1. Staff Survey 2012 - Executive Team Presentation (Annex B) Prepared by: GfK NOP September, 2012 1 Agenda item: 17 Paper no: CM/03/12/14B

2. Predominantly online survey with some paper surveys made available to those out of the organisation eg. long-term sick leave Survey live: 13 th June - 4 th July 2012 All employees given opportunity to participate including temporary staff: 1,983 in total 1578 completed responses: 80% response rate (76% in 2010) Predominantly online survey with some paper surveys made available to those out of the organisation eg. long-term sick leave Survey live: 13 th June - 4 th July 2012 All employees given opportunity to participate including temporary staff: 1,983 in total 1578 completed responses: 80% response rate (76% in 2010) 2 Research Approach

3. 3 Response Rates No. of Surveys 1578 81 50 48 1148 130 51 1578 completed surveys includes 19 respondents who chose not to reveal their job function Overall a very high response rate (80%) was achieved for the survey (76% in 2010) ensuring the results are a good representation of overall attitudes within the organisation

4. 4 Headline Findings (1) Employee Engagement levels at CQC are moderate (EEI 55), but compared with 2010 (EEI 41% - ORC International) have improved significantly. Employees are more likely to: Be proud to work for CQC (53%, up 16%) Recommend CQC as a good place to work (42%, up 17%) Want to be working for CQC in 12 months time (61%, up 10%) Overall satisfaction at CQC 48% Most measures which can be tracked over time have increased since 2010 (20 out of 28 statements) Learning and Development is an area which has shown significant improvement Satisfaction with the reward package saw the biggest drop since 2010

5. 5 Headline Findings (2) Employees are most positive about the team in which they work and the ethos of service focus within the organisation The lowest performing areas are morale, management of change and communications across the organisation The directorates with the highest engagement levels are: Human Resources (EEI 71) Strategic Marketing & Comms (EEI 62) The directorate with the lowest engagement level is: Intelligence (EEI 52)

6. 6 Overview 6 Increase since 2010 Decrease since 2010 Guide to understanding trends since 2010

7. Employees are most positive about the team in which they work and the ethos on service focus Top Performing areas % strongly agree/agree 2010 NA 91% NA 62% 59% 7

8. Employees are least positive about morale and communications across the organisation as well as the management of change Lowest Performing areas % strongly agree/agree 2010 18% NA 7% 22% NA 22% 26% 38% NA 44% 8

9. I am clear about what I am expected to achieve in my role (76%) I feel I am kept informed about matters affecting me in a timely manner (47%) I would recommend CQC as a good place to work (42%) I feel communications across different parts of CQC are effective (24%) I believe that CQC makes a positive difference to people's lives (73%) I feel proud to work for CQC (53%) I believe that the work CQC does with service providers improves standards of care (77%) Biggest Increases since 2010 +44 % I know how to access learning and development opportunities in CQC (72%) +23%+22% I believe CQC employees display the employee values (66%) I believe I have the opportunity for personal development and growth in CQC (49%) +15 to + 17% 9

10. Other Increases since 2010 My Line Manager motivates me to do my role well (63%) I believe that CQC has a strong commitment to equality and diversity in its regulatory functions (71%) I believe action will be taken on the results of this survey (33%) I would like to be working for CQC in 12 months' time (61%) +6 to +9% +10 to + 14% The reasons behind organisational changes are clearly communicated (31%) My Line Manager is open to my ideas and suggestions (72%) I believe the behaviours of leaders are consistent with the values of CQC (33%) I am treated with fairness and respect in CQC (58%) I believe that CQC is an equal opportunities employer (68%) 10

11. Decreases since 2010 In my team, I can rely on support from my colleagues when I need it (88%) Compared with other people doing a similar role in other organisations, I think I am rewarded fairly (34%) I have a clear understanding of my contribution to achieving the objectives of CQC (70%) -17% - 8% - 6% - 3 to 4% Considering the role I perform, I am suitably rewarded in CQC (36%) I am able to strike the right balance between my work and home life (51%) I am satisfied with my overall reward package (41%) 11

12. CQC % Positive 2012 CQC % Positive 2010 BM* In my team I can rely on support from my colleagues when I need it88%91%73% In my team I feel that we all respect and value each other84%N/A65% My team has a culture of ensuring effective service delivery across CQC78%N/A56% My Line Manager gives me feedback on my performance which helps me to improve my work 64%N/A48% My Line Manager supports me in my career development57%N/A32% I feel proud to work for CQC53%37%61% I would recommend CQC as a good place to work42%25%49% Compared with other people doing a similar role in other organisations I think I am rewarded fairly 34%38%21% I believe action will be taken on the results of this survey33%22%39% Benchmark data 12 GfK Public Sector EEI Benchmark: 56 *BM = GfK’s benchmark measure for public sector organisations

13. 13 Employee Engagement Index 13

14. 14 Drivers of Employee Engagement Key driver analysis is used to quantify the impact that each theme is having on employee engagement Each theme is assigned a measure of relative importance (out of 100) based on its relationship with employee engagement The larger the importance measure the more impact this theme has on employee engagement Engagement theme Relative Importance (total =100)Performance Overall Perceptions20.354 My Role14.560 Equality & Diversity, Inclusion and Well-being10.860 Vision and Employee Values9.650 Service Focus8.564 Learning and Development6.561 Managing Change6.242 Leadership5.862 Reward5.747 Survey Action Planning4.448 Communication4.246 Teamwork3.664 CQC Employee Engagement Index = 55 Performance is the average of the results across questions falling into each theme

15. 15 Employee Engagement Index by Directorate Intelligence 52 Regulatory Development 54 Governance & Legal Services 54 Operations 55 Finance & Corporate Services 57 Strategic Marketing & Comms 62 Human Resources 71 CQC Employee Engagement Index Overall 2012: 55 CQC Employee Engagement Index Overall 2012: 55 CQC Employee Engagement Overall 2010: 41% * CQC Employee Engagement Overall 2010: 41% * * Calculation based on ORC International approach

16. Understanding Employee Engagement Secondary Action Maintain Immediate Action Strength Secondary Importance & Strong Performance: Maintain: lower priority High Importance & Strong Performance: Continue efforts Secondary Importance & Low Performance: Action still required High Importance & Low Performance: Essential to improve Importance Performance Most Important Least Important Low Performance High Performance 16

17. Drivers of Employee Engagement vs. Performance Importance Performance Most Important Least Important Low Performance High Performance MaintainBest Performers Priority Action Area Secondary Action

18. 18 Results in Detail 18 Increase since 2010 Decrease since 2010 Guide to understanding trends since 2010

19. 19 Areas requiring immediate action: Vision and Employee Values Overall Perceptions 19

20. Although many believe employees display the values of CQC (and significantly more than in 2010), they are less positive that leaders display the same values Vision and Employee Values % Positive 2012 % Positive 2010 66%43% 52%NA 35%NA 33%26% 20

21. Although employees are generally committed to the future of CQC and the effect it has on people’s lives, the issue of morale in the organisation needs to be addressed urgently Overall Perceptions % Positive 2012 % Positive 2010 73%57% 59%NA 16%18% 21

22. 22 Areas requiring secondary action: Managing Change Reward Communication Survey Action Planning 22

23. Nearly three-fifths of employees do not believe that changes are effectively implemented at CQC Managing Change % Positive 2012 % Positive 2010 41%NA 31%22% 18%NA 23

24. Opinions were divided as to how employees viewed their reward package at CQC, but around two-fifths of employees were dissatisfied with their reward and opinions had become more negative since 2010 Reward % Positive 2012 % Positive 2010 BM* 41%58% 36%44% 34%38%21% 24 *BM = GfK’s benchmark measure for public sector organisations

25. Opinions on Communications have improved significantly since 2010, but there is a clear need to continue to focus efforts on how cross-team communications can be improved across the organisation Communication % Positive 2012 % Positive 2010 47%30% 24%7% 25

26. Although a third of employees believe action will be taken as a result of the survey and improvements have been made since the last survey, a similar proportion disagreed with these statements Survey action planning % Positive 2012 % Positive 2010 BM* 33%22%39% 32%NA 26 *BM = GfKs benchmark measure for public sector organisations

27. 27 Areas to be maintained: Learning and Development Leadership Teamwork 27

28. I Learning and Development % Positive 2012 % Positive 2010 78%NA 73%NA 72%28% 49%27% It is clear that Learning & Development initiatives have impacted strongly with a huge increase in the proportion of staff being aware of how to access opportunities 28

29. Opinions on Line Managers are generally very positive Leadership (1) % Positive 2012 % Positive 2010 72%NA 72%63% 72%NA 71%NA 69%NA 68%NA 29

30. Employees were least positive about leaders in terms of their decision-making and visibility Leadership (2) % Positive 2012 % Positive 2010 BM* 67%NA 67%NA 64%NA48% 63%49% 57%NA32% 49%NA 43%NA 30 *BM = GfK’s benchmark measure for public sector organisations

31. Overall, opinions about the team in which employees work are very positive, but teamwork across teams in CQC is less well perceived Teamwork % Positive 2012 % Positive 2010 BM* 91%NA 88%91%73% 84%NA65% 82%NA 52%NA 42%NA 31 *BM = GfK’s benchmark measure for public sector organisations

32. 32 Areas of strength to maintain and promote: My Role Equality & Diversity, Inclusion and Well-being Service Focus 32

33. Employees generally have clear expectations and understanding of their role, but are less likely to feel part of CQC’s future My Role % Positive 2012 % Positive 2010 76%59% 70%74% 67%NA 61%60% 57%60% 52%NA 51%NA 45%NA 33

34. Employees are generally positive that CQC is committed to equality and diversity, but striking the balance between home and work is hard for some Equality & Diversity, Inclusion and Well-being % Positive 2012 % Positive 2010 71%59% 68%62% 58%51% 57% 50%NA 50%NA 34

35. Nearly two-fifths of employees (37%) claimed to have either witnessed or actually been bullied or harassed at work 35 Bullying, Harassment and Discrimination

36. I Service Focus % Positive 2012 % Positive 2010 BM* 78%NA56% 77%62% 71%NA 44%NA There is clearly a strong service ethos amongst staff at CQC, but they do not always feel the organisation supports them in terms of delivering this service 36 *BM = GfK’s benchmark measure for public sector organisations