RESOURCES OVERVIEW GROUP
9 FEBRUARY 2006
REPORT OF HEAD OF PERSONNEL AND TRAINING SERVICES
PEOPLE MATTER SURVEY 2005
1.0PURPOSE
1.1 This report outlines the background to the People Matter Survey 2005 and the principle findings of the survey.
2.0RECOMMENDATION
2.1To note the outcomes of the People Matter Survey 2005 and support any action plans for improvement across the organisation and in service units.
3.0BACKGROUND
3.1 The People Matter Survey is the Borough of Poole’s employee survey. The survey was issued to every employee (excluding schools and Poole Housing Partnership) and is designed to assess what it is like working for the Borough of Poole.
3.2 The People Matter Survey 2005 is a follow-up to the first employee survey undertaken in October 2003. A working group was set up from members of the People Strategy Group to prepare a survey for implementation during October 2005. The group used the 2003 survey as a basis for the 2005 survey, recognising that utitlising some of the same questions would enable comparisons to be made. The decision was taken by the working group, with support from senior management to include further equality monitoring data.
3.3It was agreed that the responses from employees would be scanned in by an external organisation to encourage responses from individuals concerned about confidentiality. All accompanying literature advised that the People Matter Survey was being conducted in accordance with the Market Research Society Code of Conduct.
3.4To encourage responses from non-office based workers there were pre-paid envelopes available if required in which to return the survey. Distribution of the survey to employees was co-ordinated by each Service Unit People Strategy Group Representative.
3.5It was agreed that the survey would be project managed through Personnel and Training Services and that the Research and Intelligence Team in Strategic Planning would undertake the analysis of the data.
3.6The survey was officially launched on 17 October 2005 and final responses were received by 18 November 2005. Full survey results are being presented to Management Team on 31 January 2006.
4.0INTERIM RESULTS OF PEOPLE MATTER SURVEY 2005
4.1Over 2700 People Matter Surveys were distributed and almost 1600 surveys were completed and returned. This resulted in an overall pleasing response rate of 59%, an increase on the previous survey response rate and significantly higher that the average for Local Government authorities which is currently 48% (source: London Borough of Richmond upon Thames). The average response return rate across Service Units was 67%. One reason for the improved response may have been the use of pre-paid envelopes which assists staff not based at the Civic Centre.
4.2The survey has produced some positive findings and also highlighted areas of development. All statistic quoted relate to those who strongly agreed or agreed with the statement based on the percentage who actually answered the question.
Key findings of the People Matter Survey 2005 are:
-90% enjoy working for the Council
-86% believe the Council is a good employer
-94% are aware of the Council’s Striving for Excellence mission
-89% understand how their work contributes to ‘Striving for Excellence’
-79% work in a team with clear objectives
-77% receive support and encouragement from their line manager which helps with their work
-78% can usually cope with the amount of work they have
-48% are satisfied with how change is managed at the Council (although 11% don’t know)
-45% agree that elected members and senior managers provide clear leadership (although 16.7% don’t know)
-53% agree that senior managers take an interest in them and what they do
-44% agree that their salary and benefits package is comparable with other organisations for similar jobs (14% don’t know)
-82% stated that LOOP is either very or quite useful as form of communication
-77% believe team meetings and emails are useful
4.3Using the equality monitoring data it can be noted that:
-Grade does affect your overall satisfaction rate, with those on highest grades being significantly more satisfied
-Female employees overall gave a more positive response on average than male employees
-Insufficient data to make comparisons based on disability/ethnicity
-In some instances, there is a difference between responses from office and non-office based staff. Office based staff appearing on average a little more positive in their response overall but non office based staff feel overall more able to manage their work within their contracted hours than office based staff.
5.0PEOPLE MATTER SURVEY 2003/2005 COMPARISONS
5.1When comparing the results from the People Matter Survey 2005 to 2003, there have been many improved or comparable results. All statistic quoted are those who strongly agreed or agreed with the statement based on the percentage who actually answered the question.
There were no areas in which the responses were significantly reduced.
5.2Areas of notable improvement between the 2003 and 2005 surveys include:
-I enjoy working for the Council
(90% in 2005, 86% in 2003)
-The Council is a good employer
(87% in 2005, 82% in 2003)
-The Council sets and prioritises clear objectives/targets
(71% in 2005, 61% in 2003)
-Job security is good
(79% in 2005 and 73% in 2003)
-My line manager is committed to my development
(74% in 2005 and 69% in 2003)
-I receive the training and development I need to do my job
(82% in 2005, 76% in 2003)
-If I wish to develop I feel that the Council will support me
(82% in 2005, 76% in 2003)
-I have the same opportunities for advancement as others
(69% in 2005, 61% in 2003)
-My work generally does not impact adversely on my personal life
(72% in 2005, 66% in 2003)
-I am rarely expected to work extra hours without sufficient notice
(82% in 2005, 71% in 2003)
5.3The overall trend is encouraging. Ben Page of MORI commented on how favourable the results of the Poole People Matter Survey were compared with the norm for other local authorities.
5.4Members are asked to note that there is still the potential for improvements to be made in many of the areas listed above. This is mirrored supported by the Investors in People Review Report as a result of Investors in People re-assessment.
5.5Following the last review areas we sought to improve included: -
a)Units where responses were significantly below the Council norm
b)The ‘Golden Thread’ and awareness of strategic objectives (awareness of the Striving for Excellence agenda was 94%)
c)Employee Development Interview completion arrangements. Overall the survey results suggest these areas have improved.
6.0CURRENT STATUS
6.1The Research and Intelligence Team are in the process of analysing the data of the People Matter Survey 2005 by Service Units. This data will be presented to Management Team and then circulated to Service Unit Heads to enable Units to identify their current good practice and generate action plans around their development areas. There will invariably be improvement areas identified for all Service Units however some are more significant than others and some services have particular strengths and particular areas where there may be scope to improve. Personnel and Training Services will provide guidance to Service Units to support their action plans.
6.2Service Unit Heads will be expected to share their results with all employees within their unit. Corporate messages relating to the Borough-wide data will be communicated to employees through the LOOP, Splash article, Service Unit Heads and People Strategy Group representative.
7.0CONCLUSION
-The People Matter Survey 2005 was well received by staff, resulting in an improved response rate from 2003.
-Results highlight where the Borough of Poole is excelling and also areas where further improvement will be sought.
-It is important for the Borough of Poole through Management Team and Service Units that employees see action on the results of the survey. Data shows that staff are more likely to complete a further survey if this happens. This was also believed to be a factor in why there was a good response to this survey as actions were taken in response to the previous survey.
-Any improvements should be communicated to staff as appropriate.
-All employees are thanked for their contribution to the People Matter Survey. In particular those staff in Personnel and Training Services, Strategic Planning and Communication and Tourism who project managed and implemented the survey.
-Overall results of the People Matter Survey 2005 show that people are well managed. There are well motivated employees and communications are good.
-Leadership is an area in which the Borough of Poole could develop further although MORI considered this compared favourable with other authorities. This will be reflected in workforce planning and training and organisation development activities.
COLIN HAGUE
HEAD OF PERSONNEL AND TRAINING SERVICES
Supporting Documents
- Overall People Matter Survey Analysis
- People Matter Survey comparison 2003 and 2005
THE APPENDIX TO THIS REPORT IS NOT AVAILABLE ELECTRONICALLY – PLEASE CONTACT LEGAL AND DEMOCRATIC SERVICES SHOULD A COPY BE REQUIRED