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Employee engagement in municipalities and local government
Monthly Webinar Series Employee engagement in municipalities and local government November 10, 2016
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Topic Agenda Agenda Item Time (min) Introduction / Why the topic 3
2 Agenda Item Time (min) Introduction / Why the topic 3 Unique Employee Engagement Challenges Facing Local Governments 15 Proven Strategies to Attract and Engage Employees Upcoming TalentMap Learning Events 2 Questions and “Your Turn” 5 Matt Rakowski Regional Sales Director Norm Baillie-David, MBA, CMRP SVP Engagement - TalentMap
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TalentMap by the Numbers
3 TalentMap by the Numbers 15 years in business 7,000+ employee engagement surveys since inception 1,000,000+ employees surveyed 500+ employee engagement surveys annually Only 1 Focus
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Why the Topic? More organizations requesting “diversity” questions and surveys, but little understanding if or how this relates to engagement. Compliance vs. effectiveness. But when we do measure it, especially inclusion – we see dramatic impact in terms of engagement. Recent results pointing to strong case for including D&I as a standard measurement.
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Unique Employee Engagement Challenges Facing Local Governments
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Why is Managing Employee Engagement so Different in Municipalities?
Different Types of Employees, Different Locations Managing Silos Managing Council Political Pressure and Anonymity (smaller municipalities)
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Variety of Employees Requires Multi-Pronged Strategies
Public Transit Law Enforcement Emergency Services Finance Social Services Parks and Recreation Policy Administration Environmental Management
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Measurement Challenges and Solutions
Survey accessibility Union cooperation Multiple Platforms Appropriate literacy levels Kiosks and survey stations Paper: “Paper if necessary, but not necessarily paper” Trust and Confidentiality 2 X Pre-survey communications Webinars in plain language Survey champions
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Managing Deep Silos Organization by service Managed independently
Competition for resources Granville Island, Vancouver - photo via Brent Toderian
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What to do? Ensure employee engagement remains a city-wide initiative:
Present organization-wide results to all managers before they receive individual results Determine action planning priorities based on key organization-wide drivers (which tend to be common, e.g. professional growth) Provide latitude to departments to use their own initiatives on specific issues of concern Convene cross-department/cross-functional employee engagement working group to develop organization-wide recommendations What not to do? Task department managers with developing individual engagement action plans (at least not in isolation).
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Managing Council Challenges:
Councillors can take interest in employee engagement Occasionally, not always with best intentions Need to incorporate Council needs in designing, reporting and managing employee engagement What to do? Keep informed on process Have provider present results – 3rd party provides objectivity
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Political Pressure (on employees in small towns)
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What about Compensation?
Disparity in compensation levels between small and large municipalities Salary budgets are “first to go” when faced with fiscal pressures: Eroding tax base Competing priorities Politically popular A Study conducted by WorkLife Design reviewed characteristics that made organizations employers of choice. Only 34% of respondents named compensation. About 56% said flexible benefits were a major factor, and 80% said the work environment was the biggest factor. This was described as servant leadership, trust and cooperation, work/life balance and credible management.
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Strategies* to Attract, Retain and Engage Employees
*Looming Crisis? Staff Attraction and Retention in Small Rural Municiplities, March 2013
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1. Work Environment (a.k.a. employee engagement)
Listen-feedback-action process (a.k.a. measure and manage engagement) Inclusive management (consult staff prior to policy implementation) Transparency of information and communications Reward and recognition for performance Leadership development, particularly the use of 360Feedback Programs
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2. Proactive Employer Branding
Employer brand is the term commonly used to describe an organization's reputation as an employer, and its value proposition to its employees, as opposed to its more general corporate brand reputation and value proposition to customers.[1] [2] – Wikipedia Target Key Millennial Needs and Values Greater input into influence on policy and decision-making (than larger organizations) – balances political pressure Smaller size means greater engagement and collaborative work environment Greater sense of purpose / Community involvement Work/life balance and lifestyle considerations Career growth and development
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3. Develop a Diversity and Inclusion Plan
“the effective procurement and management of workforce diversity can be a source of sustained competitive advantage” – Derek Avery , “Reflecting Diversity”, HR Professional Diversity and inclusion is a key engagement driver – used successfully by several municipalities Incorporates larger labour pool (immigrants, persons with disabilities, etc.)
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Succession Planning Provides opportunity to identify and reward high achievers and potential leaders – signals career development Coaching and mentorship Job shadowing “The number one effort is to try and grow your own staff capability, with much more emphasis on retention and preparing people for those future management responsibilities…Continue to invest in your people; it’s important to take a real interest in their development and in putting them in a place where they can compete effectively for a position (with or without your organization)” – Jim Green, CAO Muskoka ON Brackets added by Norm Baillie-David
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Wrap-up Municipalities – especially smaller ones, face unique employee (attraction and) engagement challenges Successful strategies used by TalentMap clients and others: Not falling into the compensation competition trap. Make employee engagement a priority – measure and manage Including leadership development and 360Evaluations Employer Branding – turn perceived weaknesses into strengths Diversity and Inclusion Planning Succession Planning
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UPCOMING TALENTMAP LEARNING SESSIONS
Event Format Topic/Location Date Canada’s Top Employer Summit Conference Four Seasons Hotel, Vancouver, BC November 14-15, 2016 HR Leader Summit International Centre – Mississauga ON November 16, 2016 Conference Board of Canada/TalentMap Workshop Full-day Workshop Employee Engagement Practices, Drivers and Survey Design, Edmonton AB November 17, 2016
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Thank you! Questions and your turn
Monica Helgoth VP Engagement – TalentMap West , x515 Norm Baillie-David SVP Engagement , x504 FOR A COPY OF THE PPT OR RECORDING: Louie Mosca Director of Sales – TalentMap East , x501 Matt Rakowski Regional Sales Director , x509
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