EAST AYRSHIRE COUNCIL

CABINET – WEDNESDAY 24 JUNE 2015

EMPLOYEE ATTITUDE SURVEY 2015

Report by Acting Depute Chief Executive (Safer Communities) 1. PURPOSE OF REPORT 1.1 The purpose of this report is to advise Cabinet of the findings of the Employee

Attitude Survey which was carried out within the Council during February 2015. 2. BACKGROUND 2.1 In accordance with the Council’s set arrangements to gauge on a regular basis the

views of its employees on key issues, an Employee Attitude Survey was carried out in February 2015. This followed similar surveys carried out in 2005, 2008 and 2011 and the survey was once again carried out by Tom McGlew of the University of Edinburgh.

2.2 Individual questionnaires were available to all employees by either hard copy issued

to their work location or homes and through an online survey tool. All completed questionnaires were returned direct to the University of Edinburgh for

analysis. In order to allow measurement of the findings, the question set contained in the 2015

survey broadly mirrored the question sets used in the previous surveys. 2.3 Tom McGlew will attend Cabinet in order to present the findings of the survey. 3. FINDINGS 3.1 The response rate to the questionnaire was 47% which was an increase on the 44%

response to the 2011 survey and once again provides a statistically robust sample from which conclusions can be drawn.

3.2 The principal results of the survey are very positive, indicating for example that:-

78.3% expressed satisfaction with the Council as an employer

94.6% claim to be aware of the safety rules applying to their work

87.2 % maintained that health and safety issues were taken seriously in their work situations

85.6% claim to enjoy the work they do

60.4% would describe their own morale as high

61.8% of employees feel secure in their employment.

There are steady increases in relation to employees’ experience of training and development, communication and job performance and line management and support for staff. There was strong recognition of the Council’s core values and vision. There were very positive responses in respect of employees’ awareness and support of the Council’s commitment to best value and a clear understanding of the contribution which individual employees can make to their achievement.

3.3 However, responses identify areas where there needs to be a renewed focus of activity:

Although the use of EAGER continues to increase with 57.8% reporting routine use, an increase from 47.3% in 2005, there remains a significant percentage of employees who report that they are not routinely participating in the EAGER process.

Just over 50% of employees accept that the contribution of everyone is valued regardless of rank or seniority.

At 53.2% the use of the grapevine remains too high as a source of information for employees.

Although on a downward trend from previous surveys, 36.4% of respondents experience uncomfortable levels of stress in the course of their work.

61.6% agreed that there were alternative and arguably improved ways of doing their jobs.

3.4 Appendix 1 of this report sets out the comparative responses to the key questions

posed by the surveys between the 2005, 2008 and 2011 responses. The responses are also set out in graphs in Appendix 2 to allow trend analysis to be made of the responses to individual questions.

3.5 The results of the 2015 survey indicate that progress has been made in areas that

were identified in the 2011 Survey in relation to matters such as EAGER, Team Meetings and Communications. Based on the results of the Survey there will be continuing focus on these areas as part of the reviews which will be carried out by the Depute Chief Executives, Partnership Director and Heads of Service having regard to the operational impact of the overall revised management structure and the new Community Plan.

3.6 The 2015 Survey included four new questions intended to assess the quality of

relationships between colleagues within teams. The results were:-

76.6% claimed to have a sense of belonging to their team.

66.7% reported that conflict within the team was typically resolved openly.

83.3% described colleagues as flexible in finding solutions to common problems.

69.4% agreed that colleagues were willing to accept responsibility when problems arose.

3.7 Building on the very positive responses in many areas covered by the Survey there

is a need to continue to work on some of those areas where higher positive responses would be sought such as:-

Employees perception on the value afforded to all employees’ contribution to the Council’s work

Ensuring that all employees receive the information they need to carry out their job effectively

Further embedding EAGER but taking account of the wider need to ensure that all employees get the opportunities they desire for career development

3.8 In addition to the defined questions set out in the survey, employees are given the

opportunity to submit in their own words their comments on their experience of working with the Council. A total of 480 employees (16.3% of survey respondents) took this opportunity to record their views on various matters. Issues covered included positive experiences afforded by supportive managers, valued colleagues and the opportunity for career development as well as more negative responses relating to a range of factors. These comments tended to focus on issues such as increasing workloads as a result of workforce reductions, lack of training to undertake new duties, limited consultation on the impact of changes or an assessment of their impact on front line services. In addition there were comments in relation to specific areas of Council policy such as Voluntary Severance, Absence Management and Whistleblowing.

3.9 In many cases the issues raised by employees which they consider have an adverse

impact on them are reflective of changes which have been implemented as a result of the need to reduce Council budgets. However, it is important to ensure that such adverse impacts do not remain. Many of the issues identified can be addressed by improved management and supervision, greater clarity in communicating changes, reducing bureaucracy and overall developing employees in a way which contributes to them working effectively.

4. FUTURE ACTION 4.1 Future actions will require to be driven at different levels. There are issues for the

Executive and Council Management Teams to consider in terms of strategic and corporate issues. Also, there are issues to be addressed at Service level where specific actions can be taken in relation to matters such as training and development, workload management and supervision and team meetings and communication. In particular Team Meetings have a key part to play in addressing many of the issues raised by employees. Team Meetings are not just about, and arguably should not be about, passing information. They should be about engaging all team members and encouraging and motivating them to take ownership of their own performance, identify good and bad practice in the work they do; what they can improve and how they can meet team objectives effectively within the resources available.

4.2 As part of the Council’s overall Organisational Development Strategy work will continue to be carried out with teams in respect of many of the issues identified within the Survey to continue to support managers, individuals and teams to deliver sustained, effective and efficient performance and continuous improvement.

5. TRADE UNIONS 5.1 The Trade Unions have an important contribution to make in relation to a number of

the issues highlighted by the Survey’s results and these will be discussed with them through the Council’s set consultative arrangements.

6. RECOMMENDATION 6.1 Cabinet is asked to consider the report and the action which it is proposed to take to

advance the issues identified in the results of the Survey. Chris McAleavey Acting Depute Chief Executive (Safer Communities) 8 June 2015

BACKGROUND PAPERS

Nil

Anyone wishing further information should contact Martin Rose, Head of Human Resources, Tel: 01563 576192

APPENDIX 1 EAST AYRSHIRE COUNCIL

EMPLOYEE ATTITUDE SURVEY 2015

Summary Introduction The figures in parenthesis show the corresponding response to the questions posed in the 2005( ), 2008 [ ] and 2011 { } Surveys. Experience of Training and Development (89.3%) [92.2%] {93%} 93.9% would know with whom to address a training, coaching or development need (63.7%) [65.8%] {69%} 72.9% claim to have received explanations from line managers relating to their responsibilities concerning these matters (47.3%) [50.3%] {55.8%} 57.8% report the routine use of EAGER as a means by which to review training needs (57.7%) [55.2%] {58%} 58.3% believe that they could perform better at work if they had access to more relevant training and development (60%) [63%] {57%} 66.9% indicate that they receive the training they request Best Value (83.0%) [85.6%] {88.9%} 87.5% claimed to be aware of the Council’s commitment to delivering quality services (83.8%) [83.8%] {87.4%} 86.6% claim also to support the Council’s attempt to achieve Best Value services (67.1%) [72.8%] {78.6%} 79.8% understand how as individuals they are meant to contribute to the Council’s achievement of Best Value (20%) [12.1%] {9%} 8.6% of employees claim not to know how as individuals they are meant to contribute to the achievement of Best Value Equal Opportunity Practice (67.6%) [65.5%] {70.9%} 70.1% agree that East Ayrshire Council encourages a policy of equal opportunity for all employees (45.8%) [44.7%] {47.8%} 50.4% accepts that within the Council the contribution of everyone – regardless of rank or seniority – is valued

The Council’s Core Values and Vision (58.9%) [68.8%] {77.3%} 78.6% are familiar with the Council’s statement on its Core Values and Vision (51.3%) [59.4%] {67.6%} 72.1% understand how in their own role to contribute to the achievement of those values [38.8%] {10.3%} 6.4% uninformed on both indicators

Exposure to Various Means of Internal Communication (68.1%) [67.9%] {64.9%} 74.9% regularly receive a copy of Eastwords (65.7%) [69.7%] {75.8%} 74.7% are based in units or sections in which staff meetings are regularly convened and those with access greatly value them [16.4%] {11.3%} 8.4% fall outside the Council’s formal communications network, neither receiving Eastwords nor enjoying access to unit staff meetings New questions 79.6% have a sense of belonging within their team 66.7% think that within their team conflict is dealt with openly 83.3% consider that their team colleagues are flexible in problem solving 69.4% consider that within their team colleagues accept responsibility when things go wrong

Communication and Job Performance (66.9%) [68.4%] {69%} 74.5% receive the information they need for effective job performance (61.0%) [50.4%] {60.3%} 67% describe themselves as well informed generally about issues that affect their service area (61.9%) [59.2%] {60.2%} 53.2% claim to rely often on the workplace ‘grapevine’ as a source of information about their own service area

Line Management and Support for Staff Managers were highly rated by respondents for the fairness with which they approached their responsibilities (25.3%) [26.2%] {20.4%} 18.2% described their line manager as not available when needed (62.8%) [63%] {65.6%} 70.4% described managers as willing to praise them for work well done

Whether a Culture of Blame

(80.7%) [80.1%] {81.7%} 85.5% report the ability to admit mistakes to line managers The Council as Employer: Service Delivery and Customer Care (60.9%) [64.2%] {71%} 72.8% agree that the Council cares about its customers (92.5%) [84.9%] {89.8%} 89.7% describe themselves as understanding the needs and priorities of clients and customers

The Working Environment

(77.4%) [78.5%] {78.4%} 78.3% describe the equipment they operate as reliable (73.0%) [71.7%] {76.9%} 77.2% accept that this work area is a generally pleasant place (67.8%) [68.1%] {76%} 77.3% agree that the physical conditions in which they work are adequate for the actual work they do (67.6%) [68.6%] {79.2%} 77.8% rate the level of cleanliness in their work area as satisfactory

Balancing Home and Work Responsibilities (79.9%) [76.9%] {76.6%} 74.2% describe their current working arrangements as allowing them to balance home and work commitments (59.8%) [57.7%] {59.3%} 57.1% respondents claim to be able to complete their duties in the normal working day (55.7%) [63.7%] {69.9%} 68.2% the workforce claimed awareness of Council work-life balance policies (65.1%) [65.1%] {69.8%} 68% claimed familiarity with the Council’s commitment to flexible working arrangements Health and Safety Issues (89.4%) [91.3%] {96.4%} 94.6% claim to be aware of the safety rules applying to their work (84.8%) [86.4%] {93.5%} 93.4% also feel able to comply with those rules (72.6%) [73.6%] {87.1%} 87.2% maintained that health and safety issues were taken seriously in their work situations

Enjoyment of Work (88.2%) [86.9%] {84.1%} 85.6% claim to enjoy the work they do (76.3%) [73.4%] {71.2%} 72.2% describe themselves as usually happy about coming to work

(31.4%) [31.4%] {31.7%} 30% say that their job often gets them down (71.6%) [68.0%] {44.5%} 61.8% feel secure in their current employment (41.1%) [42.1%] {37.2%} 36.4% experience uncomfortable levels of stress in the course of their work

Recognition

(56.9%) [55.9%] {60.3%} 62.8% believe that they are recognised by a supervisor for having done a good job (62.4%) [63.5%] {64.3%} 67.5% feel that their contribution in the workplace is valued However, in each case a significant minority reports dissatisfaction

Employee Morale (63.3%) [60.3%] {55.1%} 60.4% rate their own morale as at least high Positive Influences (75.1%) [62.4%] {56.7%} 64.6% of respondents cited job security as the most significant factor (60.8%) [47.8%] {61.8%} 54.8% cited a satisfactory workload (57.9%) [56.0%] {66.2%} 65.2% cited supportive supervision Negative Influences (57.9%) [48%] {34.4%} 39.8% cited supervision (57.6%) [49.6%] {53.6%} 58.4% cited workload (51.3%) [57%] {57.9%} 61.4% cited inadequate remuneration

Assessment of Morale in the Workplace (53.9%) [50.2%] {44.7%} 46.9% described morale as at least fairly high

Job Satisfaction – Summary Rating (75%) [73.7%] {76.2%} 75.4% of East Ayrshire Council employees described themselves as satisfied with their current job

Satisfaction with the Council as Employer

(76.7%) [73.2%] {77.4%} 78.3% expressed satisfaction with the Council as an employer

---o---

Would know withwhom to address atraining, coachingor development

need

Claim to havereceived

explanations fromline managers

relating to theirresponsibilities

concerning thesematters

Report the routineuse of EAGER as ameans by which to

review trainingneeds

Believe that theycould perform

better at work ifthey had access to

more relevanttraining and

development

Indicate that theyreceive the

training theyrequest

2005 89.3 63.7 47.3 57.7 60.0

2008 92.2 65.8 50.3 55.2 63.0

2011 93.0 69.0 55.8 58.0 57.0

2015 93.9 72.9 57.8 58.3 66.9

40.0

50.0

60.0

70.0

80.0

90.0

100.0

%

Experience of Training and Development

Claimed to be Awareof the Council'scommitment to

delivering qualityservices

Claim also to supportthe Council's

attempt to achieveBest Value services

Understand how asindividuals they aremeant to contribute

to the Council'sachievement of Best

Value

Employees claim notto know how as

individuals they aremeant to contributeto the achievement

of Best Value

2005 83.0 83.8 67.1 20.0

2008 85.6 83.8 72.8 12.1

2011 88.9 87.4 78.6 9.0

2015 87.5 86.6 79.8 8.6

0.010.020.030.040.050.060.070.080.090.0

100.0

%

Best Value

Agree that East Ayrshire Councilencourages a policy of equal

opportunity for all employees

Accepts that within the Council thecontribution of everyone - regardless of

rank or seniority - is valued

2005 67.6 45.8

2008 65.5 44.7

2011 70.9 47.8

2015 70.1 50.4

40.0

45.0

50.0

55.0

60.0

65.0

70.0

75.0

%

Equal Opportunity Practice

Familiar with the Council'sstatement on its Core

Values and Vision

Understand how in theirown role they contribute tothe achievement of those

values

Uninformed on bothindicators

2005 58.9 51.3

2008 68.8 59.4 38.8

2011 77.3 67.6 10.3

2015 78.6 72.1 6.4

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

%

The Council's Core Values and Vision

Regularly receive a copy ofEastwords

Are based in units or sections inwhich staff meetings are regularlyconvened and those with access

greatly value them

Fall outside the Council's formalcommunications network, neitherreceiving Eastwords nor enjoying

access to unit staff meetings

2005 68.1 65.7

2008 67.9 69.7 16.4

2011 64.9 75.8 11.3

2015 74.9 74.7 8.4

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

%

Exposure to Various Means of Internal Communication

Receive the information theyneed for effective job

performance

Describe themselves as wellinformed generally about issues

that affect their service area

Claim to rely often on theworkplace 'grapevine' as a source

of information about their ownservice area

2005 66.9 61.0 61.9

2008 68.4 50.4 59.2

2011 69.0 60.3 60.2

2015 74.5 67.0 53.2

40.0

45.0

50.0

55.0

60.0

65.0

70.0

75.0

80.0

%

Communication and Job Performance

Described their line manager as notavailable when needed

Described managers as willing to praisethem for work well done

2005 25.3 62.8

2008 26.2 63.0

2011 20.4 65.6

2015 18.2 70.4

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

%Line Management and Support for Staff

Report the ability to admit mistakes to line managers

2005 80.7

2008 80.1

2011 81.7

2015 85.5

77787980818283848586

%

Whether a Culture of Blame

Agree that the Council caresabout its customers

Describe themselves asunderstanding the needs and

priorities of clients and customers

2005 60.9 92.5

2008 64.2 84.9

2011 71.0 89.8

2015 72.8 89.7

40.0

50.0

60.0

70.0

80.0

90.0

100.0

%The Council as Employer: Service Delivery and

Customer Care

Describe theequipment they

operate as reliable

Accept that the workarea is a generally

pleasant place

Agree that the physicalconditions in which

they work areadequate for the work

they actually do

Rate the level ofcleanliness in their

work area assatisfactory

2005 77.4 73.0 67.8 67.6

2008 78.5 71.7 68.1 68.6

2011 78.4 76.9 76.0 79.2

2015 78.3 77.2 77.3 77.8

60.062.064.066.068.070.072.074.076.078.080.082.0

%

The Working Environment

Describe their currentworking arrangements

as allowing them tobalance home and work

commitments

Respondents claim tobe able to complete

their duties in thenormal working day

The workforce claimedawareness of Council

work-life balancepolicies

Claimed familiarity withthe Council's

commitment to flexibleworking arrangements

2005 79.9 59.8 55.7 65.1

2008 76.9 57.7 63.7 65.1

2011 76.6 59.3 69.9 69.8

2015 74.2 57.1 68.2 68.0

50

55

60

65

70

75

80

85

%Balancing Home and Work Responsibilities

Claim to be aware of thesafety rules applying to their

work

Also feel able to comply withthose rules

Maintained that health andsafety issues were taken

seriously in their worksituations

2005 89.4 84.8 72.6

2008 91.3 86.4 73.6

2011 96.4 93.5 87.1

2015 94.6 93.4 87.2

6065707580859095

100

%

Health and Safety Issues

Claim to enjoy thework they do

Describethemselves asusually happy

about coming towork

Say that their joboften gets them

down

Feel secure in theircurrent

employment

Experienceuncomfortable

levels of stress inthe course of their

work

2005 88.2 76.3 31.4 71.6 41.1

2008 86.9 73.4 31.4 68.0 42.1

2011 84.1 71.2 31.7 44.5 37.2

2015 85.6 72.2 30.0 61.8 36.4

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

%Enjoyment of Work

Believe that they are recognised by asupervisor for having done a good job

Feel that their contribution in theworkplace is valued.

2005 56.9 62.4

2008 55.9 63.5

2011 60.3 64.3

2015 62.8 67.5

0

10

20

30

40

50

60

70

80

%

Recognition

Rate their own morale as at least high

2005 63.3

2008 60.3

2011 55.1

2015 60.4

50

52

54

56

58

60

62

64

%Employee Morale

Cited job security as the mostsignificant factor

Cited a satisfactory workload Cited supportive supervision

2005 75.1 60.8 57.9

2008 62.4 47.8 56.0

2011 56.7 61.8 66.2

2015 64.6 54.8 65.2

40.0

45.0

50.0

55.0

60.0

65.0

70.0

75.0

80.0

%

Positive Influences

Cited Workload Cited Communications Cited inadequate remuneration

2005 57.6 22.9 51.3

2008 49.6 56.8 57.0

2011 53.6 54.6 57.9

2015 58.4 54.9 61.4

0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

%Negative Influences

Described morale as at least fairly high

2005 53.9

2008 50.2

2011 44.7

2015 46.9

40

42

44

46

48

50

52

54

56

%

Morale in Workplace

East Ayrshire Council employees describe themselves as satisfied with theircurrent job

2005 75.0

2008 73.7

2011 76.2

2015 75.4

72.0

72.5

73.0

73.5

74.0

74.5

75.0

75.5

76.0

76.5

%Job Satisfaction - Summary Rating

Satisfaction with the Council as an Employer

2005 76.7

2008 73.2

2011 77.4

2015 78.3

70

71

72

73

74

75

76

77

78

79

%

Satisfaction with the Council as an Employer