Build a Better Met: MPS Staff Survey 2014

Transcription

1 Build a Better Met: MPS Staff Survey 2014 Introduction The staff survey Build a Better Met was launched in March The survey, which captures views from all MPS roles, had previously been updated to be quicker to complete, include more actionable questions and provide more opportunities for suggestions and feedback. The most recent version of the survey saw a number of small changes to the question set, with the majority of the questions remaining unchanged. This report contains MPS level results from responses collected between 3rd March and 31st March. The survey achieved a response rate of 28% which was lower that the response rate achieved in the previous wave (37%) Response rate by Business Group can be found at Appendix A. Results A full breakdown of MPS level results can be found in Appendix B. Overall the responses generated from this survey did not differ significantly from that of our previous survey. The results show that employees agree most strongly that they effectively apply the MPS Values in their (my) role (81% of respondents agreed), and that thin their team they take pride in delivering a quality service (80% of respondents agreed). 71% of staff agreed that they Line Manager s behaviour reflects the values, and an equal amount agreed that their Line Manager supports them to behave in line with the values. This suggests that against the backdrop of change, MPS staff remain committed to the Values of Integrity, Professionalism, Courage and Compassion and are committed to delivering a quality Police Service for Londoners. 51% of respondents agree they are satisfied with their current job. Individuals feelings of motivation (I feel motivated at work 42%) has remained the same and positive perceptions of work atmosphere has increased by 1%. The MPS currently faces some, as has Individuals perceptions of their work environment. Just over a third (36%) of staff agreed that there is a positive atmosphere at work. When looking at those items that staff tended to agree less with, they were as follows: 18% if staff agreed that processes for career development in the MPS are fair, with 22% agreeing that the MPS treats its staff fairly. However, the level of agreement rises significantly when asked about fair treatment within their team (74%). The level of agreement remains unchanged in the confidence staff have in the Leadership provided by Senior Leaders (21%) in the MPS. As with the previous survey, respondents are more likely to agree with statements relating to their team, when compared withy statements related to the MPS. For example, 58% felt that inappropriate behaviour and poor performance is managed well in their team, where as only 33% thought the same of the MPS, understanding the reason for this difference may be an area that merits further investigation. 81% report that they effectively apply the values of the MPS in their role, however only 51% felt that these values are reflected in those of their local Senior Management Team. Again, understanding the reason for this difference may be something to explore further. April

2 Next Steps The Commissioner and Management Board are committed to taking action on these results. The key themes were discussed at People Board in May. Undertaking a survey of this nature is just the start of the process. The survey results, when broken down by Department/(B)OCU enable constructive conversations with staff to take place, highlighting areas to focus on at a local level. Through these conversation the MPS can build on and further improve staff s experience of working for the MPS and in so doing improve the overall effectiveness of the service we deliver. To support the MPS to understand what these results mean to staff and to inform what appropriate action may be required, the next steps suggested are set out below: Business Groups will be provided with the following: A top level overview of their Business Group Performance (by the 19th of May) A Business Group/(B)OCU breakdown (where this can be provided) - showing (B)OCU Performance against their overall departments, (where appropriate incorporated into Crimefighters packs), by the end of May 2014 A standardised presentation - that can be tailored to support sharing Business Group/(B)OCU results, and engaging staff with understanding what they understand the results to mean, and what they think could and should be done in relation to them, by the end of May 2014 A staff survey toolkit - summarising a range of the activities undertaken in relation to the last staff survey, to assist with local action planning, by the end of May 2014 The expectation is that (B)OCU SLT s review their survey results and using the presentation provided share the results with their staff, asking for their views as to what they think the survey is telling them, and asking for their thoughts on what can be done. It is suggested that (B)OCU s are given 4 months to undertake this activity from the beginning of June An overview of the activity taken, and the themes identified will then be fed back to People Board in the autumn of Recognising the fundamental part of the Staff Survey plays in the delivery of our Total Professionalism Agenda and improving overall staff engagement, a further report will be borough to the June People Board outlining options for the future of the staff survey, which will include more regular surveying of staff, and how this information could be used on this basis. April

3 Appendix A - Response Rates Appendix A MPS employees completed the survey between 3rd March - 31st March 2014 a response rate of 28%. Figure 1 shows the number of employees that were invited, the number that took part and the response rate that this represents. Figure 1: Response Rates by Business Group Population Size Number of responses Response Rate MPS % DCP % Digital Policing % DOR % HR % SCO % SO % TP % Figure 2: Response Rates by Business Group Response Rate 80% 70% 63% 67% 60% 56% 52% % Response Rate 50% 40% 30% 28% 26% 34% 23% Response Rate 20% 10% 0% MPS DCP Digital Policing DOR HR SCO SO TP Business Group April

4 Appendix B Appendix B - MPS level results MY TEAM In my team we take pride in delivering a quality service I feel that I am used effectively and efficiently by my team I am clear on what the priorities are for my team The amount of work I am expected to do is fair I am given the equipment and resources I need to do my job % Agree 2012 % Agree 2014 Strongly Disagree 80% 80% 5%3%4%8% 13% 25% 42% Strongly Agree 48% 50% 10% 11% 12% 17% 19% 17% 14% 66% 63% 7% 8% 9% 13% 16% 23% 24% 47% 46% 13% 12% 12% 18% 17% 17% 12% 31% 32% 19% 17% 15% 18% 14% 10% 7% SATISFACTION AND FAIRNESS I am treated with fairness and respect within my team I think that the Met respects individual differences (e.g. Cultures, working styles and backgrounds) 54% 74% 5%5%5% 10% 14% 29% 31% 44% 14% 9% 11% 22% 17% 16% 11% I am satisfied with my current job 50% 51% 13% 10% 10% 16% 17% 18% 16% I feel motivated at work 42% 42% 17% 12% 12% 16% 17% 15% 11% There is a positive atmosphere among the people I work with I achieve a good balance between my worklife and my private life 35% 36% 21% 14% 14% 15% 14% 12% 10% 40% 39% 17% 12% 13% 19% 16% 14% 8% I think the Met treats all its people fairly 22% 20% 30% 17% 16% 17% 10% 6%4% Processes for career development in the Met are fair 19% 18% 32% 17% 15% 19% 9% 5%4% There are opportunities for me to develop my career at the Met 21% 24% 28% 17% 14% 18% 12% 7%5% MANAGEMENT AND LEADERSHIP My line manager gives regular and constructive feedback on my performance If I made a mistake in good faith my line manager would back me up I feel trusted to make important decisions on my own I have confidence in the leadership provided by my local Senior Leadership Team I have confidence in the leadership provided by the senior leaders in the Met 51% 54% 11% 10% 10% 15% 17% 20% 18% 66% 65% 9% 7% 7% 13% 14% 24% 27% 61% 61% 10% 9% 8% 13% 16% 24% 21% 35% 35% 21% 14% 13% 18% 14% 12% 8% 21% 21% 30% 18% 14% 16% 11% 6%5% April

5 Appendix B VISION AND ADVOCACY Strongly Disagree Strongly Agree I understand the Mets' strategic vision 43% 41% 14% 11% 12% 22% 18% 14% 8% I support the need for change within the organisation The Met keeps me informed of changes that affect me I would speak highly of the Met as an employer to those outside the organisation If I contacted the Met as a member of the public, I would be confident of receiving a good service My line manager keeps me informed about matters that affect me 55% 54% 8% 7% 11% 21% 22% 18% 15% - 29% 17% 15% 16% 23% 16% 8%5% 32% 29% 25% 16% 14% 17% 12% 9% 8% 30% 30% 17% 15% 16% 23% 16% 9%4% - 62% 8% 8% 9% 14% 17% 24% 21% VALUES I effectively apply the values of the Met in my role My line manager's behaviour reflects the values of the Met My line manager supports me to behave in a way which reflects the values of the Met My line manager would challenge me if my behaviour did not reflect the values of the Met The values of the Met are reflected in the behaviour of my colleagues The values of the Met are reflected in the behaviour of my local Senior Leadership Team PERFORMANCE I would feel confident challenging poor performance and inappropriate behaviour in my colleagues I would be adequately supported by my managers if I challenged poor performance and inappropriate behaviour in my colleagues Poor performance and inappropriate behaviour are dealt with effectively in my team Poor performance and inappropriate behaviour are dealt with effectively in the Met Excellent performance is acknowledged and rewarded in my team Excellent performance is acknowledged and rewarded across in the Met 82% 81% 3%3%3%10% 17% 31% 34% 72% 71% 5%5%6% 14% 17% 28% 26% 73% 71% 5%5%6% 14% 17% 28% 26% 80% 77% 4%4%4% 11% 15% 29% 33% 66% 65% 4%5% 8% 18% 22% 25% 18% 54% 51% 10% 9% 10% 21% 18% 20% 14% 67% 66% 7% 6% 8% 13% 17% 25% 25% 58% 58% 10% 8% 9% 16% 17% 22% 19% 59% 58% 9% 7% 8% 17% 16% 23% 19% 33% 33% 15% 13% 15% 24% 15% 11% 7% 43% 43% 17% 12% 12% 18% 16% 16% 11% 23% 24% 22% 16% 15% 23% 13% 7%4% April