In March 2003, the Department of Human Resources distributed four different types of employee surveys to over 61,000 permanent County employees. These included Worklife, Training Needs, Computer Use, and Supervisor surveys.

Each of the surveys yielded important and useful information. Given the current direction of the Strategic Survey Project, only the Worklife and Supervisor Surveys will be discussed in greater detail here. The Worklife survey measured employee perceptions and evaluations of the work environment, and employee self reported well-being, job satisfaction, and emotional commitment to the organization. Responses to related questions were combined to form separate measures of: Recognition / Feedback; Fairness – Procedural; Autonomy; Meaningful and Challenging Work; Job Ambiguity; Work Overload; Physical Infrastructure; Expectation of Reward for Performance; Organizational Support ; Supervisor Support ; Commitment to the County; Commitment to Department; Overall Job Satisfaction; and Work Related Well-Being.

The Supervisor Survey asked supervisors and managers to describe the work behavior and performance of a random sample of employees and to compare the employee’s performance to other employees’ performance who do similar work. They were also asked to indicate whether training in 13 specific areas would improve the employee’s performance in his or her current job and/or prepare the employee for the next job level.

Overall, responses to the Worklife and Supervisor Surveys showed that:

• Employee evaluations of their work environment influence their perceptions of supervisory support and organizational support.

• Employee perceptions of supervisory support and organizational support affect their job related well-being and their levels of job satisfaction.

• Employee job related well-being and job satisfaction in turn affect emotional commitment to the department. 

• Employee perceptions of supervisor support affect elements of performance (e.g., task performance, organizational citizenship, compliance with policies and procedures, and appropriate use of resources).

Countywide results were presented to Department Heads and Chief Deputies at their Strategic Planning Conference in June 2004. Among the recommendations that emerged from a review of the survey results were the following:

• Implement a performance management system to reduce job ambiguity, improve feedback to employees, define behaviors and align individual performance with strategic goals and/or program results.

• Implement an employee feedback survey to promote and measure strategic values and supervisory and management practices that support improvements in the performance environment.

Steps have already been taken to implement these recommendations. Some of the recommendations were reflected in new Workforce Excellence strategies and objectives in the 2005 update to the Strategic Plan. Among them were Strategy 2, Objectives 1 and 2 that called for a new performance evaluation system which includes mechanisms for obtaining employee feedback. These objectives demonstrate the County’s continued commitment to Workforce Excellence and to engaging employees in shaping the performance environment.

The 2006 Survey effort described below represents the next step towards an ongoing system of employee feedback.

Over 23,000 County employees participated in the 2006 Strategic Values and Strategic Supervisor Surveys. The data has been analyzed and results revealed that the County has organizational strengths as well as opportunities for improvement. In particular, findings suggest that most employees are confident that they have what it takes to excel at their jobs and most agree that their jobs provide meaning, challenge, and autonomy. However, results also indicated that employees could benefit from greater supervisory and managerial support and would like to see improved decision processes for decisions that affect them.

Department management is in the process of reviewing the 2006 summary findings. Departments have been encouraged to share survey information with employees and engage them in improvement efforts. In the coming months, the Department of Human Resources will work with departments to study their best practices and share departmental insights and successes with other departments and employees across the County.

It is expected that departments will continue to review and use the survey results in the context of their own strategic plans to develop and implement programs and initiatives to improve the work environment; enhance employee alignment with strategic goals; enhance supervisory and managerial support for employees; and increase employee well-being, commitment, and performance.