Officer and Staff Experience Survey 2010 Direction of Travel, Key Messages & Next Steps Presentation to HR Committee, Friday 10 th December 2010 leading the way

2 Contents Summary of the sample obtained in 2010 Summary of the Direction of Travel since 2008 Summary of the key messages The Positives The Manageable The Continued Challenges Summary of available information and next steps

3 The sample: A representative sample obtained Reply rate of 41% (1679 replies) Representative samples for: Hertfordshire Constabulary as a whole Police Officers and Police Staff Males and Females Local Policing Command Much better demographic details for most groups than in 2006 and 2008

4 The Direction of Travel: Of 37 key comparisons to 2008, 27 have improved Of those, 6 show marked improvements (up more than ten percentage points) Of the remainder, 6 show generally modest declines, except for career opportunities and development (down ten percentage points, or more)

5 The Direction of Travel: The most marked improvements % Agree / Satisfied / Confident % 2008 % 2010 CHANGE Considering my duties and responsibilities, I am fairly paid Satisfied that my individual needs are taken into account while at work I can express my views about the development of Hertfordshire Constabulary I can express my views about the development of the units and teams I work with I think there is effective communication across the units and teams I work with I am confident in the decisions taken by: Our Chief Officers

6 The Direction of Travel: All benchmark measures that have declined % Agree % 2008 % 2010 CHANGE I have good career opportunities I have good opportunities for development I would currently rate my morale as high My senior management team give me a clear sense of direction The Chief Officers give a strategic direction for Hertfordshire Constabulary, which I can relate to I am able to keep track of the developments which affect my role

7 Key messages: The positives Notable improvements in several benchmark measures of: Hertfordshire Constabulary as a place to work Ensuring fairness at work Confidence in decisions taken by managers - Has increased, most notably for Chief Officers Delivering on Our Purpose - Around two-thirds of colleagues agree that we have improved in the six strands of Our Purpose

8 Key messages: The positives – A good place to work HC AS A PLACE TO WORK I am fairly paid 70%, from 51% Satisfaction with HC as an employer 67%, from 58% I enjoy my working life 79%, from 74% Satisfaction with HC as a place to work 64%, from 61%

9 Key messages: The positives – Improving fairness at work FAIRNESS AT WORK I feel comfortable to be myself 80%, from 73% All are treated with respect and dignity 74%, from 65% I am treated fairly by colleagues 81%, from 78% HC genuinely values diversity 82%, from 77%

10 Key messages: The positives – Improving confidence in managers CONFIDENCE IN DECISIONS TAKEN By our Chief Officers 57%, from 46% By my Senior Management Team 66%, from 62% By my First Line Manager 82%, from 797%

11 Key message: The manageable The need for more information about change - Most stakeholder groups would like more information about changes implemented and proposed The need for more sense of direction – Many stakeholder groups want more of a sense of direction for Hertfordshire Constabulary: Our Chief Officers provide a strategic direction for Hertfordshire Constabulary, which I can relate to (53%) My senior management team give me a sense of direction (53%)

12 Key message: The continued challenges Keeping track of change - Opportunities to express views have improved, but feeling able to keep track of change (61%) is at the lowest level since 2006 Reducing the levels of unfair treatment from colleagues – The levels of Discrimination, Bullying and Harassment by colleagues have yet to decline notably For some minority groups, in particular, the levels remain notably above average

13 The personal experience of unfair treatment Some levels of unfair treatment are notably above the force average ENGAGEenABLEKEYSTONEHBAPA % Force average 2010 (1679) All Female (833) All with a disability (142) All Lesbian, Gay, Bisexual, Transgender (79) All BME (66) I have personally experienced, DISCRIMINATION I have personally experienced, BULLYING I have personally experienced, HARASSMENT Taupe shading indicates levels notably above the average

14 Available information: Bespoke highlights reports - for major portfolios and support groups Detailed visual summaries - revealing patterns of response Areas For Attention The detail for over 70 stakeholder groups Bespoke analysis

15 Available information: Bespoke highlights reports for The Local Policing Command (LPC) Beds & Herts Protective Services Herts Internal Protective Services Citizen Focus Criminal Justice Human Resources Federation Several support groups

16 Available information: Detailed visual summaries can reveal patterns of response Three colour-coded visual summaries in Excel compare the responses for over 70 groups to the 2010 average: Core groups (x 27) The Local Policing Command (x 18) Portfolios, Protective Services & Departments (x 29) Patterns notably below average can suggest areas for attention

17 Available information: Screen-shot from a detailed visual summary

18 Available information: Example of a possible area for attention High-level observation 2010Groups requiring attention The ability to keep track of developments which affect my role has gradually declined since the 2006 survey The level has fallen from 65% in 2006 to 61% in 2010 Colleagues working part-time hours Colleagues with a disability Colleagues who describe self as LGBT Broxbourne CSP Community Safety (LPC) CIT Case Investigation

19 Available information: The details for over 70 different groups of colleagues Individual Excel files with the detail for every numeric question, including the demographic details Can include more detailed comparisons to 2008 and 2006, to see patterns over time for specific groups The verbatim free-text views of each group can also be included

20 Next steps: Managing Staff Board will Use results to inform the development of: Change programmes and the communication of change Leadership development programmes Review and, where necessary, support actions taken by individual management teams and support groups

21 Officer and Staff Experience Survey 2010: Contact Bob Williams Community Engagement Department Citizen Focus