2010 NRCan Employee Survey
Our Workplace, Our Voice
Key Results of the 2010 NRCan
Employee Survey
Labour-Management Consultation Committee
June 3, 2011
1
Purpose
This presentation…
•
Recaps the objectives of the 2010 NRCan
Employee Survey.
•
Shares key departmental and demographic
results.
•
Highlights next steps to be taken as part of our
on-going commitment to employee engagement
and organizational improvement.
2
2010 NRCan Employee Survey - giving all
employees a voice
What we set out to measure
How we measured it
Effectiveness of the 2008
PSES Action Plan
Baseline Questions
1. Engaged Employees
33 questions from the 2008 PSES
related to topics such as
engagement, leadership, employee
development, and the workplace
2. Culture of Excellence
and Renewal
Senior Leadership and Direction
Learning and Development
Career Opportunities
Workload and Overtime
Harassment
Progress in achieving
NRCan Renewal
Broadening our understanding
of the vision and direction
Renewing how we work
Revitalizing the workplace
New Questions
24 questions that explore topics
such as collaboration, learning,
overtime, and harassment and
discrimination
Demographic Questions
18 questions related to topics such
as organizational unit, employment
category, diversity, and region
3
How the results are presented
Collaboration & Innovation
People-Oriented
3. Senior Leadership
and Direction
4. Workforce
Learning
Career Opportunities
5. Workplace
Workload and Overtime
Public Service Values
Harassment & Discrimination
Demonstrating a high level of engagement
• 61% of NRCan employees participated
• 84% of respondents
agreed that they like
their jobs
• 70% agreed that they
are satisfied with the
department
• 59% agreed that they
would prefer to remain
at NRCan
Population of NRCan Respondents by
Employment Category
4%
3%
4%
35%
43%
1%
10%
Exec
Sci/Pro
Tech
Admin/FS
Admin Supp
Other
4
Oper
Creating a culture of excellence through
innovation and collaboration
Comparison of Average Scores in 2008
and 2010
I am encouraged to
work collaboratively
with others outside of
my work unit.
Avg. Score 75 (new)
80
70
60
50
40
30
20
Collaborative webbased tools are
beneficial to my
work.
Avg. Score 65 (new)
10
0
I am encouraged to be
innovative or to take
initiative in my work.
(n=2935)
PS Avg. 2008
In my work unit, we work
cooperatively as a team.
(n=2971)
NRCan Avg. 2008
NRCan Avg. 2010
5
Striving for people-focused excellence
Language of Work:
• 90% agreed they could use the
language of their choice when
communicating with their supervisor
• 90% agreed that materials and tools
are provided in the language of their
choice
• 83% agreed they could use the
language of their choice in work unit
meetings
• 81% agreed they could prepare written
material in the language of their choice
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91% agreed that
everyone is
accepted as an
equal member of
the team in their
unit.
76% agreed that
the department
treats them with
respect.
Differing perspectives on senior leadership and
direction
Average Scores for Select Employment Categories
My department does a good job of communicating
its vision, mission and goals. (n=2964)
I know how my work contributes to the
achievement of my department’s goals. (n=2930)
Essential information flows effectively from senior
management to staff. (n=2966)
I trust senior management to make effective and
timely decisions. (n=2958)
I believe that senior management has made
progress towards resolving the concerns raised in
the 2008 PSES. (n=2962)
I believe that senior management will try to resolve
concerns raised in this survey. (n=2965)
0
NRCan 2010 Avg.
Sci/Pro Avg.
10
Tech Avg.
7
20
30
40
50
Admin/FS Avg.
60
70
80
Exec Avg.
90
100
Sustaining the focus on developing our workforce
I get the training I need to do my job. (n=2969)
I have completed my learning plan with my
supervisor. (n=2965)
I am satisfied with my progress on the objectives
identified in my learning plan. (n=2961)
My department does a good job of supporting
employee career development. (n=2969)
I believe I have opportunities to advance my career
within my department. (n=2968)
I receive useful feedback from my immediate
supervisor on my job performance. (n=2971)
My immediate supervisor assesses my work against
identified goals and objectives. (n=2965)
0%
Agree
Neutral
20%
Disagree
8
40%
60%
Don't Know/NA
80%
100%
Managing workload and overtime
I have support at
work to balance my
work, family and
personal life.
Avg. Score 76 (-1)
I can complete my
assigned workload
during my regular
working hours.
Avg. Score 66 (+2)
Overtime:
• I am familiar with the overtime
provisions of my collective agreement.
• Average Score 75 (new)
• My immediate supervisor understands
and respects the overtime provisions of
my collective agreement.
• Average Score 76 (new)
• I feel that I can claim overtime
compensation (in money or in leave)
for the overtime hours that I work.
• Average Score 64 (+7)
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Promoting Public Service Values
My department
works hard to create
a workplace that
prevents harassment
and discrimination.
Avg. Score 78 (+1)
After having read the definition of [harassment/discrimination],
in the past two years, have you been the victim of...
2010 …harassment on the job while
working at NRCan? (n=2941)
2008 …harassment on the job? (n=3279)
I feel I can initiate a
formal redress
process without fear
of reprisal.
Avg. Score 55 (-4)
2010 …discrimination on the job while
working at NRCan? (n=2932)
2008 …discrimination on the job? (n=3278)
0%
Never
Once or twice
10
20%
40%
60%
More than twice
80%
100%
Taking the pulse on our 2008 areas of focus
• Senior Leadership and Direction - improved
• Focus on effective communication and timely decision-making
• Tailor follow-up with S&T staff
• Learning and Development and Career
Opportunities - unchanged
• Strengthen and promote effective talent management
• Workload and Overtime - improved
• Continue encouraging open dialogue on workload and
overtime
• Harassment - improved
• Utilize the new data to foster a more proactive approach
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Mobilizing collective leadership to foster
continuous improvement
• Sharing the results
• Discussions are taking place at the departmental, sector, branch
and work unit level
• Results and tools are available to all employees on the 2010
NRCan Employee Survey Wiki site
• Taking action
• Departmental actions are being tracked on the Wiki and all sectors
will be linking their action plans to the site by June 30.
• NRCan is working with Statistics Canada and the Office of the
Chief Human Resources Officer to prepare for the 2011 Public
Service Employee Survey.
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Annex 1
NRCan’s Key Initiatives under the themes of Public Service Renewal
Key NRCan
Competencies
Staffing
Planning
Term
Employee
Management
Strategy
Succession
Planning and
Management
Engaging Employees in the
Excellence Agenda
Values and
Ethics Program
Renewing the
Workforce
Collective
Staffing
Approach
Targeted
Recruitment
Strategy
Policy Analyst
Recruitment and
Development Student and
Program
Internship
Programs
Performance
Management
Program
2010 NRCan
Employee
Employee
Survey
Networks and
Horizontal
Communities
Task Teams
of Practice
Renewing the
Workplace
Integrated
Planning
Employment
Equity Action
Plan
Accelerated
Infrastructure
Program
Knowledge
Management
Information
Management Policy
and Integrated
Knowledge Base
Employee
Departure
Leadership
Program
Official Languages
Development
Health and
Action Plan
Internal
Framework
EX Talent
On-Boarding
Safety
Services and
Management
Program
Program
Systems
Talent
Program
In-House
Security
NRCan’s
Innovations
Mapping
Language Training
Program
4 Key Tracks:
Management
Informal
Program
Asserting Our Policy
Capacity Building
Conflict
Research Scientist
Leadership
Program
Management
Career Progression
System
Mobilizing Our Science
Employee
Program
Voluntary
Transforming Our
Awards and
Assistance
Business
Recognition
Program
Growing Our Human
Program
Capital
Departmental
Learning
Strategy
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