EMPLOYEE ENGAGEMENT
By Yasmine Chapman, Director of Human Resources
Welcome!

Course Outline
What is Employee Engagement
Challenges for Public Sector
Employees
IPMA-HR 2014 Survey Overview,
Conclusions and Recommendations
Measuring and Improving Engagement
in our Department and Organization

What is Employee Engagement?

Employee Engagement

Employee engagement defined:
“A heightened emotional
connection that an employee
feels for his or her
organization, that influences
him or her to exert greater
discretionary effort to his or
her work.”
› - The Conference Board, a nonprofit business membership and research organization

Engaged Employees
An engaged employee is enthusiastically and
proudly involved in his or her organization and
day-to day job responsibilities and engagement
keeps employees committed to their work.
They have a connection to the work, the
organization, the mission, and/or coworkers.
Engaged employees find personal meaning and
pride in their work. They believe that their
organizations value them, and in return,
engaged employees are more likely to go
beyond the expected and expend more
discretionary effort to deliver performance.

Challenges for the Public Sector
Jay Leno: “A survey says that
American workers work the first three
hours every day just to pay their
taxes. So that’s why we can’t get
anything done in the morning: we’re
government workers.”
Alex Pattakos: “Why doesn’t the civil
servant look out her window in the
morning? Answer: So she’ll have
something to do in the afternoon.

Public Sector Employer
Challenges
Critics are plentiful and vocal on
everything from the size of government to
ethics. Taxpayers expect officials to hold
the line on taxes without reducing service
levels, while a scarcity of capital often
stalls investments in technology and
infrastructure.
Understanding employees needs and
keeping them engaged is a significant
hurdle for public sector employers.

Challenges
› Negative Media Coverage
› One incident can affect the perception of
the whole organization
› Recent events in Ferguson, MO and NYC
› Examples for the City of Corpus Christi
› Under constant public scrutiny,
surveillance cameras, dash cams, cell
phone cameras, GIS on vehicles

Discussion session
› How would you rate employee
engagement in your department and
with respect to other City
departments
› What factors or events have
impacted employee engagement in
your department

WHY DO WE CARE
Costs of disengagement:
› Lower Productivity
› Disengaged Employees Call in “Sick”
› Disengaged employee negatively impact
profitability or in the case of government
increase the cost of doing business
› Disengaged Employee create Disengaged
Customers
› Disengaged Employees will Leave

2014 State and Local Government
Employee Engagement
2014 IPMA-HR International Training
Forum & Expo
ipma-hr.org

v City of Cathedral City
v City of Charlotte
v City of Los Angeles
v City of Columbia
v City of Coral Springs
v Fire and Police Pension
Association
v City of Deer Park, Texas
v New York State Department of
State
v Multnomah County
v City of Oakland, CA
v City of Juneau
v Bartlet Hospital
v City of Rancho Cucamonga
v City of Tacoma
v Town of Sahuarita
v City of Virginia Beach
v York County Government
v Virginia Retirement Association
v City of Johns Creek, GA
v Prince Georges County
v Town of Marana, AZ
Participating Organizations

IPMA-HR 2014 Survey Objectives
• Measure the rational and emotional elements of employee
engagement, satisfaction and loyalty among State and Local
public employees
• Determine the key drivers of Engagement and develop an
engagement index to prioritize these key drivers
• Determine the key drivers of Satisfaction and Intent to
Recommend as they are both a precursor (Satisfaction) and an
outcome (Recommend) to being engaged
• Understand the threats to employee retention and their expressed
likelihood to leave their organizations within one year
• Understand the specific improvement areas in employee
engagement, loyalty and satisfaction
• Evaluate changes over time in engagement, satisfaction and loyalty

About the Survey
Area of Inquiry Reason
• Emotional Aspects • Measure emotional or “soft” employee connections
such as being fully engaged, feeling valued, and
having a sense of accomplishment
• Working Environment/Tools • Identify areas of improvement opportunity such as
having the tools, training, adequate staffing, proper
working conditions to get the job done
• Communications • Measure employees’ perceptions about the degree of
communication they received from their supervisors
and senior management and whether there is clear
and ongoing communication and cooperation
between agencies and departments
• Working Relations • A detailed set of questions focused on the
relationship between managers/supervisors and
employees
• Pay and Benefits • Measure employees’ perceptions about their
compensation, benefits, recognition, advancement
and opportunity to participate in important projects
Potential Engagement/Satisfaction/Loyalty Questions:

Why Engage Employees?

An Engaged Workforce is Significantly:
v More Satisfied which results in
more productive employees and
in a happy environment
v More Likely to Recommend
which results in cost savings to
the employer in hiring new
employees
v Less Likely to Leave their job
which results in lower turnover and
cost savings to the employer

An Engaged Public Sector Employee is 5 times more likely to
be very satisfied and recommend his/her employer
and 4 times less likely to leave
Engaged employees are those giving a top-box rating to the question: I’m fully engaged in my job [Evaluate on a scale of Strongly
Agree to Strongly Disagree]; Not Engaged employees are those giving a bottom-2 box rating to the same question.
80%
60%
40%
20%
0%
% Very
Satisfied
61%
% Very
Satisfied
12%
% Very likely
to
Recommend
65%
% Very likely
to
Recommend
14.5%
% Very likely
to Leave
9%
% Very likely
to Leave
35.8%
% Very Satisfied
Engaged Not Engaged
% Very likely to Recommend % Very likely to Leave

Virtually All Agree with Focus on
Serving Public with Integrity while
less than 3 in 5 Feel Valued
29%
33%
34%
36%
29%
32%
34%
19%
28%
35%
41%
39%
48%
48%
47%
77%
57%
68%
75%
76%
77%
80%
81%
96%
0% 20% 40% 60% 80% 100%
I feel valued here
I am able to have a proper work/life
balance
I feel I can make a difference by working
here
I feel a sense of accomplishment in my
job
I am proud to work here
I feel safe in my workplace
I am fully engaged in my job
I am focused on serving the the public
with integrity
Top 2-Box Strongly Agree Agree
Percent who “Agree” or “Strongly Agree”
Q1. Of the following statements, please
describe your feelings about your job/role and
your overall working environment: [Evaluate
on a scale of Strongly Agree to Strongly
Disagree]
Emotional Aspects: Engaged: 100%
Not Engaged: 68%
If Engaged: 74%
If Not Engaged: 9%

Workload Distribution & Staffing
Problem Areas to Address
Working Environment/tools:
I have proper working conditions
I have the tools/ training I need to get this job done
effectively
I am empowered to make decisions to improve service
delivery
I am able to bring new and innovative ways of doing
things to my workplace
My department effectively uses our resources for
problem solving
I have the opportunities for career and professional
development
The workload is properly distributed
My department has adequate staff
to get work done
0"
24.3%"
31.7%"
30.0%"
34.4%"
34.7%"
34.2%"
39.5%"
36.4%"
0"
15.4%"
14.0%"
21.0%"
21.0%"
22.5%"
24.6%"
27.3%"
33.9%"
0"
39.7%"
45.8%"
51.0%"
55.4%"
57.2%"
58.8%"
66.9%"
70.3%"
Percent who “Agree” or “Strongly Agree”
Q1. Of the following statement please describe your feelings about your job/role and your overall
working environment [Evaluate on a scale of Strongly Agree to Strongly Disagree]
If Engaged: 82%
If Not Engaged:
34%
If Engaged: 48%
If Not Engaged:
17%

Communication from Direct Supervisor is Moderate
and that Between Departments or Agencies is Poor
22.0%
32.3%
29.6%
30.2%
34.6%
31.7%
7%
12%
15%
16%
24%
31%
29%
44%
45%
46%
58%
63%
0% 20% 40% 60% 80%
There is clear and constant communication
between departments/ agencies
There is cooperation between
departments/agencies
I receive the right amount of information
from senior management
I know where this organization is headed
I have clearly defined goals and objectives
I receive the right amount of
communication from my direct supervisor
Top 2 Box Strongly Agree Somewhat Agree
Q7. To what extent would you agree or disagree with the following statements about your organization’s communications methods?
[Evaluate on a scale of Strongly Agree to Strongly Disagree]
Percent who “Agree” or “Strongly Agree”Communications:
If Engaged: 77%
If Not Engaged:
25%
If Engaged: 44%
If Not Engaged: 4%

About 7 in 10 Employees Feel Respected and Somewhat
listened but Recognition and Feedback Are Areas to Address
Q8. My Manager/Supervisor………….
[Evaluate on a scale of Strongly Agree to
Strongly Disagree]
Percent who “Agree” or “Strongly Agree”
Manager/Employee
Working Relations:
27.9%
30.1%
28.8%
26.6%
30.4%
27.5%
29.6%
30.2%
29.7%
29.0%
28.9%
30.1%
32.3%
33.6%
37.3%
35.0%
38.2%
36.5%
36.2%
37.8%
40.0%
43.2%
58.0%
62.4%
62.4%
63.9%
65.4%
65.8%
66.1%
66.4%
67.4%
69.0%
72.1%
0% 20% 40% 60% 80%
Gives me feedback on my performance
Provides constructive feedback
Fosters workplace equality
Is interested in my success
Asks me for input
Shows appreciation for me and the work I do
Cares what I think
Recognizes me for my contribution
Listens to my ideas
Cares about my personal health and wellness
Respects me
% Top Two Box % Strongly Agree % Agree
If Engaged: 84%
If Not Engaged:
33%
If Engaged: 73%
If Not Engaged:
19%

The Majority of Employees Say They Have a Good Benefits
Package, But Fewer Than 2 in 5 Say They Have Opportunities
to Advance
23%
29%
30%
30%
36%
14%
19%
22%
24%
37%
37%
48%
52%
54%
73%
0% 10% 20% 30% 40% 50% 60% 70% 80%
I have opportunities to advance
here
I receive recognition for the level of
effort I give at work
I am adequately compensated in
total for the work I do
I get the opportunity to participate in
important /special projects
I have a good benefits package
Top 2 Box Strongly Agree Somewhat Agree
Q11. Regarding your pay and benefits, please indicate whether you agree with the following statements: [Evaluate on a scale of
Strongly Agree to Strongly Disagree]
Pay and Benefits:
Percent who “Agree” or “Strongly Agree”
If Engaged: 78%
If Not Engaged:
54%
If Engaged: 50%
If Not Engaged:
12%

Public Sector Employees Level
of Engagement
47%$
53%$
Engaged$ Not$engaged$
Strongly Agree
Q1. I’m fully engaged in my job: [Evaluate on a scale of Strongly Agree to Strongly Disagree]
I’m Fully Engaged in my job
Do not Agree
Strongly

Keys to Improving Public Sector
Employee Engagement
v Feel a sense of
accomplishment in my job
(31%)
v Focused on serving the public
with integrity (23%)
v Feel I can make difference by
working here (19%)
v Have clearly defined goals
and objectives (10%)
v Proud to work here (10%)
v Feel valued here (6%)

Key Drivers of Satisfaction vs. Performance
STRENGTHS
• Have proper work conditions
• Feel a sense of accomplishment
• Proud to work here
OPPORTUNITIES
• Manager/Supervisor is interested in my success
• Empowered to make decisions to improve
services
• My department effectively uses our resources for
problem solving
WEAKNESSES
• Adequately compensated in total for the work
• The workload is properly distributed
• I know where this organization is headed
• I have opportunities for career and professional
development
Threats
• Feel Valued here
• Receive recognition for the level of effort I give at
work

Drivers of Engagement: Performance
28%
48%
24%
41%
77%
39%
29%
29%
35%
34%
19%
36%
0%# 20%# 40%# 60%# 80%# 100%#
I feel valued here
I'm proud to work here
I have clearly defined goals
and objectives
I feel I can make a difference
by working here
I'm focused on serving the
public with integrity
I feel a sense of
accomplishment in my job
Strongly Agree
Somewhat Agree
75%
96%
75%
59%
57%
77%

Group Discussion
› Things you have done within your department to
improve employee engage
› What programs, procedures can the City do, or the
Human Resources Department do to improve
employee engagement
› One thing you as a Director or Manager will
commit to do to improve employee engagement

The case for
effective engagement
With half of state and local government employees
approaching retirement age (and nearly the same
percentage of workers under 34 considering a job
change), the challenge is clear — to remain
productive, government must find ways to engage
its younger workforce. When surveyed — state and
local government workers said they would be more
likely to stay in their jobs if improvements were
made in the following categories:
• Improving communication
• Showing appreciation
• Providing personalized long-term career plans
• Management support

How to keep us engaged
“Our exec managers have
brought in a LEAN consultant
and have consistently supported
that effort for nearly two years. It
is changing our work culture to
one of innovation and
improvement of processes, and
in a way that has increased
respect and appreciation for
individuals. It succeeds because
of honest communication and
facilitation, not formalistic
methodology.”
“Spot bonus program
for a job well done.. ”
“Started a Leadership
Development Pipeline program
designed to query employees on
a regular frequency as to what
position(s) in the organization
the employee desires to achieve,
along with feedback on what he/
she will need in the way of
education, training…”
“Individual recognition
through departmental
weekly newsletter.
employee breakfast or lunch
events sponsored by
department heads
collectively and paid for
personally by them as a
thank you to the
organization.”
“Motivational speaker/classes;
additional benefit for
counseling & stress
management.”
Respondents shared some best practices that work for them:
“Increased opportunities to
work on projects outside
normal span of
responsibility.”

Conclusions and Recommendations
• Overall State and Local government employee engagement level is
moderately low with less than half (47%) of employees being fully
engaged in their jobs.
• This may mean that less than half of public sector employees may be
doing the “bare minimum” required for them to keep their jobs and
they do not provide their organizations with “discretionary effort”.
• “Feeling a sense of accomplishment” and “Serving the public with
Integrity” are top key drivers of engagement; virtually all employees
(96%)say they serve the public with integrity and 3 out of 4 say that they
feel a sense of accomplishment in their jobs. These are key reasons why
“Engaged” public employees give their organizations “discretionary effort”.
• Major issues to address are making employees feel valued and
making sure that they have clearly defined goals and objectives.

Conclusions and Recommendations
• Addressing the threats and weaknesses to satisfaction and likelihood to
recommend is critical to improving engagement and the drivers of
satisfaction provide a roadmap.
• Major threats are “receiving recognition” for the level of effort given at
work and “feeling valued in their jobs. The public sector should implement
practices for making employees feel valued and giving them recognition such as
conducting ongoing reviews, providing not only annual recognition and awards
but also on demand to recognize excellence in the workplace.
• Weaknesses are “adequate compensation”, “proper distribution of
workload”, “knowing where the organization is headed”, and having
“opportunities for career and professional development”.
• The public sector should implement practices for making employees feel valued
and giving them recognition such as conducting ongoing reviews, providing not
only annual recognition and awards but also on demand to recognize excellence
in the workplace.
• Career development deserves special immediate attention since
employees with 6-20 years of tenure are the least satisfied with career
development and the least likely to believe that their organizations have
strategies in place to maximize career development at all levels.
• These employees are most likely to take the helm once the “silver tsunami” of
retirees strikes the public sector.

Conclusions and Recommendations
• Improving communication about where the organization is going, from
managers and supervisors, and between departments and agencies is a must for
aligning the workforce to an organizations’ mission and vision.
• Less than half (46%) of public sector employees know where their organizations are
going.
• Employee referral and retention are indicators of the health of an
organization and public sector levels are moderately low.
• Less than Half (47%) of Public Sector Employees are very likely to recommend their
place of work and over one-third are somewhat/very likely to Leave their Jobs.

Reference Material Available Online

EMPLOYEE ENGAGEMENT
By Yasmine Chapman, Director of Human Resources
Thank You!