Engagement Survey Results Presentation

2020 Employee Engagement Survey Summary of Results

WHY FOCUS ON ENGAGEMENT  New Management Team  Employee Involvement

External Factors

 Help Shape District Goal Setting  Focus on Continuous Improvement

Employee Retention

(community relations, external perceptions, politics)

Success / Progress Engagement

Internal Factors (work experience, resources, relationships)

for the individual • for the District •

Employee Performance

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OVERVIEW OF PERCEPTYX BENCHMARKS Million responses from over 279 companies

2019 Benchmark Composition • Perceptyx maintains a database of 182 commonly asked survey questions • All data has been gathered from Perceptyx clients in the past three years, 2016 – 2019 • The database is made up of a combination of domestic (US) firms, as well as many global or multinational organizations, varying in size from 50 to over 350,000 employees worldwide

It answers the question, "Is this normal, or an unusually high or low score?"

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SUMMARY OF RESULTS Strengths • The Engagement Index was the most favorable category in the survey.

Employees have a great sense of pride in working for TID, intend to stay, and are willing to recommend TID as a good place to work. All indicators of engagement (pride, referral behavior, intent to stay, and intrinsic motivation) were above the Perceptyx benchmark. of employees Completed the survey

• 447 invited to participate • 376 (84%) completed the survey • Avg Completion Time: 15 min 56 sec

• Manager Relationships were favorably assessed within TID. Employee perceptions surrounding their comfort discussing concerns, and caring about them as a person, creating an atmosphere of open communication, and managers treating employees with respect are all above the Perceptyx benchmark.

• Perceptions surrounding employee compensation and career opportunities being available were significantly above the Perceptyx benchmark.

• Overall perceptions of TID’s culture are very positive. The top 3 words used to describe the culture were Friendly, Family, and Professional.

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SUMMARY OF RESULTS Opportunities • Visibility of Senior Management is a key driver of engagement. Positive perceptions in this area are driven by employees having greater visibility to Senior Management and receiving sufficient communication about what is happening at TID. of employees Completed the survey

• Clarity of Direction was one of the least favorable categories in the survey.

Employees having a clear understanding to the goals and objectives of TID, and seeing a link between their work and the goals of TID are well below the Perceptyx benchmark.

• Perception surrounding employees feeling valued and their opinions mattering are key drivers of engagement.

• 447 invited to participate • 376 (84%) completed the survey

• Recognition of accomplishments is also considered a key driver of engagement.

• Avg Completion Time: 15 min 56 sec

• Effective cooperation across departments is also identified as an area of opportunity within TID.

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TID’S CULTURE Top Occurrences

What 3 words would you use to describe TID’s culture?

2020 friendly

11%

family

9%

professional

6%

teamwork

5%

community

4%

collaborative

4%

proud

4%

dedicated

4%

reliable

4%

outdated

3%

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SURVEY KEY AGREEMENT RESPONSE OPTIONS NEUTRAL

FAVORABLE Strongly Agree

Agree

Neither Agree nor Disagree

UNFAVORABLE Disagree

Strongly Disagree

All scaled items asked for the team member’s level of agreement with each statement on a 1 (strongly disagree) to 5 (strongly agree) scale, also translated to a simpler favorability scale: favorable, neutral, unfavorable.

ICONS:

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

Drivers of Engagement Drivers of Engagement are the items with the strongest connection to the Engagement Index. These are items the data indicated can influence outcomes like an employee’s willingness to recommend the District, or intent to stay working for the District.

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ALL CATEGORIES BY FAVORABILITY Engagement Index

88

Pride in Company

86

Manager Relationship

85

Ethics & Integrity

10 11

Resources & Support

3

10

79

5

18

75

14

3 11

Performance Management

72

17

11

Growth & Development

71

19

10

Recognition & Reward

71

18

11

Employee Empowerment

68

18

14

Teamwork & Collaboration

66

21

13

Change Management

66

21

13

Continuous Improvement

64

Clarity of Direction Diversity & Inclusion Overall Average

26

62

10

23

54

15

26 71

2

20 18

11

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ENGAGEMENT INDEX

ICONS:

Top 5 Favorability

Bottom 5 Favorability

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ICONS:

PRIDE IN COMPANY

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

10

ICONS:

MANAGER RELATIONSHIP

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

11

ICONS:

ETHICS & INTEGRITY

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

12

ICONS:

RESOURCES & SUPPORT

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

13

ICONS:

PERFORMANCE MANAGEMENT

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

14

ICONS:

GROWTH & DEVELOPMENT

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

15

ICONS:

RECOGNITION & REWARD

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

16

ICONS:

EMPLOYEE EMPOWERMENT

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

17

ICONS:

TEAMWORK & COLLABORATION

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

18

ICONS:

CHANGE MANAGEMENT

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

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ICONS:

CONTINUOUS IMPROVEMENT

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

20

ICONS:

CLARITY OF DIRECTION

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

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ICONS:

DIVERSITY & INCLUSION

Top 5 Favorability

Bottom 5 Favorability

Driver of Engagement

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AREAS OF FOCUS •

Visibility of Senior Management

•

Clarity of Direction

•

Employees Feeling Like Their Opinions Matter

•

Recognition of Accomplishments

•

Effective Cooperation Between Departments

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NEXT STEPS •

Focus at this time will be at the District level and transition to Administration and Department level in the future

•

Employee involvement on engagement project teams to address areas of opportunities

•

On-going communication and visibility to action plans related to Engagement Survey activity and Strategic Plan

•

Follow up surveys to check on progress

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