1 Executive Summary
1.1 Overview
The Scottish Government ( SG) conducted its 2008 Employee Survey from 11 th November to 2 nd December 2008. The survey focuses on employee engagement and through statistical analysis identifies what is driving this engagement and how engaged employees are. This report provides analysis of the full results and identifies corporate priorities to take forward for action.
1.2 Response rate
This year's employee survey received a response rate of 62%, which is below the response rate achieved in 2007 (69%) and the average response for surveys of this kind conducted in other Central Government organisations (67%). However, it is in line with the average across all UK organisations (63%).
1.3 Employee Engagement
A series of questions - the employee engagement index - has been used to calculate an overall engagement score and measure respondents' commitment to the Scottish Government. Engagement goes beyond satisfaction and can be defined as employees' willingness to invest their personal effort in the success of the organisation.
The overall engagement score for 2008 is 66%, an increase of 1 percentage point from 2007.
To identify the key areas that drive and have the biggest impact on employee engagement for the Scottish Government, Key Driver Analysis ( KDA) has been conducted. Key Driver Analysis ( KDA) is a statistical tool used to help highlight the aspects of working for the Scottish Government which have the strongest impact on employee engagement. These questions are not necessarily the lowest performers, rather the questions having the greatest impact on engagement. The key drivers of engagement that the SG is performing least well on should be considered as key priorities for improvement action.
The key drivers of engagement are listed below.
1.3.1 High performing key driver of engagement
Understanding contribution to the purpose of the SG: As in 2007 and similar to other Central Government organisations the majority of respondents (82%) understand how their work contributes to the Purpose of the Scottish Government. This was also identified as a driver in 2007 (the wording of the question was slightly different in 2007, referring to "objectives of the SG", rather than the Purpose).
1.3.2 Poor performing key drivers of engagement
Scottish Government being well managed: Overall perceptions of senior management is a key area to improve, with the key driver, as in 2007, focusing upon the SG being well managed. Only 40% of Core respondents and 43% of Agency/Associated Departments' respondents answer positively. While this is performing better than other Central Government organisations it falls below the Private Sector norm (54%). In addition questions about senior management and specifically the Strategic Board generate extremely high neutral responses similar to 2007, when it was highlighted as a priority to take forward for action. This possibly suggests that action taken forward from the 2007 regarding senior management and leadership may need to be re-evaluated or that these actions potentially are still being implemented and embedded into the culture of the SG.
Personal achievement: With 62% of respondents believing their work gives them a feeling of personal achievement, this is performing better than other drivers of engagement. However this falls below the Central Government and Private Sector norms, therefore an area to monitor and continue to look to improve as it is also the area that has the highest impact on engagement.
Commitment to training and development of staff: Overall 59% of respondents feel the SG is committed to the training and development of its staff. While this has shown no movement since 2007, there is room for further improvement and providing training and development opportunities to staff would also demonstrate the organisation valuing and placing investment in people.
Being appropriately rewarded for performance: Similar to 2007, respondents feeling appropriately rewarded for their performance in the SG has been identified as a key driver of engagement. Only a third feel they are appropriately rewarded ( i.e. total reward package) for their performance and 45% actively disagree. It is also important to acknowledge that compared to 2007 the impact of this question on engagement is higher.
Positive actions since last survey: Only a quarter of respondents feel that positive action is being taken following the last survey, which is a decline from the 2007 score. Half of respondents answer neutrally, suggesting that actions may not have been effectively communicated back or linked to the survey or that some actions may still be in the process of being implemented and embedded into the culture of the organisation.
1.4 General findings
The majority of questions remain in line with the 2007 survey, though some key areas identified as opportunities for action are moving in the right direction. Of the 61 questions in the survey where trend comparisons are available:
- 4 questions have improved by 5 percentage points or more
- 55 questions remain in line, between +4 and -4 percentage points
- 2 questions have declined by 5 percentage points or more
Comparisons of the 33 questions that can be compared to the Central Government norm are overall favourable:
- 12 questions score at least 5 percentage points higher
- 15 questions are in line, between +4 and -4 percentage points
- 6 questions score at least 5 percentage points lower
Comparisons of the 31 questions that can be compared to the Private Sector norm are less favourable, with a higher proportion falling below the norm:
- 5 questions score at least 5 percentage points higher
- 12 questions are in line, between +4 and -4 percentage points
- 14 questions score at least 5 percentage points lower
1.4.1 Key strengths
The following areas have not been identified as drivers of engagement but can still be considered as strengths for the SG.
Job and organisational satisfaction: Overall 73% are satisfied with their job, which is higher than other Central Government organisations (64%). Similarly, 73% of respondents think the SG is a good place to work, again performing better than other Central Government organisations (59%).
Team working: Team working is a real strength for the SG, with most respondents (84%) who agree their team co-operates to get the work done.
Work objectives and skills: Perceptions of work objectives is an overall strength for the SG. Three quarters of respondents feel they are fully involved in setting their work objectives and 72% agree their objectives clearly set out what is expected of them in their job. Most respondents (86%) also feel they have the skills and knowledge they need to achieve their objectives. Furthermore, linked to work objectives, most respondents (75%) can clearly see how their work contributes to the business plan of their work area.
Job security: Job security is perceived positively, with 78% of respondents who feel they have job security. This outperforms both the Central Government and Private Sector norms as well as improving by 11 percentage points since 2007.
Respecting diversity: As in 2007, most respondents (78%) feel the SG respects individual differences ( e.g. cultures, working styles, backgrounds and ideas). This is considerably higher than both the Central Government norm (66%) and the Private Sector norm (70%). It is also important to note that this was a key driver of engagement in 2007, being the third question to have the most impact on engagement. While it has not emerged as a key driver in 2008 it is still an area to be celebrated as performance on this question had been maintained.
Line management recognition: While perceptions remain in line with 2007, it is positive that a high proportion of respondents (73%) agree their line manager recognises and acknowledges when they have done their job well.
1.4.2 Opportunities for improvement
The following area was not identified as a key driver of engagement but is an opportunity for improvement for the SG.
Performance management: Only 28% of respondents feel poor performance is dealt with effectively, which falls in line with 2007 and nearly a third actively disagree. Overall it is an important area to address as not only could it have a detrimental effect on how well the organisation is performing but also to some extent on high performers who may feel they are being treated in a similar way to those under performing and therefore not being recognised for their good performance.
1.5 Progress on corporate priorities since 2007
From the analysis of the 2007 survey results the following corporate priorities were identified for improvement action:
- Visibility and perceptions of senior management and the Strategic Board
- Career progression
- Being rewarded appropriately for performance
- Performance management
- Job pressure
It is encouraging that there has been improvements to some of the action areas identified in 2007, particularly the 5 percentage points increase in the proportion of respondents that believe there are opportunities to progress their career in the SG. Job pressure is also another area having improved considerably since 2007, with two thirds agreeing the level of stress they experience in their job does not affect their ability to do their work. Perceptions of dealing with poor performance effectively and being rewarded appropriately for performance has seen no improvement since 2007 so remain areas to continue to address. Perceptions of senior management and the Strategic Board also remain corporate priorities for improvement this year (see section 1.4.2).