ADP/IPMA-HR
Employee Engagement
Methodology
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Research study from our Governing Exchange online research community.
Total sample of 2,259 state and local government employees, sample weighted by age
and stratified by region, employee type, employee level, type of government:
 Targeted sample of 284 Senior Leaders from GOVERNING MAGAZINE
 Random sample of 1,975 state & local government employees across other areas
of state and local of government
Data collected June 21-July 13, 2012. Total sampling error of +/- 2.5 with 95%
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confidence across N=400,000 subscribers to one or more publications.
Research Program/Objectives
O Qualitative research to understand the rational and emotional
elements of employee engagement in the State and Local
public sector.
O Quantitative research to establish an employee engagement
index, establish benchmarks and understand the drivers of
satisfaction.
O Understand best practices to improve employee engagement.
O Evaluate changes in engagement over time.
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Overall Themes From Research
O Only 58% of public sector employees are fully engaged in
their jobs.
 This number increases to 60% among HR respondents.
O Serving the public with integrity was the highest rated
metric calculated and the most distinguishing factor for
public sector employees.
O Key opportunities to improve engagement appear in the
areas of Feeling Valued, Empowering employees to improve
service, and Giving Recognition.
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Overall Themes From Research
(continued)
O Threats to Employee Engagement: Current Workload and
perceived Opportunities for Advancement undermine
satisfaction and engagement at all levels of public service.
O Retention Issues: one-in-seven workers are at risk generally
and this number increases to nearly one-in-five for those less
than 35 years of age.
O Disparity in Perception: There are large disconnects in
perceptions regarding employee engagement between two
groups in particular: Staffers vs. Elected Officials & 34 or less
vs. 55+.
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What Is Employee Engagement?
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.
O “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
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Why Does Employee Engagement
Matter?
Engaged public sector employees are…
O Twice as likely to stay in their current job
O 2.5 times more likely to feel they can “make a
difference”
O 2.5 times more likely to recommend their workplace to
others
O Three times as likely to report being “very satisfied” in
their jobs
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Engagement Index
58% of public sector employees are fully engaged in their jobs
Feel Valued
Learn and
Grow
Serves With
Integrity
Understands
Goals
Engaged
Workforce
58%
Empowered to
Improve
* Circle size s and colors vary depending on weighted percentage.
Proud to Work
Here
Make a
Difference
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Performance on Components
Serves With Integrity
6%
92%
Proud to Work Here
32%
55%
Make a Difference
50%
36%
Understands Goals
50%
37%
Empowered to Improve
Service
33%
Feel Valued
31%
*Learn and Grow
0%
* This was a yes or no question
20%
39%
Strongly
Agree
39%
80%
Yes
40%
60%
Somewhat
Agree
80%
100%
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Engagement –
Emotional Drivers
I am focused on serving the
public with integrity
I feel I can make a
difference by working here
Elected Official
Remote/Other
93%
HR
89%
55+
89%
Average
HR
99%
55+
98%
Average
98%
34 or less
97%
Elected Official
95%
Policy Legislature
94%
86%
34 or less
81%
Staffer
78%
Technology
100%
71%
0%
20%
40%
60%
80%
100%
* Percentages represent number of respondents who agree with the statement.
0%
20%
40%
60%
80% 100%
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Engagement –
Emotional Drivers
I feel valued here
I am proud to work here
Remote/Other
96%
HR
95%
Elected Official
93%
55+
91%
Average
Elected Official
86%
Remote/Other
81%
HR
80%
55+
74%
87%
Average
34 or less
85%
Staffer
84%
0%
20%
40%
70%
Staffer
60%
80% 100%
* Percentages represent number of respondents who agree with the statement.
** Very small base (n=18)
63%
0%
20%
40%
60%
80% 100%
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Engagement –
Working and Talent Tools
In the last twelve months, I have had
opportunities at work to learn and grow
I am empowered to make decisions to
improve service delivery*
Senior Level
(Percentage that said yes)
HR
88%
Elected Official
87%
91%
HR
85%
Remote/Other
79%
Average
72%
Staffer
57%
0%
80%
Average
80%
35-54
64%
Policy Legislature
55+
77%
Staffer
74%
Technology
73%
20% 40% 60% 80% 100%
* Percentages represent number of respondents who agree with the statement.
0%
20%
40%
60%
80% 100%
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Engagement Takeaways
While the strength of Serving with Integrity is nearly universal,
performance on other elements varies significantly by employee
subgroup:
O Younger employees, staffers of all ages and technology workers are
below average on “making a difference” – a key component of
engagement
O Staffers are on the lower end of “feeling valued” and Judicial
workers really do not feel valued (small base)
O Elected officials have the highest engagement, while staffers have one
of the lowest scores
O While more than half of public sector workers are fully engaged, less
than half of younger workers (age < 35) are, making them less likely to
stay in their jobs, feel they can make a difference, refer friends, and
exhibit other positive behaviors.
O
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Satisfaction SWOT Analysis
Strengths
•Supervisor Respects Me : (55%, 28%)
•Benefits Package: (50%, 36%)
•Supervisor Cares What I Think: (46%, 33%)
•Proper Working Conditions: (43%, 39%)
Weaknesses
•Supervisor Communication: (37%, 32%)
•Adequately Paid: (20%, 35%)
•Recognition of Effort: (25%, 36%)
Opportunities
•Supervisor Fosters Equality: (40%, 28%)
•Innovative: (33%, 41%)
Threats
•Distribution of Workload: (14%, 39%)
•Advancement Opportunities: (13%, 30%)
* Percentages represented were for Strongly Agree or Somewhat Agree.
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Satisfaction –
Working Tools
I am able to bring new and innovative
ways of doing things to my workplace
The workload is properly distributed
HR
Senior Level
67%
Senior Level
HR
64%
55+
53%
34 or less
53%
Staffer
51%
Technology
20%
77%
Average
74%
34 or less
71%
Staffer
65%
Technology
40%
0%
85%
55+
59%
Average
88%
40%
60%
80%
* All percentages represent number of respondents who agree with the statement.
62%
0%
20%
40%
60%
80%
100%
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Satisfaction –
Communication Methods/Supervisor
I receive the right amount of
communication from my direct
supervisor
HR
Supervisor- Cares what I think
Senior level
85%
Senior Level
78%
55+
71%
Average
69%
35-54
69%
Staffer
58%
0%
20%
40%
60%
80%
Remote
85%
HR
84%
Average
79%
35-54
77%
Staffer
74%
Elected official
73%
66%
Technology
91%
100%
* All percentages represent number of respondents who agree with the statement.
0%
20%
40%
60%
80% 100%
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Satisfaction–
Recognition/Advancement
I receive recognition for the level of
effort I give at work
HR
I have opportunities to advance here
HR
81%
Remote
75%
Senior level
73%
55+
63%
Average
61%
35-54
59%
Staffer
58%
0%
20%
40%
65%
34 or less
55%
Senior level
48%
Average
43%
Staffer
40%
55+
37%
Elected official
60%
80%
100%
* All percentages represent number of respondents who agree with the statement.
34%
0%
20%
40%
60%
80% 100%
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Satisfaction Takeaways
Workload Distribution has clearly been impacted by the economic
downturn and receives one of the lowest scores across the board.
Interestingly, technology workers’ scores are among the lowest on this
critical element at a time when we need technology most.
O Staffers and Younger workers need a greater ability to innovate in the
public sector workplace.
O Supervisors are the lifeblood of job satisfaction – focusing on
Communications skills and Fostering equality remain areas of
opportunity in supervisor skills training.
O Public sector workers clearly aren’t in it for the pay, but the inability to
advance is the most serious threat to the future of the public sector
workforce.
O
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Career Development
In the last twelve months, I have had
opportunities at work to learn and grow
80%
In the last six months, someone at work
has talked to me about my career
development progress
32%
In the last month, I have received
recognition or praise for doing good
work
*Percentage of respondents that answered
yes
65%
0%
20% 40% 60% 80% 100%
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Do you have a formal employee survey
process?
3%
30%
67%
Yes
No
Not Sure
In spite of the importance of employee retention to agency success, more than twothirds of those surveyed do not have a formal process, such as employee opinion
surveys or other research tools, for assessing employee engagement.
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Career Advancement/Measurement
O Public sector organizations need better tools to manage career
advancement. While employees report learning and growing, more
direct intervention is needed here:
O Supervisors need to communicate more about this
important topic and have frank conversations on what’s
working, and where individuals’ career paths lie. Praise is a
good start but not a substitute for a plan.
O Younger workers are at greatest risk and retention efforts
are needed here ASAP!
O More tools are needed: job training, performance
management, online learning, and workforce planning.
O Every workplace should have a formal process to measure
employee engagement.
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Employee Retention Concerns
They’re engaged...but for how long??
Only 31% of respondents
report they were “very
satisfied” with their jobs.
Engaged
public
sector
employees are 3 times as
likely to report being “very
satisfied” in their jobs
•
28% of respondents said
they weren’t likely or
definitely wouldn’t
recommend their
department to a friend.
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Employee Retention Concerns Cont’d
How likely are you to leave if your job/working conditions do not
improve within the next year?
O 38% of respondents said
Very likely
17% 14%
24%
Somewhat
likely
Not likely
45%
Definitely
wouldn't
they were either very or
somewhat likely to leave
their job if working
conditions don’t improve,
this number was
dramatically higher with
the “34 or less” crowd
(47%).
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How to keep us engaged
Respondents have shared some best practices that work for
them:
“Spot bonus program for a job well
done.. ”
“Increased opportunities to work on
projects outside normal span of
responsibility.”
“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…”
“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.”
“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.”
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Issue Brief:
Employee Engagement Strategies in
Action
O
O
O
O
Oregon Metro and the City and Borough
of Juneau (CBJ), Alaska have developed
programs to help foster a more
productive and engaged working
environment.
Oregon Metro conducts an employee
satisfaction survey every other year.
Metro uses performance management
throughout the year to coach employees
and help them develop professionally.
CBJ uses a talent management process
that includes talent acquisition and
selection methodologies; a standardized
onboarding process that lasts an entire
year and includes required goals, skills
and competencies; and an annual
training.
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Five Takeaways
1.
2.
3.
4.
5.
Advancement is critical - provide a
personalized long-term career plan for
every employee and invest in people.
Have a formal measurement system and
use it! Tell employees what you learned
and what you are going to do. Do it.
A strong supervisor is a gateway to
satisfaction; a weak supervisor can do
great damage to engagement.
Public sector employees are motivated by
Making a Difference and Serving With
Integrity. These are also great (and
different) recruitment messages.
Engage staffers (part of the future of the
public sector) by allowing them to
innovate and recognizing them for their
good work.
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