Employee value review Final results – Central Goldfields Shire Council

Employee value reviewFinal results – Central Goldfields Shire Council

Can You See It?

Peter Treloar & John WardNovember, 2012

The idea of value

Can You See It?

Three steps to build a strategic understanding of employee value

How are we performing?Understand our position relative to norms as an employer on core areas that drive value

Our committed workforce?As a result of this performance, what is our retention/acquisition position?

How does the team feel?Attitudinally, what is the profile of the workforce/team?

Pulling together these 3 steps, what is our overall position and what should our next steps be to drive desired strategic outcomes?

Develop communications and activation strategies to act on the results and drive real business change

How do we perform in the key areas of employee value?

5 Can You See It?

The foundations of value from an employee perspective

Financial Benefits

Non-Financial Benefits

Perceived value in the employer offerPerceived value in the employer offer

Personal Benefits Professional Benefits

Ability to meet the needs of your life and

your interests

Ability to play a role in society

Contributing to career development

and industry reputation

An ongoing sense of professional purpose

1. Engagement2. Work/Life

balance

1. Values & ethics

2. Company image & reputation

1. Respect2. Career

1. Support2. Purpose/

achievement

6 Can You See It?

Company ReputationImpact 8% Score 5.2 Norm

5.0

Work/LifeImpact 5% Score 5.6 Norm

4.9

Summary of key performancePerc

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Perc

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mplo

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off

er Financial

Benefits

Impact: 53%Score: 4.59Norm: 4.67

Non-Financial Benefits

Impact: 47%Score: 5.35Norm: 4.97

PersonalImpact: 27%

ProfessionalImpact: 20%

Life & LifestyleImpact: 10%

Score: 5.41 Norm: 4.87

Role in societyImpact: 17%


Career & ReputationImpact: 9%


Professional PurposeImpact: 10%


EngagementImpact 5% Score 5.2 Norm

4.8

Values & EthicsImpact 9% Score 5.5 Norm

5.1

RespectImpact 5% Score 5.4 Norm

5.1

CareerImpact 5% Score 4.9 Norm

4.5

SupportImpact 5% Score 5.3 Norm

4.8

Purpose & AchievementImpact 5% Score 5.6 Norm

5.2

Note: Impact scores for the CGSC generally align with the overall Australian norm

Scores in bold are significantly higher when compared to the Australian Norm

Can You See It? Can You See It?

Financial

With financial reward representing almost half of the decision making when it comes to value, the council overall not seen to be a leader in this area

Market Norm CGSC Result

Wage Impact

I receive a good wage for the industry I work in

18.1%

I receive a good wage for my role

18.0%

My employer provides me with the wage I need to

maintain my lifestyle17.3%

Across all measures included, CGSC in line with the Australian Norm.

However, there are opportunities to focus on other areas in the value

proposition outside wage/pay (to be discussed)

Across all measures included, CGSC in line with the Australian Norm.

However, there are opportunities to focus on other areas in the value

proposition outside wage/pay (to be discussed)

* Solid markers indicate a significant shift from the normNote: some statements abbreviated for reporting


Professional - Career & Reputation

Opportunities for improvement in career development, with the council performing below the Australian norm on training and opportunities to grow and succeedDirect managers felt to respect their staff, less so senior management



Career Impact

Provided with opportunities to develop my professional

skills0.9%

Provided with opportunity to practically apply my new

skills0.9%

Provided with opportunities to succeed in my

field/profession0.8%

I am regularly exposed to new professional

experiences0.8%

Access to relevant learning & training opportunities

0.8%

I am provided with career development opportunities

0.8%

Respect Impact

The recognition I receive at work reflects status of my

role0.8%

I feel my direct manager(s) hold me in high regard

0.8%

Generally, people respect the work that I do

0.8%

Senior management hold me in high regard

0.8%

I have a good reputation amongst my work colleagues

0.7%

I feel my role is respected by my friends/family

0.7%


Professional - Professional Purpose

A stronger performance when it comes to personal and direct support, and working positively with a direct team. Again, a gap between direct managers and senior management starting to emerge


Support Impact

My employer looks out for my best interests

1.1%

I feel senior management support me

1.1%

Good personal support is available if I need it

1.0%

Good professional support is available if I need it

1.0%

I feel my direct manager supports me

1.0%

Purpose & Achievement

Impact

My team works well together to achieve outcomes

0.9%

I get professional satisfaction from working as part of team

0.9%

In my role I can contribute to my company’s success

0.9%

Gives me the opportunity to be part of something bigger

0.8%

My team has a good mix of skills

0.8%

The work I do is important for the company

0.8%



Personal – Life & Lifestyle

At a personal level, staff generally feeling satisfied with the work they do, and positive about the work life balance offered by the Council


Work Life Impact

Work does not interfere with my social/family life

1.6%

My work gives me a good work/life balance

1.6%

I have time for other interests outside work

1.6%

Engagement Impact

Work is fun 1.1%

I am excited about the work I do as part of my role

1.1%

I enjoy my role 1.1%

I'm passionate about what I do

1.0%

My role allows me to be creative

0.9%



Personal – Value and Corporate Image

The Council is seen to align well with personal values. A concern that staff do not feel the Council is well loved in the community or that it has a good reputation – a tension point from this high impact area


Personal Values Impact

I work for a company whose corporate values I respect

1.6%

My employers ethical standards are similar to

mine1.5%

My employer maintains high ethical standards

1.5%

Requirements of my role are in line with my personal

values1.5%

Employer respects employees from all

backgrounds1.4%

My workplace allows me to support others at work

1.4%

Corporate Image Impact

My company has a good reputation -

clients/customers1.8%

I am proud to work for my employer

1.7%

I work for an employer of choice

1.7%

The organisation I work for is well loved in the community

1.5%

I work for an organisation that is respected in the

community1.4%



PERFORMANCE RELATIVE TO COMPANY AVERAGE

IMPA

CT O

N D

RIV

ING

VA

LUE

Low Priority – Long Term Focus

High priority – Short Term Focus

Maintenance level investment

Maintain as competitive advantage,

communicate strongly

HighLow

Low

High

Developing an action plan

Respect

Personal Values

Work/Life

Purpose/Achievement

Corporate Pride

Career

Engagement

Performance relative to company average an index dividing score by company average

Support

This summary chart represents all value drivers, showing their level of impact on employee value and how the council is performing to identify

important action points for the organisation

This summary chart represents all value drivers, showing their level of impact on employee value and how the council is performing to identify

important action points for the organisation


PERFORMANCE RELATIVE TO COMPANY AVERAGE

IMPA

CT O

N D

RIV

ING

VA

LUE

Low Priority – Long Term Focus

High priority – Short Term Focus

Maintenance level investment

Maintain as competitive advantage,

communicate strongly

HighLow

Low

High

Developing an action plan

Respect

Personal Values

Work/Life

Purpose/Achievement

Corporate Pride

Career

Engagement

Performance relative to company average an index dividing score by company average

Support

Corporate pride and reputation a key immediate action

point!


Department issuesPers

on

al

Pers

on

al

Pro

fess

ion

al

Pro

fess

ion

al

Performance across Personal elements of value strongest with Go Goldfields and the Executive team. Technical Services below the average in this area, particularly in career development and day to day engagement

Performance across Personal elements of value strongest with Go Goldfields and the Executive team. Technical Services below the average in this area, particularly in career development and day to day engagement

Index relative to overall average

On the professional side, we also see Technical Services below the average – an opportunity to focus in this area to drive up the overall Council performance

On the professional side, we also see Technical Services below the average – an opportunity to focus in this area to drive up the overall Council performance

Note: Some low base sizes. Executive management 6; Corporate and Community Services 64; Technical Support 45; Go Goldfields 13

15 Can You See It?

Summary of performance

How are we performing?Understand our position relative to market/industry as an employer on core areas that drive value

Overall At an overall level, the Council is performing in line or, in some areas above, the Australian norm. Employees generally rate highly their direct manager, their role, the team they work with and work life balance, indicating there is a maintenance need here onlyHowever, there are clear gaps in some areas where there is opportunity to strengthen the employee offer

Points to leverage

Work/life balance and personal values/ethics are areas employees value highly and where the Council performs well. These are great conversations to have with the work force to reinforce these personal benefits

Areas for development

Results suggest that there are two key areas to look at in the short term – the relationship between senior management and front line staff, and the reputation of the council in the community (to be discussed further)As a secondary point, also need to explore opportunities for career development and training for some staff Key focus in development in the Technical Services area

What is the impact of our performance on team commitment?

Can You See It?

16%Have looked for another job in the last 3 months

When it comes to minimising the risk of staff leaving, staff that require the greatest focus are those who…

When it comes to minimising the risk of staff leaving, staff that require the greatest focus are those who…

Feel that their wage is good and that they are respected for their role

Do not feel their values align with the company or that there will be continued opportunity for growth and development

BUT…

Exploring team commitment

A loyal workforce, with very few looking to leave in the next 12 months

Likelihood to leave in the next 12 months

Does location play a role in

this?


Role satisfaction and location driving reasons to stay

“I love what I am doing and believe it is an ideal role for me”

“I enjoy living and working in my current environment”

“No suitable opportunities in the near vicinity”

“Family situation means the distance and work/life balance is right so too hard to 'break in' a new employer”

“Happy with my work place and what I do at the moment”

“I am happy & comfortable where I work & passionate

about what I do”

But for others, the location is a key consideration

But for others, the location is a key consideration

Most note that they are happy with their current role at the moment

Most note that they are happy with their current role at the moment

Note: image is a word map of all comments given. Size of word indicates relative frequency of mention


A variety of professional reasons driving a small proportion to look for new roles

Some clear dissatisfaction with management in the verbatims

Some clear dissatisfaction with management in the verbatims

“I like to be challenged and thrive on self satisfaction and making a difference”

“Terms of employment”

“I’ve lost the drive for the position, there is no direction for what it is that is wanted”

Note: image is a word map of all comments given. Size of word indicates relative frequency of mention

Can You See It?

Exploring team commitment

Very positive levels of recommendation, with 81% open to recommending the council to others

When it comes to driving recommendation for an employer, the key attitudinal drivers are…

When it comes to driving recommendation for an employer, the key attitudinal drivers are…

Feel that the values of their employer align with their own, and they have a high level of pride in their organisation

Additionally, they need to feel that the job itself is personally engaging and does not interfere with life outside work

Likelihood to recommend


What do we love?

“I enjoy working with people and helping them with their requests”

“Variety and challenging workload & requests each day”

“Some of the people I work with are a joy to work with, others are not. I enjoy working with the elderly and making a difference in their lives”

“The support I receive by my immediate colleagues around me to fulfill my day to day tasks”

“Personally, very rewarding & satisfying”


What would we change?

“The location of our office doesn't allow for a great degree of interaction with other council staff”

“Appreciation from other departments”

“More opportunity to change roles”

“More inclusive ,less hierarchical, management style, a relic of the

commissioner era”

“I would like to have more input into what I do and be listened to”

Can You See It?

Summary of commitmentOverall A committed workforce overall, unlikely to

move on in the short term and generally likely to recommend the Council to others. This attachment to the Council is clearly linked the personal reward they feel from their role, in addition to location and work/life aspectsRelative to the Australian Norms, the Council performs strongly here

Points to leverage

Employees genuinely value their jobs, the tasks they undertake, their team, and the opportunity to do these roles in an area they love. This is a nice story to communicate and leverage in the Council’s brand positioning – an opportunity to turn up brand love and pride


While a strong proportion are unlikely to move on, there is a small but important group here who are essentially ‘stuck’ in their role – the sentiments of these employees needs to be acknowledged to minimise negative resulting behaviour (likely through addressing concerns noted earlier)

Our committed workforce?As a result of this position, what is our retention/acquisition position?

Understanding the attitudes of our team


Communications

Council performing above norm on feedback and direct manager communications, though not as strong when it comes to senior management

* Solid markers indicate a significant shift from the normNote: some statements abbreviated for reporting. Norn not available for all statements


What could be causing the disconnect between senior

management and front line staff?Potentially consider as an area for

further exploration with one-on-one discussions

What could be causing the disconnect between senior

management and front line staff?Potentially consider as an area for

further exploration with one-on-one discussions

Communications

Where appropriate, I am given freedom in my role to make my own decisions

I feel I receive open and honest feedback about my performance

I’m given the information needed to perform my role well

My direct manager is consistent in what she/he says and does

My direct manager keeps me updated on what is happening in the organisation

I feel my ideas are listened to

Senior management is consistent in what they say and do

Senior management keep all staff updated on what is happening in the organisation

I’m given the opportunity to provide input into the direction of the organisation


Ideas to improve communications focus on sharing across departments and ensuring all staff have the opportunity to get involved

“Access to technology and IT that assists in delivering to the local community. Eg IPads

and Iphones”

“Introduce new staff members to all”

“More interaction between those who work at Nolan St. and the staff who work in isolation”

“I prefer face to face communication rather than emails or paper trails”

“Send communications to all workers instead of just managers because it

doesn’t get passed on”

“Monthly meetings or catch ups. Sometimes unable to do this due to heavy workload”

“Staff meetings are rare. More would be good and workers should be rostered and made to attend. They should not be held at the same time and day because this doesn't allow all staff to attend”


No clear issues across the work group on the work environment or workloads

Results collected on a 7-point agree/disagree scaleNorn not available for all these statements – client specific


However, there are clearly some issues when it comes to communications across teams

Around one-third not finding it easy to build relationships across teams,

or that departments work well together to serve the community. Clearly some barriers noted across the work group when it comes to

building a united team

Around one-third not finding it easy to build relationships across teams,

or that departments work well together to serve the community. Clearly some barriers noted across the work group when it comes to

building a united team

Need to explore methods for building cross team sharing and

understanding.This will also have flow on effects in addressing some of the corporate

pride concerns

Need to explore methods for building cross team sharing and

understanding.This will also have flow on effects in addressing some of the corporate

pride concerns


Have a sense that they are part of something bigger

Group 1

I receive a good wage for the

industry

HighLow6%

Ave. hours - 61

Low6%

Ave. hours - 61

High10%

Ave. hours - 15

High10%

Ave. hours - 15The work I do is

important

Low

Good professional support is available

Low

Good professional support is available

High

Low15%

Ave. hours - 36

Low15%

Ave. hours - 36

High14%

Ave. hours - 28

High14%

Ave. hours - 28

Low14%

Ave. hours - 43

Low14%

Ave. hours - 43

High26%

Ave. hours - 18

High26%

Ave. hours - 18

AbsenteeismTo explore the issue of absenteeism within the Council, we conducted a statistical analysis to look for relationships between the average annual sick hours taken, and performance of CGSC across the various EVR metricsThe following model shows the key attitudes impacting on sick leave hours…

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Three key groups to focus on to address absenteeism11

22

33

The disillusionedThey are of the belief that they make little or no contribution to something bigger

The inconsequentialFeel they like they do contribute to the to the collective goals of the Council. However, they rate their wage as poor, and rate the availability of professional support as low. They believe their work is unimportant

The lost missionariesFeel that their work, and the work of the council, is importantHowever, they are frustrated with what they perceive to be low wages and the lack of professional support

With the highest number of sick leave hours, this small but

important group generally feel that they make little or no contribution

to the collective (strategic) goals of the Council.

No clear skews in this group, though like to be full time

permanent staff

This group feel that they are contributing to the greater good, though are dissatisfied with their wage and feel that their specific

tasks add little value. Skew to Tech Services and males

With the second highest level of sick leave, this frustrated group wants to contribute strongly to

the community, but are frustrated and lost in their role.

Spread across all departments, looking for a clear broad and

personal strategy

Opportunity to

remedy with

broader, positive

impacts across

the entire work

group – links to

key value

drivers!

Highlighting the

importance of

every individual

role in

contributing to

the community

!

Reviewing our strategic employee offer

Can You See It?Financial (wage and non-wage)

Non-F

inanci

al

Market Norm

Notes: Great deal territory where combination of Financial and Non-Financial performance drives an Overall Value Score leading to positive retention and acquisition outcomes

Notes: Great deal territory where combination of Financial and Non-Financial performance drives an Overall Value Score leading to positive retention and acquisition outcomes

The Value Offer: CGSC

0 1 2 3 4 5 6 7

7

6

5

4

3

2

1

0

Good deal

territory

Fair deal territory

In summary, compared to the market norm, the Council sits close to the market norm in the Fair Deal territory

This position suggests an average performance from an acquisition and retention perspective

However, this position has been boosted by location factors, which need to be considered when reviewing

In summary, compared to the market norm, the Council sits close to the market norm in the Fair Deal territory

This position suggests an average performance from an acquisition and retention perspective

However, this position has been boosted by location factors, which need to be considered when reviewing

Can You See It?

Developing your employee brand identity

Council strengths

•Pride in their role, and enjoyment in the tasks and job they do•Strong team connection, with positive direct manager relationships•Work life balance, driven by the opportunity to live and work in the area, and have reasonable working hours•Feel that the values of the role align with their personal values

These are important areas to communicate and emphasise with the team, ensure that the strengths here are valuable and highlight the Councils leading position

Council strengths

•Pride in their role, and enjoyment in the tasks and job they do•Strong team connection, with positive direct manager relationships•Work life balance, driven by the opportunity to live and work in the area, and have reasonable working hours•Feel that the values of the role align with their personal values

These are important areas to communicate and emphasise with the team, ensure that the strengths here are valuable and highlight the Councils leading position


Two key areas overall playing an inhibiting role on the team’s perception of the employer offer:•The relationship between senior management and front line staff – a communications issue and sense of disconnect•The reputation of the Council in the broader community, impacting on job satisfaction, pride and respect

In addition, staff looking for increased opportunities in training and career development


Two key areas overall playing an inhibiting role on the team’s perception of the employer offer:•The relationship between senior management and front line staff – a communications issue and sense of disconnect•The reputation of the Council in the broader community, impacting on job satisfaction, pride and respect

In addition, staff looking for increased opportunities in training and career development


Initial thoughts on next steps• Communicate results to the broader team, highlighting that

senior management is aware of the frustrations and developing a plan to address

• Training and communications with direct managers to ensure they understanding the critical role that they are, on the whole, doing very well. Consider feedback from these managers to senior management to build Council wide communications strategies

• Need to understand what is driving the disconnect between senior management and the team – what are some strategies we could introduce to help over come this?

• What is the holistic strategy of the council, and how is this communicated internally and externally

• Review methods of communication and interaction

• Build sense of collective understanding and achievement – greater exposure to tasks/roles/purpose across teams

• Community reputation and pride is a broader and more challenging issue – need to understand the brand profile in the community and how this aligns with the internal perspective (see following)

Discuss?

Can You See It?

Developing your brand identity to become an employee of choice

The position of a highly valued employee offer needs to address an employees sense of purpose from an internal and external perspective

Aligning our brand profile across all stakeholder groups can help to address this…

The position of a highly valued employee offer needs to address an employees sense of purpose from an internal and external perspective

Aligning our brand profile across all stakeholder groups can help to address this…

What does your brand map look

like?

Core essence

Social cues

Personality

Emotional connection

Rational connection

Can You See It?

Can You See It?Peter Treloare. [email protected]. 0425 715 087

Employee value review Final results – Central Goldfields Shire Council

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Transcript of Employee value review Final results – Central Goldfields Shire Council