Developing an Employee Engagement

1
Developing an Employee Engagement Retention
Strategy

• May 13, 2009

2
Background (2005)

• How can we be more effective in the face of a
  number of changes that are taking place both
  within CMHA and the marketplace?
• How can we leverage our existing strengths
  reduce challenges in order to create an
  attractive workplace?

3
Background (2005)

• Flat/unsustainable organizational structure
• Retiring of senior talent no succession plan and
  little formal leadership development
• Other organizations are attracting some of CMHAs
  talent with better reward packages

4
Methodology

• Brought in a consultant to assist in gathering
  feedback from senior mgt, front-line staff, board
  members.
• Review of HR policies, plans, any additional
  relevant information
• Best Practices

5
Key Findings

• What is of greatest importance to staff?
• According to the responses of a significant
  sample of staff

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Key Findings

• Top Five Areas for Employees
• Compensation/Benefits
• Work/Life Balance Flexible Work
• Challenging Work
• Service To Clients
• Career Development Training

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Framework
Leadership Development
Staffing Plan
Wellness Philosophy Values
Rewards Recognition
Succession Management
Performance Management
Recruitment
8
What we did

• CMHA People Plan 2005 2007 with 5 key areas
• Employee Value Proposition
• Leadership and Development
• Organizational Efficiency Effectiveness
• Employee Wellness
• Work-Life Balance Flexibility

9
Employee Value Proposition

• Review of compensation/benefits and made annual
  adjustments
• Develop a brand position about working at CMHA
• Ongoing advocacy with funders for additional
  resources

10
Leadership and Development

• Re-structured over time introduced middle
  Manager positions (approx 10)
• Quarterly Mid-mgt meetings and ongoing mentorship
  training
• Individual Leadership Development Plan emanates
  from annual 360 performance process

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Leadership and Development

• Individual Leadership Development opportunities
• Template to track annual activities
• Enhance new employee orientation programs
  mentorship

12
Employee Wellness

• Project Chartered Employee Wellness Committee
• Congruence with values wellness model?
• Recommendations reviewed implemented

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Work Life Balance and Flexibility

• Flexible work arrangements
• Policy development and changes
• Communication, Communication, Communication!!

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Where are we today?

• Phase II (Apr 2008)
• Employee engagement leadership development
  survey

15
Objectives

• Measure the level of employee engagement and
  satisfaction at CMHA
• Identify key themes that could impact business
  and HR strategic plans
• Establish an engagement score

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What we measured

• Using a 5 point Likert scale we asked about the
  following areas
• About our values
• About my job
• About teamwork
• Client Relations
• About my supervisor
• About mid-management
• About senior management
• About communication
• About professional development
• Overall, about CMHA-Calgary Region
• About compensation, rewards and recognition

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How to interpret the mean

• A standard for interpreting the mean is the
  cutoff points that describe a result as
  acceptable or unacceptable. The most common
  approach is the absolute standard. Here is a
  typical absolute standard.

• Strongly
• Disagree

• Strongly
• Agree

• Disagree

• Neutral

• Agree

• 1

• 2

• 3

• 4

• 5

• PAY ATTENTION

• OUTSTANDING STRENGTH

• STRENGTH

• CRITICAL

• DANGER

• 1.75

• 2.75

• 3.25

• 4.0

• PAY ATTENTION

• UNACCEPTABLE

• ACCEPTABLE

• Information on this slide is provided by Pascall
  Surveys and is based on a typical absolute
  standard derived from thousands of survey
  responses Performance Programs, Inc. employee
  opinion questionnaires.

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Results

• 64 response rate
• CMHAs Overall Grand Mean is 3.96 (out of 5) with
  a standard deviation of 0.852.
• strong score anything over 3.75 is very
  positive

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Results

• Findings are grouped into 11 themes ranked
  themes
• About our values (4.19 mean)
• About my job (4.16 mean)
• About teamwork (4.11 mean)
• Client Relations (4.08 mean)
• About my supervisor (4.05 mean)
• About mid-management (3.93 mean)
• About senior management (3.80 mean)
• About communication (3.79 mean)
• About professional development (3.66 mean)
• Overall, about CMHA Calgary Region (3.64 mean)
• About compensation, rewards and recognition
  (3.61)

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Results

• Top Five Responses
• At CMHA we say these things are important
  Striving for excellence in the quality of our
  programs and services (4.55 mean)
• At CMHA we say these things are important
  Empathy with our clients(4.48 mean)
• My supervisor treats me with respect (4.48 mean)
• At CMHA we say these things are important Being
  committed to our clients needs (4.45 mean)
• I can make decisions to get my job done (4.43
  mean)

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Results

• Bottom Five Responses
• Overall, I think I am paid fairly for the work I
  do. (2.95 mean)
• If I was offered a job outside our organization I
  would not take it (2.98 mean)
• We do a good job of keeping good people at CMHA
  (3.07 mean)
• I believe my career aspirations can be achieved
  at this organization (3.30 mean)
• At CMHA, there is a link between doing a good job
  and annual compensation adjustments (3.37 mean)

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Actions

• Hired an HR Manager (Jun 08)
• Created a 3 yr HR Plan 2009-11
• Revising our performance review system ( comp
  link)

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Whats next?

• Continue to implement the plan
• Build on our successes address concerns to the
  best of our ability
• Be focused, determined and strategic
• Re-survey to assess results

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• Questions???