EAST AYRSHIRE COUNCIL CABINET WEDNESDAY 24 JUNE 2015 EMPLOYEE ATTITUDE SURVEY Report by Acting Depute Chief Executive (Safer Communities)

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1 EAST AYRSHIRE COUNCIL CABINET WEDNESDAY 24 JUNE 2015 EMPLOYEE ATTITUDE SURVEY 2015 Report by Acting Depute Chief Executive (Safer Communities) 1. PURPOSE OF REPORT 1.1 The purpose of this report is to advise Cabinet of the findings of the Employee Attitude Survey which was carried out within the Council during February BACKGROUND 2.1 In accordance with the Council s set arrangements to gauge on a regular basis the views of its employees on key issues, an Employee Attitude Survey was carried out in February This followed similar surveys carried out in 2005, 2008 and 2011 and the survey was once again carried out by Tom McGlew of the University of Edinburgh. 2.2 Individual questionnaires were available to all employees by either hard copy issued to their work location or homes and through an online survey tool. All completed questionnaires were returned direct to the University of Edinburgh for analysis. In order to allow measurement of the findings, the question set contained in the 2015 survey broadly mirrored the question sets used in the previous surveys. 2.3 Tom McGlew will attend Cabinet in order to present the findings of the survey. 3. FINDINGS 3.1 The response rate to the questionnaire was 47 which was an increase on the 44 response to the 2011 survey and once again provides a statistically robust sample from which conclusions can be drawn. 3.2 The principal results of the survey are very positive, indicating for example that: expressed satisfaction with the Council as an employer 94.6 claim to be aware of the safety rules applying to their work 87.2 maintained that health and safety issues were taken seriously in their work situations 85.6 claim to enjoy the work they do 60.4 would describe their own morale as high

2 61.8 of employees feel secure in their employment. There are steady increases in relation to employees experience of training and development, communication and job performance and line management and support for staff. There was strong recognition of the Council s core values and vision. There were very positive responses in respect of employees awareness and support of the Council s commitment to best value and a clear understanding of the contribution which individual employees can make to their achievement. 3.3 However, responses identify areas where there needs to be a renewed focus of activity: Although the use of EAGER continues to increase with 57.8 reporting routine use, an increase from 47.3 in 2005, there remains a significant percentage of employees who report that they are not routinely participating in the EAGER process. Just over 50 of employees accept that the contribution of everyone is valued regardless of rank or seniority. At 53.2 the use of the grapevine remains too high as a source of information for employees. Although on a downward trend from previous surveys, 36.4 of respondents experience uncomfortable levels of stress in the course of their work agreed that there were alternative and arguably improved ways of doing their jobs. 3.4 Appendix 1 of this report sets out the comparative responses to the key questions posed by the surveys between the 2005, 2008 and 2011 responses. The responses are also set out in graphs in Appendix 2 to allow trend analysis to be made of the responses to individual questions. 3.5 The results of the 2015 survey indicate that progress has been made in areas that were identified in the 2011 Survey in relation to matters such as EAGER, Team Meetings and Communications. Based on the results of the Survey there will be continuing focus on these areas as part of the reviews which will be carried out by the Depute Chief Executives, Partnership Director and Heads of Service having regard to the operational impact of the overall revised management structure and the new Community Plan. 3.6 The 2015 Survey included four new questions intended to assess the quality of relationships between colleagues within teams. The results were: claimed to have a sense of belonging to their team reported that conflict within the team was typically resolved openly described colleagues as flexible in finding solutions to common problems.

3 69.4 agreed that colleagues were willing to accept responsibility when problems arose. 3.7 Building on the very positive responses in many areas covered by the Survey there is a need to continue to work on some of those areas where higher positive responses would be sought such as:- Employees perception on the value afforded to all employees contribution to the Council s work Ensuring that all employees receive the information they need to carry out their job effectively Further embedding EAGER but taking account of the wider need to ensure that all employees get the opportunities they desire for career development 3.8 In addition to the defined questions set out in the survey, employees are given the opportunity to submit in their own words their comments on their experience of working with the Council. A total of 480 employees (16.3 of survey respondents) took this opportunity to record their views on various matters. Issues covered included positive experiences afforded by supportive managers, valued colleagues and the opportunity for career development as well as more negative responses relating to a range of factors. These comments tended to focus on issues such as increasing workloads as a result of workforce reductions, lack of training to undertake new duties, limited consultation on the impact of changes or an assessment of their impact on front line services. In addition there were comments in relation to specific areas of Council policy such as Voluntary Severance, Absence Management and Whistleblowing. 3.9 In many cases the issues raised by employees which they consider have an adverse impact on them are reflective of changes which have been implemented as a result of the need to reduce Council budgets. However, it is important to ensure that such adverse impacts do not remain. Many of the issues identified can be addressed by improved management and supervision, greater clarity in communicating changes, reducing bureaucracy and overall developing employees in a way which contributes to them working effectively. 4. FUTURE ACTION 4.1 Future actions will require to be driven at different levels. There are issues for the Executive and Council Management Teams to consider in terms of strategic and corporate issues. Also, there are issues to be addressed at Service level where specific actions can be taken in relation to matters such as training and development, workload management and supervision and team meetings and communication. In particular Team Meetings have a key part to play in addressing many of the issues raised by employees. Team Meetings are not just about, and arguably should not be about, passing information. They should be about engaging all team members and encouraging and motivating them to take ownership of their own performance, identify good and bad practice in the work they do; what they can improve and how they can meet team objectives effectively within the resources available.

4 4.2 As part of the Council s overall Organisational Development Strategy work will continue to be carried out with teams in respect of many of the issues identified within the Survey to continue to support managers, individuals and teams to deliver sustained, effective and efficient performance and continuous improvement. 5. TRADE UNIONS 5.1 The Trade Unions have an important contribution to make in relation to a number of the issues highlighted by the Survey s results and these will be discussed with them through the Council s set consultative arrangements. 6. RECOMMENDATION 6.1 Cabinet is asked to consider the report and the action which it is proposed to take to advance the issues identified in the results of the Survey. Chris McAleavey Acting Depute Chief Executive (Safer Communities) 8 June 2015 BACKGROUND PAPERS Nil Anyone wishing further information should contact Martin Rose, Head of Human Resources, Tel:

5 EAST AYRSHIRE COUNCIL APPENDIX 1 EMPLOYEE ATTITUDE SURVEY 2015 Summary Introduction The figures in parenthesis show the corresponding response to the questions posed in the 2005( ), 2008 [ ] and 2011 { } Surveys. Experience of Training and Development (89.3) [92.2] {93} 93.9 would know with whom to address a training, coaching or development need (63.7) [65.8] {69} 72.9 claim to have received explanations from line managers relating to their responsibilities concerning these matters (47.3) [50.3] {55.8} 57.8 report the routine use of EAGER as a means by which to review training needs (57.7) [55.2] {58} 58.3 believe that they could perform better at work if they had access to more relevant training and development (60) [63] {57} 66.9 indicate that they receive the training they request Best Value (83.0) [85.6] {88.9} 87.5 claimed to be aware of the Council s commitment to delivering quality services (83.8) [83.8] {87.4} 86.6 claim also to support the Council s attempt to achieve Best Value services (67.1) [72.8] {78.6} 79.8 understand how as individuals they are meant to contribute to the Council s achievement of Best Value (20) [12.1] {9} 8.6 of employees claim not to know how as individuals they are meant to contribute to the achievement of Best Value Equal Opportunity Practice (67.6) [65.5] {70.9} 70.1 agree that East Ayrshire Council encourages a policy of equal opportunity for all employees (45.8) [44.7] {47.8} 50.4 accepts that within the Council the contribution of everyone regardless of rank or seniority is valued

6 The Council s Core Values and Vision (58.9) [68.8] {77.3} 78.6 are familiar with the Council s statement on its Core Values and Vision (51.3) [59.4] {67.6} 72.1 understand how in their own role to contribute to the achievement of those values [38.8] {10.3} 6.4 uninformed on both indicators Exposure to Various Means of Internal Communication (68.1) [67.9] {64.9} 74.9 regularly receive a copy of Eastwords (65.7) [69.7] {75.8} 74.7 are based in units or sections in which staff meetings are regularly convened and those with access greatly value them [16.4] {11.3} 8.4 fall outside the Council s formal communications network, neither receiving Eastwords nor enjoying access to unit staff meetings New questions 79.6 have a sense of belonging within their team 66.7 think that within their team conflict is dealt with openly 83.3 consider that their team colleagues are flexible in problem solving 69.4 consider that within their team colleagues accept responsibility when things go wrong Communication and Job Performance (66.9) [68.4] {69} 74.5 receive the information they need for effective job performance (61.0) [50.4] {60.3} 67 describe themselves as well informed generally about issues that affect their service area (61.9) [59.2] {60.2} 53.2 claim to rely often on the workplace grapevine as a source of information about their own service area Line Management and Support for Staff Managers were highly rated by respondents for the fairness with which they approached their responsibilities (25.3) [26.2] {20.4} 18.2 described their line manager as not available when needed (62.8) [63] {65.6} 70.4 described managers as willing to praise them for work well done Whether a Culture of Blame

7 (80.7) [80.1] {81.7} 85.5 report the ability to admit mistakes to line managers The Council as Employer: Service Delivery and Customer Care (60.9) [64.2] {71} 72.8 agree that the Council cares about its customers (92.5) [84.9] {89.8} 89.7 describe themselves as understanding the needs and priorities of clients and customers The Working Environment (77.4) [78.5] {78.4} 78.3 describe the equipment they operate as reliable (73.0) [71.7] {76.9} 77.2 accept that this work area is a generally pleasant place (67.8) [68.1] {76} 77.3 agree that the physical conditions in which they work are adequate for the actual work they do (67.6) [68.6] {79.2} 77.8 rate the level of cleanliness in their work area as satisfactory Balancing Home and Work Responsibilities (79.9) [76.9] {76.6} 74.2 describe their current working arrangements as allowing them to balance home and work commitments (59.8) [57.7] {59.3} 57.1 respondents claim to be able to complete their duties in the normal working day (55.7) [63.7] {69.9} 68.2 the workforce claimed awareness of Council worklife balance policies (65.1) [65.1] {69.8} 68 claimed familiarity with the Council s commitment to flexible working arrangements Health and Safety Issues (89.4) [91.3] {96.4} 94.6 claim to be aware of the safety rules applying to their work (84.8) [86.4] {93.5} 93.4 also feel able to comply with those rules (72.6) [73.6] {87.1} 87.2 maintained that health and safety issues were taken seriously in their work situations Enjoyment of Work (88.2) [86.9] {84.1} 85.6 claim to enjoy the work they do (76.3) [73.4] {71.2} 72.2 describe themselves as usually happy about coming to work

8 (31.4) [31.4] {31.7} 30 say that their job often gets them down (71.6) [68.0] {44.5} 61.8 feel secure in their current employment (41.1) [42.1] {37.2} 36.4 experience uncomfortable levels of stress in the course of their work Recognition (56.9) [55.9] {60.3} 62.8 believe that they are recognised by a supervisor for having done a good job (62.4) [63.5] {64.3} 67.5 feel that their contribution in the workplace is valued However, in each case a significant minority reports dissatisfaction Employee Morale (63.3) [60.3] {55.1} 60.4 rate their own morale as at least high Positive Influences (75.1) [62.4] {56.7} 64.6 of respondents cited job security as the most significant factor (60.8) [47.8] {61.8} 54.8 cited a satisfactory workload (57.9) [56.0] {66.2} 65.2 cited supportive supervision Negative Influences (57.9) [48] {34.4} 39.8 cited supervision (57.6) [49.6] {53.6} 58.4 cited workload (51.3) [57] {57.9} 61.4 cited inadequate remuneration Assessment of Morale in the Workplace (53.9) [50.2] {44.7} 46.9 described morale as at least fairly high Job Satisfaction Summary Rating (75) [73.7] {76.2} 75.4 of East Ayrshire Council employees described themselves as satisfied with their current job Satisfaction with the Council as Employer (76.7) [73.2] {77.4} 78.3 expressed satisfaction with the Council as an employer ---o---

9 Experience of Training and Development Would know with whom to address a training, coaching or development need Claim to have received explanations from line managers relating to their responsibilities concerning these matters Report the routine use of EAGER as a means by which to review training needs Believe that they could perform better at work if they had access to more relevant training and development Indicate that they receive the training they request Claimed to be Aware of the Council's commitment to delivering quality services Best Value Claim also to support the Council's attempt to achieve Best Value services Understand how as individuals they are meant to contribute to the Council's achievement of Best Value Employees claim not to know how as individuals they are meant to contribute to the achievement of Best Value

10 Equal Opportunity Practice Agree that East Ayrshire Council encourages a policy of equal opportunity for all employees Accepts that within the Council the contribution of everyone - regardless of rank or seniority - is valued The Council's Core Values and Vision Familiar with the Council's statement on its Core Values and Vision Understand how in their own role they contribute to the achievement of those values Uninformed on both indicators

11 Exposure to Various Means of Internal Communication Regularly receive a copy of Eastwords Are based in units or sections in which staff meetings are regularly convened and those with access greatly value them Fall outside the Council's formal communications network, neither receiving Eastwords nor enjoying access to unit staff meetings Communication and Job Performance Receive the information they need for effective job performance Describe themselves as well informed generally about issues that affect their service area Claim to rely often on the workplace 'grapevine' as a source of information about their own service area

12 Line Management and Support for Staff Described their line manager as not available when needed Described managers as willing to praise them for work well done Whether a Culture of Blame Report the ability to admit mistakes to line managers

13 The Council as Employer: Service Delivery and Customer Care Agree that the Council cares about its customers Describe themselves as understanding the needs and priorities of clients and customers The Working Environment Describe the equipment they operate as reliable Accept that the work area is a generally pleasant place Agree that the physical conditions in which they work are adequate for the work they actually do Rate the level of cleanliness in their work area as satisfactory

14 85 Balancing Home and Work Responsibilities Describe their current working arrangements as allowing them to balance home and work commitments Respondents claim to be able to complete their duties in the normal working day The workforce claimed awareness of Council work-life balance policies Claimed familiarity with the Council's commitment to flexible working arrangements Health and Safety Issues Claim to be aware of the safety rules applying to their work Also feel able to comply with those rules Maintained that health and safety issues were taken seriously in their work situations

15 Claim to enjoy the work they do Describe themselves as usually happy about coming to work Enjoyment of Work Say that their job often gets them down Feel secure in their current employment Experience uncomfortable levels of stress in the course of their work Recognition Believe that they are recognised by a supervisor for having done a good job Feel that their contribution in the workplace is valued

16 Employee Morale Rate their own morale as at least high Positive Influences Cited job security as the most significant factor Cited a satisfactory workload Cited supportive supervision

17 Negative Influences Cited Workload Cited Communications Cited inadequate remuneration Morale in Workplace Described morale as at least fairly high

18 Job Satisfaction - Summary Rating East Ayrshire Council employees describe themselves as satisfied with their current job Satisfaction with the Council as an Employer Satisfaction with the Council as an Employer