The City should focus on moving more employees into this category to achieve the highest levels of overall engagement citywide.

Employee landscape | Experience


Champions and Disconnecteds see a big difference in the quality of their supervisor relationship and how they contribute to the overall organization

The Champion’s Experience – 50%

• Feels their skills are being utilized

• Understand how they makes a difference at CCD

• Feels that their co-workers are ethical and hard working

• Have open communication with their supervisor

The Disconnected’s Experience – 12%

• Feels leadership is lacking transparency

• Don’t feel well prepared or appreciated for their work

• Isn’t sure what is expected of them

• Can’t see opportunities to grow and develop professionally

50% 12%


Driver matrix | Description

What is the Driver Matrix?

• The Driver Matrix identifies items and themes that drive engagement, enabling more focused action planning

• The Driver Matrix categorizes each item based on its correlation with the engagement index as well as its need for improvement, as measured by the percent favorable

• When deciding where to invest, initiate change, or action plan, focus on the categories on the right side of the matrix – Preserve, Enhance, Priority

Priority

• High correlation to engagement index and low percent favorable. The greatest opportunities to increase engagement are identified in the Priority box

Enhance

• High correlation to engagement index and medium percent favorable. Opportunity exists to move these items to the Preserve box by increasing their percent favorable scores

Preserve

• High correlation to engagement index and high percent favorable. Organizations should be conscious of maintaining its Preserve items

Monitor

• Low percent favorable but low correlation to engagement index. Items in the Monitor section may not be high pay-off investments

Pass

• High percent favorable and low correlation to engagement index. Maintain current levels of focus on these items

1 Based on correlation with Employee Engagement Index (EEI)

Note: A list of correlations with EEI and percent favorable/unfavorable is included in the Appendix

High

Low

Strong Moderate

Drivers of Engagement 1

Perc

ent a

gree

Priority Monitor

Pass

Enhance

Preserve

High

Low

Strong Moderate


Perc

ent a

gree

Priority Monitor

Pass

Enhance


Driver matrix | By item



Career Development • My department/agency adequately invests in the training

and development of our employees. CCD Overall • My department/agency has taken action on results from

the last employee engagement survey. Leadership • Our Appointee ensures that department/agency goals and

priorities are clearly communicated. • Our Appointee ensures that necessary information is

communicated in a timely manner. • Senior Leadership are present and visible. • Senior Leadership is sincerely interested in the well-being of

employees. My Current Job • I am appropriately involved in decisions that affect my work. • My department is innovative in the way it provides services

and products to its clients. Work Environment • My department/agency promotes a culture/environment of

appreciation. • I am encouraged and expected to speak up about any

agency practices and policies that are ethically questionable.

• In my department/agency, I provide my opinions without fear of retaliation or retribution.

• In my department, the most qualified are promoted.

Preserve





Career Development • I have the opportunity for professional development at my

organization. • My department/agency has provided me opportunities to

learn new skills and develop myself. Mission / Vision • I understand how the work I do relates to the Mayor's

priorities. My Current Job • I have the resources and tools needed to do my job well. • In the last 12 months, I have developed and grown at

work. Work Environment • Employees are treated fairly at this organization

regardless of differences in race, gender, age, religion, sexual orientation, etc.

High

Low

Strong Moderate


Perc

ent a

gree

Priority Monitor

Pass

Enhance

Preserve




CCD Overall • I am satisfied with my job at the City and County of

Denver. Mission / Vision • I understand how the work I do relates to the overall

goals and priorities of my department/agency. My Current Job • I understand clearly what is expected of me at work. Work Environment • My coworkers conduct City business ethically and

honestly.


High

Low

Strong Moderate


Perc

ent a

gree

Priority Monitor

Pass

Enhance

Preserve


Most common obstacles % of Respondents Citing Obstacle

Inadequate staffing levels 34%

Out-of-date or malfunctioning technology 25%

Poor, inefficient or broken processes 24%

Level of workload 21%

Micromanagement 19%

Lack of clarity about the decision making process 16%

Unproductive teammates 15%

Doing work for others that is not part of my job 14%

Lack of resources 14%

There are no issues which distract me from achieving my work-related goals 11%

Employees were asked to select the five top issues that commonly distract them from achieving their work-related goals. PwC’s survey clients typically see the top three obstacles below most often among government and private sector organizations. Addressing broken processes and inefficiencies are the areas of greatest impact opportunity. The City’s Peak initiatives will be quite helpful in addressing these areas and should continue to be an area of attention.

Barriers | Obstacles to employees meeting their goals

Comments | Open-ended questions


What do you like best about working in your Department/Agency?

1425 1405

454 439 332 315

112

381

0

500

1000

1500

Work Environment

My Current Job

Mission / Vision The City Overall Leadership My Supervisor Career Development

Other

• 71% of respondents selected a topic area, with 4,871 comments provided

What are employees saying about work environment?

• “I work with some amazing and innovative people who make it a joy to come here.”

• “I work with the most committed team/employees. We all come together and support each other even if it means working out of classification or being short staffed. We make sure we meet deadlines while providing the best customer service possible.”

• “I enjoy interacting with a variety of customers and providing them with information and resources that can help improve their lives. I also enjoy collaborating with the colleagues in my department because they understand the importance of our work and work hard to deliver the best information possible.”

What are employees saying about their current job?

• “I love working with the public and making an impact on the communities I serve.”

• “I enjoy the work I do even though it is very difficult at times. I want to improve processes so we can serve more families with the right tools and services available.”

• “My immediate coworkers take responsibility and do an excellent job resolving issues and taking care of customers.”

• “I enjoy feeling like I'm part of a movement that contributes to the community, that contributes something back to society. It's neat to see the impacts our department has around Denver.”

Employees were asked to write a response to the questions below. They were also asked to select a category that best fits their comment from a drop down list of categories seen below.

Comments | Open-ended questions


What one thing would you suggest to help make your Department/Agency a great place to work for you?

1215 1145

585 475 323 282

187

475

0

500

1000

1500

Work Environment

Leadership My Current Job

The City Overall Career Development

My Supervisor Mission / Vision Other

• 68% of respondents selected a topic area, with 4,671 comments provided

What are employees saying about work environment?

• “More emphasis on employee appreciation and recognition.”

• “Clear communication, transparency regarding process or changes in process, allowing feedback without judgement.”

• “Consistency across sections in regards to promotions and making sure that HR processes are being followed.”

• “Adequate staffing – maintaining your personal life is difficult when you are expected to be at work so much more than what you are scheduled for.”

What are employees saying about leadership?

• “Need more effective and efficient communication between divisions and work groups, and more effective coaching and employee development.”

• “Have consistent, clear information on expectations, goals and objectives for me and the department as a whole.”

• “Create open lines for employees to communicate without fear of retaliation or intimidation.”

• “Better communication from Managers, more transparency, and a fairer promotion process as employees are typically promoted on favoritism and not qualifications to do their jobs.”

Employees were asked to write a response to the questions below. They were also asked to select a category that best fits their comment, from a drop down list of categories, seen below.

Communicate results of the survey and develop action plans 1. Implement 1-2 organization wide action plans, and 1-2 plans per department/agency. 2. Agency leadership must own your results – employees know what they said. Implement a

communications plan for the City and each department/agency. Throughout the year, connect actions taken to employee feedback and communicate it regularly to employees.

3. Define best practices from higher performing department/agency in key improvement areas.

Recommendations | Action response


3.2

4.4

1

2

3

4

5

Did not see change since 2013 survey Saw change

Higher levels of engagement are found when action is taken in response to the survey

0

10

20

30

40

50

60

2015 Engagement* Inconsistent action seen across departments/agencies

since the 2013 survey

*Based on results of PwC engagement index and the question, “My department/agency has taken action on results from the last employee engagement survey.”

City Average

Enhance communication of strategic goals and vision • Encourage new methods and channels of communication within departments/agencies –

strengthen cascade of information from the top all the way down and focus on consistency of content and timing.

Innovation and technology • Foster an environment of feedback, where employees feel safe to provide their opinions • Review technology gaps across the organization and look for opportunities for technology

enhancement. • Determine gaps where employees believe innovation is required, or where services are not in

place to meet the future-state needs. Consider review of gaps of current practices and strategic future goals.

Enhance recognition and career development paths • Review how employees and top performers are being recognized and rewarded and how clear

standards for performance are being communicated. Consider implementing a clear and consistent approach to recognition across the entire City.

• Develop career path and development options for employees in various roles to help them understand their options (e.g. lateral or rotational positions, not just upward).

• Review investment in training and education as a part of career development.


Recommendations | City-wide action response, based upon employee feedback

Next steps | Timeline


August 2015 September 2015 October 2015 On-going June 2017

• Share survey results and deliver key messages to leadership

• Implement employee communication plan

• Senior Executive communication

• department/agency communication

• Generate 2-3 action steps for each priority item selected by department/agency and/or by manager

• Create accountability around the action planning process

• Communicate to all employees on progress

• Year Two of survey launches

Dissemination of

Results

Communication of Results to employees

Action Planning

Implement Action Plans

Next Survey

CCD Engagement index


• My department/agency has prepared me to do my job well.

• I am satisfied with my job at the City and County of Denver.

• My skills are a good match for my current job.

• I intend to stay with the City for at least another 12 months.*

• I would recommend a close friend to apply for a job at the City.*

• I am familiar with Mayor Hancock's priorities (i.e., kids, jobs, safety/safety net, sustainability, and customer experience).

• I understand how my department's/agency's strategic goals support the Mayor's priorities.

• I understand how the work I do relates to the Mayor’s priorities.

• I understand how the work I do relates to the overall goals and priorities of my department/agency.

• I understand how the work I do relates to the success of the City.*

• Our Appointee ensures that necessary information is communicated in a timely manner.

• Our Appointee ensures that department/agency goals and priorities are clearly communicated.

• Senior Leadership is sincerely interested in the well-being of employees.

• Senior Leadership are present and visible.

• My supervisor is sincerely interested in my well-being.

• My supervisor clearly communicates the performance expectations to me.

• My supervisor expresses praise and appreciation when I do a good job.

• My supervisor regularly shares how our group is meeting its goals.

• I have a good relationship with my Immediate Supervisor.

• I have the resources and tools needed to do my job well.

• I have received the training I need to do a my job well.

• I feel proud to tell people that I work for the City.*

• I understand clearly what is expected of me at work.

• In the last 12 months, I have developed and grown at work.

• My department is innovative in the way it provides services and products to its clients.

• My department/agency strives to provide its employees with the latest technology required to do our job.

• My Department/Department promotes a culture/environment of appreciation.

*Indicates item is also a PwC Engagement Index item

City and County of Denver 2015 Employee Engagement Survey · 2015-09-28 · 1 Based on survey of...

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