Q2-2016 Public Sector Risk Briefing Employee Engagement Trends
•Télécharger en tant que PPTX, PDF•
0 j'aime•163 vues
Recommandé
Recommandé
Contenu connexe
Tendances
Tendances (20)
Similaire à Q2-2016 Public Sector Risk Briefing Employee Engagement Trends
Similaire à Q2-2016 Public Sector Risk Briefing Employee Engagement Trends (20)
Plus de Ron Steinkamp
Plus de Ron Steinkamp (20)
Q2-2016 Public Sector Risk Briefing Employee Engagement Trends
- 1. a Employee Engagement Trends in the Public Sector © 2016 All Rights Reserved 1 Brown Smith Wallace LLP
- 2. Defining Employee Engagement Public Sector Employee Engagement Trends Recommendations to Improve Employee Engagement What Are You Doing to Improve Recap and Open Discussion Agenda and Learning Objectives 1 2 3 4 5 © 2016 All Rights Reserved 2 Brown Smith Wallace LLP
- 3. © 2016 All Rights Reserved 3 Brown Smith Wallace LLP
- 4. Emotional connection an employee feels toward his/her employment organization, which tends to influence his/her behaviors and level of effort in work related activities. (Businessdictionary.com) Definition © 2016 All Rights Reserved 4 Brown Smith Wallace LLP
- 5. Effect of Employee Engagement The more engagement an employee has with his/her employment organization, the more effort they put forth. © 2016 All Rights Reserved 5 Brown Smith Wallace LLP
- 6. Benefits to Employees • Employee feels mentally stimulated. • Increased trust and communication between employees and management. • Ability to see how their work contributes to the employment organizations performance. • Employee pride in the employment organization. © 2016 All Rights Reserved 6 Brown Smith Wallace LLP
- 7. Importance to the Public Sector • Experienced “baby boomer” (1946-1964) management and staff are at retirement age. • 26% of government workers are over age 55. • 30%-40% of State workers are eligible for retirement. • 10,000 “baby boomers” turn 65 every day since 2011. • Not enough “millennials” (1981-2000) are replacing them. • America’s largest generation (about 75M). • Comprise less than 7% of government work force. • Only 22% believe government is a good place to work. © 2016 All Rights Reserved 7 Brown Smith Wallace LLP
- 8. © 2016 All Rights Reserved 8 Brown Smith Wallace LLP
- 9. • International Public Management Association for Human Resources. • 2014 Study on State and Local Government Employee Engagement. • Surveyed Local and State Government employees. IPMA-HR Study © 2016 All Rights Reserved 9 Brown Smith Wallace LLP
- 10. • Overall State/Local government employee engagement is moderately low – 47% feel fully engaged. • Top key drivers of engagement: • Feeling a sense of accomplishment. • Serving the public with integrity. • Major issues to address: • Making employees feel valued. • Providing clearly defined goals and objectives. • Areas that need focus: • Career development. • Improving communication. • Employee referral and retention. Study Conclusions © 2016 All Rights Reserved 10 Brown Smith Wallace LLP
- 11. • 96% are focused on serving the public with integrity. • 81% feel fully engaged in their job. • 80% feel safe in the workplace. • 77% are proud of their work. • 75% feel a sense of accomplishment and believe they make a difference. • 68% feel like they have a proper work/life balance. • 57% feel valued. Emotional Trends © 2016 All Rights Reserved 11 Brown Smith Wallace LLP
- 12. Working Environment Trends • 70% feel like they have proper working conditions. • 67% feel like they have the tools/training to get the job done effectively. • 59% feel empowered to make decisions to improve service. • 58% feel like they are able to bring new and innovative ways of doing things to the workplace. • 55% believe resources are effectively used for problem solving. • 51% believe they have the opportunity for career and professional development. • 46% believe work is properly distributed. • 40% believe their department is adequately staffed. © 2016 All Rights Reserved 12 Brown Smith Wallace LLP
- 13. Communication Trends • 63% feel like they receive the right amount of communication from their direct supervisor. • 58% feel they have clearly defined goals and objectives. • 46% know where the organization is headed. • 45% believe they receive the right amount of communication from senior management. • 44% believe there is cooperation between departments. • 29% believe there is clear and constant communication between departments. © 2016 All Rights Reserved 13 Brown Smith Wallace LLP
- 14. Working Relations Trends • 72% believe their manager respects them. • 67% fell like their manager listens to their ideas. • 67% feel recognized for their contributions. • 66% believe their manager shows appreciation. • 64% believe their manager is interested in their success. • 62% believe there is workplace equality. • 62% feel like they get constructive criticism. • 58% receive feedback on performance. © 2016 All Rights Reserved 14 Brown Smith Wallace LLP
- 15. Pay and Benefits Trends • 73% believe they have a good benefits package. • 52% believe they are adequately compensated. • 48% believe they receive proper recognition for their work. • 37% believe they have advancement opportunities. © 2016 All Rights Reserved 15 Brown Smith Wallace LLP
- 16. © 2016 All Rights Reserved 16 Brown Smith Wallace LLP
- 17. General Recommendations • Establish and communicate organization goals and objectives as well as how employees contribute. • Focus on making employees feel valued by providing feedback and recognition. • Ensure workload is properly distributed. • Review compensation and benefits. • Ensure avenues for career development and progression. • Improve communication within and outside departments. © 2016 All Rights Reserved 17 Brown Smith Wallace LLP
- 18. • Job Sharing • Telecommuting. • Temporary employment – allows retirees to come back and work for up to 120 days during a 12 month period. • Flexible scheduling. • Mentoring programs. • Succession planning. • Create a culture of knowledge sharing. • Update the performance management system. • Develop a wellness program • Caregiver support. What Others are Doing to Retain Employees © 2016 All Rights Reserved 18 Brown Smith Wallace LLP
- 19. • Technological Innovation • On demand access to real-time information from any place. • Rapid technology adoption through the cloud. • Demonstrate Community Impact • Demonstrate results and connect to specific roles and tasks. • Show how $$$ and labor lead to quantifiable outcomes. • Map performance measures to issues they care about: – Reducing poverty – Improving the environment – Sustaining economic growth – Improving education – Fostering diversity and culture • Share performance narratives –Tell the story How to Attract and Retain Millennials © 2016 All Rights Reserved 19 Brown Smith Wallace LLP
- 20. How to Attract and Retain Millennials • Simplify KnowledgeTransfer • Upfront training. • Mentoring & Coaching. • Transition. • Learn by doing. • Ensure Continuous Learning • Enable Collaboration • On demand access to information. • Work in teams. • Social networking. © 2016 All Rights Reserved 20 Brown Smith Wallace LLP
- 21. © 2016 All Rights Reserved 21 Brown Smith Wallace LLP
- 22. Recap and Open Discussion Ron P. Steinkamp, CPA, CIA, CFE, CRMA, CGMA Partner, Advisory Services Brown Smith Wallace LLP 314.983.1238 (Direct) rsteinkamp@bswllc.com www.bswllc.com Please Ask Me Some Questions..!! © 2016 All Rights Reserved 22 Brown Smith Wallace LLP
Notes de l'éditeur
- Asset Misappropriation Examples: Clerk stealing cash receipts. Payroll Clerk creating a ghost employee. Purchasing Clerk creating a fictitious vendor and false invoice. Employees “borrowing” equipment, tools, etc. Sales person purchasing personal items on the Company credit card. Falsified expense reports. Corruption Examples: Purchasing Department Manager awarding a contract to a vendor for a kickback. Human Resources Director hiring unqualified “friends” to fill positions. City Council member trading votes for personal favors. Financial Statement Examples: Inflating revenues on the financial statements. Concealing liabilities and expenses. Improperly valuing assets
- Asset Misappropriation Examples: Clerk stealing cash receipts. Payroll Clerk creating a ghost employee. Purchasing Clerk creating a fictitious vendor and false invoice. Employees “borrowing” equipment, tools, etc. Sales person purchasing personal items on the Company credit card. Falsified expense reports. Corruption Examples: Purchasing Department Manager awarding a contract to a vendor for a kickback. Human Resources Director hiring unqualified “friends” to fill positions. City Council member trading votes for personal favors. Financial Statement Examples: Inflating revenues on the financial statements. Concealing liabilities and expenses. Improperly valuing assets
- Asset Misappropriation Examples: Clerk stealing cash receipts. Payroll Clerk creating a ghost employee. Purchasing Clerk creating a fictitious vendor and false invoice. Employees “borrowing” equipment, tools, etc. Sales person purchasing personal items on the Company credit card. Falsified expense reports. Corruption Examples: Purchasing Department Manager awarding a contract to a vendor for a kickback. Human Resources Director hiring unqualified “friends” to fill positions. City Council member trading votes for personal favors. Financial Statement Examples: Inflating revenues on the financial statements. Concealing liabilities and expenses. Improperly valuing assets
- 5% - applied to 2014 estimated Gross World Product, this translates to potential fraud loss of up to $3.7 trillion worldwide. Median loss - more than 23.2% of the cases involving losses over $1 million. Fraud lasted - losses rose with duration of scheme. Asset misappropriation schemes - fraudulent disbursements, theft of cash receipts, other asset misappropriations.
- 5% - applied to 2014 estimated Gross World Product, this translates to potential fraud loss of up to $3.7 trillion worldwide. Median loss - more than 23.2% of the cases involving losses over $1 million. Fraud lasted - losses rose with duration of scheme. Asset misappropriation schemes - fraudulent disbursements, theft of cash receipts, other asset misappropriations.
- 5% - applied to 2014 estimated Gross World Product, this translates to potential fraud loss of up to $3.7 trillion worldwide. Median loss - more than 23.2% of the cases involving losses over $1 million. Fraud lasted - losses rose with duration of scheme. Asset misappropriation schemes - fraudulent disbursements, theft of cash receipts, other asset misappropriations.
- Detected by tips - followed by management review (13%) and Internal Audit (16%).
- Six departments: Accounting/Finance Operations Sales Executive/upper management Customer service Purchasing Warning signs – most common behavioral red flag reported in the survey were perpetrators living beyond their means (45%) and experiencing financial difficulty (30%).
- Emphasize tips and internal audit Mention reliance on external audit and fact that detection is low
- Employee steals or misuses an organization’s resources.