e m p l o y e e m a t t e r s |
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An important message to all, she said, is that “we hear you.” Division
heads are reviewing specific survey results for their divisions and
will be developing actions plans over coming months to address the
survey findings.
Some 67 percent of all employees, or 3,111,
completed the September survey, which fo-
cusedonsevenkeycategories.Thisisupfrom
the2011participationrateof61percent.
Additionally, the overall engagement
score — the average of scores for each of
the seven key areas — was 79 percent, up
4 percentage points over last year’s survey.
“While the numbers are good and indicate
we continue to improve, a key point is that
this learning tool can help us do even bet-
ter,” Audrey says.
The survey identifed three main opportu-
nities for improving employee engagement
through more transparency, greater open-
ness and better two-way communication.
Specifcally:
Leaders
Focusing on increasing employee
recognition, building trust, develop-
ing their own leadership skills and
helping develop their employees will
be every leader’s priority. The drive
will be to practice better listening and
two-way communication, as well as
more management objectiveness and
accountability.
Advancement
& hiring practices
Survey results indicated a need and
desire among employees formore op-
portunities for development and job
refnement. Employeeswant to feel they
can approach leaders for guidance for
career development, andwant to be con-
fdent that the best qualifed candidates
are flling open positions.
Collaboration
between departments
& functions
Employees expressed a desire to see
more information sharing within and
across departments and divisions.
Employees also want to find a way
through time constraints for more
knowledge sharing and learning from
others. They also want to see more
cascading of important messages
down through the company.
The engagement survey also provides guid-
ance for Afac leaders, including:
• Recognizing and rewarding employ-
ees for their contributions to Afac.
• Engaging in two-way communication
about goals and objectives at both the
teamand individual level.
• Being objective and transparent in
conducting management duties and
responsibilities, and determining
ways to boostmorale.
Engagement survey fndings and analysis
of those fndings suggest leaders need to
develop Individual Development Plans for
each employee, aswell as:
• Defning and communicating what is
necessary for advancement.
• Highlighting training and educational
listings currently available.
• Announcing job openings currently
available to increase awareness.
• Increasing opportunities for employ-
ees to interact with leadership regard-
ing career development.
• Identifying qualifcations and skill
sets of individuals promoted or hired
and how they ft within the role, team
and organization.
Leaders also are urged to increase com-
munication regarding important messages
such as Afac’s goals and direction. This
includes:
• Ensuring employees are receiving
communications that keep them in-
formedabout key business operations,
particularlywithin their divisions.
• Explaining the “why.”Communicating
howAfac’s goals and mission directly
afect employees.
• Allowing time during the work week
for colleagues to share knowledge and
learn fromothers.
While overall employee satisfaction remains the same
as last year’s survey, at 84 percent, scores for all seven
key categories, or “pillars,” increased:
• Communications
83% — up 3 points
• Empowerment
80% — up 5 points
• Leadership
84% — up 2 points
• Work
Environment
79% — up 4 points
• Focus
& Alignment
82% — up 6 points
• Trust
77% — up 4 points
• Knowledge
Transfer
71% — up 5 points