EMPLOYEE SATISFACTION SURVEY 1999
ACTIONS COUNCIL – WIDE
1. The officer Customer Care Group to ensure that a system is in place and implemented through which positive feedback from customers is passed to the relevant employee(s), his/her manager, and Press and Publicity. Progress: No additional system but see 2 below. 2 Press and Publicity to introduce a Grapevine column ‘Good News’ containing a few items of positive customer feedback. Progress: achieved: ‘I thang you, I thang you’ column. 3 Press and Publicity to circulate to all employees key summary information from the Customer Attitude Survey together with some key statistics on positive/negative press items. Progress: achieved. Also daily bulletin on items in The ‘News’ to be produced starting June 2000. 4 Feedback from Community Pulse (Citizens’ Panel) exercises to go to employees affected by the issue being consulted on. Progress: Action Plan in place to achieve this. 5 Customer Care Group to include front-line employee representative(s). Progress: achieved. 6 Proposals for enhancing internal communication to come to MT. Progress: No proposals yet; discussions started involving Reputation, currently advising on PR & Communications. 7a All members of MT to feedback relevant decisions of MT meetings to ALL their staff directly or through managers; When MT believe an issue requires, the relevant MT member will produce a written brief for colleagues (and managers) to use. In such cases MT will agree a deadline by which all briefing will be completed;
7b
7c
All members of MT to identify any managers’ needs for help with briefing and respond to these appropriately. Progress: a and b achieved; no needs yet identified in c.
8
THINK: Instead of sending that e-mail: would this communication be more effective/appropriate face to face ? Then ACT !! Progress: Managers’ Forum does not perceive a change yet; reminded managers to copy e-mails only as necessary.
9
Explain and discuss roles of MT at team meetings. Progress: discussions have taken place – certainly at Service Unit management team level.
10a
MT members to give comments to Personnel on the current Employee Appraisal and Development Scheme –Guidance and Form. Progress: achieved. MT to discuss proposals for revised Scheme June 2000.
10b
All job related targets to be linked to Business Plan, clear, realistic, measurable and understood. Progress: achieved.
11
Challenge members/ each other/colleagues when something ‘new’ can be achieved only by also agreeing that something else already committed to either does not happen at all or is deferred or has a longer completion time or is undertaken another way. Progress: No perceived change yet to handling the volume of workload issues more effectively. Some position changes within service units. Managers’ Forum noted that ‘additional work’ (e.g. Best Value Review work) has to be accommodated. Managers and employees at ALL levels should also explain to managers/Members as appropriate what adjustments to existing workload have been made to create capacity.
12a
Include in the publicity of the Council – wide actions the following statement: “ We believe that, realistically, there is no particular ‘solution’ which will change radically the views of colleagues who continue to have negative feelings relating to job sizing in 1996/7, and the changes to grades from April 1997.
The Council is an organisation of 400 employees providing a very diverse range of services. There are not a great number of employees working in any one ‘specialist’ area. This, together with low turnover of staff means that opportunities for anyone to get ‘the next job up’ (the traditional understanding of career development) are few and far between.“ Progress: achieved. 12b Introduce career counselling sessions to be made available generally to employees. Progress: budget in place; sessions still to be arranged. 12c Encourage employees more positively to consider applying for vacancies which DO arise (cf. Current Economic Development internal advert/action). Progress: greater attention has been given, but scope to improve further. 12d Take all opportunities to see how jobs/working arrangements can be enhanced or better meet employees’ needs or how work can be achieved in different ways. Progress: little evidence of greater attention to date. Opportunities for secondments explored positively in a number of service units.
Stephen Bishop/HRM/8 June 2000/Council Wide Action Plan.
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EMPLOYEE SATISFACTION SURVEY
CHIEF EXECUTIVES SERVICE UNIT ACTION PLAN ACTION Business Plans Build in percentage contingency time for unforeseen needs of a political dimension e.g. the additional work involved in Local Government Commission’s Review of Ward Boundaries. Business Plans Recognise the major increases in work load now coming through in relation to Best Value, Community Plans and the Modernising Agenda. Progress: Resourcing for Personnel Best Value Review included in the 2000/1 Business Plan. Policy Issues Consider full-time dedicated staff through the Management Team Review. Progress: Linked to MT Review. Managing the Workload Managers to allocate the time necessary for effective programme management. Eliminating non-essential work More exception reporting to managers and committees. Progress: Taking a more rigorous approach on what needs to be reported to e.g. MT, Personnel Sub-Committee. Management style/culture Foster a ‘can do’ culture which takes account of changing circumstances and political priorities, while recognising that existing priorities may need to be adjusted to keep workload pressures within reasonable bounds. Progress: Open discussions have taken place.
CLIENT SERVICES SERVICE UNIT ACTION PLAN ACTION Revenues client team meetings to be held regularly each fortnight Progress: Staff decided unnecessary. Circulate performance monitoring reports to all staff Hold discussions with staff in the revenues client unit as to impact of best value Provide venting of print room main high speed copier Progress: In hand. Upgrade the print room lighting Progress: In hand. Provide a revenues representative on the customer care group Progress: Achieved. Circulate the community attitude survey results to all staff Progress: Achieved. Review action points from staff appraisals after 6 months Progress: Achieved. Review the financial case for leased cars for high mileage users. If there is justification, to review the Council-wide policy Progress: Possibility being explored by officers.
DIRECT SERVICES SERVICE UNIT ACTION PLAN ACTION Working Safely – Review and complete our policy, risk assessment, safe systems etc. documentation. Review and implement new health and safety awareness and refresher training programmes. Progress: Unsatisfactory. There is a major shortfall in personnel resource availability, skill and effectiveness at the Depot to tackle the necessary assessment, analysis, document preparation and ongoing review work needed. After forthcoming (MT) restructuring would like to create a post to cover these responsibilities. Future Surveys – Review documentation used and assistance needed to secure increased response. Appraisals – Sustain 1999/2000 programme of appraisals, ensuring completion of all interviews and actions. Progress: Almost achieved. Earnings – Continue current terms and conditions review programme and recommend affordable improvements. Progress: Further improvements made from 1.4.2000.
ENVIRONMENTAL HEALTH & HOUSING SERVICES SERVICE UNIT ACTION PLAN ACTION Hold Member seminars before EHHS meetings focussing on specific areas of work to inform Members of approaches taken and of any constraints on progress. Involve all staff in seminars. Progress: Programme arranged. Hold an annual Environmental Health & Housing Open Day for Members to visit and get to know staff. Assess and refurnish Room 261 from budget underspends Progress: Completed March 2000. Reinstatement of Private Health medicals for ALL staff Provision of cheap or discounted leisure facilities Determine from HTS progress with the feasibility study on the provision of proper heating and ventilation systems to maintain a suitable environment for efficient working and to protect the health of staff, together with the timetable for completion of the review and action. Progress: Awaiting consultant report. Review lighting in offices. Progress: Lighting replaced April 2000. Establish more horizontal working groups. Progress: Brainstorming session programmed for June with all staff in respect of Best Value.
FINANCIAL SERVICES SERVICE UNIT ACTION PLAN ACTION Commitment from management to ensure that staff continue to have the relevant IT equipment, software and training. Progress: Completed. Ensure regular reviews of working environment are undertaken. Progress: Completed. As a matter of urgency try to improve the poor air quality in room 164. Progress: Awaiting results of corporate study. Software training arranged at a time to suit Service Unit’s commitments. Give consideration to more internal Service unit training, particular as the Havant College courses are 2 days and many people want shorter sessions Training on Health & Safety issues Progress: Nominations made. Commitment to support training in the future including professional exams Progress: Training is considered in line with IIP principles. Continued development of team working and morale. Continued improvement in day to day management, encourage two way communication, challenge way in which job is done, can it be improved Progress: Team working continuing and being developed through the Best Value review and Business Action Planning. It is felt that the most unfavourable results identified by the method of this survey are those that need action across the Council, and therefore plans within the Service Unit are not applicable There are issues that arise from other questions where 1 or 2 people only strongly disagreed and these need to be taken forward in the service unit as part of Business Action Planning or in private discussions with managers if so desired
LEGAL & ADMINISTRATION SERVICES SERVICE UNIT ACTION PLAN ACTION Address comments made (including as to appraisal process itself) through annual appraisals initially. Liaise with appraisers as to comments from employees, in appraisals, as to training needs/gaps and as to appraisal process itself. Develop appropriate responses to employees concerns by building on those comments through the processes of developing the Service Unit training plan and employees individual training plans. Progress on first three actions: no significant gaps in training identified; staff views on appraisal process fed into review by Personnel/MT. Convene meetings of: Service Unit “managers”; and, Cross-section of employees from each section; To discuss results in more detail with a view to establishing, if possible, reasons for responses, or, at least, the different perspectives of managers and employees. To devise, in consultation with managers and employees, a Service Action Plan to address the concerns expressed and to improve upward/downward communications and exchanges of information within the Service. Progress (on this and action above): Regular Service Management Team meetings now take place.
LEISURE & COMMUNITY SERVICES SERVICE UNIT ACTION PLAN ACTION A continuation of the Regular Service Meetings. An improvement to the system of section meetings. One section appeared to have a more satisfactory system of feedback from MT and other important decision making meetings (e.g. Council and programme committees). The other two section leaders would attend a meeting of that other group as would some members of their sections. The purpose being to share best practice. Progress: Hold regular meetings of whole service, Monthly Brief - an in-house magazine distributed to all staff. Regular up-date for Committee circulated to staff; information from service managers’ meeting cascaded to all staff who feed back to these meetings. Arrangements for deputising by another section head if one is absent
PLANNING & DEVELOPMENT SERVICES SERVICE UNIT ACTION PLAN ACTION Question 14 – The amount of work I am expected to do is about right SMs to invite staff to suggest how procedures could be simplified. Progress: Few suggestions received. SMs to continue to review individuals’ workloads more closely. Employees to advise SMs when large workload exists or preferably is anticipated so that action can be taken to redistribute/alter targets etc as appropriate. Progress: Workloads are being monitored more closely. Staff concerns are more readily communicated to managers. Problems are being addressed earlier than previously. SM/TLs meetings to consider the 4 Ps i.e. Programme, Performance, Priorities and Personnel issues. SM = Section Manager TL = Team Leader ACTION Question 15 - I am comfortable with the pressure under which I work All to communicate when pressure getting too much Progress: The culture of the Service has altered so as to encourage a more open dialogue between managers and staff relative to workload, targets and pressures generally. Develop expert users within the service to provide more back-up. Progress: Appropriate training for cover staff introduced. Greater preparedness to introduce short term measures to alleviate pressures. Eg agency staff/overtime. Progress: A wide range of short term appointments, overtime arrangements etc, continue to operate during peakloads arising from staff vacancies, leave and sickness.
OT = Overtime WP = Working Party
ACTION Question 18 – I am satisfied with my earnings considering my duties and responsibilities Annual Appraisals to probe more deeply into duties, responsibilities and changes in responsibility. Progress: Annual appraisals are carried out on the basis of a structured questionnaire which explores changes in duties and responsibilities both actual and anticipated. Disparities between the work done by an employee and their job description to be highlighted and referred to HPD. Progress: SMM agendas contain a standing item “Staffing Matters” which ensure HPD awareness. P4 meetings between section managers and HPD enable all personnel issues to be discussed in greater detail and the need for changes to be identified throughout the year, not merely at annual appraisals.
ACTION Question 36 – I am satisfied that there are opportunities to get a better job with the Council SMT to carefully consider the abilities of all PDS staff and direct training and experience towards career development. Employees encouraged to raise training requests at any time but particularly during appraisal process Progress: Unplanned requests for training relevant to the employee’s job arise not infrequently and are generally viewed favourably, subject to any budgetary constraint.
ACTION Question 39 – I am involved in decisions affecting my work HPD/SMs/TLs to identify as early as possible opportunities for employees to become involved when changes are proposed. Progress: Changes proposed recently e.g. reorganisation of part of the Administration and Development Control Sections dealing with the validation process, have been subject to consultation with the staff concerned at the earliest possible stage.
ACTION Question 45 – The Head of Service keeps us informed of developments which might affect us Question 46 – I am satisfied that important information is communicated effectively down the management line SMs and TLs to arrange section and team briefings as soon as possible after receiving information at SMM. Progress: Arrangements have been made. All staff to be advised how to access MT and SMM minutes and to be encouraged to ask questions where they don’t understand something. Progress: Annual meetings between HPD and section staff emphasise the availability of MT and SMM minutes and encourage staff to refer to “hard” information at source rather than to reply upon rumour. HPD and SM’s to try to make more direct contact with all employees. Progress: A conscious effort has been made. Skills in passing on information effectively to be developed by all employees. SMM = Section Managers’ Meetings
ACTION Question 59 – I am confident that the results of this survey will be used constructively by management The SMT to continue to review the way in which PDS resources are utilised. Virements between the BUs are used constructively to provide extra resources where they are needed most. Progress: Over the last year the four business units budgets within PDS were operated flexibly. Underspends in one area have been constructively utilised in another. The total PDS salaries budget was fully committed during 1999/2000. A significant number of temporary arrangements were introduced to cover unforeseen staff shortages and/or increases in workload. Section managers have worked closely together throughout the year to ensure resources are utilised to the full. BU = Business Unit
TECHNICAL SERVICES SERVICE UNIT ACTION PLAN ACTION Introduce 4 monthly meetings of the Technical Services Business Plan Team Progress: There have been some meetings of all TS Managers following survey. Meetings of HTS and Business Unit Managers take place weekly. Business Unit Managers in turn meet with their managers or the whole section on the same regular basis. HTS will attend Business Unit Managers meeting when requested. Minutes now taken of Business Unit Managers meeting for more general circulation. Information notes have mainly been produced corporately and circulated in Technical Services as required. Special briefings arranged for Services affected by the current Best Value Reviews. Carry out a review, with Unit colleagues, as to the need to formalise arrangements for Unit and Section meetings to provide an improved forum for both briefing and consulting with staff on Technical Services and Council issues Progress: There have been some meetings of all TS Managers following survey. Meetings of HTS and Business Unit Managers take place weekly. Business Unit Managers in turn meet with their managers or the whole section on the same regular basis. HTS will attend Business Unit Managers meeting when requested. Minutes now taken of Business Unit Managers meeting for more general circulation. Information notes have mainly been produced corporately and circulated in Technical Services as required. Special briefings arranged for Services affected by the current Best Value Reviews. Carry out a review of further improvements that could be made to the whole Technical Services customer service process. Carry out a customer service statistical process control study (check sheets and Pareto charts) in the Customer Services Unit, with regard to all telephone and reception desk enquiries Progress: Good response letters have been circulated to relevant staff. Letters and EMails of thanks and appreciation are sent, when appropriate, by HTS and Managers. Very effective use made of standard letters. Further work required to produce more leaflets. The need for a more “customer friendly” style of letter is now being considered on a corporate basis in conjunction with Mark Fletcher and it is intended that Technical Services staff will participate in seminars and workshops arising from this. Carry out a review of the training needs of Customer Services staff to assist them to better understand the work of Technical Services and thus enable them to deal with more calls from the public on behalf of their technical colleagues Carry out a review of the effectiveness of the Fast Track customer services system Carry out a review of the need to renew Customer Services Uniforms Implement a series of ‘Customer Reply Workshops’ i.e. half day training workshops for all appropriate staff in each Technical Service Unit Carry out a review of office accommodation and working environment in each Unit to assess improvements required Satisfaction Survey causes – report to the Management Team some of the more important corporate issues and causes of poor morale and dissatisfaction raised by managers and staff in Technical Services during the process for formulating the Technical Services Business Plan
NOTE: Technical Services were developing their future Business Plan at the same time. The actions above are both in response to the Survey results and arising from the business planning work.
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