CA Review CKM
Meeting Date: July 19, 2022
To: Mayor and City Council
From: Scott Chadwick, City Manager
Staff Contact: Nancy Magpusao Burke, Senior Program Manager [email protected], 442-359-6212
Judy von Kalinowski, Human Resources Director
[email protected], 760-473-4670
Subject: 2022 Employee Engagement Survey Results
District: All
Reco
mmended Action
Receive a report on the results of the 2022 Employee Engagement Survey.
Executive Summary/Discussion
The City of Carlsbad is committed to having a productive and engaged workforce. The 2022 Employee Engagement Survey provided as Exhibit 1 serves as a benchmark to measure Engagement is a combination of employee satisfaction and contribution, and is a key factor in employee efficiency, turnover, and other critical areas of productivity. This survey gives key insight into what the city is doing well and areas of growth or improvement.
To gauge employees’ engagement at work, Human Resources contracted with GP Strategies to conduct an online survey open to all full-time and part-time employees. The survey was available from Jan. 11 to Jan. 31, 2022; it received 843 responses and a 76.4% response rate.
The survey found:
• Employees have a strong connection to their work, with 90% saying that like the work they do and that the work is the No. 1 retention driver. • Contribution is strong at the City. Just over 90% are giving discretionary effort and 86% are clear on their work priorities, up five points from 2018. Eight out of ten said they have the resources to do their jobs.
• Manager results are significantly above benchmark data, and a number of managers’ results increased from 2018.
• Senior leaders results have improved significantly for certain branches. • Two thirds of the organization feel there is good interdepartmental collaboration, up 12 points from the benchmark.
The survey also showed areas where the city can improve as an employer, such as:
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Item #13 Page 1 of 20
• Top retention factors for employees considering leaving are compensation, career, supervisors, and the city’s culture.
• More can be done on policies promoting and progressing diversity, equity and inclusion at the city.
• Belonging and inclusivity can be improved by creating an environment where it is safe and comfortable for employees to share their views and speak out against bias.
The report reflects the city’s commitment to measuring engagement as well as building a highly engaged workforce that delivers quality service to the community and with one another.
Fiscal Analysis
This is an informational report with no fiscal impact.
The one-time cost of administering the survey and compiling the results and reports was $40,000. This expense was included in the budget for fiscal year 2021-22.
Next Steps
The city will continue to take steps to promote and enhance employee engagement. Examples of this include maintaining a robust training program that focuses on employee growth and development, implementing further team-building exercises within departments and providing additional coaching and support resources for staff.
Human Resources staff will meet with department directors to review survey results and identify and sustain areas of success, then with the departments to strategize on which areas can be strengthened and develop methods of improvement.
Environmental Evaluation
This action does not constitute a project within the meaning of the California Environmental Quality Act under California Public Resources Code Section 21065 in that it has no potential to cause either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.
Public Notification
This item was noticed in keeping with the state's Ralph M. Brown Act and it was available for public viewing and review at least 72 hours before the scheduled meeting date.
Exhibits
1. 2022 Employee Engagement Report
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High Level Engagement Report
Organization
Total Responses - 843
Survey Period: 1/11/2022 through 1/31/2022
Response Rate - 76%
Contents
1. How to Use this Report
2. Engagement Fundamentals
3. Key Highlights
4. Comparative Analysis
5. Detailed Analysis
6. Implications and Next Steps
Exhibit 1
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• • •• •• • · ••:•GPStrateg ies· ••• • •• .
( City of
Carlsbad
1. How to Use This Report
This report summarizes the Employee Engagement Survey findings for Carlsbad 2022 Employee Engagement Survey.
BlessingWhite has aggregated employees’ responses to survey items to protect the anonymity of individuals. Favorability values used in the report reflect the percentages of respondents who agreed or strongly agreed with an item. This approach is designed to provide an efficient, high level review of the data.
1. Please read the Engagement Fundamentals on the next page before you review your data to better understand important terminology and put the findings in context.
2. Review your data, which is broken out into three sections:
• Highlights of key findings with commentary on each item's significance • Comparative analysis of items vs. any internal or external benchmarks your organization selected • Detailed analysis, which presents results for every item (including custom items) by distribution of responses as well as average response.
3. Plan next steps, using the Implications and Next Steps section of this report as your guide. * All percentages are rounded.
Period Over Period Data – if you have previously run a survey with BlessingWhite, we have included previous period data in this high level report (available for indices, engagement levels, and in the Comparative Analysis and Detailed Analysis sections). Please note that the population size of your organization may have changed. If you do not have period over period data, this is your organization's first survey with BlessingWhite. 2 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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2. Engagement Fundamentals
Insights vs. grades: This is not a report card. The scores capture a snapshot in time, unlike tangible business metrics.
Action vs. insights: Surveys alone don’t change things; the daily actions of your entire workforce, combined with sound organizational practices, do. The survey is just one part of building a culture of engagement. Your goal is to use the insights to ensure that employees are more satisfied in their current jobs (what’s in it for them) and are also more productive and innovative (what's in it for you).
Turning insights into action: This report is your starting point for dialogue and action. Keep these tips in mind as you review the findings:
• Internal benchmarks (how this survey’s findings compare to the previous period's) matter more than external benchmarks. This is not a beauty contest with your competitors. • Stay focused on items over which you have control or influence. • When viewing organization summary data, remember that engagement levels and scores often vary across divisions, locations, or job families. Organizational-level scores can mask those variations.
ROI. Everyone wants to see a causal relationship between engagement levels and productivity. The truth is, it is very difficult to prove. As you evaluate your scores, compare them to your other strategic metrics over time, and develop your own conclusions.
The Prize. Success isn’t determined by your scores at the time the survey was conducted. Success is determined by how well and how often you are able to help yourself, your team, and other employees become more engaged.
Common definition: If you want to create a more engaged workforce, everyone needs to talk about engagement the same way. Employee engagement represents an alignment of maximum job satisfaction ("I like the work, am able to do it well and am connected to the organization") with maximum job contribution (“I help achieve the goals of the organization”). Engagement is a means to an end; the achievement of your organization’s strategic priorities. To view our animated employee engagement model (approximately 5 minutes) click on this link.
We often describe the point of maximum job satisfaction and maximum job contribution as a "great day at work" to make it easier to understand. Your objective is to increase the number of great days your employees have.
The IME model: The most successful organizations make engagement a shared responsibility and daily priority. All levels of the workforce have a role to play in this process. Engagement shouldn't be separated out as an initiative, but rather a goal woven into daily priorities. View our animated shared responsibility model here.
The "i" icon represents individuals. Individuals need to be in gear and enthused, meaning their willingness to perform is supported by individual talents and alignment with organizational priorities.
They must also have the tools and resources they need to achieve results. Each individual is accountable for identifying and clearly communicating what is important to them and what they do well.
The "m" icon represents managers. Managers connect organizational strategy with individuals’ needs and goals. While managers are first and foremost individuals themselves, they are responsible for communicating business priorities and coaching employees towards higher levels of engagement.
The "e" icon represents executives. In addition to their primary role, executives are also managers and individuals and must balance all three roles accordingly. Executives are responsible for establishing an environment that fuels engagement. Using the vision, mission, and values to guide their actions, they can facilitate engagement throughout all levels of the organization. 3 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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3. Key Highlights
This index aggregates the percentage of favorable responses (strongly agree and agree) for 22 core items (equally weighted). Don’t jump to conclusions that the score is bad or good. It provides a baseline and can serve as a strategic engagement metric for this organization. It is most useful as a comparative metric (e.g., comparing year-over-year scores).
Overall Favorability Index
Organization Benchmark Variance Previous
Period
Previous
Period
Variance
74.1% 70.3% 3.8% 74.2% -0.1%
The percentage of favorable responses (equally weighted) for the 22 core items are rolled up into the three indices above as follows:
• I = 8 items that reflect how employees feel about their work and your organization. • M = 9 items that reflect how employees perceive their immediate manager/supervisor. • E = 5 items that reflect how employees perceive senior leaders.
Like the overall favorability index, these scores can serve as baselines and comparative metrics for tracking your progress in building a culture of engagement. The rationale for IME indices can be found on the previous page.
To view our animated
IME model click here.
Index Organization Benchmark Variance Previous
Period
Previous
Period
Variance
I 81.3% 78.4% 2.9% 82.5% -1.2%
M 75.1% 70.1% 5.0% 75.0% 0.1%
E 60.8% 57.8% 3.0% 59.6% 1.2%
IME Indices
4 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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100%
74.1% 70.3% 74.2%
50%
0%
Benchmark
Organization Previous Period
I I I I I I
These questions are important because employees are asked to self-report on their overall satisfaction (graph at the right of this page) and on what they want/need to increase their satisfaction (chart directly above this paragraph). Although taking action on other insights in this report can increase satisfaction levels (not just the list above), it is important to understand how employees view their own situations.
3. Key Highlights (continued)
The degree to which the job fits the individual performing it is critical to employee engagement. Individuals want to enjoy the work they do and seek work that is interesting and meaningful. The better the job fits, the higher satisfaction and discretionary effort will be.
There may be a gap
between liking the work and being satisfied to work here. The responses below may provide some insights into factors contributing to this gap.
Job Fit
89.6% of this workgroup agree or strongly agree that they like the work that they do (item 5).
p
78.6% of this workgroup agree or strongly agree that they are satisfied to work here (item 10).
Organization
Potential satisfaction
drivers are listed to the
right. They reflect
responses to "Choose the
item that would most
improve your job
satisfaction."
(Employees selected only
one response from a list
provided. Percentages
represent the most common
responses, not favorability.)
Career development opportunities 24.8%
More opportunities to grow and develop my skills 15.8%
More flexibility over when and where I work 14.5%
Better job conditions (physical work environment, control over how my work gets done, tools, systems, etc.)
13.4%
More opportunities to do what I do best 12.5%
Improved cooperation among my colleagues 7.6%
Greater clarity about what the organization needs me to do - and why 4.3% More challenging work 3.8%
A better relationship with my supervisor 3.4%
Satisfaction Drivers
Shaded boxes represent the top 3 items (more may be selected if there is a tie within the top 3). 5 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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100% 89.6% 100%
78.6%
50% 50%
8.7% 1.8% 8.2%
0%---- 0%
Favorable Neutral Unfavorable Favorable Neutra l Unfavorable
3. Key Highlights (continued)
Employees want to do their best at work but often they need support in order to contribute at their highest capacity.
Understanding their work priorities and how they support the organization’s strategy can go a long way toward improving performance and engagement. Other factors can influence employee performance, such as lack of training, insufficient resources, clarity on work priorities (item 2), timely feedback (item 16), recognition (item 14), talent utilization (item 12), and teamwork. Review all of the items in the chart below for insights that may be impacting contribution.
Contribution (the opportunity to do your best work)p
86.1% of this workgroup agree or strongly agree that they are clear on their work priorities through the next 3-6 months (item 2).
p
57.9% of this workgroup agree or strongly agree that senior leaders have created a work environment that drives high performance (item 22).
Organization
Potential contribution
drivers are listed at right.
They reflect responses to
"Choose the item that
would most improve your
job performance."
(Employees selected only
one response from a list
provided. Percentages
represent the most common
responses, not favorability.)
Additional staff 33.7%
Process improvements 15.1%
Better tools and technology 10.2%
Regular, specific feedback about how I'm doing 9.3%
More job specific training 8.5%
A coach or a mentor other than my supervisor 6.5%
Greater clarity about what the organization needs me to do - and why 6.3% Improved cooperation among my colleagues 5.0%
Better communication with my supervisor 3.6%
A better relationship with my colleagues 1.9%
Contribution/Performance Drivers
Shaded boxes represent the top 3 items (more may be selected if there is a tie within the top 3). 6 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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100% 86.1% 100%
57.9%
50% 50%
10.6% 3.3%
0% 0%
Favorable Neutral Unfav orable Favorable Neutral Unfavorable
3. Key Highlights (continued)
Workgroup and Organizational Fitp
80.5% of this workgroup agree or strongly agree that they have a great working relationship with their supervisor (item 11).
p
61.0% of this workgroup agree or strongly agree that they trust senior leaders (item 6).
Relationships play an important role in how employees connect to the organization. Connecting with the organization is about creating a sense of belonging and helping employees find meaning in the work they do. Organizational practices, confidence in the organization as a whole, relationships with managers and colleagues, and trust in senior management are important when we consider organizational fit.
p
53.3% of this workgroup agree or strongly agree that they have career opportunities in this organization (item 9).
Flight Risks and Career Opportunities
26.8% of this workgroup responded "no" or "probably" to the item:x"Do you plan to remain with the organization through the next 12 months?"x(item 44). This number represents the
workgroup's flight risk.
Not all employees who have been identified as a flight risk will leave, but there may be a larger proportion of disengaged employees within the population. For this reason, retaining these employees cannot be the only objective of the organization.
Employees who are consistently disengaged can negatively impact the organization.
Career development is a common factor impacting employee satisfaction and one that could influence employees’ reasons for staying at or leaving the organization. The following page provides you with additional insights into your workgroup’s motivation for staying or leaving the organization.
7 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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100% 100%
80.5%
61.0%
50% 50%
6.5%
0% 0%
Favorable Neutral Unfavorable Favorable Neutral Unfavorable 100% 100%
73.2%
53.3%
50% 50%
5.0%
0% 0%
Yes Probably No Favorable Neutral Unfavorable
3. Key Highlights (continued)
Reasons for Staying
Why do you stay with the organization? (Select the most important factor.) Organization My work. I like the work that I do. 34.9%
My job conditions. I have the work environment, commute, tools, etc., that I need. 9.5% My career. I have significant development or advancement opportunities here. 7.9% No desire for change. I am comfortable here. 7.8%
My colleagues. I have strong relationships on the job. 7.2% Flexibility. I have control over where and when I work. 7.0% My organization's mission. I believe in what we do. 6.9% My compensation. 6.1%
The economy. I don't think there are other job opportunities for me out there. 4.5% My organization's culture and policies. I like the way we do things around here. 4.5% My supervisor. I am committed to this person. 3.7%
Reasons for Leaving
Why would you leave the organization? (Select the most important factor.) Organization My compensation. I want more money, better benefits, etc. 25.0% No desire to leave. 24.4%
Personal reasons (retirement, sick leave, relocation, etc.). 16.1% My career. I don't have opportunities to grow or advance here. 11.3% My organization's culture and policies. I am not aligned with the way we do things around here. 4.3% Flexibility. I want more control over where and when I work. 4.2% The economy. I think better jobs in my field are available. 3.3% My desire for change. I want to try something new. 3.3% My work. I don't like what I do or it doesn't make the most of my talents. 2.5% My job conditions. I don't have the work environment, commute, tools, etc., that I need. 2.5% My supervisor. I don't like working for him or her. 2.5% My colleagues. I don't want to work with or around them. 0.6% The following tables provide insights on employees’ motivation for staying or leaving. Consider what you have control over to address the most common reasons for leaving and how to build on this organization’s top retention drivers. Shaded boxes represent the top 3 items (more may be selected if there is a tie within the top 3). 8 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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3. Key Highlights (continued)
In the first table below, we’ve condensed the 5 groups into 2 areas of focus to help you better understand your data. In the second table below, we provide the specific detailed breakdown of all 5 levels.
Engagement Levels
Engagement levels are not labels or characteristics that define people. They describe a current situation, a
moment in time (see the chart at the bottom of the page).
It is possible for someone to feel fully engaged one day and slip into disengaged territory a month or even a
week later. Factors both within and outside the
organization influence where people appear on the
model. Challenges on the job, shifts within the
organization, market dynamics, even world events can
impact how employees feel about their job, manager,
and senior leaders.
The Goal: To help employees be fully engaged more
often
Engagement level findings should not be used to score
your organization/workgroup. The IME indices are more
appropriate metrics to evaluate the current state of
engagement. However, identifying engagement levels
will enable you to craft a targeted solution for your
organization. Look at the drivers of satisfaction and
contribution described earlier in this report to see what your employees need. Review all of items in the next
section (Comparative Analysis) for additional insights
into individual satisfaction and organizational contribution drivers.
9.5%
48.2%
8.5%
21.5%
12.3%
On our engagement model, employees are plotted on two axes (contribution and satisfaction) across five levels of overall engagement. These five levels are explained in more detail in our animated engagement model.
Engagement Level Organization Benchmark Variance Previous Period
Previous
Period
Variance
High Engagement Population
(Engaged & Almost Engaged)
69.6% 61.0% 8.6% 72.9% -3.3%
Engagement Risk Population
(Contributing & Not Satisfied, Satisfied & Not Contributing, Disengaged)
30.4% 39.0% -8.6% 27.1% 3.3%
Engagement Level Description Organization Benchmark Variance Previous Period
Previous
Period
Variance
Engaged High reported contribution & high satisfaction 48.2% 39.0% 9.2% 54.2% -6.0% Almost Engaged Relatively high reported contribution &
relatively high satisfaction
21.5% 22.0% -0.5% 18.7% 2.8%
Contributing & Not
Satisfied
High reported contribution but low satisfaction 12.3% 13.0% -0.7% 7.4% 4.9% Satisfied & Not
Contributing
High satisfaction but low reported contribution 8.5% 12.0% -3.5% 10.8% -2.3% Disengaged Low reported contribution and satisfaction 9.5% 14.0% -4.5% 8.8% 0.7% 9 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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~ ~.~~~
MAXIMUM
SUCCESS {i;,. v-.Go.is.--a
0 MAXIMUM
I I I I I I
-
I _________ _ I _________ _
1.-----------
I
4. Comparative Analysis
Core 22 Items (Grouped by I, M, E)
Variances in green reflect favorability scores that are 4 or more points higher than the benchmark's totals. Variances in red indicate favorability scores that are 4 or more points lower. Red variances are areas that need to be investigated and improved. Green variances are areas that should be built on.
Individual 81.3% 78.4% 2.9% 82.5% -1.2%
2 I am clear on my work priorities - i.e., what I need to achieve in the next 3-6 months.
86.1% 79.0% 7.1% 81.3% 4.8%
3 I am proud to work here. 85.9% 86.0% -0.1% 88.9% -3.0% 4 I think of my work as more than "just a job." 79.6% 77.0% 2.6% 85.6% -6.0% 5 I like the work that I do. 89.6% 83.0% 6.6% 91.6% -2.0% 7 I understand how my own work priorities support the organization's strategy.
84.7% 83.0% 1.7% 85.3% -0.6%
8 I do more than is expected of me. 92.3% 90.0% 2.3% 92.4% -0.1% 9 I have career opportunities in this organization. 53.3% 55.0% -1.7% 52.6% 0.7% 10 More often than not, I am very satisfied to work here. 78.6% 74.0% 4.6% 82.0% -3.4% Manager 75.1% 70.1% 5.0% 75.0% 0.1%
1 I trust my supervisor. 82.3% 74.0% 8.3% 81.6% 0.7%
11 I have a great working relationship with my supervisor. 80.5% 75.0% 5.5% 81.7% -1.2% 12 My supervisor encourages me to use my talents as much as possible. 75.1% 72.0% 3.1% 77.6% -2.5% 13 My supervisor asks for and acts on my input. 74.4% 70.0% 4.4% 74.0% 0.4% 14 My supervisor recognizes and rewards my achievements. 70.9% 66.0% 4.9% 68.1% 2.8% 15 My supervisor treats me as an individual with unique interests and needs.
76.3% 73.0% 3.3% 77.1% -0.8%
16 My supervisor provides regular, specific feedback on my performance.
66.1% 60.0% 6.1% 63.3% 2.8%
17 My supervisor delegates assignments effectively without micromanaging me.
78.9% 77.0% 1.9% 81.0% -2.1%
18 My supervisor has built a strong sense of belonging within our team or department.
71.2% 64.0% 7.2% 70.4% 0.8%
Executive 60.8% 57.8% 3.0% 59.6% 1.2%
6 I trust the senior leaders of this organization. 61.0% 58.0% 3.0% 61.1% -0.1% 19 Senior leaders act in alignment with our organization's core values or guiding principles.
64.2% 62.0% 2.2% 64.9% -0.7%
20 Senior leaders communicate effectively. 56.9% 55.0% 1.9% 55.1% 1.8% 21 Senior leaders link the work of the organization to our mission and values.
64.1% 62.0% 2.1% 63.0% 1.1%
22 Senior leaders have created a high-performance work environment. 57.9% 52.0% 5.9% 54.0% 3.9% Organization
Favorability
Benchmark
Favorability
Variance Previous
Period
Previous
Period
Variance
Overall Favorability Index 74.1% 70.3% 3.8% 74.2% -0.1% 10 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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4. Comparative Analysis (continued)
Top 3 / Bottom 3
The top 3 and bottom 3 are those items that received the highest and lowest percentage of favorable responses and will help reveal some potential patterns in your organization.
Top 3
I do more than is expected of me. 92.3%
I like the work that I do. 89.6%
I am clear on my work priorities - i.e., what I need to achieve in the next 3-6 months. 86.1% Bottom 3
I have career opportunities in this organization. 53.3% I have experienced bias at my organization. 26.7%
Custom Organization
Favorability
Previous
Period
Previous
Period
Variance
23 I believe in and am inspired by what our organization is trying to achieve.
73.5% 74.1% -0.6%
24 I have an opportunity to grow and develop in my current position. 58.6% 59.8% -1.2% 25 My organization provides me with the training to do a good job. 76.3% 26 My organization provides me with the resources to do a good job. 81.6% 27 There is good teamwork and cooperation among the departments in our organization.
66.9% 67.2% -0.3%
28 My co-workers are committed to doing quality work. 84.0% 86.5% -2.5% 29 I meet with my supervisor on a regular basis to check in on my work performance.
63.2% 56.3% 6.9%
30 The goals I discuss with my supervisor are achievable and realistic. 70.8% 68.4% 2.4% 31 This organization cares for its employees. 65.0% 65.2% -0.2% 32 My organization's policies promote equitable treatment of all employees.
69.0%
33 Senior leaders effectively communicate about diversity, equity and inclusion.
57.7%
34 My organization is progressing toward greater diversity, equity and inclusion.
64.1%
35 The professional development and training that employees receive in my organization fosters an inclusive work environment.
67.5%
36 Employees with diverse backgrounds have equitable opportunity to grow and advance here.
69.3%
37 I am comfortable sharing my thoughts and opinions, including contrary views.
60.1%
38 It is safe to speak up and share my thoughts and opinions on things around here.
54.4% 55.0% -0.6%
39 I feel pressured to change or hide things about myself in order to fit in with my colleagues.
15.3%
40 I am comfortable speaking up when I experience or observe bias in my organization.
59.3%
41 I have experienced bias at my organization. 26.7%
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I feel pressured to change or hide things about myself in order to fit in with my colleagues. 15.3% 12 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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I ] -
5. Detailed Analysis
If you are concerned about the overall favorability of any item, it’s important to examine the neutral responses below. While favorability scores may be low on certain items, this does not necessarily correspond to a negative perception but rather may be areas where employees are unsure or in need of additional guidance or communication.
Individual
2) I am clear on my work priorities - i.e., what I need to achieve in the next 3-6 months.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 44.5% 41.6% 10.6% 2.7% 0.6%
Benchmark 42.0% 37.0% 10.0% 6.0% 5.0%
Previous Period 39.5% 41.8% 12.7% 4.6% 1.4%
3) I am proud to work here. Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 55.3% 30.6% 10.7% 2.4% 1.1%
Benchmark 49.0% 37.0% 8.0% 3.0% 3.0%
Previous Period 61.8% 27.1% 10.1% 0.6% 0.5%
4) I think of my work as more than "just a job." Strongly Agree
Agree Neutral Disagree Strongly
Disagree
Organization 46.6% 33.0% 13.9% 4.6% 1.9%
Benchmark 45.0% 32.0% 11.0% 6.0% 6.0%
Previous Period 57.1% 28.5% 9.6% 3.4% 1.4%
5) I like the work that I do. Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 49.5% 40.1% 8.7% 1.4% 0.4%
Benchmark 49.0% 34.0% 11.0% 3.0% 3.0%
Previous Period 58.5% 33.1% 6.3% 1.7% 0.3%
7) I understand how my own work priorities support the
organization's strategy.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 44.7% 40.0% 11.0% 3.3% 0.9%
Benchmark 42.0% 41.0% 11.0% 4.0% 2.0%
Previous Period 43.3% 42.0% 11.8% 2.2% 0.8%
8) I do more than is expected of me. Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 54.3% 38.0% 7.1% 0.6% 0.0%
Benchmark 55.0% 35.0% 5.0% 2.0% 3.0%
Previous Period 55.6% 36.8% 7.6% 0.0% 0.0%
9) I have career opportunities in this organization. Strongly Agree
Agree Neutral Disagree Strongly
Disagree
Organization 23.3% 30.0% 23.7% 12.6% 10.4%
Benchmark 25.0% 30.0% 19.0% 14.0% 12.0%
Previous Period 19.7% 33.0% 27.7% 11.6% 8.1%
10) More often than not, I am very satisfied to work here. Strongly Agree
Agree Neutral Disagree Strongly
Disagree
Organization 35.5% 43.2% 13.2% 6.4% 1.8%
Benchmark 34.0% 40.0% 14.0% 9.0% 3.0%
Previous Period 38.9% 43.2% 10.5% 6.3% 1.1%
13 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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July 19, 2022
Item #13 Page 15 of 20
-
5. Detailed Analysis (continued)
Manager
1) I trust my supervisor. Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 53.5% 28.8% 11.5% 3.6% 2.6%
Benchmark 44.0% 30.0% 20.0% 4.0% 2.0%
Previous Period 52.3% 29.3% 11.5% 5.0% 2.0%
11) I have a great working relationship with my supervisor. Strongly Agree
Agree Neutral Disagree Strongly
Disagree
Organization 51.1% 29.4% 12.9% 4.5% 2.0%
Benchmark 44.0% 31.0% 14.0% 6.0% 5.0%
Previous Period 50.9% 30.8% 10.7% 5.3% 2.3%
12) My supervisor encourages me to use my talents as much as possible.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 44.2% 30.8% 16.4% 6.5% 2.0%
Benchmark 37.0% 35.0% 15.0% 8.0% 5.0%
Previous Period 40.1% 37.5% 13.2% 7.7% 1.5%
13) My supervisor asks for and acts on my input. Strongly Agree
Agree Neutral Disagree Strongly
Disagree
Organization 41.9% 32.5% 16.0% 6.4% 3.2%
Benchmark 36.0% 34.0% 18.0% 7.0% 5.0%
Previous Period 36.1% 37.9% 16.4% 7.3% 2.3%
14) My supervisor recognizes and rewards my achievements. Strongly Agree
Agree Neutral Disagree Strongly
Disagree
Organization 36.9% 34.0% 17.1% 7.7% 4.3%
Benchmark 33.0% 33.0% 15.0% 9.0% 10.0%
Previous Period 31.1% 37.0% 20.1% 8.7% 3.1%
15) My supervisor treats me as an individual with unique interests and needs.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 44.6% 31.7% 16.0% 5.5% 2.3%
Benchmark 38.0% 35.0% 15.0% 7.0% 5.0%
Previous Period 43.5% 33.6% 15.9% 5.1% 1.9%
16) My supervisor provides regular, specific feedback on my performance.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 31.2% 34.9% 20.2% 9.6% 4.2%
Benchmark 33.0% 27.0% 25.0% 8.0% 7.0%
Previous Period 26.5% 36.8% 22.8% 10.4% 3.6%
17) My supervisor delegates assignments effectively without micromanaging me.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 49.3% 29.5% 12.2% 5.1% 3.8%
Benchmark 44.0% 33.0% 11.0% 6.0% 6.0%
Previous Period 47.4% 33.6% 11.6% 4.5% 2.9%
18) My supervisor has built a strong sense of belonging within our team or department.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 42.8% 28.4% 17.9% 6.4% 4.5%
Benchmark 34.0% 30.0% 18.0% 9.0% 9.0%
Previous Period 38.9% 31.6% 16.7% 7.9% 5.0%
14 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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July 19, 2022
Item #13 Page 16 of 20
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5. Detailed Analysis (continued)
Executive
6) I trust the senior leaders of this organization. Strongly Agree
Agree Neutral Disagree Strongly
Disagree
Organization 26.7% 34.3% 21.9% 10.7% 6.4%
Benchmark 49.0% 9.0% 25.0% 10.0% 7.0%
Previous Period 24.1% 37.0% 24.1% 9.1% 5.6%
19) Senior leaders act in alignment with our organization's core values or guiding principles.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 28.0% 36.2% 23.0% 8.3% 4.5%
Benchmark 30.0% 32.0% 25.0% 6.0% 7.0%
Previous Period 24.0% 40.9% 23.5% 6.8% 4.8%
20) Senior leaders communicate effectively. Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 24.0% 33.0% 23.7% 12.0% 7.4%
Benchmark 27.0% 28.0% 32.0% 8.0% 5.0%
Previous Period 20.6% 34.5% 24.9% 12.7% 7.3%
21) Senior leaders link the work of the organization to our mission and values.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 26.8% 37.2% 25.3% 6.5% 4.2%
Benchmark 25.0% 37.0% 23.0% 4.0% 11.0%
Previous Period 21.2% 41.8% 24.1% 7.6% 5.3%
22) Senior leaders have created a high-performance work environment.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 24.8% 33.1% 24.4% 10.8% 6.9%
Benchmark 27.0% 25.0% 28.0% 9.0% 11.0%
Previous Period 20.6% 33.4% 25.9% 12.4% 7.7%
15 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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July 19, 2022
Item #13 Page 17 of 20
-
5. Detailed Analysis (continued)
Custom
23) I believe in and am inspired by what our organization is trying to achieve.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 30.5% 43.1% 19.8% 4.9% 1.8%
Previous Period 33.6% 40.6% 20.4% 3.1% 2.3%
24) I have an opportunity to grow and develop in my current position.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 22.5% 36.1% 20.5% 11.2% 9.7%
Previous Period 21.5% 38.2% 20.9% 12.8% 6.5%
25) My organization provides me with the training to do a good job.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 31.2% 45.1% 16.0% 5.8% 1.9%
Previous Period
26) My organization provides me with the resources to do a good job.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 35.0% 46.6% 12.7% 4.2% 1.5%
Previous Period
27) There is good teamwork and cooperation among the
departments in our organization.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 25.6% 41.3% 19.5% 9.8% 3.8%
Previous Period 24.8% 42.4% 18.6% 11.8% 2.5%
28) My co-workers are committed to doing quality work. Strongly Agree
Agree Neutral Disagree Strongly
Disagree
Organization 44.0% 40.0% 12.2% 2.6% 1.2%
Previous Period 41.5% 45.0% 10.7% 2.2% 0.6%
29) I meet with my supervisor on a regular basis to check in on my work performance.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 28.7% 34.5% 20.3% 11.9% 4.6%
Previous Period 22.9% 33.4% 23.7% 14.9% 5.1%
30) The goals I discuss with my supervisor are achievable and realistic.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 32.9% 38.0% 23.5% 4.0% 1.7%
Previous Period 27.9% 40.6% 25.9% 4.3% 1.4%
31) This organization cares for its employees. Strongly Agree
Agree Neutral Disagree Strongly
Disagree
Organization 25.7% 39.3% 20.6% 8.5% 5.8%
Previous Period 25.7% 39.5% 22.8% 7.9% 4.2%
32) My organization's policies promote equitable treatment of all employees.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 31.6% 37.5% 19.3% 6.9% 4.7%
Previous Period
33) Senior leaders effectively communicate about diversity, equity and inclusion.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 23.7% 33.9% 27.2% 9.3% 5.9%
Previous Period
34) My organization is progressing toward greater diversity, equity and inclusion.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 23.8% 40.2% 27.8% 6.1% 2.1%
16 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
High Level Engagement Report
July 19, 2022
Item #13 Page 18 of 20
-
Previous Period
35) The professional development and training that employees receive in my organization fosters an inclusive work
environment.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 25.7% 41.8% 26.2% 5.1% 1.2%
Previous Period
36) Employees with diverse backgrounds have equitable
opportunity to grow and advance here.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 31.9% 37.4% 22.1% 5.2% 3.4%
Previous Period
37) I am comfortable sharing my thoughts and opinions,
including contrary views.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 21.9% 38.2% 19.8% 13.4% 6.6%
Previous Period
38) It is safe to speak up and share my thoughts and opinions on things around here.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 20.4% 34.0% 24.2% 13.5% 7.8%
Previous Period 20.9% 34.1% 22.0% 13.3% 9.8%
39) I feel pressured to change or hide things about myself in order to fit in with my colleagues.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 5.7% 9.6% 20.0% 40.5% 24.2%
Previous Period
40) I am comfortable speaking up when I experience or
observe bias in my organization.
Strongly
Agree
Agree Neutral Disagree Strongly
Disagree
Organization 19.3% 40.0% 26.9% 9.6% 4.2%
Previous Period
41) I have experienced bias at my organization. Strongly Agree
Agree Neutral Disagree Strongly
Disagree
Organization 8.3% 18.4% 21.6% 28.6% 23.1%
Previous Period
44) Do you plan to remain with the organization through the next 12 months?
Yes Probably No
Organization 73.2% 21.8% 5.0%
Previous Period 79.9% 15.9% 4.2%
17 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
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July 19, 2022
Item #13 Page 19 of 20
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6. Implications and Next Steps
Manage Your Reactions
• Try to put the results into perspective. This is a starting point. The objective is to improve from wherever you are now.
This is not a diagnosis or a grade. It’s not a competition with other organizations. It’s about having insights upon which to build useful plans for increasing engagement and organizational performance. • If scores are lower than you expected, it’s okay to feel disappointed, frustrated, or even angry. However, try to avoid showing anger with employees about their feedback or confronting employees about their responses. Doing any of these things will negatively impact future candor. Honest feedback is necessary to help you make the right decisions in building a culture of engagement.
Consider What Matters Most
• Strategic priorities are more important than external benchmarks. Consider which items in this survey have the greatest impact on your organization's ability to achieve its goals. • Consider which data troubles you — and why.
• There’s more to the story than what the survey reveals. While engagement is an individualized equation, each employee having unique motivators and definitions of personal success, organizational and managerial practices are also at play.
No survey can capture all of these variables. Be sure to consider the findings in this report in the context of other data you currently track (e.g., on performance management, compensation, and L&D) in order to build a fully engaged workforce.
Take Action
• Engagement is a shared responsibility! Involve others in the process of determining how to proceed. • Decide if you are going to take a strategic or tactical approach. This decision will shape your communications, actions, and resources.
• Consider these questions:
◦ How can you leverage favorable responses or address trouble spots that are under your control? ◦ How can you capitalize on favorable responses that you don’t control? ◦ How can you influence or modify your response to difficulties you don’t control? ◦ How can you support employees' drivers of contribution and satisfaction? 18 High Level Engagement Report / Copyright © 2022 GP Strategies Corporation. All Rights Reserved.
High Level Engagement Report
July 19, 2022
Item #13 Page 20 of 20
-
July 19, 2022
To:
From:
Via:
All Receive - Agenda Item# J.3
For the Information of the:
_E~ COUNCIL
Date'll.!J&ib CA ✓ CC ✓
CM ~ ACM £ DCM (3) ../
Council Memorandum
{city of
Carlsbad
Re:
Honorable Mayor Hall and Members of the City Council
Laura Rocha, Deputy City Manager, Administrative Services Geoff Patnoe, Assistant City Manager~
Additional Materials Related to Staff lrejiort Item No. 13 - 2022 Employee Engagement Survey Results (Districts - All)
This memorandum provides a correction to information regarding the Executive Summary of the 2022 Employee Engagement Survey Results Staff Report .
The Staff Report incorrectly states an incomplete sentence and a missing word as follows:
The City of Carlsbad is committed to having a productive and engaged workforce. The 2022 Employee Engagement Survey provided as Exhibit 1 serves as a benchmark to measure The survey found:
• Employees have a strong connection to their work, with 90% saying that like the work they do and that the work is the No. 1 retention driver.
The Staff Report should read:
The City of Carlsbad is committed to having a productive and engaged workforce. The 2022 Employee Engagement Survey provided as Exhibit 1 serves as a benchmark to measure how city staff feel about important areas of engagement at work.
The survey found:
• Employees have a strong connection to their work, with 90% saying that they like the work they do and that the work is the No. 1 retention driver.
Attachment: A. Staff Report - 2022 Employee Engagement Survey Results cc: Scott Chadwick, City Manager
Celia Brewer, City Attorney
Administrative Services Branch
Human Resources Department
1635 Faraday Avenue I Carlsbad, CA 92008 1442-339-2440 t ~ CITY COUNCIL
~ Staff Report
Meeting Date:
To:
From:
Staff Contact:
Subject:
District:
July 19, 2022
Mayor and City Council
Scott Chadwick, City Manager
Nancy Magpusao Burke, Senior Program Manager
[email protected], 442-359-6212
Judy von Kalinowski, Human Resources Director
[email protected], 760-473-4670
2022 Employee Engagement Survey Results
All
Recommended Action
Receive a report on the results of the 2022 Employee Engagement Survey.
Executive Summary/Discussion
CA Review CKM
The City of Carlsbad is committed to having a productive and engaged workforce. The 2022 Employee Engagement Survey provided as Exhibit 1 serves as a benchmark to measure how city staff feel about important areas of engagement at work.
Engagement is a combination ,of employee satisfaction and contribution, and is a key factor in employee efficiency, turnover, and other critical areas of productivity. This survey gives key insight into what the city is doing well and areas of growth or improvement.
To gauge employees' engagement at work, Human Resources contracted with GP Strategies to conduct an online survey open to all full-time and part-time employees . The survey was available from Jan. 11 to Jari. 31, 2022; it received 843 responses and a 76.4% response rate. · The survey found:
• Employees have a strong connection to their work, with 90% saying that they like the work they do and that the work is the No. 1 retention driver. • Contribution is strong at the City. Just over 90% are giving discretionary effort a,nd 86% are clear on their work priorities, up five points from 2018. Eight out of ten said they have the resources to do their jobs.
• Manager results are significantly above benchmark data, and a number of managers' results increased from 2018.
• Senior leaders results have improved significantly for certain branches . • Two thirds of the organization feel there is good interdepartmental collaboration, up 12 points from the benchmark.
The survey also showed areas where the city can improve as an employer, such as:
• Top retention factors for employees considering leaving are compensation, career, supervisors, and the city's culture.
• More can be done on policies promoting and progressing diversity, equity and inclusion at the city.
• Belonging and inclusivity can be improved by creating an environment where it is safe and comfortable for employees to share their views and speak out against bias.
The report reflects the city's commitment to measuring engagement as well as building a highly engaged workforce that delivers quality service to the community and with one another.
Fiscal Analysis
This is an informational report with no fiscal impact.
The one-time cost of administering the survey and compiling the results and reports was $40,000. This expense was included in the budget for fiscal year 2021-22.
Next Steps
The city will continue to take steps to promote and enhance employee engagement. Examples of this include maintaining a robust training program that focuses on employee growth and development, implementing further team-building exercises within departments and providing additional coaching and support resources for staff.
Human Resources staff will meet with department directors to review survey results and identify and sustain areas of success, then with the departments to strategize on which areas can be strengthened and develop methods of improvement.
Environmental Evaluation
This action does not constitute a project within the meaning of the California Environmental Quality Act under California Public Resources Code Section 21065 in that it has no potential to cause either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.
Public Notification
This item was noticed in keeping with the state's Ralph M. Brown Act and it was available for public viewing and review at least 72 hours before the scheduled meeting date.
Exhibits
1. 2022 Employee Engagement Report
2022 EMPLOYEE ENGAGEMENT
SURVEY RESULTS
David Graham, Chief Innovation Officer
Judy Von Kalinowski, Human Resources Director
Together we make transformation happen
• • • • •• • •
• ••:•.GPStrateg1es®
• • • t N
• • • Your workforce transformation par ner
•
Part of Learning Technologies Group pie /tg
( City of
Carlsbad
AGENDA
TRANSFORM WITH US
• Overview
• Survey Considerations
• Survey Highlights
• What’s Next?
• Q&A
2 OVERVIEW
• Survey data collected by consultant Jan. 11-31, 2022
• Similar surveys conducted in 2015, 2018 and 2022
• Period over period considerations
o Organizational changes
o Pandemic impact
o Economic volatility
3 • •••• •
OVERVIEW
• 76% of em ployees responded, an increase of 20 points from 2018 • Results w ere mostly stable from 2018 with a few areas of change • Generally on pa r with or above the consultant’s benchmark from other clients • Benchmark:
o Government n = 115 ,000 surveyed from 55 organizations 4 • •••• •
SURVEY CONSIDERATIONS
5 FINDINGS…
• Not a “happiness” assessment
• Is not a report card
• Does not provide all the answers
• Is a starting point, designed to prompt dialogue among leaders and employees
• Provides insights to shape decisions and actions to engage on satisfaction and contribution
• •••• •
ORGANIZATIONAL CULTURE
6 ORGANIZATIONAL CONFIDENCE
7 65.0%
73.5%
This organization cares for its
employees.
I believe in and am inspired by what our
organization is trying to achieve.
2022
▲ 0.5 pts.
Benchmark
Variance
2018 - 2022
Variance
▼ 0.6 pts.
▼ 0.2 pts.
■
• •••• •
| 8
What is Employee Engagement?
THE X MODEL
ORGANIZATIONAL PERFORMANCE AND EMPLOYEE SATISFACTION
9 SUCCESS
MAXIMUM
SATISFACTION
Values, Goals, Strategy
SUCCESS
MAXIMUM
CONTRIBUTION
Values, Goals, Strategy
JOB
INDIVIDUAL
City of Carlsbad
92% giving discretionary effort
85% clear on work and
organization priorities
90% like the work
79% are satisfied to work here
~©!
------
• •••• •
ENGAGEMENT
10 • Not aligned
• Burnt out
• Not achieving success
• Clear on priorities
• Giving discretionary effort
• Reaching their personal success
• De
livering success to organization
30%
70%
High Engagement Population
Engagement Risk Population
2018 ▼ 3.3 pts.
BM ▲ 8.6 pts.
• •••• •
THE X MODEL
ORGANIZATIONAL PERFORMANCE AND EMPLOYEE SATISFACTION
11 Great Days
At Work
• •••• •
12 WHAT EMPLOYEES ARE SAY IS WORKING WELL
“I feel supported, appreciated and valued by the organization… I've never been part of such a great team. ” Workgroup/Team
“The privilege of getting to work from home has been absolutely life-changing. Especially for those of us with young families and commutes. This privilege is now one of the primary reasons that I choose to stay working for the city. ” Working Conditions
“City is very open to providing necessary tools allowing us to perform our work more efficiently. ” Providing Resources
40.6%
14.5%13.4%
12.5%
19.1%Professional
development
More flexibility
Better job conditions
More opportunities to
do what I do best
Other
SATISFACTION
13 Choose the item that would most improve your Job Satisfaction. ■
■
■
■
■
I have an opportunity to grow
and develop in my current
position.
I have career opportunities
here.
■ 2022
2018 - 2022
Variance
IT 1.2 ptsl
I A 0.7 ptsl
Benchmark
Variance
I T 5.4 pts. I
I T 1.7 pts. I
• •••• •
TEAMWORK
14 66.9%
There is good teamwork and
cooperation among the departments in
our organization.
2022
▲ 11.9 pts.
Benchmark
Variance
2018 - 2022
Variance
▼ 0.3 pts.
■
• •••• •
RETENTION
15 FLIGHT RISK
DO YOU PLAN TO REMAIN THROUGH THE NEXT 12 MONTHS?
16 73.2%
21.8%
5.0% City Wide
Yes
Probably
No
76.7%
18.8%
4.5%Full-Time
Yes
Probably
No
63.2%
30.5%
6.4%Part-Time
Yes
Probably
No
26.8%
■
■
■
■
■
■
■
■
■
• •••• •
RETENTION FACTORS
WHY WOULD YOU LEAVE?
2.5%
3.3%
4.3%
11.3%
16.1%
24.4%
25.0%
My supervisor
The economy
My organization's culture
My career
Personal reasons
No desire to leave
My compensation
All Employees
17 Turnover Population
12.0%
7.1%
9.5%
26.2%
• •••• •
LEADER RESULTS
My manager refers to the person who directly supervises you.
Senior leaders refers to Division Heads, Department Heads, and Executive Team. (This does not include elected officials.)
18 LEADER RESULTS
▲ 1.2 pts. ▲ 3.0 pts.
▲ 0.1 pts. ▲ 5.0 pts.
BM Variance2018 - 2022
Variance
19 60.8%
75.1%
Executive Index
Manager Index
2022
Created a high performing
environment
57.9%
2018 ▲ 3.9 pts.
BM ▲ 5.9 pts.
■
• •••• •
33.7%
25.3%
19.4%
8.5%
13.2%
Additional staff
Resources (processes 15.1%, tools and
technology 10.2%)
Supervisor (coach 6.5%, feedback 9.3%,
communication 3.6%)
More job specific training
Other
CONTRIBUTION FACTORS
20 Choose the item that would most improve your Job Performance. ■
■
■
■
■
• •••• •
DIVERSITY, EQUITY, AND INCLUSION
21 DIVERSITY, EQUITY, AND INCLUSION IN THE WORKPLACE
22 64.1%
69.0%
My organization is progressing toward greater
diversity, equity and inclusion.
My organization's policies promote equitable
treatment of all employees.
2022■
• •••• •
BELONGING
23 54.4%
60.1%
It is safe to speak up and share my
thoughts and opinions on things
around here.
I am comfortable sharing my thoughts
and opinions, including contrary views.
2022 2018 - 2022
Variance
▼ 0.6 pts.
■
• •••• •
WHAT’S NEXT?
THE SURVEY IS JUST A STARTING POINT
25 • •••• •
26 WHAT DO WE DO WITH THIS INFORMATION?
• Evaluate existing programs
• Continue engaging employees
• Adopt a continuous improvement approach to data collection to inform city’s efforts to talent attraction, employee retention, and organizational culture • Equip all levels of the organization to work together on key areas and opportunities
• Address challenges in key engagement areas
27 WHAT WE’RE DOING IN KEY ENGAGEMENT AREAS
Professional Development
• 100 live & virtual trainings
• Over 100 on-demand professional development courses in Learning Management System • Leadership & management academies
• Supervisor & manager group Trainings
• Coaching & counseling
Employee Engagement & Satisfaction
• Rewards & recognition program
• Flexible and remote work schedules
• Employee assistance and resource programs
• Regular salary studies to remain competitive
Diversity, Equity & Inclusion
• DEI Workplan approved by Council in March
• DEI Committee & hiring DEI Program Manager
• 9 Listening Circles and 10 dedicated workshops to date 28 FUTURE ACTIONS IN KEY ENGAGEMENT AREAS
Professional Development
• Expand live & virtual trainings
• Increase the number of on-demand professional development courses in Learning Management System • Deliver focused department/division trainings
• Encourage more opportunities for multi-departmental collaboration and knowledge sharing Employee Engagement & Satisfaction
• Leadership Team & management workshops
• Expand coaching & counseling
• Continue evaluation of compensation to remain competitive • Develop “Pulse Surveys” to more regularly assess employee sentiment & engagement Diversity, Equity & Inclusion
• Continue the work of DEI committee
• Implement DEI Workplan
• Launch “Let’s Connect” program to support belonging, open conversations, and shared ideas 29 TAKEAWAYS
• City has a highly engaged workforce
• There are key areas where the city can engage further • Current and future actions are focused on areas of opportunity • More regular approaches to assessing employee sentiment and engagement will support a data-driven and agile approach to the workforce THANK YOU!
Presented by
www.gpstrategies.com
© 2021 GP Strategies Corporation. All rights reserved. GP Strategies and GP Strategies with logo design are registered trademarks of GP Strategies Corporation. All other trademarks are trademarks or registered trademarks of their respective owners. Proprietary to GP Strategies Corporation Transform with us 30 • • ••• •