Agenda item

This report presents the key findings of the Employee Engagement Survey 2022 and outline key actions going forward.

The Chief Organisational Culture Officer gave a presentation to Members which outlined the results of the employee survey undertaken in September 2022. 58% of staff completed the survey, which was a rise from 48% in 2019.

It was highlighted that staff enjoyed working at the Council and felt supported to do their job and the Our Ways Of Working Policy had been positively received. However, 12% of staff who responded to the survey were considering leaving Medway Council in the next 12 months. Staff retention was an identified issue with 5% leaving on average per quarter and pay was one of the causes with 53% of staff unhappy with the reward and benefits package.

The Committee then raised a number of questions and comments, which included:

Review - A Member commented that they were disappointed with the results, and this had been exacerbated by the survey having taken place 10 months ago. It was also commented the survey results could well be out of date since it was undertaken in September 2022. A request was made that the Committee review progress prior to the next survey. The Chief Organisational Officer agreed and had shared the disappointment during the presentation with regards to some of the results, however, she gave assurances that whilst the results where 10 months ago the Council had responded and undertaken work already, and suggested she would provide an update on progress to a future meeting of the Committee prior to the next survey in July 2024.

Pay and Retention - A Member noted that 8% of those surveyed intended to leave the Council within the next year. Since the survey was undertaken 10 months ago, those staff may have left, in addition he believed if surveyed again the figure who intended to leave within a year would be higher.

A Member commented that Council leisure centres were currently running well below capacity and a discounted membership scheme could provide additional benefits for officers without incurring additional costs to the Council.

Mental Health - A Member commented he was concerned that 43% of employees rated their mental health as moderate, poor, or preferred not to answer. Whether managers were equipped to spot early signs of mental health problems in hybrid working practices and whether officers were able to access staff networks was queried.

The Chief Organisational Culture Officer explained that the Care First programme supported staff wellbeing and had a range of specific packages for staff. There were mental health champions and a public health programme which included the time to talk programme.

The Council had promoted a number of non work related events to encourage staff to come into the office and socialise. The canteen appeared to be much busier, so colleagues were attending more than they did.

Staff networks continued and each network had access to the Equality Board and a small budget.  Those networks were configured around protected characteristics but there appeared to be other groups which officers would want to access. The Council would consider this further.

A Member expressed concern at 50% of staff who had felt loneliness and asked what work had been undertaken to ensure officers who worked at home were doing so in a good environment. The Chief Organisational Culture Officer explained as well as the initiatives the health and wellbeing group had been promoting, leaders were encouraged to make office visits meaningful and gave examples of how this has been achieved.  The Chief Organisational Officer also explained that a remote VDU assessment was undertaken for officers to ensure their home work environment met health and safety guidance and discounts for standing desks was under consideration to encourage officers from sitting for prolonged periods. There was also adequate space for people to attend the office if the home environment was unsuitable.

Bullying – In response to a question about what action had been taken to support those who had felt bullied, the Chief Organisational Culture Officer stated the Council had put plans in place, which included deep dives into specific areas of concern and further work with officers regarding the Speak Up Policy. Further work has taken place with Trade Union colleagues to promote and speak to their members as well.

A Member commented that the Council recruitment policies should seek to promote a diverse workplace, not only in junior positions. The Chief Organisation Culture Officer explained the Council published data such as the gender pay gap and had an Inclusion and Diversity Strategy in place to ensure further considerations across a number of areas.

Response Rate – In response to a Member question what actions had taken place to address the low response rate in the Regeneration, Culture and Environment Department of 43%, the Chief Organisational Culture Officer noted that there was a lower response from staff who worked at remote sites such as leisure centres and libraries and those who would not regularly use computers in their day to day work. Whilst paper copies of the survey had been made available, not many were returned and feedback suggested this was due to its length.

The Chief Organisational Officer explained that she had wanted a response rate of 70%, so the response of 58% was below what she had hoped, however the survey was very long, and a number of surveys had been started but not completed. Through discussion with the Medway Makers a request had been made to hold the next survey in May 2024 focussed on the key themes within the Employee Voice Strategy.

Impact - In response to a question how staff could feel empowered and how the impact of Council policies had been measured, the Chief Organisational Culture Officer explained she had worked with the Business Change team on a onboarding project to further explore why staff left after a year. The exploratory work started at post advert and reviewed new employees’ experience at various points through the first 12 months. She added the practical impact of the work which had been undertaken could be developed further, further work would be required, potentially at a team level.

Workplace Footprint - In response to a question about whether there had been an assessment of the desk space and footprint of Gun Wharf following the move to hybrid working, the Chief Organisational Culture Officer explained the Our Ways of Working Policy gave the Council a required footprint to meet the needs of each service. In addition, there were drop down zones for officers who wished to hot desk and shared office space with other local authorities such as Kent County Council.

Performance – In response to a question how productivity was measured between officers who worked at home and those in the office, the Chief Organisational Culture Officer agreed that it was difficult to measure in all instances, however, there was a service plan in place with measurable objectives and performance was managed by Service Managers.

Decision

a)    The Committee noted the contents of the report.

b)    The Committee requested an update on the Employee Survey prior to the next survey in July 2024 on a date to be determined.