HomeMy WebLinkAboutCAO-06-035 - Employee Culture Survey1
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REPORT
Report To: Finance and Corporate Services Committee
Date of Meeting: May 1, 2006
Submitted By: Doug Paterson
Prepared By: Doug Paterson and Tami Turner
wards} Involved: n/a
Date of Report: April 21, 2006
Report No.: CAO-06-035
Subject: EMPLOYEE CULTURE SURVEY
RECOMMENDATION:
That staff be directed to commence the process of obtaining a consultant to design and
administer aCorporate-wide Employee Culture Survey to City staff.
BACKGROUND:
At the Finance and Corporate Services Committee meeting of April 10, 2006, the following
resolution was adopted:
"That no consideration be given, at this time, to increasing the budget for the Employee
Recognition Program, as outlined in Chief Administrator's Office report CAO-06-024; and
further,
That staff present a report at the May 1, 2006, Finance and Corporate Services
Committee meeting on the process and timing for an employee survey."
In a recent presentation by Linda Duxbury, Council and senior management learned of the
upcoming employee scarcity, due simply to demographic shifts. Linda Duxbury highlighted the
urgency facing employers to develop strategies to retain and attract qualified staff in an
increasingly competitive market.
REPORT:
In late 2003 and early 2004 staff researched the subject of employee surveys. Preliminary work
has been done, identifying areas of focus for a survey, and outlining a communication plan and
surveying framework.
At that time, we contacted ten consultants who have conducted similar surveys and obtained
cost estimates for the design and administration of an Employee Culture Survey.
The Employee Culture Survey will identify the current organizational culture and the gap
between it and our preferred culture. As well, it will enable us to subsequently measure and
monitor our ongoing success.
How an Employee Culture Survey will help us:
• Identify areas in which current practices and behaviours are aligned to the desired
culture. It is important to acknowledge and learn from what is working well so that best
practices can be shared across the organization.
• Identify areas in which there is a gap between the ideal and present culture so that
constructive intervention can be targeted.
• Track progress on culture change to ensure that changes are happening over time, and
continue to identify opportunities and challenges to achieve the desired culture.
• Use quantitative data to springboard discussions and planning on how to achieve
desired culture.
• Assess whether programs are achieving their objective.
• Promote the City's values and principles.
General Managers were asked the question "How will the survey results help you manage
culture change more effectively?"They responded:
"One of the most difficult performance objectives to measure is supervisor performance.
An employee survey over time provides longitudinal record of how employees feel they
are being supervised and allows senior management to be aware of skills andlor training
issues in supervisors. This is provided in the form of objective data as opposed to
anecdotal incidents. I believe a survey (depending on the questions) can show those
areas where employees have concerns such as salary, benefits, work load, and
recognition. If we don't know what people are thinking and how they are reacting to
actions that we may take, it is much more difficult to manage culture and culture
change."
"I understand the thrust of the survey will be to target staff response to organizational
change as well as how effective management has been in providing leadership in
general and around the change agenda in particular. I would see the value of the survey
as providing feedback not only on how successful (or unsuccessful) we've been in
promoting and executing our change agenda, but how far the message has gone
throughout the entire organization beyond the management level. If conducted over a
three year period it would also show whether our effectiveness in leading and promoting
change has improved or diminished over that time and would likely indicate areas of
focus required to make us more successful. Given our recent commitment to corporate
leadership principles, it would also be helpful to know to what degree the rest of the
organization perceives a change or improvement as a result of any related initiatives."
"Allows us, initially and over time, to understand how employees feel about their
environment and relationships with others."
"Provides us with insight on issues and situations which staff may not discuss openly."
"Provides us with important input and feedback on what staffs believes they need to be
successful."
"Provides us with valuable information so that we may target development and training
opportunities and other forums that clearly focus on an engaged and knowledgeable
work force."
The value of any type of employee survey is how effectively the results are translated into
action. We have the commitment of the management team to make it happen.
FINANCIAL IMPLICATIONS:
Quotes are anticipated to range from $30,000 to $75,000. (Researched quotes averaged
$56,000). The survey cost would be charged against the Gapping account.
Respectfully submitted,
Doug Paterson