1. The State of Maine Managerial Effectiveness Survey Results

2. Managerial Effectiveness - A Key Issue

3. Managerial Effectiveness - A Key Issue, continued Managerial effectiveness impacts employee retention. – The cost of replacing an employee is approximately four times the salary of the replaced employee. – Particularly in more skilled positions, when employees leave, knowledge is lost to the organization forever. – It can take up to a year before new employees are as productive as their predecessors.

4. The Survey Instrument

5. The Survey Instrument, continued

6. Survey Factors Purpose of the Organization: Employees understand the vision and strategy of the organization, perceive that it has a competitive advantage, and can relate what they do on a day-to-day basis with the “big picture” of the business. Values of the Organization: The organization demonstrates its values day- to-day by hiring top quality individuals, encouraging teamwork, and creating an environment that aligns with the values, principles, and beliefs of the employees.

7. Survey Factors, continued

8. Perceived Value:Employees feel valued by the organization because they are able to use their expertise in a number of different roles, participate in decision-making, try out new ideas, and risk failure when solving problems. Opportunity for Growth: The organization provides employees with opportunities to take on new work and acquire new skills through exposure to resources and information for learning and encourages employees to work for the future

9. Survey Factors, continued Communication:The organization facilitates communication between different departments, keeps employees informed of goals, plans, and strategies, and “listens” to what employees have to say. Clarity:The organization provides employees with clear and challenging work expectations and holds employees accountable to measurable performance standards.

10. Survey Factors, continued Processes:The organization has effective processes in place for project management, human resource management (recruitment, development, and promotion of employees), and process improvement. Balance:The organization facilitates an environment that enable employees to maintain a healthy lifestyle by providing flexibility in scheduling and other methods designed to reduce stress and alleviate pressures by the work.

11. Survey Factors, continued Recognition:The organization provides formal and informal rewards, based on employee performance recognizing the efforts of individuals. Continuous Improvement:The organization works to constantly develop by leveraging internal capabilities and providing the training necessary to strengthen potential areas of weakness.

12. Survey Factors, continued Coaching:The organization provides honest coaching that not only recognizes quality work but provides developmental assistance to guide employees’ future outputs. Teamwork:The organization supports an environment in which employees rally together to achieve success by providing each other with constructive feedback and support.

13. Employee Demographics

14. Demographics: Overview

15. Demographics: Participants Total Number of Respondents4057 % of Female Respondents 46.1 % of Male Respondents50.9

16. Demographics: Age

17. Demographics: Tenure

18. Demographics: Participants by Department

19. Demographics: Job Function

20. Factor, Results, Employee Satisfaction, and Retention

21. What Are We Looking At? There are three types of statistics primarily used in this report: – Score Percentages, which describe what percent of respondents gave a particular answer (e.g., 30% of participant Strongly Agree with a statement). We use Score Percentages to understand how employee answers group and relate to each other. – Factor Means, which indicate Maine employees overall evaluation of the factors on a scale of 1 to 5 (e.g., the average score for balance was 2.93).

22. What Are We Looking At? Continued We use Factor Means to gain an overall sense of how well we are doing on each factor. Generally, scores over 3 are considered positive, and scores over 3.5 seen as genuine strengths. – Correlations, which indicate the strength of the relationship between two variables (e.g., there was a correlation of.71 between Process and Retention). Strong correlations tell us what is important to employees. If there is a strong positive correlation between two factors, that means that a positive change in one will usually predict a positive change in the other. Example - in the correlation above, employees that experience better processes will report a stronger intention to remain with the organization.

23. How Are We Doing? Factors in Order of Performance Factor Mean Perceived Value3.21 Purpose of the Organization3.15 Teamwork3.13 Clarity3.04 Values of the Organization3.01 Trust2.96 Communication2.92

24. How Are We Doing? Factors in Order of Performance Score Continued Factor Mean Balance2.91 Feedback2.90 Continuous Improvement2.86 Coaching2.78 Opportunities for Growth2.72 Processes2.61 Recognition2.49

25. Responses on Three Satisfaction Measures

26. Responses on Three Satisfaction Measures

27. Responses on Three Satisfaction Measures

28. Factors Most Strongly Associated with Satisfaction in Order of Impact

30. Responses on Two Retention Measures

32. Factors Most Strongly Associated with Retention in Order of Impact

34. Data Analysis

35. Satisfaction - How is Maine Doing?

36. Satisfaction - Maine’s Strengths The Table below presents Maine’s developmental opportunities. These factors that State of Maine Employees’ rated lowest which also had the greatest impact on satisfaction. FactorCorrelation Mean Score Perceived Value.723.21 Values.663.01 Communication.662.92 Purpose.603.15 Trust.642.96

37. Satisfaction - Maine’s developmental Opportunities The Table below presents Maine’s developmental opportunities. These factors that State of Maine Employees’ rated lowest which also had the greatest impact on satisfaction. FactorCorrelation Mean Score Processes.672.60 Recognition.622.49 Opportunity for Growth.672.72 Coaching.622.78 Continuous Improvement.622.86

38. Retention - How is Maine Doing?

39. Retention - Maine’s Strengths

40. Retention - Maine’s Developmental Opportunities

41. Conclusions

42. Conclusions, continued

43. The Integrated Components of MMS

44. Guiding Principles for the Components

45. Selection and Succession

46. Leadership Development

47. Broad, Flexible Job Descriptions