2011 staff survey. Plans and changes to the staff survey for 2011 June 2011

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Leslie Harris
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1 2011 staff survey Plans and changes to the staff survey for 2011 June 2011

2 ICO Vision By 2012 we will be recognised by our stakeholders as the authoritative arbiter of information rights, delivering high-quality, relevant and timely outcomes, responsive and outward-looking in our approach, and with committed and highperforming staff - a model of good regulation, and a great place to work and develop.

outcomes, responsive and outward-looking in our approach, and with committed and

3 Context - changes since the last staff survey New Commissioner New mission, vision and values New working environments New structure (Project Evolve)

4 Background ICO has conducted staff surveys about every two years since ICO staff survey January 2009 added staff engagement elements. Increased take up of engagement practices by public sector (Cabinet Office papers). Overwhelming evidence of link between engagement activity and organisational performance (MacLeod Report) eg improved attendance, productivity and efficiency, commitment etc. ICO engagement score is 56%. Focus for 2011: more engagement-specific survey, and ensure results are picked up and actioned at team level as well as organisational level.

Overwhelming evidence of link between engagement activity and organisational performance (MacLeod Report) eg improved attendance, productivity

5 Staff survey plans and progress Advisory panel established, first meeting held. Project plan and communications plan approved. Brief given to COI, tender process underway. July Qualitative research stage. September Survey goes live to ICO staff. November Presentations. Mini engagement-specific survey after one year.

Brief given to COI, tender process underway. July Qualitative research stage.

6 What is engagement? More than just satisfaction. Employee engagement is when the business values the employees and the employees value the business. Engagement is about creating opportunities for employees to connect with their colleagues, managers and wider organisation. It is also about creating an environment where employees are motivated to want to connect with their work and really care about doing a good job. That first day at work feeling. Source: MacLeod Report

Engagement is about creating opportunities for employees to connect with their colleagues, managers and wider

7 Staff survey action planning Introduction We ve always had some action planning following previous staff surveys. Tended to focus on corporate solutions ET, internal comms and HR factors. Recognition that engagement happens at both corporate and team level. Survey Local reports to focus on responses to engagement questions. Full survey every two years, eg 2013, 2015; mini engagement focused survey every year.

Recognition that engagement happens at both corporate and team level.

8 Staff survey action planning Action planning team level Following training, manager facilitates team discussion focusing on all engagement related survey questions and results eg I feel valued for the work I do Team discusses positives and areas for development and agrees action plan and champion from the team to ensure plan is reviewed and actioned regularly. Action plan comprises of two areas for development and one positive to maintain or improve. Managers are accountable for the plan, the team members are responsible for its development. Plans discussed as an agenda item of team meetings throughout the year. Action plans forwarded to ET member quarterly to ensure plans are progressing. Action planning corporate level High level (not necessary engagement specific) action plan drawn up to address those issues that can be tackled outside particular teams. Owned by ET and delegated as required. Evaluation Within team: self evaluation against progress of plan and next survey results. Corporate level: completion of action plans and next survey results.

Action plan comprises of two areas for development and one positive to maintain or improve. Managers are accountable for the plan, the team members are responsible for its development.

9 Benefits Focusing on drivers of engagement factors that will make a real difference to our culture and the organisation s performance. Emphasis on what managers and their teams can do to make the ICO a great place to work better buy-in. The method is just as important as what s done focus is on managers leading culture of openness. Improved engagement leads to improved organisational performance. Values improved commitment, team-working, focus, effectiveness, fairness and supports the process of always learning. Model of best practice other public sector and regulators taking on engagement practices. Links to and supports other ICO strategies eg Talent Management Strategy, Corporate Affairs Strategy, Equality and Diversity Strategy.

The method is just as important as what s done focus is on managers leading culture of openness. Improved engagement leads to improved organisational performance.

CORPORATE DIRECTOR (CORPORATE SERVICES)

REPORT TO: THE MORAY COUNCIL - 28 th SEPTEMBER 2011 SUBJECT: EMPLOYEE OPINION SURVEY 2011 BY: CORPORATE DIRECTOR (CORPORATE SERVICES) 1. REASON FOR REPORT 1.1 To update the Council on the results of the