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Measuring Employee Engagement City and Borough of Juneau, Alaska Presented by Mila Cosgrove, HR Director.

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Presentation on theme: "Measuring Employee Engagement City and Borough of Juneau, Alaska Presented by Mila Cosgrove, HR Director."— Presentation transcript:

1 Measuring Employee Engagement City and Borough of Juneau, Alaska Presented by Mila Cosgrove, HR Director

2 City and Borough of Juneau As an Employer 910 employees 525 employees in target group 62 % Unionized 38% Non Union Average years of service: 15.2

3 Services Provided Police Fire Wastewater/Water Utilities Transit Service Planning Engineering Streets Maintenance Parks & Recreation Library Docks & Harbors Airport Ski Area Finance Administrative Core services: HR, Risk Mgt, MIS, Emergency Planning

4 CBJ’s Organization Culture We are a “good” employer Emphasis on work/life balance Employees are family Egalitarian – everyone has an equal voice Progressive employee relations policies Domestic partner recognition Broad antidiscrimination policies Labor/management cooperation In house employee wellness program

5 Organization Climate Survey First survey implemented in 2002, yearly beginning in Worked with Glasers & Associates to devise survey tool and analyze results. Has been in place over the course of two City Manager administrations. City-wide performance measure. Target is Overall Score of 3.5 or better.

6 Survey Dimensions Overall Culture Score dimensions: Teamwork Morale Information Flow Employee Involvement Supervision Meetings Customer Service Working with others in department & organization

7 Survey Structure Questions are rated on a 5 point scale from “strongly disagree” to “strongly agree.” For each question and dimension, a mean score and the standard deviation is provided. Employees can provide comments. Comments are not distributed beyond the management level. Survey is broken down by Department and Division/work group if appropriate.

8 Survey Process Use Internet based survey tool “Survey Monkey.” Paper surveys are available. Designate “Survey Champions” in each major work group. Run at the same time each year. Data is analyzed in house

9 Follow Through is the Key Post results of Citywide results on web page. Department and Division results are distributed as appropriate. Comments are not provided to employees or first level supervisors to maintain confidentiality. Meet with employees on a work group by work group basis to discuss results.

10 Follow Through is the Key Identify 2 – 3 questions to focus on in the upcoming year. Emphasis on moving from “good” to “excellent.” Tie survey questions and results into ongoing training initiatives and team working sessions. Department Directors are evaluated on their follow through.

11 Value Provides a reality check about the overall wellness of the organization. Able to easily identify the places in the organization that are trouble spots and where there is smooth sailing. Quantifies the anecdotal. If done correctly, helps build trust within the organization.

12 Survey Results Over Time

13 Insight Into a Larger Organization

14 Tale of a Troubled Leader

15 Lessons learned Executive Support is critical. Language in survey should match culture. You have to do something with the information, if you don’t you loose credibility and trust with employees. Refine your process as needed. Make sure your communication networks are working.


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