City of Charlotte Employee Survey. Citywide Survey Results

Transcription

1 City of Charlotte Employee Survey Citywide Survey Results

2 Table of Contents 01 Employee Survey Introduction 04 Moving Forward 02 City of Charlotte s Workforce 05 Technical Notes 03 Survey Results

3 Introduction City of Charlotte The City of Charlotte strives to be a highperforming organization, delivering quality services to the community with a highly skilled, responsive, and innovative workforce. But how do we recruit, retain and develop the best workforce? And how do we create a positive environment where employees can thrive? First we need to know how our employees are doing, so we asked you. Section 01 3

4 Introduction Employee Survey The City of Charlotte conducted an employee survey late last year to get a snapshot of employee satisfaction and engagement. Ultimately, the results offer a chance to shape our future. You identified several areas that the city excels in, as well as areas that present opportunities to improve. Let s move forward together. The survey asked employees to rate aspects of working for the City of Charlotte such as job satisfaction, employee contribution and fit, communication and decision-making, respect and ethics, wages and benefits, physical work environment, supervisor relationship, performance evaluation, employee development, and workgroup performance. The results are organized into five categories: Your Job, Charlotte as an Employer, Your Workgroup, Supervisor Performance, and Executive Leadership. The survey was conducted by the National Research Center, Inc. 67% Citywide Response Rate Section 01 4

5 City of Charlotte s Workforce Who We Are % 26% 78% 22% average age average years of service male female non-exempt exempt Police Fire Water Aviation Engineering & Property Management CDOT CATS Solid Waste Services Shared Services Neighborhood & Business Services Innovation & Technology Finance CharMeck 311 Manager's Office Planning Human Resources Attorney Corporate Communications Strategy & Budget Clerk 6,969 employees Section 02 Source: City of Charlotte Human Resources Department, as of October

6 Survey Results What Employees Said The following section shows results for each survey question, organized by category. Your Job City of Charlotte Your Workgroup Supervisor Performance Executive Leadership Summary of Survey Results Overall, employees are highly satisfied with their jobs they feel positively challenged at work, gain satisfaction from job responsibilities, have the opportunity to do what they do best, know what is expected of them, and think the City of Charlotte is a good employer. Employees are most satisfied with job components related to people and relationships, the physical work environment, and employee contributions. Employees are least satisfied with performance management and discipline, pay and promotion opportunities, and employee appreciation and recognition. Workgroups and supervisors received generally positive ratings, especially related to respect, relationships, and the quality of work. There is room for improvement in listening to opinions, welcoming involvement in decisions, and providing recognition. Executive leadership received highest ratings for providing vision and direction and modeling standards, but there is room for improvement in employees having a voice in problem-solving and decision-making. Section 03 6

7 Survey Results Your Job q8a: Overall, I am satisfied with my job q8b: Overall, I feel positive about working for the City of Charlotte q8c: Overall, I think the City of Charlotte is a good employer Q8c1: I have the ability to do my job professionally without inappropriate political influence q8d: I plan on working for this organization a year from now q8e: I feel that my workload is manageable most of the time Percent Positive 76% 76% 79% 70% 90% 80% q8f: On average, I could take on a heavier workload than I currently have q8g: I gain satisfaction from my current job responsibilities q8h: I feel positively challenged in my current job q8j: I have good friends at work q8k: I know what is expected of me at work q8l: I have the opportunity to do what I do best every day at work q8m: My values match or fit with the values of this organization q8n: My co-workers are committed to doing quality work q8o: I have received recognition or praise for doing good work in the last seven days q8p: In the last six months, someone at work has talked to me about my progress 39% 80% 75% 87% 84% 74% 73% 77% 53% 61% 0% 25% 50% 75% 100% Strongly agree Somewhat agree Somewhat disagree Strongly disagree Section 03 7

8 Survey Results City of Charlotte (Pt.1) q7: How likely or unlikely you are to recommend working for the City of Charlotte to someone who asks? q9a: The working relationships at the City of Charlotte overall q9aa: Coaching or mentoring employees Percent Positive 78% 62% 38% q9b: Communication among all staff overall q9bb: Opportunities for promotion q9c: Collaboration among all staff overall q9c1: Promoting diversity and inclusion throughout the organization q9c2: Keeping discrimination out of the workplace q9c3: Encouraging innovation, including creativity and responsible risk-taking q9cc: Opportunities to develop a career path q9d: The work being done at the City of Charlotte overall q9dd: Work schedule flexibility q9e: Overall staff morale q9ee: Availability of necessary materials, resources and equipment to do the job effectively q9f: The City of Charlotte's reputation among staff q9ff: Providing individual and group work spaces to do the job effectively q9g: A respectful atmosphere q9h: Communicating standards of ethical behavior 37% 34% 38% 62% 60% 45% 43% 63% 60% 30% 64% 43% 63% 53% 62% 0% 25% 50% 75% 100% Excellent Good Fair Poor Very likely Somewhat likely Somewhat unlikely Very unlikely Section 03 8

9 Survey Results City of Charlotte (Pt.2) q9i: Modeling standards of ethical behavior q9j: Maintaining a work environment that is free of violence or harassment q9k: Maintaining a work environment that is free of drug or alcohol abuse q9l: Work-life balance for staff q9m: Clarity of staff roles and responsibilities q9n: Employee appreciation q9o: Effectiveness of meetings and meeting schedule q9p: The overall skill set of staff q9q: Accuracy of performance evaluations q9r: Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities q9s: Benefits overall (vacation, sick leave, health care, retirement plan, etc.) q9t: Connection between compensation and performance q9u: Dealing with low-performing employees q9v: Recognizing high-performing employees q9w: Defining performance objectives q9x: Applying discipline fairly and consistently q9y: Supporting continual learning and development q9z: Availability of opportunities for employees to develop knowledge and skills Percent Positive 52% 74% 90% 56% 54% 35% 45% 67% 47% 31% 64% 29% 19% 33% 46% 29% 55% 53% 0% 25% 50% 75% 100% Excellent Good Fair Poor Section 03 9

10 Survey Results Your Workgroup q10a: The working relationships in my workgroup overall q10b: Communication among all staff in my workgroup overall q10c: Collaboration among all staff in my workgroup overall Q10c1: The overall quality of the working relatioships between departments in q10d: The quality of work being done in my workgroup overall q10e: Overall staff morale in my workgroup Percent Positive 72% 61% 63% 48% 79% 47% Supervisors q11a: Fostering an atmosphere of mutual trust and confidence q11b: Promoting a positive working relationship among work group members q11c: Providing specific, constructive feedback that helps improve performance q11c1: Encouraging employees to come up with innovative solutions to problems q11c2: Listening to employee opinions q11c3: Modeling a high standard q11d: Working together with employees to set goals q11e: Communicating expectations of employees q11f: Informing employees about decisions that impact work q11g: Providing recognition for doing good work q11h: Treating employees with respect q11i: Welcoming employee involvement in decision-making 0% 25% 50% 75% 100% 58% 61% 54% 55% 55% 60% 53% 58% 56% 51% 66% 54% 0% 25% 50% 75% 100% Excellent Good Fair Poor Section 03 10

11 Survey Results Executive Leadership Percent Positive q12a: Communicating an inspiring vision q12b: Clarity of strategic direction, goals and objectives q12c: Strength of shared understanding among employees of what the organization is supposed to do q12c1: Fostering an atmosphere of mutual trust and confidence q12c2: Working together with employees to set goals q12d: Communicating information in a timely manner q12e: Communicating information that helps employees to understand the problems and issues facing the City q12f: Encouraging employees to come up with innovative solutions to problems q12g: Welcoming employee involvement in decision-making q12h: Listening to employee opinions q12i: Speed of response to important issues or change q12j: Modeling a high standard q12k: Managing costs responsibly and logically q12l: Process for making important decisions q12m: Overall level of confidence in the leadership of the City of Charlotte 48% 47% 47% 40% 35% 47% 41% 39% 33% 33% 36% 48% 44% 41% 46% 0% 25% 50% 75% 100% Excellent Good Fair Poor Section 03 11

12 Moving Forward What We Learned Job satisfaction and staff morale are key components of an engaged and connected workforce. And this matters - a highly engaged workforce yields higher levels of performance, greater commitment and discretionary effort, better customer satisfaction, reduced turnover and absenteeism, and ability to attract the best employees. The survey revealed an interesting paradox: overall, employee satisfaction is high but staff morale is perceived as low. Analysis of the survey response suggests four areas of opportunity to build upon employee engagement efforts: Show employees that they are appreciated Improve communication and collaboration across departments Encourage employees to give input, and provide opportunities for them to demonstrate their innovation and creativity Develop a stronger culture of trust, confidence and respect Analysis of the survey response suggests four areas of opportunity to build employee engagement: Employee Appreciation Communication & Collaboration Input & Innovation Trust, Confidence & Respect Section 04 12

13 Moving Forward Next Steps Department Approach Review department results and identify strengths and opportunities Select areas of focus and develop an action plan, leveraging departmental activities already underway Engage employees to share input, generate ideas, and take action to build a connected and engaged workforce Citywide Approach Communicate survey results through citywide report and data dashboard Engage a diverse, cross-departmental advisory team to develop a city-wide approach to building employee engagement Celebrate strengths, highlight ongoing activities, and track changes over time Section 04 13

14 Technical Notes The Nitty-Gritty Data Collection The City of Charlotte partnered with National Research Center, Inc. to conduct a City-wide employee survey. Employees were mailed a postcard to their homes in October 2014 inviting them to complete a web-based survey. Employees with addresses also received two reminder messages with a link to the survey. Additionally, hard copy surveys were provided to employees for convenience. Data collection continued through December Data Weighting Since not every City employee participated in the survey, weights were applied to the survey sample. The characteristics of the survey sample were compared to the employee characteristics provided by the City of Charlotte. Sample results were weighted by age, gender and race to reflect the demographic makeup of the City s employees. For this report, Citywide results are reported with weighted data. Department-specific results are reported with un-weighted data. Data Analysis City of Charlotte staff conducted an analysis of the survey data to identify the aspects that most significantly explain employees ratings of satisfaction and morale. Bivariate correlations and binary logistic regression models were run using statistical software. For morale, no significant differences were found by employee characteristics, demographics, or department. Satisfaction differed by length of employment. Since citywide results could potentially be skewed by the large number of public safety employees, a separate analysis was run excluding Police and Fire, and no significant differences were found. Section 05 14

15 More Info Stephanie Whitesides Human Resources Consultant