corporateactionplan2019

EMPLOYEE ENGAGEMENT 2019 Corporate Action Planning for 2020

City of Kawartha Lakes Senior Management Team

Corporate Engagement Results to 2019

Job Drivers

Organizational Drivers

Retention Drivers

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

2017

2018

2019

Insight: Job Drivers include Employee Empowerment, Learning and Development, Rewards and Recognition, Co Worker and Manager Relationships. Organizational Drivers include Culture, Customer Focus, Company Potential/Innovation, Relationships between Departments and Senior Management Relationships. Retention Drivers include Working Environment, Work and Life Balance, Compensation and Benefits. The red line located at the 70% line is the target for each driver.

Share Results

Action Plan

Implement

Corporate Accomplishments –2019 • • • • • •

Numerous Department Events – Connecting with each other.

Senior Management Team – Connecting Meetings.

Strategic Planning Process – engaged all staff.

High Quality Connections Program Development and Roll Out Began.

Participation Rate Increase – Employee Engagement Survey Departmental Connections and Action Planning

Corporate Action Plan 2019 – Implement in 2020

Engaged: Consistently exceed expectations, energized and passionate about their work. Additional efforts to drive organizational performance Almost Engaged: May exceed expectations at times and are generally passionate about their work. May go above and beyond in pursuit of organizational excellence.

Indifferent: Satisfied, able to meet minimum expectations. Prioritize own needs over organizational performance.

Disengaged: Fail to meet minimum expectations, put in time, not effort.

Little interest in their job and may display negative attitudes.

Qualitative Insights – Data Gathered – Facilitated Sessions: • • • • • •

Forums – Memo to SMT. White Belt Staff Development Day 2.

Coffee Hours.

Department Connections.

SMT Working Sessions.

Recommendations from Department Action Plans.

Key Insights: Leverage and Maintain • Co Worker Relationships • Manager Relationships • Work Environment

Opportunities for Improvement • Company Potential/Innovation • Recognition • Customer Focus • SMT and Inter Department Relationships

Looking Forward – Corporate Action Plan Guiding Principles: • • •

• •

Invest effort with engaged staff.

Underpin all actions with strategic plan values: Teamwork, Accountability, Respect.

Leverage Existing Programs and Resources o Communication tools such as employee website, Jump In o Team Huddles o Coffee Hours, Community of Practice Priority is people, theme is ‘Connections’ Engagement is a shared responsibility between ALL staff.

Action Plan

Time Line

Lead Division and Partners/Contributors

Accountability

Respect

Action

Teamwork

Co Worker and Manager Relationships – Leverage and Maintain:

2020

Lead: CAO-OSM Contributors: All

x

x

x

x

Advance Roll Out of HQC Program Test divisions to roll out to unionized staff. (Clerks, Rev Tax, Roads Coboconk, Parks North, POA) Refresh Understanding of Employee Code of Conduct Employee Forums – focus on corporate messages, connections, recognition Leadership Forum – focus on corporate messages, connections, recognition Expand Senior Leader Group to engage Managers and Supervisors as strategic leaders

2020

Lead: Corporate Services Contributors: All

x

x

Q4 2020

Lead: Corporate Services Contributors: All

x

x

Q4 2020

Lead: CAO Contributors: All

x

x

x

2020

Lead: CAO Contributors: All

X

X

x

Employee Appreciation Month

2020

All

x

2020

Lead Division and Partners/Contributors

Lead: CAO Contributors: All

2020

Lead: CAO Contributors: All

2020

Lead: CAO Contributors: All

X

2020

Lead: Corporate Services Contributors: All

X

2020

Lead: Corporate Services

Respect

Leadership Development through experiences / stretch assignments.

HQC provides philosophy. Example is Community of Practice Consults on Healthy Environment Plan 100 Improvements Program – Make it Better Advance White Belt Training and Build Accountability Structure for leaders to support belts.

Make it Better for Leaders Program Formulate a Non Union Group to bring forward needs of this group to senior leaders for consideration Action pushed up from CAO Dept.

Develop a process to communicate the employee full remuneration package as an information/communication to build understanding.

Action pushed up from CAO Dept

Time Line

Accountability

Action

Teamwork

Company Potential / Innovation

x

x

x

X

x

Refresh Corporate Recognition Program to include Peer to Peer, Department to Department Good news recognition communications. Build Schedule and Process Community of Practice – recognition relating to Make it Better Program.

Formulate a Non Union Group to bring forward needs of this group to senior leaders for consideration.

This item was pushed up from CAO Dept.

Lead Division and Partners/Contributors

2020

Lead: CAO or Corporate Services Contributors: All

X

2020

Lead: Corporate Services Contributors - All

X

2020

Lead: CAO Contributors: All

X

X

Q1 2020

Lead: Corporate Services

X

x

Respect

Time Line

Teamwork

Action

Accountability

Recognition

x

Refresh Corporate Customer Service Program. Offer staff development on dealing with conflict.

2020

Internal Customer Focus through Process Mapping.

Development Process, Budget Process.

2020 and Forward

Improve the Corporate Orientation and Departmental On Boarding Processes Strategic Plan Roll Out and Implementation

2021 2020

Lead Division and Partners/Contributors

Lead: Corporate Services and Community Services Contributors: All Lead: Development Services Contributors: CAO, Engineering and Assets Lead: Corporate Services Contributors: All Lead: Human Resources Contributors: All Departments, OSM Lead: CAO Contributors: All

x

X

Respect

Time Line

Accountability

Action

Teamwork

Customer Focus

x

x

x

X

X

x

Time Line

Lead Division and Partners

Accountability

Connect with SMT Meetings

Monthly 2020

Lead: CAO Contributors: All

X

x

Leader Learning on Corporate Communication Channels People Leaders cascade to all staff.

2020

Lead: Corporate Services Contributors: All

x

x

2020

Lead: CAO Contributors: All

x

X

2020

Lead: CAO Contributors: All

x

Schedule of Inter Departmental Connections by Senior Leaders (relate to HQC Business Goal Meeting) Council Report approval process to include scan of potential internal consults and sign off.

Action pushed up by DS- Ec Dev

Respect

Action

Teamwork

Inter Department and Senior Management Team Relationships:

x

Quarterly 2020

Q1, 2020

Lead Division and Partners/Contributors

Lead: Senior Leaders Team Contributors: Corporate Services Communications

Lead: Corporate Services Contributors: All

Respect

Corporate message from senior leaders that includes information that all staff need: • Update on Corporate 2020 Work Plan Priorities (video or other mode) • Provide a response to Employee Memorandum to Senior Leaders Re introduce suite of communications resources to leaders. Coffee Hour, Optional sessions with leaders.

• Leader role to provide information to staff • Staff responsibility to seek information (Pull System)

Time Line

Accountability

Action

Teamwork

Communications:

x

x

x

x

x

Action

Teamwork

Accountability

Respect

For Future Consideration:

Notes

Effective Meetings - Develop MD or protocols to make meetings effective and productive.

May occur with Strat Plan Values Roll Out.

x

x

x

Pushed up from CAO Dept Engagement Action Plan

Process Improvement – Employee Issues Map current state and improve process to enable data collection, root cause analysis to inform policy, provide assurance to employees of progress, build triage/issue tracking system Complete a full inventory of departmental training. What training is offered by divisions throughout the City? LEAN, MFIPPA, Leadership, EDRM, Information Technology, other?

Develop a program that is specific to Fire – VFF’s to further engage this group.

Pushed up from CAO Dept Engagement Action Plan

x

Pushed up from Fire Engagement Action Plan

x

Install Monitors in facilities for staff messaging. (See City of Peterborough model – CAM) Process Review – Employee Issues Map current state and improve process to enable data collection, root cause analysis to inform policy, provide assurance to employees of progress, build triage/issue tracking system

Staff idea pushed up.

x

Develop a Management Directive on how people treat each other.

Consider: Develop guiding principles through strategic plan roll out when examining values: Respect, Teamwork, Accountability

x

Pushed up from CAO Dept Engagement Action Plan

2020 Employee Engagement Survey Schedule Survey: August 27 – September 17 Roll out results at Forums: October 21 – 23 (tentative dates) Recommendations for improvement: •

Engineering – add the option of N/A for questions that are not relevant to some staff e.g. Crossing Guards.

For further information on the City’s Corporate Employee Engagement Plan, contact: Denise Williams, Office of Strategy Management Email: dwilliams@kawarthalakes.ca