staff survey 2012 - executive team presentation (annex b) prepared by: gfk nop september, 2012 1...
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Staff Survey 2012 - Executive Team Presentation (Annex B)Prepared by:
GfK NOP
September, 2012
1
Agenda item: 17
Paper no: CM/03/12/14B
•Predominantly online survey with some paper surveys made available to those out of the organisation eg. long-term sick leave
•Survey live: 13th June - 4th July 2012
•All employees given opportunity to participate including temporary staff: 1,983 in total
•1578 completed responses: 80% response rate (76% in 2010)
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Research Approach
3
Response Rates
80%
70%
83%
79%
79%
77%
74%
81%
Total CQC
Finance and Corporate Services
Governance and Legal Services
Regulatory Development
Operations
Intelligence
Strategic Marketing and Communications
Human Resources
No. of Surveys
1578
81
50
48
1148
130
51
51
1578 completed surveys includes 19 respondents who chose not to reveal their job function
Overall a very high response rate (80%) was achieved for the survey (76% in 2010) ensuring the results are a good representation of overall attitudes within the organisation
4
Headline Findings (1)
• Employee Engagement levels at CQC are moderate (EEI 55), but compared with 2010 (EEI 41% - ORC International) have improved significantly. Employees are more likely to:
• Be proud to work for CQC (53%, up 16%)• Recommend CQC as a good place to work (42%, up 17%)• Want to be working for CQC in 12 months time (61%, up
10%)
• Overall satisfaction at CQC 48%
• Most measures which can be tracked over time have increased since 2010 (20 out of 28 statements)
• Learning and Development is an area which has shown significant improvement
• Satisfaction with the reward package saw the biggest drop since 2010
5
Headline Findings (2)
• Employees are most positive about the team in which they work and the ethos of service focus within the organisation
• The lowest performing areas are morale, management of change and communications across the organisation
• The directorates with the highest engagement levels are:• Human Resources (EEI 71)• Strategic Marketing & Comms (EEI 62)
• The directorate with the lowest engagement level is:• Intelligence (EEI 52)
6
Overview
6
Increase since 2010
Decrease since 2010
Guide to understanding trends since 2010
Employees are most positive about the team in which they work and the ethos on service focus
Top Performing areas
% strongly agree/agree
2010
NA
91%
NA
NA
NA
NA
62%
59%
7
Employees are least positive about morale and communications across the organisation as well as the management of change
Lowest Performing areas
% strongly agree/agree
2010
18%
NA
7%
22%
NA
22%
26%
38%
NA
44%
8
• I am clear about what I am expected to achieve in my role (76%)• I feel I am kept informed about matters affecting me in a timely
manner (47%)• I would recommend CQC as a good place to work (42%)• I feel communications across different parts of CQC are effective
(24%)• I believe that CQC makes a positive difference to people's lives
(73%)• I feel proud to work for CQC (53%)• I believe that the work CQC does with service providers improves
standards of care (77%)
Biggest Increases since 2010
+44%
I know how to access learning and
development opportunities in
CQC (72%)
+23% +22%
I believe CQC employees display
the employee values (66%)
I believe I have the opportunity for
personal development and growth in CQC
(49%)
+15 to + 17%
9
Other Increases since 2010
• My Line Manager motivates me to do my role well (63%) • I believe that CQC has a strong commitment to equality
and diversity in its regulatory functions (71%)• I believe action will be taken on the results of this survey
(33%) • I would like to be working for CQC in 12 months' time
(61%)
+6 to +9%
+10 to + 14%
• The reasons behind organisational changes are clearly
communicated (31%) • My Line Manager is open to my ideas and suggestions
(72%)• I believe the behaviours of leaders are consistent with the
values of CQC (33%)• I am treated with fairness and respect in CQC (58%)• I believe that CQC is an equal opportunities employer
(68%)
10
Decreases since 2010
• In my team, I can rely on support from my colleagues when I need it (88%) • Compared with other people doing a similar role in other organisations, I
think I am rewarded fairly (34%)• I have a clear understanding of my contribution to achieving the objectives
of CQC (70%)
-17%
- 8%
- 6%
- 3 to 4%
• Considering the role I perform, I am suitably rewarded in CQC (36%)
• I am able to strike the right balance between my work and home life (51%)
• I am satisfied with my overall reward package (41%)
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CQC % Positive
2012
CQC % Positive
2010BM*
In my team I can rely on support from my colleagues when I need it 88% 91% 73%
In my team I feel that we all respect and value each other 84% N/A 65%
My team has a culture of ensuring effective service delivery across CQC 78% N/A 56%
My Line Manager gives me feedback on my performance which helps me to improve my work
64% N/A 48%
My Line Manager supports me in my career development 57% N/A 32%
I feel proud to work for CQC 53% 37% 61%
I would recommend CQC as a good place to work 42% 25% 49%
Compared with other people doing a similar role in other organisations I think I am rewarded fairly
34% 38% 21%
I believe action will be taken on the results of this survey 33% 22% 39%
Benchmark data
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GfK Public Sector EEI Benchmark: 56
*BM = GfK’s benchmark measure for public sector organisations
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Employee Engagement Index
13
14
Drivers of Employee Engagement
Engagement theme
Relative Importance(total =100) Performance
Overall Perceptions 20.3 54My Role 14.5 60Equality & Diversity, Inclusion and Well-being 10.8 60Vision and Employee Values 9.6 50Service Focus 8.5 64Learning and Development 6.5 61Managing Change 6.2 42Leadership 5.8 62Reward 5.7 47Survey Action Planning 4.4 48Communication 4.2 46Teamwork 3.6 64
CQC Employee
EngagementIndex = 55
Performance is the average of the results across questions
falling into each theme
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Employee Engagement Index by Directorate
CQC Employee Engagement
Index Overall 2012:
55
CQC Employee EngagementOverall 2010:
41% *
* Calculation based on ORC International approach
Understanding Employee Engagement
Secondary Action
Maintain
Immediate Action
Strength
Secondary Importance & Strong Performance:Maintain: lower priority
High Importance & Strong Performance:Continue efforts
Secondary Importance & Low Performance:Action still required
High Importance & Low Performance:Essential to improve
Most Important
Least Important
LowPerformance
HighPerformance
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Drivers of Employee Engagement vs. Performance
Most Important
Least Important
LowPerformance
HighPerformance Maintain Best Performers
Priority Action AreaSecondary Action
18
Results in Detail
18
Increase since 2010
Decrease since 2010
Guide to understanding trends since 2010
19
Areas requiring immediate action:
Vision and Employee ValuesOverall Perceptions
19
Although many believe employees display the values of CQC (and significantly more than in 2010), they are less positive that leaders display the same values
Vision and Employee Values
% Positive
2012
% Positive
2010
66% 43%
52% NA
35% NA
33% 26%
20
Although employees are generally committed to the future of CQC and the effect it has on people’s lives, the issue of morale in the organisation needs to be addressed urgently
Overall Perceptions
% Positive
2012
% Positive
2010
73% 57%
59% NA
16% 18%
21
22
Areas requiring secondary action:
Managing ChangeRewardCommunicationSurvey Action Planning
22
Nearly three-fifths of employees do not believe that changes are effectively implemented at CQC
Managing Change
% Positive
2012
% Positive
2010
41% NA
31% 22%
18% NA
23
Opinions were divided as to how employees viewed their reward package at CQC, but around two-fifths of employees were dissatisfied with their reward and opinions had become more negative since 2010
Reward
% Positive
2012
% Positive
2010
BM*
41% 58%
36% 44%
34% 38% 21%
24*BM = GfK’s benchmark measure for public sector organisations
Opinions on Communications have improved significantly since 2010, but there is a clear need to continue to focus efforts on how cross-team communications can be improved across the organisation
Communication
% Positive
2012
% Positiv
e2010
47% 30%
24% 7%
25
Although a third of employees believe action will be taken as a result of the survey and improvements have been made since the last survey, a similar proportion disagreed with these statements
Survey action planning
% Positive
2012
% Positiv
e2010
BM*
33% 22% 39%
32% NA
26*BM = GfKs benchmark measure for public sector organisations
27
Areas to be maintained:
Learning and DevelopmentLeadershipTeamwork
27
I
Learning and Development
% Positive
2012
% Positiv
e2010
78% NA
73% NA
72% 28%
49% 27%
It is clear that Learning & Development initiatives have impacted strongly with a huge increase in the proportion of staff being aware of how to access opportunities
28
Opinions on Line Managers are generally very positive
Leadership (1)
% Positive
2012
% Positive
2010
72% NA
72% 63%
72% NA
71% NA
69% NA
68% NA
29
Employees were least positive about leaders in terms of their decision-making and visibility
Leadership (2)
% Positive
2012
% Positive
2010
BM*
67% NA
67% NA
64% NA 48%
63% 49%
57% NA 32%
49% NA
43% NA
30*BM = GfK’s benchmark measure for public sector organisations
Overall, opinions about the team in which employees work are very positive, but teamwork across teams in CQC is less well perceived
Teamwork
% Positive
2012
% Positive
2010
BM*
91% NA
88% 91% 73%
84% NA 65%
82% NA
52% NA
42% NA
31*BM = GfK’s benchmark measure for public sector organisations
32
Areas of strength to maintain and promote:
My RoleEquality & Diversity, Inclusion and Well-beingService Focus
32
Employees generally have clear expectations and understanding of their role, but are less likely to feel part of CQC’s future
My Role
% Positive
2012
% Positive
2010
76% 59%
70% 74%
67% NA
61% 60%
57% 60%
52% NA
51% NA
45% NA
33
Employees are generally positive that CQC is committed to equality and diversity, but striking the balance between home and work is hard for some
Equality & Diversity, Inclusion and Well-being
% Positive
2012
% Positive
2010
71% 59%
68% 62%
58% 51%
51% 57%
50% NA
50% NA
34
Nearly two-fifths of employees (37%) claimed to have either witnessed or actually been bullied or harassed at work
35
Bullying, Harassment and Discrimination
I
Service Focus
% Positive
2012
% Positive
2010
BM*
78% NA 56%
77% 62%
71% NA
44% NA
There is clearly a strong service ethos amongst staff at CQC, but they do not always feel the organisation supports them in terms of delivering this service
36*BM = GfK’s benchmark measure for public sector organisations