THE STATE OF ENGAGEMENT
TOWN HALL
[Date]
© BlessingWhite, A Division of GP Strategies 2015
MEETING AGENDA
• Introduction to Employee Engagement
• Overall Workgroup Findings
• Key Themes
• Next Steps
• Questions
© BlessingWhite, A Division of GP Strategies 2015
WHY THIS MATTERS
• Building a high-performing work environment is critical to our long-term success.
• It starts with creating a more engaged workforce.
• Engagement is apart of our strategic priorities.
• Employee engagement represents an alignment of maximum job satisfaction with
maximum job contribution.
• We need to understand our current state of engagement in order to take steps to
increase engagement across the workgroup.
• All of us, as individual employees, are responsible for our own engagement.
• Our ultimate goal is to have more great days at work, which equates to greater
results.
© BlessingWhite, A Division of GP Strategies 2015
© BlessingWhite, A Division of GP Strategies 2015
THE X MODEL OF EMPLOYEE ENGAGEMENT
JOB
The Goal…more people spending more time at the APEX = more
“Great Days” at work.
© BlessingWhite, A Division of GP Strategies 2015
THE 5 LEVELS OF EMPLOYEE ENGAGEMENT
Engaged
Engaged
42%
Almost
Engaged
25%
Satisfied &
Not Contributing
9%
Contributing &
Not Satisfied
12%
Disengaged
11%
© BlessingWhite, A Division of GP Strategies 2015
WHOSE JOB IS IT?
Dimension
Accountability
Individuals
Are ultimately accountable for their own engagement. Only they
know what truly motivates them on the job.
Managers
Are accountable to create an environment where engagement
can thrive. They need to be engaged themselves!
Executives
Need to commit to building this environment
(align, build trust, inspire and motivate, break down barriers to
high performance).
© BlessingWhite, A Division of GP Strategies 2015
© BlessingWhite, A Division of GP Strategies 2015
ENGAGEMENT DRIVERS
Job Fit (Lower than most external norms)
• Employees like the work they do (84%) but overall satisfaction is low compared to
outside norms (65%).
• Stoplight report analysis highlight many workgroup reports (Strategic Job Family,
Manager) with significantly lower scores.
Contribution (Higher than external norms)
• 85% are clear on their work priorities and the top drivers of contribution were: better
tools (24%), process improvements (23%) and better additional staff (22%)
Workgroup Fit
• Manager perceptions are favorable.The Manger Index of 75% is = external norms.
• There are 49/194 workgroups whose M Index scores ranged from 0% to 65% (Ist
Quartile)
Organizational Fit
• Leadership perceptions vary significantly across demographics. The Executive Index of
50% is below most external norms.
• “I am proud…” (68%), “I trust Sr. Leaders” (50%) were lower scoring core items.
• “There is good teamwork…” (43%), “Safe to Speak…” (41%) and “I think real change
will come…”(20%, 52% for EXEC ADMIN) were custom items worth discussing.
9
JOB FIT
100%
80%
83%
85% 84% 85%
78%
78%
82% 80% 82% 83% 84%
79%
89% 88% 88% 90% 89%
86%
60%
40%
20%
0%
I am proud to work here.
I think of my work as more than "just
a job".
San Mateo County
Admin & Fiscal Services
Criminal Justice
Health Services
I like the work that I do.
Community Services
Social Services
© BlessingWhite, A Division of GP Strategies 2015
JOB FIT
100%
80%
75%
73%
73%
78%
78%
70%
64%
60%
57%
52%
56%
56%
55%
40%
20%
0%
I have career opportunities.
I am very satisfied to work here.
San Mateo County
Admin & Fiscal Services
Criminal Justice
Health Services
Community Services
Social Services
© BlessingWhite,
A Division of GP Strategies 2015
CONTRIBUTION
100%
80%
84% 83% 82%
87% 85%
92% 92%
89%
92% 92% 90%
82%
71% 73% 72% 72% 70%
68%
60%
40%
20%
0%
I am clear on my work priorities.
I do more than is expected of me.
San Mateo County
Admin & Fiscal Services
Criminal Justice
Health Services
My manager/supervisor encourages me
to use my talents.
Community Services
Social Services
© BlessingWhite,
A Division of GP Strategies 2015
CONTRIBUTION
100%
80%
60%
61% 62% 63% 62% 61% 59%
63% 64%
59%
63% 63%
67%
50% 51%
40%
47%
50%
53%
42%
20%
0%
My manager/supervisor recognizes &
rewards my achievements.
My manager/supervisor provides
regular, specific feedback.
San Mateo County
Admin & Fiscal Services
Criminal Justice
Health Services
Management has created a high
performing work environment.
Community Services
Social Services
© BlessingWhite,
A Division of GP Strategies 2015
WORKGROUP FIT
100%
80%
72%
75% 75% 74% 73%
74% 74% 72% 75% 74% 72%
73%
70% 72%
70% 70%
64%
60%
65%
40%
20%
0%
I trust my manager.
San Mateo County
Criminal Justice
I have a great working relationship
with my manager/supervisor.
Admin & Fiscal Services
Health Services
My manager/supervisor asks for and
acts on my input.
Community Services
Social Services
© BlessingWhite, A Division of GP Strategies 2015
WORKGROUP FIT
100%
80%
60%
75% 75%
70% 69%
59%
63% 63%
67%
71%
76% 74% 76%
65% 64%
60%
67% 65%
63%
40%
20%
0%
My manager/supervisor treats me My manager/supervisor delegates My manager/supervisor has built a
as an individual.
without micromanaging me.
strong sense of belonging.
San Mateo County
Admin & Fiscal Services
Criminal Justice
Health Services
Community Services
Social Services
© BlessingWhite, A Division of GP Strategies 2015
ORGANIZATIONAL FIT
100%
80%
84% 83% 83% 82% 85% 82%
60%
55% 54% 56% 54%
63%
59%
40%
60% 61% 61%
66%
57%
43%
20%
0%
I understand how my work priorities
support the organization's strategy.
I trust the management.
Management acts in alignment with
our organization's core values.
San Mateo County
Admin & Fiscal Services
Community Services
Criminal Justice
Health Services
Social Services
© BlessingWhite, A Division of GP Strategies 2015
ORGANIZATIONAL FIT
100%
80%
60%
54%
52%
54%
53%
63%
58%
61%
60%
60%
66%
57%
45%
40%
20%
0%
Management communicates honestly.
San Mateo County
Criminal Justice
Management links the work to a larger purpose.
Admin & Fiscal Services
Health Services
Community Services
Social Services
© BlessingWhite, A Division of GP Strategies 2015
CUSTOM ITEMS-CONTRIBUTION/WORKGROUP
100%
80%
85% 85% 86% 85% 86% 85%
82% 84% 81% 80% 81% 84%
75% 74% 73% 77% 74% 75%
60%
40%
20%
0%
I have personal connections at work; My fellow employees are committed
there are people who care about me to doing quality work. We have good
as a person.
coordination of effort in my
workgroup.
San Mateo County
Criminal Justice
Admin & Fiscal Services
Health Services
I am given opportunities for
professional development and
training.
Community Services
© BlessingWhite, A Division of GP Strategies 2015
Social Services
CUSTOM ITEMS-CONTRIBUTION/WORKGROUP
100%
80%
84%
88%
83% 83% 84% 84%
60%
79%
73% 71%
77%
81% 79%
63% 64%
58%
63% 63% 64%
40%
20%
0%
I understand what my immediate I understand what my department is My Manager/Supervisor works with
workgroup is trying to accomplish.
trying to accomplish.
me to set achievable goals.
San Mateo County
Admin & Fiscal Services
Community Services
Criminal Justice
Health Services
Social Services
© BlessingWhite, A Division of GP Strategies 2015
CUSTOM ITEMS-ORGANIZATION
100%
91% 91% 92% 90% 92% 92%
80%
79% 77% 80% 81% 81%
71%
60%
65%
59%
63%
67%
74%
77% 77%
74%
80% 78%
70%
64%
40%
20%
0%
I understand what the County is
trying to accomplish.
My job contributes to the
County's ability to serve San
Mateo County's community.
I would rate my overall
experience working for the
County as very good.
I would recommend San Mateo
County to a friend or family
member as a great place to work.
San Mateo County
Admin & Fiscal Services
Community Services
Criminal Justice
Health Services
Social Services
© BlessingWhite, A Division of GP Strategies 2015
TOP 3 OPPORTUNITIES TO INCREASE SATISFACTION / CONTRIBUTION
Job Performance.
Job Satisfaction.
More flexible job
conditions (e.g. control
over how my work gets
done, flex time,
telecommuting)
22%
Better tools and
technology
20%
Process
improvments
17%
None of the items
listed apply to me
15%
21%
None of the items
listed apply to me
17%
Career development
opportunities
0% 20% 40% 60% 80% 100%
0% 20% 40% 60% 80% 100%
© BlessingWhite, A Division of GP Strategies 2015
SUMMARY AND NEXT STEPS
© BlessingWhite, A Division of GP Strategies 2015
RESULTS SUMMARY & NEXT STEPS
• Great news to be proud of
– Participation rates keep going up
– Improvement in many areas
• Organizational Initiatives
– Determined by Employee Engagement Committee in 2016
• Department/Division/ Team
– Team Meetings & Individual Engagement Conversations to review and discuss
results, highly encouraged
– Initiatives determined by Department Heads, Managers/Supervisors, and their
staff based on their results
– Make engagement a daily priority!
Next Countywide Survey: October 2016
© BlessingWhite, A Division of GP Strategies 2015
HOW DO WE LEAP TO MORE GREAT DAYS AT WORK?
© BlessingWhite, A Division of GP Strategies 2015
QUESTIONS
© BlessingWhite, A Division of GP Strategies 2015