2006 Prairie & Northern Region Employee Survey

Branch and directorate:

In support of Industry Canada's mandate, the Regional Offices serve the needs of their regional clients through the delivery of programs and services, and support the development and understanding of national policies, programs and regulations. The Prairie & Northern Region (P&NR) is one of five regions representing Industry Canada. The P&NR includes Alberta, Saskatchewan, Manitoba, the Northwest Territories and Nunavut. Industry Canada has offices in the seven major cities within the region.

The mission for the P&NR is as follows:
We are Industry Canada's regional presence. We serve the needs of our regional clients through the delivery of programs and services and we support the development and understanding of national policies, programs and regulations.

The vision for the P&NR is as follows:
We are a dynamic organization. We embrace change and challenge the status quo, continuously improve services to our clients and value our people.

In most of the major centres within the P&NR, Industry Canada continues to be co-located with our counterparts at the Department of Foreign Affairs and International Trade (DFAIT). Due to the co-location, DFAIT employees from the Prairie region are invited to also participate in the annual employee survey.

Rationale:

The P&NR surveys staff on an annual basis as part of our commitment to continually improve as an organization. Management in this region use the results from the annual survey as a key input to their strategic business planning — the results are seen as a vital tool for ensuring that this region continues to work towards achieving its vision. 2006 marked the sixth consecutive year the P&NR has conducted an employee survey. The employee survey has become an on-going process. In order to gauge yearly trends the survey questions are not dramatically changed from year to year.

The Clerk of the Privy Council has identified five areas of focus for renewal which includes "the quest for excellence". The P&NR surveys its employees to gauge satisfaction, to help with recruiting top prospects, to retain highly engaged and highly skilled people, to create internal policies and to encourage Human Resource (HR) excellence. After six years the region has set very high benchmarks which we are able to measure ourselves against on a yearly basis as part of our own "quest for excellence".

Each year completion of an internal Employee Survey is identified as a key deliverable in the Regional Business Plan. Results from the employee survey are seen as a critical input to the business planning cycle. Initiatives outlined in both the regional and directorates HR, strategic and communications plans are often tied to results from the employee survey.

Anticipated outcomes / benefits:

After the survey is closed, the survey responses are analyzed and key findings are reported to management and staff. The Regional Management Team reviews the final results and recommendations and discusses the specific items which they believe should be addressed. A response/action plan is designed and incorporated into the regional business plan and then implemented through a variety of regional initiatives. The survey results are used to identify challenges and opportunities, and provide a benchmark to measure progress.

Employee surveys are ingrained into the culture of the P&NR. Staff commitment to the regional employee survey is proven through our remarkable participation rates, an 83% participation rate validates that P&NR employees find this an important means to express their thoughts and believe that management will listen to what they have to say.

While the survey does ask several general employee satisfaction questions it also allows management to benchmark progress on special initiatives launched in the region. Furthermore, the survey acts as a catalyst for many of the improvement initiatives launched in the region.

The P&NR survey also includes directorate specific questions which are designed and answered by only those employees in the respective directorate — this allows the directorates in the region to gain further insight into areas which are specific to their mandate or local initiatives.

Research Information:

On-line survey conducted using a census approach; therefore, all 206 Industry Canada and DFAIT staff in the P&NR were invited to complete the questionnaire. Survey was conducted October 2-17, 2006. The survey asks for both quantitative and qualitative information. For the majority of questions employees are given the opportunity to provide any written comments and are allowed the opportunity to provide feedback on any issue not covered in the survey.

Participating directorates included Aboriginal Business Canada, Corporate and Client Services, Competition Bureau, Chief Information Office, Department of Foreign Affairs and International Trade, Industry Sector officers, Planning Analysis and Communications, Regional Executive Director Office and Spectrum, Information Technologies and Telecommunications.

Contracting:

The 2006 P&NR Employee Survey was fully undertaken in-house with internal resources. The Planning, Analysis and Communications Branch managed and delivered the entire survey.

2006 Prairie and Northern Region Employee Survey—Executive Summary and Key Highlights

Industry Canada Prairie & Northern Region 2006 Employee Survey—Final Results — Fall 2006

2006 Prairie and Northern Region Employee Survey — Executive Summary and Key Highlights

PDF Version
(9 KB, 1 page)

  • Sixth annual P&NR Employee Survey was launched between October 2-17th, 2006
  • 83% participation rate (171 respondents), the highest participation rate ever. Very encouraging considering our last two regional employee surveys were conducted in the same calendar year
  • Participating directorates included Aboriginal Business Canada (ABC), Chief Information Office (CIO), Competition Bureau (CB), Corporate and Client Services (C&CS), Department of Foreign Affairs and International Trade (DFAIT), Planning, Analysis and Communications (PAC), Regional Executive Director's Office/Industry Sector Officers, Spectrum, Information Technologies and Telecommunications (SITT)
  • Although participating directorates changed slightly from previous years, bulk of participants remained the same which allows us to compare our results to previous years
  • The P&NR Employee Survey provides us with a score for each question based out of 100 so we can easily measure our progress
  • The survey also includes five questions that form the basis of our Employee Value Index (EVI) which serves as a barometer of overall employee satisfaction and well-being Literature suggests that a score of 80% or better is considered 'best of class'
  • Results showed some very encouraging improvements across specific areas such as official languages training/maintenance, communication with immediate supervisor and it showed that staff have a greater understanding of how their work fits into their directorate business plan and they believe that their directorates are making progress to achieving their directorate mission and vison. Despite the improvements the results suggest there is still work to be done
  • What is concerning is the dip in our EVI to 81%, the lowest rate in four years of comparable data. Despite that 85% of participants would recommend this region as a good place to work we are seeing several key drivers of job satisfaction decline
  • 'Drivers' of job satisfaction include: recognition; being valued for a job well-done; supportive relationship with the immediate supervisor; effective internal communications; reasonable workload; and feeling that your work makes a difference
  • The 2006 findings confirm that we continue to do well in areas such as accountability, work-life balance, respecting diversity and supervisors keeping staff informed
  • However, there is room for improvement in ensuring that employees feel valued as employees of this region and are recognized for their contributions, and providing opportunities for career development
  • Continue to see a notable difference in results between managers and staff—the former have a much more optimistic outlook
  • Results show that the satisfaction level of participants employed with the region for 1 to 5 years has declined substantially from previous years

Industry Canada — Prairie and Northern Region
2006 Employee Survey — Final Results — Fall 2006

PDF Version
(233 KB, 39 pages)

The Prairie and Northern Region (P&NR)

  • In support of Industry Canada's mandate, the Regional Offices serve the needs of their regional clients through the delivery of programs and services, and support the development and understanding of national policies, programs and regulations. The Prairie and Northern Region (P&NR) is one of five regions representing Industry Canada.
  • The P&NR includes Alberta, Saskatchewan, Manitoba, the Northwest Territories and Nunavut. Industry Canada has offices in the seven major cities within the region.
  • In most of the major centres Industry Canada continues to be co-located with our counterparts at the Department of Foreign Affairs and International Trade (DFAIT)
    • Due to the co-location, DFAIT employees from the Prairie region are invited to also participate in the annual employee survey
  • The P&NR surveys staff on an annual basis as part of our commitment to continually improve as an organization. The results are seen as a vital tool for ensuring that this region continues to work towards achieving our vision.

Methodology

  • On-line survey conducted internally using Apian SurveyPro software that allows responses to remain completely anonymous
  • To further ensure confidentiality, no reports are produced for groups with less then five responses and any potentially identifiable comments are deleted
  • The survey was conducted using a census approach, therefore, all 206 Industry Canada and DFAIT staff in the P&NR were invited to complete the questionnaire
  • Survey conducted between October 2-17, 2006
  • Participating directorates included Aboriginal Business Canada, Corporate and Client Services, Competition Bureau, Chief Information Office, Department of Foreign Affairs and International Trade, Industry Sector officers, Planning Analysis and Communications, Regional Executive Director Office and Spectrum, Information Technologies and Telecommunications

Highlights

  • 83% participation rate (171 respondents), the highest participation rate ever. Very encouraging considering our last two regional employee surveys were conducted in the same calendar year
  • Results showed some very encouraging improvements across specific areas such as:
    • official languages training/maintenance, communication with immediate supervisor and it showed that staff have a greater understanding of how their work fits into their directorate business plan and they believe that their directorates are making progress to achieving their directorate mission and vision.
  • Despite the improvements the results suggest there is still work to be done
  • What is concerning is the dip in our measure of overall satisfaction (EVI) to 81%, the lowest rate in four years of comparable data. Despite that 85% of participants would recommend this region as a good place to work, we are seeing several key drivers of job satisfaction decline
  • Continue to see a notable difference in results between managers and staff — the former have a much more optimistic outlook
  • Results show that the satisfaction level of participants employed with the region for 1 to 5 years has declined substantially from previous years

Participation Rates

Bar chart of Participation Rates

Employee Value Index (EVI)

  • Percentage of positive responses to total responses for the following five questions:
    • My work gives me a feeling of personal accomplishment
    • I feel valued as an employee of the P&NR
    • I would recommend the P&NR as a good place to work
    • Considering everything how satisfied are you with your job?
    • Considering everything, how would you rate your overall satisfaction with the P&NR?
  • 2006 EVI = [Strongly Agree (280) + Mostly Agree (415)= 81%] ÷ [Total Responses (855)]
  • The EVI was originally developed by a European management consulting firm. Through their research of private and public sector employee surveys and anecdotal evidence, they have determined that a score of 80+ is considered "best of class".
  • EVI a good barometer of how employees feel about their organization
  • EVI based on key drivers of employee well being and satisfaction
  • The EVI is simply an indicator which points to possible issues/strengths. To understand these issues further, we use supplementary questions to better understand the whole story.

Figure 1 — Employee Value Index (EVI)

Figure 1 — Bar chart of Employee Value Index (EVI)

Figure 2 — Employee Value Index (EVI)

Figure 2 — Bar chart of Employee Value Index (EVI)

Mean Weighted Average (MWA)

  • All questions are scored and compared using the MWA calculation
  • Each response is assigned a value and then the corresponding values are averaged to find one weighted score for each question
    Mean Weighted Average (MWA)
    Strongly Agree 100
    Mostly Agree 75
    Neither Agree Nor Disagree 50
    Mostly Disagree 25
    Strongly Disagree 0
  • Allows for better comparison of results over time and against other organizations.
  • Score can be read much like a report card:
    • Generally, a score of 80–100 is considered to be very good to excellent.
    • Lower scores (
  • NOTE!! Throughout the rest of this report, unless otherwise indicated all analysis and numbers reported reflect the MWA score for each question

Strongest vs. Weakest Results

Strongest:
  • I am held accountable for achieving results (85)
  • I know how my work contributes to my directorate's business plan objectives/outcomes (83)
  • If I were to suggest ways to improve how we do things, my immediate supervisor would consider them (83)
  • Supervisor keeps me informed about important issues and activities that have an impact on me (83)
  • I can balance my personal, family and work needs in my current job (82)
Weakest:
  • Official languages training (62) and maintenance (63)
  • My immediate supervisor helps me determine my learning needs (65)
  • I believe my directorate's management team addressed the key concerns raised in the 2005 Employee Survey (69)
  • In my directorate we are actively improving our programs and services based on client input (73)
  • I feel valued as an employee of this region (73)

Scores reflect the MWA

Areas of Greatest Change

Areas of Greatest Change
Question 2005 2006 +/-

Scores reflect the MWA
Official languages maintenance 55 63 +8
Official languages training 56 62 +6
I am aware of regional issues and events 73 77 +4
I know how my work contributes to my directorate's business plan objectives/outcomes 79 83 +4
My immediate supervisor keeps me informed of important issues/activities that have an impact on me 80 83 +3
I receive clear direction from my immediate supervisor of what is expect of me in my job 78 81 +3
I have opportunities to develop and apply the skills I need to enhance my professional development 71 74 +3
I believe we respect diversity in my workplace 83 81 -2
Overall satisfaction with the region 80 78 -2
I feel valued as an employee of this region 75 73 -2

Profile of Supervisors

  • As of October 2006, 22% of staff in participating directorates were supervisors
  • Results were much stronger than staff — only four questions had a MWA score under 80
  • Generally very satisfied with their jobs and the P&NR, proven through a very strong EVI of 93%
  • Strengths: training, communication, accountability, respect diversity, values, own supervisor open to new ideas
  • Areas to strengthen: Opportunities for official languages training and maintenance, own supervisor does not help them determine their learning needs, unsure if directorate is achieving their mission and vision

Supervisors' Results

Strongest Results:
  • I am held accountable for achieving results (91)
  • I know how my work contributes to my directorate's business plan objectives/outcomes (90)
  • If I were to suggest ways to improve how we do things, my immediate supervisor would consider them (89)
  • Would recommend this region as a good place to work (89)
  • Supervisor keeps me informed about important issues and activities that have an impact on me (88)
  • I believe we respect diversity in my workplace (88)
Weakest Results:
  • My immediate supervisor helps me determine my learning needs (66)
  • Official languages maintenance (72)
  • Official languages training (73)
  • Addressed key concerns from 2005 employee survey (74)











Supervisors: Areas of Greatest Change

Supervisors: Areas of Greatest Change
Question 2005 2006 +/-

Scores reflect the MWA
Official languages maintenance 65 72 +7
Official languages training 68 73 +5
Immediate supervisor keeps me informed about the important issues/activities that have an impact on me 84 88 +4
My work gives me a feeling of personal accomplishment 83 86 +3
I believe we respect diversity in my workplace 93 88 -5
Overall satisfaction with the region 89 85 -4
I believe we are moving towards achieving our directorate's mission and vision 87 83 -4
I get the training I need to do my job 83 80 -3
I feel valued as an employee of this region 84 81 -3

Profile of Non-Supervisors

  • As of October 2006, 78% of respondents were considered staff in non-supervisory roles
  • Overall scores for staff were much more reserved than management — only six questions had MWA scores higher than 80, however did see improvements across most questions
  • Something to watch is the considerable drop in the EVI to 78%, down from 82% in 2005 and 87% in 2004
  • Areas of strength: work-life balance, communication with immediate supervisor on expectations and issues of importance, and accountability
  • Areas to strengthen: training, values, feeling part of a team, feeling valued, receiving feedback and recognition from immediate supervisor, improving programs and services based on client input

Non-Supervisors' Results

Strongest:
  • I am held accountable for achieving results (83)
  • If I were to suggest ways to improve how we do things, my immediate supervisor would consider them (82)
  • My immediate supervisor keeps me informed about the important issues/activities that have an impact on me (82)
  • I can balance my personal, family and work needs in my job (82)
  • I receive clear direction from my immediate supervisor of what is expected of me in my job (81)
  • I know how my work contributes to my directorate's business plan objective/outcomes (81)
Weakest:
  • Official languages training (58)
  • Official languages maintenance (60)
  • My immediate supervisor helps me determine my learning needs (61)
  • I believe my directorate's management team has address the key concerns raised in the 2005 Employee Survey (67)
  • In my directorate we are actively improving programs and services based on client input (70)
  • I feel valued as an employee of this region (70)




Scores reflect the MWA

Non-Supervisors: Areas of Greatest Change

Non-Supervisors: Areas of Greatest Change
Question 2005 2006 +/-

Scores reflect the MWA
Official languages maintenance 52 60 +8
I believe we are moving toward achieving my directorate's mission and vision 72 78 +6
Official languages training 53 58 +5
I am aware of regional issues and events 70 74 +4
I receive clear direction from my immediate supervisor of what is expected of me in my job 77 81 +4
Opportunities to develop and apply the skills I need to enhance my professional development 68 72 +4
I know how my work contributes to my directorate's business plan objectives/outcomes 77 81 +4
I believe regional management's actions in my directorate are consistent with our shared values 76 73 -3
I feel valued as an employee of this region 73 70 -3

Supervisors vs. Non-Supervisors

Supervisors vs. Non-Supervisors
Question Super Non Super
> Non

Scores reflect the MWA
Satisfied w/opportunities for Official Languages Training 73 58 15
In my directorate we are actively improving our programs and services based on client input 84 70 14
I believe I am aware of regional issues and events 87 74 13
Satisfied w/opportunities for Official Languages Maintenance 72 60 11
Regional managements' actions consistent with shared values 84 73 11
My work gives me a feeling of personal accomplishment 86 75 11
I feel valued as an employee of this region 81 70 11
I would recommend this region as a good place to work 89 79 10
I believe we respect diversity in my workplace 88 78 10
I feel part of a team working towards a shared goal 82 73 9
I know how my work contributes to my directorate's business plan objectives/outcomes 90 81 9
Overall satisfaction with job 85 76 9
Overall satisfaction with region 85 76 9

Profile by Length of Service
(A breakdown of the results based on the number of years respondents have worked with Industry Canada in the Prairie and Northern Region — P&NR)

Bar chart of Profile by Length of Service — (A breakdown of the results based on the number of years respondents have worked with Industry Canada in the Prairie and Northern Region — P&NR)

  • Most interesting finding was the major decline in overall satisfaction of employees with the region for 1 to 5 years
    • Scores on most questions fell and often by significant amounts
    • The EVI scored dropped by 12 percentage points to 78%
  • In comparison, those with the P&NR for more than 5 years saw an increase across most comparable questions from the year earlier
  • Those with the P&NR for less than 1 year tend to be the most positive and satisfied, with a few exceptions (feedback on job performance; opportunities for training and professional development; official languages training)
  • See a noticeable decline in employee satisfaction and well-being for staff with the department for over a year: do not feel recognized nor valued as an employee of this region — uncertainty is eroding staff's well-being

Length of Service: Strongest Results

Length of Service: Strongest Results

Scores reflect the MWA
Less than 1 year 1 to 5 years More than 5 years
Strongest Results
I would recommend this region as a good place to work (94) My supervisor keeps me informed about important issues/activities (85) I am held accountable for achieving results (85)
I feel valued as an employee of this region (92) If I were to suggest ways to improve my supervisor would consider them (85) I know how my work contributes to my directorate's business plan (85)
My supervisor keeps me informed about important issues/activities (92) My supervisor invites different points of view (84) My supervisor keeps me informed about important issues/activities (82)
Believe management's actions consistent w/shared values (91) I am held accountable for achieving results (83) I can balance my personal, family and work needs in my job (82)
And many others… I understand the purpose of all programs and services delivered by the region (82) If I were to suggest ways to improve my supervisor would consider them (82)
  Believe we are moving toward achieving directorate's mission and vision (82)  

Length of Service: Weakest Results

Length of Service: Weakest Results

Scores reflect the MWA
Less than 1 year 1 to 5 years More than 5 years
Weakest Results
Official languages training (54) Official languages maintenance (51) and training (53) Supervisor helps me determine my learning needs (62)
Supervisor helps me determine my learning needs (71) Supervisor helps me determine my learning needs (63) Official languages training (66) and maintenance (67)
Supervisor provides feedback on my job performance (72) Believe we are actively improving programs and services based on client input (69) Believe management addressed concerns from the 2005 Employee Survey (68)
Get the training I need to do my job (72) Believe management addressed concerns from the 2005 Employee Survey (70) Feel valued as an employee of this region (70)
Opportunities to enhance my professional development (72) Feel valued as an employee of this region (70)  

Profile by Length of Service

Profile by Length of Service
MWA scores of 80 or better across two or more length of service groups 1-5 >5
Supervisor keeps me informed of important issues/activities X X X
Receive clear direction of what is expected of me X   X
I understand the basic purpose of all programs and services delivered by the region   X X
I believe we respect diversity in my workplace X   X
Can balance my personal, family and work needs X   X
Know how my work contributes to my directorate's business plan   X X
Held accountable for achieving results X X X
Immediate supervisor invites different points of view X X  
If I suggest ways to improve, my supervisor would consider them X X X
Would recommend this region as a good place to work X X X
Overall satisfaction with my job X   X
We are moving towards achieving our directorate's mission and vision X X  

Official Languages

Bar chart of Official Languages (training and maintenance)

  • Despite strong improvement from 2005, results show that Official languages training/maintenance is still an area of concern
  • New employees (
  • Many just are not aware if training is available to them, and are not aware of the process to registering for courses
  • Maintenance is seen as a major challenge
  • Most respondents either selected 'not applicable' or 'neither satisfied nor dissatisfied' to these questions, which influences the MWA score so this graph looks at the percentage breakdown of the replies for both questions

Overtime and Compensation

  • Respondents suggest that the majority of pressure to work overtime comes from themselves, followed by clients and headquarters.
Overtime and Compensation
I feel pressured by the following to work more than my regular hours

* Percentages exclude "Not Applicable" responses: 49 respondents
  Always/Often Sometimes Never
Immediate Supervisor 1% 26% 73%
Colleagues 0% 20% 80%
Headquarters 6% 29% 65%
Clients 10% 36% 54%
Myself 28% 50% 22%
When my immediate supervisor asks me to work outside of my regular hours, I am compensated in money or leave* 85% 10% 5%

Flexibility is key!
Respondents suggest that they are often not compensated in money but through flexible work arrangements, which they appreciate

Summary

Drivers of Job Satisfaction

Drivers of Job Satisfaction
  MWA vs. '05
Good, supportive relationship with supervisor
  • Receive feedback on job performance
 78 +1
  • Receive clear direction of expectations
 81 +3
Being valued for a job well done
  • I feel valued as an employee of the P&NR
 73 -2
Recognition
  • I believe I am recognized for my contributions
 74 +1
Feeling your work makes a difference
  • My work gives me a feeling of personal accomplishment
 77 -1
Opportunities for career advancement
  • I have opportunities to develop and apply the skills I need to enhance my professional development
 74 +3
Effective internal communications
  • Immediate supervisor keeps me informed of important issues/ activities that have an impact on me
 83 +3
  • I am aware of regional issues and events
 77 +4
Reasonable workload
  • I can balance my personal, family and work needs in my current job
 82 +1

Communication

  • Communication with Immediate Supervisor: Dialogue between supervisors and staff is seen as an area this region does well and an area we continue to improve in
    • Water cooler sessions help keep staff 'in the loop'; staff also appreciated one-on-one meetings with their supervisors
    • Timeliness of the message is critical — supervisors getting the message out there, but is it quick enough?
    • Need to ensure communication is not hindered by distance — often supervisors and their staff are not located in the same cities
    • Need to ensure message makes its way down the chain of command
    • Need to ensure staff are made aware of regional issues and events
  • Performance Feedback:
    • Staff appreciate regular, on-going workplan/performance review discussions with their supervisor
    • Need to particularly ensure new staff receive timely, on-going, meaningful performance feedback
    • Performance reviews must be available in writing
    • Performance feedback should focus on the good and bad
  • Addressed Concerns in 2005 Survey:
    • Need to show the actions taken — staff want actual results — and need to be reminded of these results
    • Need to remind staff of what were the key concerns raised in previous surveys
  • Feel Part of Team:
    • Many feel part of a team but are less sure of what their common goal is
    • Lack of direction and uncertainty is creating pessimism
    • Industry Sector officers feel neglected
  • Awareness of Programs and Services:
    • The Program Awareness Sessions held in each city in September 2006 helped to improve staff's understanding of all programs and services delivered by the region

Innovation

  • Supervisors do a good job at being open and receptive to new ideas
    • Open door policy
    • Good lines of communication between supervisors and their teams
    • Supervisor's "sincerely listen" to suggestions and ideas
  • Some concern that different points of view are welcomed, however, many felt as though the decision had already been made — 'fait accompli"
  • Sense that colleagues are less receptive to change and new ideas
    • "Been there, done that" attitude

Skills and Opportunities

  • Training
    • Staff believe there is a lack of specific job related/technical training available
    • Often staff feel as though they do not have the time to undertake training
    • Would like to see more training opportunities available in the region or in each city
    • Expense is sometimes a factor limiting additional training opportunities
  • Did make significant gains in satisfaction for official languages training/maintenance, however, low MWA scores indicate this is still an area of concern — many respondents chose "not applicable (N/A)"
    • More opportunities are needed for official languages maintenance
    • Finding the time for official languages training/maintenance is also a challenge
    • Many are unsure as to whether or not they would be eligible for training and how to go about registering
    • Staff with 5+ years, most satisfied with official languages training/maintenance
  • Few staff believe that their supervisor helped them determine their learning needs
    • Supervisor often supportive of learning opportunities but not involved in determining those needs
    • Debate as to whether supervisors should be helping determine the learning needs of their staff

Achievement and Awareness

  • Mission and Vision
    • In 2006, each directorate's complete mission and vision was provided before the question, which may explain the significant improvement in employees' belief that their "directorate is moving towards achieving their mission and vision"
    • Many comments point to the lack of clarity and direction from head quarters and the impact it is having
  • Know how work contributes to directorate business plan
    • Continues to be an area of strength
    • New staff are the least likely to know how their work contributes
    • Participating in the planning process helps staff understand how their work fits into the bigger picture
  • Held accountable
    • Region's greatest strength
    • Still some concern that there are no consequences for not achieving results

Values

  • Results fairly consistent with previous years in employees' belief that their colleague's or management's actions are consistent with our shared values
    • Leaders of the region need to set the standard that is expected of all staff
    • Given the decline in measures of overall satisfaction and well-being we will need to be cautious of defeatist and pessimistic attitudes
  • Generally those in non-supervisory roles do not feel valued as employees of the P&NR
    • Immediate supervisors do a good job recognizing their teams but many do not feel valued/recognized by their clients and colleagues from other directorates
  • Results indicate more could be done in the area of 'recognition'
    • A 'thanks' is often all that is needed but too often not given

Work-Life Balance

Overtime

  • The P&NR survey results suggest that the biggest pressure to work additional hours comes from one self, and in most cases staff were compensated for any overtime required to work
    • 104 respondents are "always" or "often" compensated for overtime, while 12 respondents are "sometimes" compensated and 6 respondents replied that they were "never" compensated when asked to work additional hours by their supervisor
    • Some concerns expressed over high work volumes, long hours coupled with a rush environment

Work-Life Balance

  • One of this region's best qualities
  • The flexibility provided is considered key to maintaining a healthy work-life balance (flex-time, work at home, compressed work week)
  • No extra pressure from supervisor to work unnecessarily long hours, enables staff to have work-life balance overall
  • Common acceptance that there will be busy times where working longer hours will be necessary — but this is the exception not the norm

Client Satisfaction

  • Very consistent, albeit low MWA score on the question, 'In my directorate we are actively improving our programs/services based on client input'
    • Those in non-supervisor roles and those with 5+ years of experience continue to see this as an issue needing improvement
    • Clients surveys play a role in collecting client input, however, not all directorates are actively collecting direct/formal feedback from their clients (i.e. through client surveys)

EVI — General Satisfaction

  • The decline in the EVI and in four of the five EVI questions is concerning as it is a measure of overall employee satisfaction and well-being. EVI scores declined particularly for staff in non-supervisory roles and staff with 1-5 years. Also of particular concern is the drop in the EVI to 81% from 88% in 2004.
  • Although most respondents would still recommend the P&NR as a good place to work, pessimism is on the rise, employees feel less valued and do not feel their work gives them as much personal satisfaction as it used to.
  • In 2005, it was noted that the "Department as a whole needs to get its act together — need clearer direction from HQ". This sentiment still exists today. The continued uncertainty is beginning to wear on employees.

Next Steps

  • The Regional Management Team reviews the final results and recommendations and discuss the specific items which they believe should be addressed.
  • A response/action plan is designed and incorporated into the regional business plan and then implemented through a variety of regional initiatives.

Contact

For questions or additional information please contact:

Dayna Boutang
Industry Canada, Prairie and Northern Region
Planning, Analysis and Communications
780-495-3327

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