Fy 2016 employee engagement report final by City of Southlake, Texas

FY 2016

EMPLOYEE ENGAGEMENT REPORT City of Southlake

Employee Engagement Matters to Southlake At the City of Southlake, we want our employees to be engaged with their work. When we refer to employee engagement, we mean we want employees who are involved and enthusiastic about their work. We want the work our employees do to be fulfilling and enjoyable. The goal of our organization is to serve our citizens; therefore, it is imperative that employees be engaged with their work. In the end, we believe engaged employees lead to satisfied citizens. In the Fall of 2015, we set out to conduct our second assessment on how engaged City of Southlake employees were, how we compared to the previous survey conducted in 2013 and how we compare to other organizations. Our goals were to understand how employees - at every level of the City - felt about their work, and to use this information to make the workplace environment more engaging. The responses were both exciting and humbling! There are many areas where we are performing very well and others where we can strive for improvement. The scores on each of the 12 elements provided us with insight as to how we can manage this organization more effectively. We took a citywide look at the data and broke it down into four categories: Department, Tenure and Supervisory Role. All of this information was extremely valuable. To gain even greater insights beyond the survey, â&#x20AC;&#x153;State of the Teamâ&#x20AC;? meetings to discuss the results with groups of employees to understand the responses and the story behind the numbers. This process has given us a strong foundation, knowing where we are now and what kinds of things we can do to improve. I would like to thank everyone who participated in the survey and in subsequent State of the Team meetings. At this point, it is time for all of us to think about ways we can use the information contained in this report to do our part in improving our organization. I am committed to using what we learned in the first survey to the second, to improve employee engagement and, in doing so, make our workplace better. You can expect to see citywide initiatives and efforts within departments. It is my hope that you will also think about how you can contribute in your own role. Working together we can achieve great things if we take the time to understand the insights we have and assess the improvements weâ&#x20AC;&#x2122;ve made and still need to make. Please enjoy the report; its contents are interesting.

Shana Yelverton City Manager

TABLE OF CONTENTS About Employee Engagement......................................................................... 1 Introduction........................................................................................................... 2 Gallup & the Q12.................................................................................. 2

Employee Engagement Survey for the City of Southlake.......... 4 Organization of the Survey Results..................................................... 4 Reading the Survey Results.................................................................. 5 City Survey Results Overview............................................................... 7

Overall City Results.................................................................................................. 9 Results by Department.......................................................................................... 13 CMO, CSO, HR & IT............................................................................................ 14 Community Services........................................................................................ 16 Finance.................................................................................................................... 18 Fire Department.................................................................................................. 20 PDS and EDT.......................................................................................................... 22 Police Department............................................................................................ 24 Public Works.......................................................................................................... 26 Results by Tenure...................................................................................................... 29 Results by Supervisory Role............................................................................... 37 What Employees Said........................................................................................... 41

About Employee Engagement

INTRODUCTION The City of Southlake conducted its second biennial Employee Engagement Survey in October of 2015 for a period of two weeks. This was the second survey conducted by the City, with the first being done in 2013. The foundation of the City’s employee engagement work is based upon research conducted by the Gallup Organization. Gallup has spent decades researching this topic, and is considered to be one of the leading experts in the field. In the last 30 years, Gallup has interviewed and surveyed over 25 million employees from around the world. Gallup defines engaged employees as those who are involved in, enthusiastic about and committed to their work and workplace. Through Gallup Daily tracking, Gallup categorizes workers as “engaged” based on their responses to key workplace elements it has found predict important organizational performance outcomes. In concert with their research, Gallup has published two bestselling books about employee engagement and created the Q12 employee engagement survey. These tools were designed to help organizations measure their current level of employee engagement and provide organizations with tools on how to create and sustain employee engagement. With all of their research, Gallup has been able to demonstrate the impact employee engagement has on the workplace and the business benefits of creating a culture of engagement. Gallup has proven that employee engagement matters because there is a strong connection between high employee engagement and the success of an organization.

In 2012, Gallup completed the 8th analysis of the Q12 Employee Engagement Survey. This iteration included nearly 50,000 organizations and 1.4 million employees and the study confirmed Gallup’s well-established connection between employee engagement and nine performance outcomes. These performance outcomes include: • • • • • • • • •

Customer Ratings Productivity Safety Absenteeism Quality Profitability Turnover Shrinkage/Theft Patient Safety

High engagement increases the organization’s odds of success. In fact, organizations who have very engagement scores at the 99th percentile had four times the success rate than those with very low scores at the 1st percentile. Employee engagement is important because engaged employees care more, perform better and stay longer, all of which impact the nine factors noted above.

Gallup & the Q12

The Gallup Q12 consists of twelve actionable workplace elements that create a positive productive work environment and are scientifically proven to have links to performance outcomes. Gallup states that its employee engagement metric is distinct in that it is: 2

• Backed by rigorous science • Linked to integral performance outcomes • Actionable at the local level The Gallup Q12 is a useful tool in measuring and managing employee engagement. Research has shown that a focus on employee engagement can foster a positive working environment for employees, increasing their overall enjoyment of their jobs. It has also been shown to help organizations withstand and even thrive during challenging economic times.

Employee Engagement Hierarchy

Gallup’s Q12 elements represent four stages of a hierarchy that an employee goes through on the path to complete engagement. Each of the four stages builds on the previous stages. If one element in the lower stages is weak, then the other elements that are built off that particular element may be weakened as a result. Gallup’s Employee Engagement Hierarchy is as follows: Basic Needs – Employees need to have a clear understanding of what success in their role looks like and they need to be equipped with all the right resources. Q1 – I know what is expected of me at work Q2 – I have the materials and equipment I need to do my work right

Individual – Employees need to understand how to optimize their contributions, they need to feel that their efforts are valued, and they need to develop healthy relationships with others in their team. Q3 – At work, I have the opportunity to do what I do best every day Q4 – In the last seven days, I have received recognition or praise for doing good work Q5 – My supervisor, or someone at work, seems to care about me as a person Q6 – There is someone at work who encourages my development Teamwork – Employees need to feel that they are part of a team. Trust is extremely important in this stage. Q7 – At work, my opinions seem to count Q8 – The mission or purpose of my company makes me feel my job is important Q9 – My associates or fellow employees are committed to doing quality work Q10 – I have a best friend at work Growth – Employees need to be challenged to learn something new and find better ways to do their job. Q11 – In the last six months, someone at work has talked to me about my progress. Q12 – This last year, I have had opportunities at work to learn and grow.

EMPLOYEE ENGAGEMENT SURVEY FOR CITY OF SOUTHLAKE The City conducted its most recent employee engagement survey from October 1, 2015 to October 15, 2015. The results are helpful in gauging the current level of employee engagement in the organization. The next few pages contain information about the data, including: how it is organized, how to read it and what it means.

The Results by Department section divides the individual departments. Gallup says that in order to have reliable survey results, its necessary to ensure there are enough active participants in the survey data set. To meet this need, some departments were combined, particularly if they work closely together. Below is the breakdown of department groupings. • City Manager’s Office, City Secretary’s Office, Human Resources and Information Technology • Community Services • Finance • Fire Department • Planning & Development and Economic Development & Tourism Departments • Police Department • Public Works

Organization of the Survey Results

The results have been divided into five main sections: • • • • •

Overall City Results Results by Department Results by Tenure Results by Supervisory Role What Employees Said

The Overall City Results section provides information about the results for the City as a whole taking all respondents answers into account regardless of department, tenure or supervisory role.

The next section is provides the Results by Tenure. In an effort to improve employee engagement, it can sometimes be important to assess the amount of time an employee has been with an organization. The views and attitudes of employees can change over time depending on how long they have been with the organization. Our survey results are divided into the tenure groups as shown below. • • • • • •

0 to 1 year 2 - 5 years 6 - 10 years 11 - 15 years 16 - 20 years 20 years or more

Today, the average organization employs multiple generations whose members may have different attitudes and perceptions. It will be important for the City to capture this information moving forward in the FY 2018 survey. The last section provides Results by Supervisory Role. Employees were asked in the survey to provide their role in the organization as Executive, Supervisory or NonSupervisory. The last section, What Employees Said, provides additional information obtained through multiple meetings with all City employees. These meetings were held to obtain further insight on the results. During these meetings, employees reviewed the survey results in detail and participated in conversations on what they thought was behind the numbers. The value in these meetings is that not only do they help to explain the results but ultimately, they also help us understand the experiences of the employees throughout the organization, at all levels.

satisfaction. Employees are asked to respond to each statement on a scale of 1 to 5, with 1 being strongly disagree and 5 being strongly agree.

Rating Scale 3

Strongly Disagree

Neither Agree Nor Disagree

Strongly Agree

At the top of each results page, information is included on the current engagement index of the City, a comparison of participation between the 2013 survey and the 2015 survey and a “GrandMean” score comparison along with a delta (or change/difference in GrandMean score) shown by a ∆ symbol. Employee Engagement Index The employee engagement index tells us the percentage of employees who are engaged, not engaged or are actively disengaged. Gallup defines these three categories by the following: Engaged Employees who work with passion and feel a profound connection to their company/organization. They drive innovation and move the organization forward.

Reading the Survey Results

The survey included the 12 engagement statements or questions, plus an introduction question regarding overall

Not Engaged Employees who are essentially “checked out.” They’re sleepwalking through their workday, putting time — but not energy or passion — into their work. 5

Actively Disengaged Employees who aren’t just unhappy at work; they’re busy acting out their unhappiness. Every day, these workers undermine what their engaged coworkers accomplish.

A good way to think about this concept is to imagine a row boat. There are some employees in the front of the boat rowing the boat towards a destination. These are your engaged employees. On the graphic shown above they are highlighted in gold. They work with passion and feel a profound connection to the organization. They drive innovation and move the organization forward. These are our superstars. Gallup’s most recent engagement research found that 32% of the U. S. workforce were actively engaged. In the middle of the boat, you will see employees that are not engaged. These employees are not rowing forward or backward. These employees may be productive, but they are not psychologically connected to the organization. They come to work, do their job, but may not make an effort to go above and beyond. They are more likely to miss workdays and leave the organization. According to Gallup, 51% of U.S. employees are not engaged. And finally, there are employees who are rowing the boat backwards. On the graphic these are the employees highlighted in red. These are employees who may be actively disengaged. These employees are physically present, but psychologically absent. They are unhappy with their work

situation and insist on sharing this unhappiness with their colleagues. According to Gallup, 17% of the US workforce is Actively Disengaged. GrandMean Score Gallup also provides a GrandMean score for each data set. It shows how the City’s scores compare with Gallup’s database of organization’s that have also administered the Q12 survey. These benchmark values are useful in gauging the City’s engagement relative to other organizations. Gallup’s current comparison database includes data from more than 7.8 million employees in more than 1 million workgroups from around the world. Gallup recently published engagement levels for public sector employees working in state and local government. Gallup data shows that nationally, 29% are engaged and 17%. are actively disengaged. In Texas, Gallups’ data shows that 34% of local and state employees are engaged and 14%. are actively disengaged. This positions Southlake as one of the more engaged workforce in government nationally and in the state. Participation & GrandMean Example

Participation It is the City’s goal to get 100% participation from all employees. Participation for the City as a whole increased from 87% to 93%, or 336 surveys being taken. The participation in itself can also be a reflection of the level of engagement within an organization. 6

City Survey Results Overview

So how does the City of Southlake compare to the previous survey and other organizations?

When compared to the U.S. workforce engagement index shown on the previous page, the City is doing very well. Southlake has 48%, or nearly 5 out of 10 employees in the engaged category. About half of our workforce is rowing forward. There are 42% in the middle and 10% are actively engaged. In comparison to 2013 shown below, we have 9% more engaged employees and 3% less actively disengaged. The goal is to have no actively disengaged employees and as many engaged employees as possible.

2015

93% 4.04 GrandMean

Participation 336 Surveys Taken

th 69Percentile

a rating of 3 is neither agree or disagree and 4 is agree. So, a score of 3.83 tells us that generally employees almost agreed with all of the statements. In the 2015 survey, the Cityâ&#x20AC;&#x2122;s participation increased to 93% and the GrandMean score increased to 4.04. On average, employees now generally agree with the engagement statements. When comparing the City to other organizations, the City is now in the 69th percentile of engagement scores.

In the 2013 survey, 87% of the employee population took the survey which was equal to 310 surveys being taken. The GrandMean, or average score of all of the elements, was 3.83 and our employee engagement score equated to the 38th percentile. The Cityâ&#x20AC;&#x2122;s engagement was better than 38% of other organizations who have taken Gallupâ&#x20AC;&#x2122;s survey.

Through the use of this report as a measuring tool and strategically incorporating in engagement management processes into department operations, the City is confident it can continuously improve its scores and maintain an engaged workforce.

As you think back to the rating scale, you will recall that 7

Overall City Results

Results by Department

Results by Tenure

Results by Supervisory Role

What Employees Said

Q00 - Overall Satisfaction

How satisfied are you with the City of Southlake as a place to work? Significance This item measures the overall satisfaction of an employee with the organization. In and of itself, this element is difficult to act on, but the other 12 elements can help to paint a picture of what is satisfying to employees. Survey Results The score for this item City-wide is 4.15. Of all department groupings, three were just under a score of four with the remaining 4 being above 4.00. This was also reflected when compared to all other organizations in the percentiles with four departments being above the 66th percentile and three being within the 33rd to 66th percentile. This statement improved from 2013 and is a reflection of the initiatives undertaken by executive leadership and department supervisors to address employee engagement in their areas. As this is a broad category, many factors impact this score and could be unique to various departments due to their particular line of work. Employee Feedback Most employees feel that the City is a great place to work. They appreciate that it’s new, it’s clean, and they enjoy the level of work that they can do at the City of Southlake. Employees recognize that management staff has made deliberate efforts to improve engagement and are actively working to improve overall satisfaction. Specific examples that employees appreciated were the remodeling of the Town Hall & Public Works Operations Break Rooms, ice cream social events and snacks being provided throughout the year and in the Town Hall Break Room.

departments such as Community Services and Public Works has had a positive impact on their daily working environment. The Police Department was very satisfied with the promotions to the Chief and Assistant Chief of Police positions. The Fire Department indicated they felt there were morale problems a few years back, but the environment has vastly improved. The new equipment and facilities were also appreciated. The most significant area of discontent with overall satisfaction was the difference in management styles with different supervisors and the vacancies that are experienced by employees when management positions are not filled immediately. Employees felt uncertain and uneasy about what to expect when there was department leadership turnover, particularly in the Public Works Department.

Q01 - Know What’s Expected

I know what’s expected of me at work. Significance A clear set of expectations is quite possibly the most basic of both an employee’s needs and a manager’s responsibilities. It is also critical to performance. Quite surprisingly, however, is that half of the workers in Gallup’s international database are unclear about what they are supposed to do at work. Knowing what is expected should transcend a job description. Ideally, expectations should be a detailed understanding of how one employee’s duties fit in with what everyone else is supposed to do and how those expectations shift when circumstances change. Gallup’s research has indicated that knowing expectations predicts future patterns of turnover, customer engagement, safety incidents, and productivity. A set of clearly defined expectations positively correlates with outstanding performance.

Employees also commented that the turnover in some 42

Survey Results This statement was the highest rated by all employees in the City and demonstrates they have a clear set of expectations at work. The score improved only slightly since 2013. The citywide score for this element was 4.47, indicating a very high level of engagement. Most departments scored in the top third (above 66th percentile) of organizations. This indicates that the City has more clearly defined expectations than in other organizations. Employee Feedback Generally, employees believe that the City has a highly competent staff who know how to execute their jobs well. Most employees realize that expectations will often change due to the nature of the job, but some employees noted that general expectations change from day to day, from supervisor to supervisor and if it is a particularly busy time for the department. Employees also noted that employees from other departments make assumptions about the responsibilities of other departments. They embraced the idea of cross-departmental training to get a better understanding of what other employees do. This was also an idea presented by employees who felt that if they leave the City, no one else knows how to perform their duties since they have been in the positions for an extended period of time. In the Planning & Development Services / Economic Development departments, employees felt there was not enough formalized training for new employees where they can learn new processes and software that are adopted. They felt as though they have to learn through trial and error which is problematic, particularly when helping customers. Employees also felt unsure of themselves and needing direction and guidance when there are vacancies in supervisory/executive positions. They indicated no one was left in charge of supervising them.

Q02 - Materials and Equipment

I have the materials I need to do my job right. Significance Getting people the tools they need to do their work is crucial in order to maximize efficiency and productivity. It also shows employees that their work is valued and that the organization supports their jobs. Naturally, if employees donâ&#x20AC;&#x2122;t have the basic tools they need to successfully complete their jobs then frustration with their inability to do a good job follows. This element is one of the strongest predictors of customer service. It predicts employee retention and productivity. Employee health also is impacted by this element; having the right tools for the job means that employees will be safer and healthier. Survey Results This element received a fairly high score on the survey with the majority of employees agreeing that they have the materials they need to do their work correctly. This was also the second highest rated statement in the 2013 survey and continues to be the second highest after Q01. The score for this element was 4.39, representing a 0.17 increase from 2013. When compared to other organizations, Southlake ranked in the 92nd percentile, making it the highest percentile of all survey questions. Employee Feedback The feedback provided by employees on this statement was very strong. Employees generally felt very positive about the physical materials they are provided. Employees generally felt that any requests they had for materials or equipment are generally addressed immediately or budgeted for the following year. One area of weakness employees felt the City had was with technology that is up-to-date and functioning properly. 43

These was particularly emphasized by the Community Services and Fire Departments. Employees felt that their current software is outdated and incompatible with their hardware or vice-versa. There was also discussion about temporary fixes versus permanent fixes and the need for the CAD software to talk to Firehouse. The Finance Department also felt their software for customers was antiquated and a source of frustration when explaining to the public why we don’t carry more current technology. Technology hardware was an area of concern for employees in the Planning & Development Services department. Employees here felt the hardware operated at a much slower rate than in other departments and were generally dissatisfied with the use of their land management software (Accela). Some employees are unaware or apprehensive about asking for new equipment.

Q03 - Opportunity to do Best

At work, I have the opportunity to do what I do best every day. Significance One of the most powerful benefits a manager can offer their employees is to place them in roles that allow them to apply their greatest strengths, skills, and knowledge to their work every day. Managers should strive to help employees mold their jobs around the way they work most naturally and maximize the frequency of optimal experiences in which they “lose themselves” in their work. This management strategy is a powerful motivational tool and will often see employees excelling at their tasks. When an employee’s talents are aligned with their job demands, the organization reaps the benefits of more productivity, fewer unscheduled absences, and lower employee turnover.

Survey Results Overall, employees strongly agreed that they had the opportunity to do what they do best every day. The score for this element was 4.22 for the City as a whole. The Finance and Police Departments saw the largest gains in this question, increasing by almost half a point. The City overall saw an increase of 0.24, with the percentile moving to the top third from the middle third in 2013. Employee Feedback Employees overall felt strongly that they are allowed to do their best. Many of them recognized there has been a shift in the last few years that empowers them to make decisions and take on projects on their own. This was particularly expressed by the Police Department where employees also added they really appreciate and enjoy the increase to their training budget. The biggest struggle employees felt they had was technology constraints. This was expressed primarily in the Fire and Planning & Development Services Departments. Employees felt they are not able to perform well due to these limitations. Some employees also expressed frustration with their workloads, most notably in the Public Works department.

Q04 - Recognition

In the last seven days, I have received recognition or praise for doing good work. Significance Gallup’s research has indicated that “recognition or praise seems to be absent from many organizations and teams.” Furthermore, it is fairly common at most organizations for the statement “My best efforts are routinely ignored” to ring 44

true for between one-fifth and one-third of employees. This element is seen as a lost opportunity for managers. Managers should see recognition as a communication tool; offering employees praise and recognition in order to communicate to them what is important and help an employee see their value within the scope of the larger organization. Employees who are praised and recognized tend to increase their individual productivity, boost engagement among their colleagues, are more likely to stay with their organization, and receive higher loyalty and customer satisfaction. Survey Results The results for this element were generally in the middle leaning towards â&#x20AC;&#x153;Agree.â&#x20AC;? There was improvement in the score from 2013 but results remain in the middle third of the percentile in comparison to other organizations at 63 percent. The score for this element was 3.65 for the City as a whole, representing an increase of 0.24 since 2013. The Fire Department saw the largest increase while the Planning & Development Services department saw the largest decrease. Employee Feedback While there has been improvement in this element per the scoring data, most employees did not feel strongly about the results. Many employees felt they did not need any form of recognition in such a short time span of time and it should not be expected since it is part of their jobs. Most employees felt good about recognition within their departments but felt unrecognized by the organization as a whole. This was particularly emphasized by the Community Services and Public Works departments. Many felt as though their hard work is sometimes overlooked even at a department level.

Many employees also expressed varying preferences about how the annual employee recognition week is handled, with many different opinions about what would make employees feel most recognized. The important thing to note about these comments is that employees considered this event to be very important for them.

Q05 - Cares About Me

My supervisor, or someone at work, seems to care about me as a person. Significance It is important for employees to know that they are more than just a number in the system. They must hold the perception that their managers view them as people first, employees second. All employees hold a different view as to what it means for someone to care about them. Effective managers find the connection between the unique needs of each employee and the needs of the organization. Managers should strive to create a caring environment in which their employees feel safe enough to be innovative, to share information, and to support each other. Gallup has observed that employees generally donâ&#x20AC;&#x2122;t leave organizations; they leave managers and supervisors. Organizations that score higher in this element often have a low-turnover rate. Survey Results Overall, the City scored 3.65 in this element. This was also the only element, though highly unusual, that did not change in score at all from 2013. When compared to other organizations, the City did fall into the middle third to the 56th percentile from the 68th in 2013. The Planning & Development Services / Economic Development and Public Works Departments experienced the largest decreases 45

since 2013 while the Fire Department experienced the greatest increase. Employee Feedback Most employees felt as though their coworkers do demonstrate they care about them to some capacity and it is appreciated. This was especially true in the Police and Fire departments where employees indicated due to the nature of their work they form strong bonds with each other. Employees also felt as though the City’s personnel policy speaks to how the organization cares for them by providing benefits such as a “flex-schedule.” The prevalent perception from many employees, however, was that at the executive level, they expressed that they did not feel important to their department head or even noticed by him or her. Some employees felt this is due to the fact that they work separately from the rest of their department’s coworkers and department head.

Q06 - Development

There is someone at work who encourages my development. Significance Development is an element that requires commitment from both manager and employee. Employees set personal goals for their development and managers invest in their employees by fostering a culture of mentorship. This element requires that managers personally invest in their employees. Gallup reports that 9 out of 10 employees who report having someone at work who encourages their development are classified as “engaged.” Survey Results The City overall scored just under “Agree” with a score of 3.99. This is an increase of 0.16 from the 2013 survey. When

compared to other organizations, the City was in the top third, or 70th percentile. This is a significant increase from the 2013 survey where the City was in the 53rd percentile. Employee Feedback Employees generally appreciate the variety of city-wide training opportunities that are offered. Internal promotions of existing employees was also much appreciated. Many employees indicated this was a result of the development of existing employees. Employees also felt highly encouraged to pursue outside training opportunities when funding is available, including tuition reimbursement. The Police and Fire Departments found taking advantage of training opportunities difficult due to their emergency responsibilities. Other departments, such as Community Services and Planning & Development Services / Economic Development, felt as though there was not enough time to be able to dedicate to any training or development due to workload.

Q07 - Opinions Count

At work, my opinions seem to count. Significance This element largely relates to an employee’s sense of belonging. Employees want to know that their opinions are valued and that they are making significant contributions to the organization. It is also strongly tied to innovation. Asking for employee input often leads to better decision making, and an open exchange of ideas can help the organization find more effective or efficient ways to serve the Southlake community. Gallup’s research has found that there is no significant correlation between compensation and employee 46

productivity or engagement, but, there is a positive correlation between acknowledging employee opinions and these particular outcomes. When employees feel valued and listened to, organizations will find lower levels of absenteeism, fewer safety incidents, and improved efficiency and quality of work. Survey Results This element improved since 2013 with a score of 3.76, a change of 0.23 since the last survey. Most departments experienced improvements in this area since the last survey and the departments with decreases were only nominal. Employee Feedback Employees for the most part felt as though their opinions were heard by supervisory staff and are considered. Most employees feel their opinions mattered within their department but not necessarily within the organization. It was also apparent that the way opinions are handled by supervisors may vary from department to department with some employees indicating they receive feedback on why their opinion may or may not work and others indicating they feel scolded when they give their opinions. Some employees considered their requests as opinions and based on the outcome of their requests, they may have felt as though their opinion was considered. There were some employees who indicated they would get inconsistent acknowledgement or approval of their requests/opinions making their jobs difficult.

Q08 - Mission/Purpose

The mission or purpose of my organization makes me feel my job is important. Significance When people work for an organization, they want that organizationâ&#x20AC;&#x2122;s mission to resonate with their world-view. As a rule of thumb, most individuals want to do something they believe in and look forward to doing every day. This element is an emotional need, as employees are motivated to work for an organization that shares their values. Strong managers can motivate employees by clarifying the organizationâ&#x20AC;&#x2122;s mission and connecting it directly to the work that they do on a daily basis. By doing this, employees will see how their work contributes to the organization and to society as a whole. Survey Results Employees generally agreed that the City of Southlake has a clear mission and purpose. The score for the City overall was 4.17, an increase of 0.18 since 2013. The City experienced an overall significant increase from the middle third to the top third when compared to other organizations ranking in the 69th percentile in 2015 versus the 44th percentile in 2013. Employee Feedback Based on employee feedback in 2013 compared to current feedback in 2015, this element was the most improved. Most employees felt they knew what role they were a part of. They often referenced the Cityâ&#x20AC;&#x2122;s strategy map as being the guiding tool for them in their division or department. Most employees stated having something clearly written helps them with knowing that their mission is.

Q09 - Committed to Quality

My coworkers are committed to doing quality work. Significance This element strongly relates to two of the Cityâ&#x20AC;&#x2122;s core values, teamwork and an overall commitment to excellence. If one person on a team is dragging their feet, it will dramatically impact the overall effectiveness, performance and morale of the whole team. It is important for employees to know that their coworkers share a commitment to quality. When standards are clearly defined, team members gain a greater sense of accountability in their work ethic and will trust each other more. Managers should strive to provide common goals and metrics for quality as well as increasing opportunities for team members to work together as a team. The end result will be an environment that fosters honest and open communication. Organizations that do well in this element will excel with internal and external customers, will be less likely to have turnover, and will be more productive overall. Survey Results Almost all employees agreed that the City of Southlake is known for quality work and that their coworkers are committed to quality work. The Cityâ&#x20AC;&#x2122;s overall score was 4.24, an increase of 0.24 from the 2013 survey. The City also ranked very high when compared to other organizations in this element at the 76th percentile. Employee Feedback Employees provided limited feedback on this element. Most responses by employees were that there is a general expectation of high quality work and it is not necessarily an option for anything less. Employees generally felt the commitment by their coworkers to do quality work.

Some employees indicated their department has more rigourous quality expectations when compared to other City departments, specifically the Finance Department.

Q10 - Best Friend

I have a best friend at work. Significance Human interaction is a human need. When employees have trusted relationships at work, their lives are enriched. Some people feel that friendship is something that should be restricted to their personal life outside the workplace. If friendship is a gateway to trust, then it will lead to collaboration and teamwork. Managers can encourage people to get to know one another. This can influence communications, trust, and affect other outcomes. This element is noted to be one of the more unique elements within the Q12. Gallup has even noted that some employers have asked to administer the Q12 without this question. Gallup however maintains that this element is important to employee engagement. Survey Results The score for this element was tied for the highest increase from the 2013 survey along with Q11 for a score of 3.47. This was an increase of 0.39. When compared to other organizations, the City still falls on the lower end at the 40th percentile. This is however a significant increase from 2013 being at the 2nd percentile. Employee Feedback Employees were not concerned with scores on this question and were more skeptical of the question itself. Some 48

employees expressed concern in 2013 with how their response would be received by management staff, unsure and apprehensive to answer how they truly felt. Now knowing the results, employees indicated they felt better about answering this question truthfully. A common sentiment is that it’s difficult to have a best friend at work when the staff lives all over the Metroplex. Employees live far from each other, and it takes a lot of effort to get together outside of work. Employees also expressed they have very close relationships with other employees who they did not necessarily consider their best friend. This was particularly emphasized by the Fire Department.

Q11 - Progress

In the last six months, someone at work has talked to me about my progress. Significance Employees need to understand how they are doing and where they could improve. Managers should seek to provide employees with objective feedback that helps them develop their skills and enhance their strengths in order to become more productive. Once a manager identifies an employee’s strength, they can work together to create a development plan that supports the individual’s full potential. Performance reviews and personal development plans can enable employees to make their greatest contribution to the organization. When individuals receive regular feedback on their progress, they are more likely to believe that they are properly compensated for their work, they are more likely to stay with the organization, and more than twice as likely to

recommend the organization to their friends. Survey Results The overall City score on this item was 3.79, and the highest increase in score along with Q10. The City, when compared to other organizations, improved since 2013 from being on the bottom third to the middle third raking in the 46th percentile. The Fire and Police Departments experienced the greatest increase in scores on this element. Employee Feedback The responses received for this statement varied greatly from department to department with some employees indicating they receive daily feedback to others indicating they receive it only during their annual performance evaluations. Some employees felt the only time feedback was given was when something was done incorrectly. The Information Technology and Fire Departments indicated the best experiences with getting consistent feedback at the right level of frequency. The Planning & Development Services / Economic Development and Public Works Departments expressed the greatest inconsistencies with feedback on progress.

Q12 - Learn and Grow

This last year, I have had opportunities at work to learn and grow. Significance Individuals need to learn and grow personally and professionally. One way to achieve this is for employees to learn more efficient ways to do their jobs. Allowing team members to receive formal or informal educational opportunities enhances their performance particularly when these opportunities are based on each individual’s strengths 49

and career aspirations. Furthermore, an organizationâ&#x20AC;&#x2122;s growth hinges on employeesâ&#x20AC;&#x2122; capacity to learn and grow. Teams should be encouraged to always strive to find more efficient or effective ways to work. Innovation comes with growth. Teams that score high on this element produce more innovative ideas, cultivate superior customer relationships, and have better financial metrics. Survey Results The score on this element was one of the highest at 4.20, compared to 4.02 in 2013. The City also compared well with other organizations being at the 76th percentile. All departments with the exception of Public Works, which was very close, scored a 4.0 or higher on this element. Employee Feedback Generally, employees felt this was an area they had good opportunities in particularly when they are offered by the City. The Fire department employees indicated due to budget constraints, training was not readily available for them even though it is needed and required for some. The Planning & Development Services/ Economic Development Departments expressed limitations with time due to the high volume of workload being experienced. The Police Department expressed concern due to limited staffing and the amount of time required to have officers trained in specific fields of work such as CID.