OPS Employee Survey:

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OPS Employee Survey From Results to Action
September 9, 2008
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Overview

• Overview of Employee Engagement Concepts and
  Framework
• Employee Engagement Measurement Program a phased
  approach
• Acting on the results the case for local action
• Case studies two ministries / two different
  approaches to Action Planning
• The future

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Employee Engagement Program

• Ensuring a capable, diverse and engaged
  workforce, committed to quality public service,
  is a key component of the OPS modernization
  agenda, and a critical performance indicator in
  our measurement/ accountability framework
• The EE Measurement Program mandate
• Create organizational metrics to support OPS
  modernization objectives
• Establish baseline data
• How engaged are our employees?
• What is driving their level of engagement?
• Create metrics for tracking progress
• Inform an integrated strategy to improve employee
  engagement
• Inform related strategies underway/planned
• Identify gaps and priority areas to focus
  energy/resources
• Facilitate benchmarking with other jurisdictions
  through the Public Service Commissioners
  Employee Engagement Inter-jurisdictional
  Initiative Team

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What is Employee Engagement?

• Engaged employees have
• High-level of satisfaction with their jobs
• High-level of commitment to their organizations
• feel pride for their organization
• intend to remain with their organization
• desire to serve or to perform at high levels
• positively recommend their organization to others
• improve the organizations results

• Drivers of Satisfaction Commitment
• quality of management/ supervision
• clear expectations and direction
• learning and development opportunities
• opportunity for advancement
• opportunity for input and involvement
• job fit
• co-worker relationships
• recognition
• work-life balance
• quality of service provided
• organizational communication
• independence innovation

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OPS Employee Engagement Objectives and Framework
OBJECTIVES
Increase Employee Engagement
Strengthen Organizational Performance
Increase Customer Satisfaction
Promote higher-level of public confidence trust
in public institutions
Employee Engagement Framework
Survey Tool Design Testing
Implementation Monitoring of Improvements
Survey Roll out
Action Planning
Data Processing Analysis
Results Reporting
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OPS Phased Approach to Surveying

• A phased roll-out has supported
• Building infrastructure, capacity and support for
  robust action planning to respond to survey
  findings
• Building awareness, capability, accountability
  and commitment in managers for improving employee
  engagement results
• Allowing opportunities to refine/enhance the
  survey questions process

• T3 (2009)
• Biannual census survey
• Ministry-specific reports issued
• Reports to Division / Branch level
• All SMGs accountable for pre and post survey
  communication and managing relevant post survey
  action

• T2 (2007)
• Census survey
• Ministry-specific reports issued
• Reports to Division level
• All DMs ADMs accountable for pre and post
  survey communication and for managing relevant
  post survey action to the Division level

• T1 (2006)
• Sample survey
• OPS baseline established
• No ministry-specific data
• Reports by job classification, demographics,
  cohorts, etc
• DMC MGCS accountable(corporate initiatives)

Increasing Organizational Accountability (promotes
systemic buy-in and strategy building)
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OPS Employee Engagement Index
2006
2007
Employee Engagement Index (Margin of Error /-
0.34)
Employee Engagement Index (Margin of Error /-
0.24)
L
L
H
H
M
M
The 2007 OPS Employee Engagement Index
significantly increased in 2007. More employees
are highly engaged (37 vs. 34 in 2006) and
fewer are disengaged (21 vs. 23).
? Indicates a significantly higher score than 2006
Margin of Error The expected error estimation
based on the sample the larger the sample the
smaller the error. In 19 out of 20 repetitions of
the survey the true value for the estimate will
lie within the stated confidence interval.
? Indicates a significantly lower score than 2007
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Priority Improvement Areas
2007
2006

• The recommended Priority Improvement Areas for
  the OPS remain consistent with those in 2006.
• Relative to 2006 opportunities for growth and
  advancement is about the same.
• However, there have been positive developments in
  the other three priority areas.
• There is an increase in agreement that the senior
  leadership provides clear direction, ministries
  are viewed as supporting work-related learning
  and development and more OPS employees report
  that the essential information flows from staff
  to senior leadership.

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Local variation is key

• Corporate variation from 2006 to 2007 was minimal
• Results by ministry show significant differences
  from corporate results
• Within a ministry, wide variations in performance
  between divisions often cannot be seen in the
  overall ministry results
• The best way to improve local performance is to
  provide results at the divisional level (and
  lower levels) where this variability can be
  addressed

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Corporate Role Shift

• 2006 Survey management, communications and
  action planning was centrally driven
• 2007 Survey overall management remains corporate
  but Ministries and other major stakeholders
  (e.g. HR Ontario, IIT, ServiceOntario, Ontario
  Shared Services,etc) participate in survey
  planning, communications and local action
  planning
• 2009 Continued and improved partnership with
  ministries and major stakeholders

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Approach to Action Planning

• 2006
• Accountability for results and improvements is
  corporate
• Corporately-driven communications
• Focus is on OPS-Wide Priority Improvement Areas

• 2007
• Accountability for results and improvements
  shifts to the Local level
• Corporate role shifts to support ministries (e.g.
  ADM Action Planning Guide)
• Communications is Ministry and divisionally
  driven
• Ministry and Divisional (and lower units)
  Priority Improvement Areas are key to change

14
Case Studies

• Ministry of Health and Long-Term Care
• Ministry of Health Promotion

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From Results to Action to Engagement
Ministry of Health and Long-Term Care
Ministry of Health Promotion

• Over 5,000 employees
• Decentralized across the province
• Program delivery, front line staff and hospital
• Fifteen 2007 survey reports received
• Census ministry in 2006
• Ministry undergoing major restructuring/transforma
  tion

• 136 employees
• Centralized location
• Program delivery staff
• One 2007 survey report received
• Not a 2006 census ministry
• Newly established ministry

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Results - Response Rates
MOHLTC
MHP
OPS Overall
Overall Response Rate
Overall Response Rate
Overall Response Rate
ONLINE
ONLINE
ONLINE
MAIL
MAIL
MAIL
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Results Overall Ministry Engagement vs OPS
Ministry of Health Promotion 73.65
OPS Overall 65.97
Ministry of Health 62.46
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Results - Top Four Improvement Areas
MOHLTC
MHP
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Action - Approach
MOHLTC
MHP

• Conduct more research to understand the
  underlying improvements that can be made
• Obtain more input from ministry employees

• Analyze the data and compare the 2007 survey
  against
• 2006 survey results
• Ministry transformation survey results

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Employee Engagement Action Plan - Development
MHP

• Further analysis was conducted on the survey data
  to identify where improvements were required.
• A staff-driven Employee Engagement Dialogue
  Committee was established.
• All ministry staff were invited to attend
  dialogue sessions to determine where improvements
  can be made within the four priority areas 50
  of MHP staff participated in the three sessions
  held
• Although not identified as of the ministrys top
  four improvement areas, an overarching theme
  emerged in all discussions - improve the overall
  organizational communications.
• Action plan developed, communicated and shared
  with all employees

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Employee Engagement Action Plan - Implementation
MHP
Sample from Action Plan Opportunities for
Growth and Advancement
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Employee Engagement Action Plan Follow-up
MHP

• Throughout 2008, short-term ideas that MHP staff
  brought forth will be implemented
• Longer-term ideas will be worked toward for
  implementation throughout 2009 and beyond
• Implementation and progress will be monitored to
  ensure quality of implementation and that
  timelines are realistic and being met

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Action Plan Development
MOHLTC

• Further analysis was conducted on the survey data
  receive (ministry, division and large program
  area). Ministry also used on-line survey data
  tool (IRIS) to further analyze Ministry and
  divisional data
• Although not identified as of the ministrys top
  four improvement areas, two additional priority
  areas were identified Recognition and Fair HR
  Practices
• Discussion groups were held for these two
  additional improvement areas to further identify
  the underlying areas of improvements required

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Action Plan Implementation
MOHLTC

• Senior Management buy-in has been obtained
• In addition to the ministrys action plan, some
  divisions are also implementing their own EE
  strategies
• Linkages are been made so that employee
  engagement is being integrated into ministry
  business and other priority areas
• Managers are schedule to be trained on effective
  HR Practices including recruitment and a new
  managers HR foundation manual is being rolled out
• New targeted training programs are being offered
  to staff (eg. Administration level training
  courses - project management)

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Employee Engagement Action Plan Follow-up
MOHLTC

• Short-term action items continue to be
  implemented and communicated to employees
• - Wellness workshops and guides will be
  introduced in the fall
• - More web based tools will be introduced to
  help
• - employees make effective use of mentors
• - managers mentor and coach with more
  confidence and understanding
• - Simplified tools will be introduced to
  encourage busy managers to provide timely
  informal recognition
• Implementation and progress will be monitored to
  ensure quality of implementation and that
  timelines are realistic and being met

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Engaging Employees - Communication
Goal - Transparency!
MOHLTC
MHP

• Email memo from Deputy Minister sent to all
  employee
• Full Ministry Report posted on Employee
  Engagement Intranet site
• Corporate Internal Communication Strategy
  developed
• Updates communicated to staff

• Full page Article from Deputy Ministry
  incorporated into ministry Newsletter
• Full Ministry Report posted on Employee
  Engagement Intranet site
• EE email address established for employee
  feedback
• Updates communicated to staff

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2009 Employee Survey

• Census survey February / March 2009
• Enhanced demographics to support Diversity
  Strategy
• New questions to support Service Directive,
  Physical Workplace Environment, Assess employee
  confidence in survey results being addressed