phso 2011 people survey results presentation

PHSO 2011 People Survey Results Presentation

Michael Courtier – Associate DirectorORC International

Outline of presentation

• Introduction and background• Employee engagement at PHSO• Highlights and lowlights• Key drivers of engagement within PHSO• Next steps

The presentation focuses on the picture of the results across the PHSO with details of internal differences where appropriate.

2

Response rate

405 employees took the time to complete the survey within PHSO. This equates to an 85% response rate.

This is above the Central Government average response rate (73%) and the UK average for similar surveys (70%).

Directorate response rates vary between 60% and 100%

PHSO 2011 overall

PHSO 2009 overall

PHSO 2007 overall

PHSO 2006 overall

Central Government norm

67% 69% 71% 73% 75% 77% 79% 81% 83% 85%

85%

83%

83%

76%

73%

3

Say

Employee advocacy

Stay

Employee commitment

Strive

The outcome of these measures create overall index scores.

Drivers of engagement: basic needs, social needs, esteem needs

An overall Employee Engagement Index is developed using questions which measure the extent to which employees want to “Say”; “Stay” and “Strive”. The average positive score from the selected questions is used to calculate the Engagement Index score.

4

Measuring Employee Engagement

Discretionary effort

Discretionary effort

5

Measuring Employee Engagement

79% 80% 73%

2009 Score 2011 Score 2011 Score

Using the OLD questions from

2009

Using NEW, more challenging questions

Engagement within PHSO – using 2009 question set•Using the 2009 questions to inform the Index, employee engagement within PHSO is very high, with questions in the index scoring strongly.

Engagement Index: 80%

Say

Stay

Striv

e

75. I am proud to work for PHSO +23 +4

76. I would recommend PHSO as a good place to work +30 +6

82. Overall I am satisfied with PHSO at the present time 0 -1

78. I intend to still be working for PHSO in 12 months time +2 +1

9. I suggest ideas to improve our ways of doing things +4 -1

12. I am happy to go the ‘extra mile’ at work when required +2 -2

77. I feel committed to PHSO’s aims and objectives +7 +1

Var. from Central Govt BM

Var. from 2009

P

P

perspectives score used P

positive neutral negative

79 17

74 16 10

69 17 15

70 17 13

85 13

93 5

87 9

6

Engagement within PHSO – using new 2011 question set

Engagement Index: 73%

Say

Stay

Striv

e

Using the new 2011 question set, engagement is still high but the score is lower than 2009. This is expected due to the more “challenging” questions used.

75. I am proud to work for PHSO +23 +4

76. I would recommend PHSO as a good place to work +30 +6

79. I feel a sense of belonging to PHSO +17 -

77. I feel committed to PHSO’s aims and objectives +7 +1

80. Working here makes me want to do the best work I can +12 -

81. The organisation motivates me to contribute more than is normally required in my job

-2 -


Var. from 2009


79 17

74 16 10

65 21 14

87 9

75 18 7

55 30 15 P


7

PHSO

Clinica

l Advic

e

Ombudsman

private

office/

legal

CS&A – Custo

mer se

rvice

Service

Delive

ryO & L

HR Ope

rations &

POD

Other Ops

Finance

, Plan

ning & Perform

ance

IRM/historic

al vo

lumes/ D

CE Offic

e

CS&A – Furth

er Ass

essm

ent

Parliam

entar

y

Communicatio

nsHea

lth40%

60%

80%

100%

73%

92%87%

84%80% 78% 77% 76% 76% 76%

68%

59%

53% 51%

Enga

gem

ent I

ndex

(%)

Employee Engagement across PHSO

8

PHSO Overall

Manchester

London

73%

77%

71%

Employees in Manchester demonstrate higher levels of engagement, as in 2009

Manchester: 70%London: 65%

Manchester: 93%London: 78%

Less than one year Between 1 and 3 years More than 3 years but less than 5 years

More than 5 but less than 10 years

10 years or more60%

65%

70%

75%

80%

85%

90%

77%

71%

76%

71%75%

PHSO Overall

A B PA C D1 D2 E1/E2 Clinical Advisor

Directors and above

0%

20%

40%

60%

80%

100%

0.730000000000001

0.78 0.750000000000004

0.79

0.620000000000004

0.830000000000001

0.940000000000001

0.970000000000001

Engagement by length of service and pay

2011

2009

Not available

Not available

9

PHSO Overall Yes Disability No Disability Prefer not to say40%

60%

80%

100%

73%

61%

74%

Engagement by BME/ non BME & Disability

PHSO Overall BME Non-BME Prefer not to say40%

60%

80%

100%

73% 72% 74%

62%

10

Not availableToo few respondents

Highlights/ Lowlights

11

What are staff most positive about?

High positive, neutral and negative responses

• Understanding how work contributes to team/ directorate objectives• Understanding how work contributes to PHSO objectives• Understand responsibility for sharing knowledge and being clear about what

expected to achieve • Agree with importance of PHSO effectively publicising its role externally

• The way performance awards are determined is clear and transparent• Ombudsnet meets my needs• Belief staff views are taken into account before changes are made ; having

opportunity to contribute views before changes are made; safe to speak up and challenge the way things are done

• Belief poor performance dealt with effectively

• Senior management open & honest in communication and communications are open & honest

• PHSO manages change effectively • Way basic pay is determined is clear and transparent • Poor performance is dealt with effectively • I get useful feedback from customers • The way performance awards are determined is clear and transparent

What are staff most neutral about?

What are staff most negative about?

12

Above In line

Below

(by 5 percentage points or more)

(between +4 and -4 percentage points)


50% (30 questions)

45% (27 questions)

5% (3 questions)

60 questions were comparable to the benchmark norm

The highest scoring questions compared with the benchmark were:

• Pay is reasonable• Recommend as a good place to work• Proud to work for PHSO• Confidence in the senior managers• Senior Management effective leaders• Sense of belonging to PHSO

The lowest scoring questions compared with the benchmark were:

• Quality of our customer care is improving• Job makes good use of my skills

&abilities• Senior management open/ honest

comms

Comparison to central government benchmark

13

Increase

In Line

Decrease



(between +4 and -4 percentage points)

65% (46 questions)

10% (7 questions)

25%(18 questions)

The highest scoring questions compared with 2009:• Opinion of training &support post-

induction• Had a performance review in past 12

months• Health and Safety taken seriously• Understand responsibility for sharing

knowledge• Believe quality of customer service

improving• Promote access to services for all

communityThe lowest scoring questions compared with the compared with 2009:• Performance award determination

transparent• Way basic pay determined is clear and

transparent• Satisfied with recognition receive for

doing good job• Feel my pay is reasonable/fair

Comparison to 2009 results

71 questions were comparable to 2009

14

Key drivers of engagement

15

Key Driver analysis

Key driver analysis uses statistical processes to determine what areas/ factors are most strongly correlated with engagement.

Firstly, the different questions within the survey are grouped into different areas/ themes using factor analysis. Factor analysis determines how strongly groups of questions are related to each other based on respondents’ answers. Questions which have been answered similarly become factors/ themes.

Multiple regression analysis is then used to determine how strongly correlated the different factors are to overall engagement (overall engagement is measured based on the engagement index). In statistical terms, the regression analysis shows how much of the overall engagement can be explained by each of the factors.

16

Leadership Style, Communication(and PHSO culture)

Skills and Development

Customer Focus

Equal Opportunities

External Communications

Working Environment

Pay and Benefits

28%

21%

13%

11%

10%

10%

7%

Key Drivers of Engagement

Seven themes were found to be significant drivers of employee

engagement within PHSO

The most important themes, and therefore where post survey activity should be focused, are Leadership

/Communication and Skills/ Development.

In 2009, leadership style and communication also came out as the top driver of engagement. Job role clarity was the second strongest,

whereas now it is skills and development. In 2009, customer focus

was also the third strongest driver

17

Key theme 1 – Communication, Leadership Style and “culture”

18

Communication

24. I have the information I need to do my job well +14 +6

30. The reasons behind key decisions taken are communicated to me - +5

25. PHSO does a good job of keeping me informed about matters affecting me +4 -3

29. I believe communications in PHSO are open and honest - +3

56. Senior management are open and honest in their communication with staff -6 -1


Var. from 2009


81 12 7

44 30 27

59 24 18

40 35 26

39 39 23


19

Communication• Very positively, staff feel they have the information to do their job well.

• However, belief that communications are open and honest; belief that senior management communicate openly and honestly and belief that the reasons behind decisions are communicated all have room for improvement, and there are no major improvements since 2009.

“Communication is often a top-down approach so new targets, changes in working etc, are communicated to staff downwards without involving them in the decisions are explaining why a decision was taken.”

“More focus on communicating better with each other – there is little or no communication sometimes within the directorate between peers”

“More effective communication of changes within the organisation”


20

Leadership Style – the perception of senior management

54. Senior management are sufficiently visible in PHSO +15 0

55. Senior management provide effective leadership +17 +4

56. Senior management are open and honest in their communication with staff -6 -1

57. PHSO manages change effectively +14 +3

58. Overall, I have confidence in the senior managers within PHSO +19 0


Var. from 2009


61 21 18

57 27 16

39 39 23

42 39 20

60 26 14


21

Leadership Style – the perception of senior management

“For senior management to be open and honest about the reasons for their decisions”

• Perceptions of senior management need improving within PHSO• Reasons behind the high neutral and negative responses need to be addressed• Encouragingly, the results are notably above the central government benchmark

“Less bureaucratic approach to our work and decision making & more trust in our employees”

“Consultation between senior managers and staff about changes that effect them, particularly process or role changes.”

“I feel that the communication between senior management and the rest of the staff could be better – especially relating to change of policies, procedures or communicating decision making. It sometimes appears that decisions are based on a ‘because I say so’ approach. I’ve no doubt that this is not the case, but this is how it sometimes comes across.”


22

Leadership Style – listening to “employee voice”

• Employee voice at PHSO could be greatly strengthened

26. I have the opportunity to contribute my views before changes are made which affect my job

+9 +6

27. I believe staff views are taken into account before changes are made which affect their job

- +4

28. I think it is safe to speak up and challenge the way things are done in PHSO +1 +6


Var. from 2009


41 25 35

29 28 42

41 25 34


• PHSO staff strongly share PHSO’s values, but do not believe to such a great extent

that PHSO lives its values. This, amongst other things, may be having an impact on morale.

23

PHSO “Culture”

73. Morale is good where I work 0 +5

74. I believe PHSO lives its values - -1

4. I share PHSO’s values - -3


Var. from 2009


60 18 22

58 23 19

89 9


24

PHSO “Culture”

Less than 1 year Between 1 and 3 years



10 years or more70

75

80

85

90

95

100

78%

89%

98%

89% 90%

I share PHSO’s values

Less than 1 year Between 1 and 3 years



10 years or more40

45

50

55

60

65

70

75

80

74%

56%59% 58%

49%

I believe PHSO lives its values

Key theme 2 – Skills and Development

25

6. My job makes good use of my skills and abilities -7 -1

18. I am involved in identifying my learning and development needs - +5

19. There are sufficient opportunities for me to receive training to improve my skills in my current job

+9 +1

20. My performance has improved as a result of skills I have developed over the past year

+14 +4

21. I believe I have the opportunity for personal development and growth in PHSO 0 -1


Var. from 2009


64 18 18

87 7 6

65 20 15

62 26 12

55 23 22

P

P


Key theme 2 – Skills and Development

• Overall, staff do not feel they have sufficient opportunity for development and growth within PHSO.

• It is positive that 87% of staff feel involved in identifying their learning and development needs. However, this seems to be having little impact on actual development within PHSO.

“Recognition that experienced caseworkers should have training opportunities to develop their skills in interesting and appropriate ways.”

“Giving new starters proper training in their duties and responsibilities instead of letting them loose without a clue what they’re supposed to be doing. Providing proper handover notes.”

26

Next Steps

27

NEXT STEPS

Belief that action will be taken on the results of the survey has improved, but there is still room for improvement.

84. I believe that action will be taken on the outcomes of this survey +2 +7


Var. from 2009


52 30 18

The relatively high neutral response suggests that if action is taken quickly, those staff who are unsure may be persuaded to believe in the process

28

Next Stages

29

Appendix A

Scoring explanation

Interpreting the results

• Variations from the Trend and the Benchmark norm are based on differences in the positive responses (i.e. agree/ strongly agree)

• Differences of 5 percentage points or more are deemed as being notably above or below and are highlighted in green/ red. Differences of less than 5 percentage points are classed as being “in line”.

• A “P” denotes where a comparison has been made to ORC’s Perspectives benchmark database, rather than the Central Government benchmark, due to insufficient data available to make a comparison.

• A “t” denotes a change in text from the 2009 survey where a question has been compared to 2011

• Agree• Strongly agree

Positive

Results are compared to the “Trend” (which are the

2009 survey results) and to ORC International’s Central

Government benchmark

31

Questions were posed as statements with

respondents answering on a 5 point scale depending

on their levels of agreement

53. I am confident that all or most of the people I manage have the skills they need to deliver their objectives

- +7

39. I believe that the quality of our customer service is improving -7 +8


Var. from 2009

t

P

t change in text from previous survey perspectives score used P


96

64 27 8

Appendix B

Less Significant Key Driver Themes

35. I feel I have the training needed to provide good customer service - +7

37. My team regularly looks for ways to improve our customer service 0 +6


Var. from 2009


76 20

81 15 P


Key theme 3 – Customer Focus

• Customer focus is an area to celebrate and maintain

• However, whilst perceptions of customer focus are high, only 64% believe that the quality of customer service is improving. • Only 54% say they get useful feedback from customers, which could hinder the ability to improve.

33

Key theme 3 – Customer Focus

Best thing about working for PHSO:

34

“good ethnic of making things right for customers” “The people I work with within

Customer Services”

“My supportive colleagues and being able to help our customers.”

“The people. We have a good mix of employees within PHSO and new recruits are coming in with a clear focus on wanting to do the best job they can for our customers.”

“The power of the organisation and helping customers”

“Being able to achieve good outcomes for our customers (on occasions!)”

“The sense of doing something useful and that is valued by our customers”

Key theme 4 – Equal Opportunities

• Equal opportunities is performing well within PHSO, with high positive scores

• Incidents of staff experiencing bullying (94%); discrimination (92%) and harassment (91%) are also low.

59. I believe that PHSO is an equal opportunity employer -1 +1

60. I am treated with fairness in PHSO +4 0

61. I think PHSO respects individual differences (e.g. cultures, working styles, backgrounds, ideas)

+7 +2


Var. from 2009


79 13 9

81 10 9

78 10 11

35

Key theme 4 – Equal Opportunities

36

• Employees who consider themselves to have a disability have more negative opinions:

45% believe PHSO is an equal opportunities employer, compared with 81% who do not consider themselves to have a disability.

• BME staff do not believe to such a great extent that PHSO is an equal opportunity employer:

57% of BME staff believe PHSO is an equal opportunity employer, compared with 82% of non BME.

Demographic differences:

37

Theme 5 Ext. Communications and Theme 6 Working Environment

• The perception of external communications is an area to celebrate and maintain.

Staff in Communications; CS&A; HR Operations and POD; O&L and Ombudsman all greatly agree that PHSO is improving its external communications.

• 93% think it is important that PHSO effectively publicises its role and work externally

• Perceptions of job security and workload are scoring relatively poorly.

• Whilst, 71% feel able to strike the right balance between their work and home life – this has not improved since 2009 and the issue came out in the comments:

“An improvement in work-life balance” “Better work-life balance”

“Less workload. I am drowning right now, I can’t even take a lunch break”

38

Theme 7 Pay and Benefits

• Although staff feel their pay and benefits are fair, they do not perceive the process

for determining pay to be clear and transparent. The issue of internal pay differentials came out in the comments:

• Some comments mentioned that it would be fair to have a London weighting

“more clarity around pay”“more consistency in pay”

“more transparency and honesty from senior management about targets, pay increases and performance awards”

phso 2011 people survey results presentation

Documents

engagement index score

element of engagement

backgroundemployee engagement

engagement levels

new index

challenging index

tougher index

presentation phso