wes-draft

COVER

The collective behaviour of birds, also known as flocking, is a remarkable

sight. Hundreds, sometimes thousands, of individuals participate in the

collective actions of their group without the guidance of any central

coordination. What results is a naturally occurring pattern of behaviour

that is elegant yet formless despite their apparent complexity, flocks

demonstrate unity, cooperation and identity. The complex relationships

that exist between employees and their work environment are akin

to the displays presented by the flock. One of the goals for the

Work Environment Survey is to identify meaningful patterns within the

complicated attitudes that employees have in and about their organization.

W O R K E N V I R O N M E N T S U R V E Y

R E P O R T O F R E S U L T S 2 0 0 9

P U B L I C S E R V I C E S E C R E T A R I A T

The Public Service Secretariat would like to thank all of the employees who contributed

to the Work Environment Survey. By communicating your opinions about the workplace,

you are helping departments and central agencies identify human resource challenges.

While there are some areas of the work environment that can still improve, the results

of this year’s survey are positive and indicate that government is continuing to make

progress in ensuring that employees are satisfied and committed in the workplace.

5 Introduction

6 Current Research

7 Research Objectives

8 Questionnaire

10 Survey Results

12 Discussion

14 Conclusion

18 Appendix A

19 Appendix B

24 Appendix C

4 P U B L I C S E R V I C E S E C R E T A R I A T

W O R K E N V I R O N M E N T S U R V E Y 5

In 2009, the Public Service Secretariat (PSS), in partnership with the Newfoundland and Labrador Statistic Agency (NLSA), conducted a Work Environment Survey (WES) within the core public service. The WES provides executives, managers and organizational planners with information about job satisfaction, organizational commitment, supervision quality, compensation satisfaction and other aspects of employees’ working lives. Understanding employee opinions about the work environment is important because they indicate issues related to employee well-being and organizational functioning. Exploring and discussing these issues can directly impact the direction of human resource management practices in government departments and central agencies.

INTRODUCTIONExploring the complexity of employee attitudes.


CURRENT RESEARCHWhen too much variety leads to uncertainty.

Over the last decade, the topic of “employee engagement” has emerged as an increasingly important area in human resources. Employees who are engaged at work are thought to be happier, more productive and less likely to leave their job. Despite the overwhelming interest in employee engagement, it has not been defined well. In 2006, a report by The Conference Board identified a dozen unique definitions for employee engagement. As such, the WES does not presume to provide information that is necessarily about employee engagement. However, the topics addressed by the survey are related to job satisfaction and organizational commitment, which are two factors that are thought to affect employee engagement.




OBJECTIVESThe importance of form and function.

The WES serves a number of different functions. Primarily, it was designed to explore various topics that are relevant to the strategic management of human resources in the core public service, such as employee satisfaction and job quality. The WES also helps with the following:

- Identifying organizational strengths and areas for improvement- Providing executives, directors and managers with information that supports departmental planning and policy development- Supporting the development of corporate human resource management initiatives- Giving employees an opportunity to express their opinions about the workplace

1 0 P U B L I C S E R V I C E S E C R E T A R I A T

The NLSA mailed 1,865 questionnaires to core public service employees in June, 2009, and collected responses until September, 2009. In cases where employees did not return a completed questionnaire, the NLSA followed-up with a phone call to ensure they had received a survey package. Overall, 909 employees participated in the survey resulting in a 49 percent response rate. Employees were randomly selected and representative of the core public service, which includes all government departments and central agencies.

The questionnaire used for the WES asked employees to rate their level of agreement with 73 statements about the work environment. These statements covered a range of workplace issues that included:

Employees rated their level of agreement using a 5-point scale:

Please refer to Appendix A to see a copy of the questionnaire.

Strongly Agree = 5

Somewhat Agree = 4

Neither Agree Nor Disagree = 3

Somewhat Disagree = 2

Strongly Disagree = 1

• Jobsatisfaction• Organizationalcommitment• Qualityofsupervision• Communicationsatisfaction• Co-workerrelationships• Healthandsafetyawareness

• Strategicorientation• Workload• Compensationsatisfaction• Work-lifebalance• Organizationaltrust• Learninganddevelopment

QUESTIONNAIREAn orderly arrangement of ideas.

W O R K E N V I R O N M E N T S U R V E Y 1 1



SURVEY RESULTSFinding quality through quantity.

For the purpose of this report, survey results were combined into three general categories: Agree, Neutral and Disagree. For example, “Strongly Agree” and “Somewhat Agree” were combined into a general category called “Agree”. The following table shows how survey results were combined into simpler categories:

5-Point Scale Response Category

Strongly AgreeAgree

Somewhat Agree

Neither Agree Nor Disagree Neutral

Somewhat DisagreeDisagree

Strongly Disagree

With respect to interpreting level of agreement, the following is a general guide focused on the percentage of employees who generally agreed with a statement:

Percent Agree Interpretation

80% or higher = Organizational Strengths

60% - 79% = Emerging Best Practices

59% or lower = Areas for Improvement

Note that percentage totals may fall below or exceed 100 percent due to rounding. Please refer to Appendix B for a report of survey results using the 5-point scale.

Job Satisfaction

Job satisfaction is the extent to which employees like or dislike their job. Of course, satisfaction can depend on many different aspects of the work environment such as job tasks, career development opportunities, supervisor and co-worker relationships, communication and workload. The broad nature of job satisfaction makes it an important indicator of organizational management quality. The WES focused on job charac-teristics as a measure of job satisfaction – specific job characteristics included the meaningfulness of work, job autonomy and knowledge of work outcomes. Employees are more likely to be satisfied overall with their job when they have control over their job and find their work to be meaningful.

Most employees agreed they have input and some control over the work they do and that their work is meaningful. Fewer employees, however, agreed there were opportunities for career growth and that innovation was valued in the workplace. Overall, the results indicate that a large majority of employees were generally happy with the work they do.


1. I know what is expected of me

in my job.

agree

neutral

disagree

95%

25%

40%

2. I have opportunities for career

growth within the Government

of Newfoundland and Labrador.

agree

neutral

disagree

95%

25%

40%

3. My job is a good fit with my

skills and interests.

agree

neutral

disagree

95%

25%

40%

4. The work that I do gives me a

sense of accomplishment.

agree

neutral

disagree

95%

25%

40%

5. I am inspired to give my very

best.

agree

neutral

disagree

95%

25%

40%


6. My job is challenging in a

good way.

agree

neutral

disagree

95%

25%

40%

7. Innovation is valued at my work.

agree

neutral

disagree

95%

25%

40%

8. I have the materials and

equipment I need to do my job.

agree

neutral

disagree

95%

25%

40%

9. Overall, I am satisfied with the

level of job security I have.

agree

neutral

disagree

95%

25%

40%

10. I know how my work

contributes to the achievement

of my department’s goals.

agree

neutral

disagree

95%

25%

40%


11. Overall, I am interested in the

work that I do.

agree

neutral

disagree

95%

25%

40%

12. I have some control over how

I do my job.

agree

neutral

disagree

95%

25%

40%

13. I have support at work to

provide a high level of service.

agree

neutral

disagree

95%

25%

40%

14. The work that I do is

meaningful.

agree

neutral

disagree

95%

25%

40%

15. Overall, I am satisfied with

my job.

agree

neutral

disagree

95%

25%

40%

Quality of Supervision

The relationship between employees and their immediate supervisor is thought to be one of the most important aspects of the work environ-ment and a key determinant of job satisfaction, retention and turnover. The development of a positive supervisor-employee relationship requires time and effort and supervisors need to maintain meaningful interac-tions with employees over time. Relationships that are not maintained are more likely to fall apart when workplace or work-related issues arise.Qualityofsupervisionisthedegreetowhichemployeesfeelvalued by their supervisor – key aspects of this relationship included respect, recognition, fairness and open communication. It is impor-tant to recognize that quality of supervision addresses interpersonal relationships and does not reflect the work, skills and knowledge of supervisors.

The majority of employees agreed they have a good relationship with their supervisor. In particular, many supervisors were described by employees as being respectful, caring and collaborative. However, fewer employees agreed that their supervisor gives them meaningful recognition and feedback regarding their work. Overall, these results suggest that supervisors are receptive, accessible and approachable but that supervisors need to improve how and what they communicate to employees.


16. My immediate supervisor treats

me with respect.

agree

neutral

disagree

95%

25%

40%

17. I receive meaningful recognition

for work well done.

agree

neutral

disagree

95%

25%

40%

18. My immediate supervisor

manages people effectively.

agree

neutral

disagree

95%

25%

40%

19. My immediate supervisor seems

to care about me as a person.

agree

neutral

disagree

95%

25%

40%

20. My immediate supervisor is a

good communicator.

agree

neutral

disagree

95%

25%

40%


21. I can disagree with my

immediate supervisor on

work-related issues without

fear of reprisal.

agree

neutral

disagree

95%

25%

40%

22. My immediate supervisor

assigns work fairly.

agree

neutral

disagree

95%

25%

40%

23. My immediate supervisor gives

me useful feedback on my job

performance.

agree

neutral

disagree

95%

25%

40%


24. I have opportunities to provide

input into decisions that affect

my work.

agree

neutral

disagree

95%

25%

40%

25. I am satisfied with the quality

of supervision I receive.

agree

neutral

disagree

95%

25%

40%

Organizational Commitment

The relationship between employees and their organization, and whether or not employees stay with an organization, is called organiza-tional commitment. Committed employees are more likely to stay with an organization than those who are uncommitted. Furthermore, com-mitted employees are also more likely to show pride in their employer, be productive in their work and offer extra assistance to others in the workplace. As such, the WES focused on the type of commitment in which employees want to work for their organization.

The survey results indicate that most employees in the core public service were committed to the Government of Newfoundland and Labrador. These employees were proud of their organization and would prefer to stay even if offered a similar job with a different employer. This result was partially supported by the finding that most employees said they would not look for a new job outside of the organization within the next year.


26. I am proud to tell people that

I work for the Government of

Newfoundland and Labrador.

agree

neutral

disagree

95%

25%

40%

27. I would prefer to stay with the

Government of Newfoundland

and Labrador, even if offered a

similar job elsewhere.

agree

neutral

disagree

95%

25%

40%

28. Overall, I am satisfied in my

work as a Government of

Newfoundland and Labrador

employee.

agree

neutral

disagree

95%

25%

40%

29. I would recommend the

Government of Newfoundland

and Labrador as a great place

to work.

agree

neutral

disagree

95%

25%

40%

30. I will probably look for a new

job outside the Government of

Newfoundland and Labrador

in the next year.

agree

neutral

disagree

95%

25%

40%

31. I am satisfied with my

department

agree

neutral

disagree

95%

25%

40%

Communication Satisfaction

Communication is the degree to which information is transmitted among individuals or groups and it plays a fundamental role in the op-eration of an organization. Rather than attempting to measure satisfac-tion with all of the specific communication practices used in the core public service, the WES focused on the general structures necessary for communication. Specifically, the WES addressed the type, amount and form of communication within departments.

Employees indicated that departmental communication was an area for improvement within the core public service. Based on the survey results, it is not apparent that information at the executive-level, and even at the supervisor-level, is always communicated to staff. Adopt-ing employee-oriented communication practices may be one way to increase employee satisfaction in this area.



types of information my

department communicates

to staff.

agree

neutral

disagree

95%

25%

40%

33. Staff meetings are regularly

scheduled in my division.

agree

neutral

disagree

95%

25%

40%


amount of communication my

department does with staff.

agree

neutral

disagree

95%

25%

40%

35. Essential information flows

effectively from senior

leadership to staff.

agree

neutral

disagree

95%

25%

40%


the way my department

communicates with staff.

agree

neutral

disagree

95%

25%

40%

Co-Worker Relationships

The term “co-workers” generally refers to employees that work in the same divi-sion or work unit of a department. Co-worker relationships can be formal and/or informal. For example, formal co-worker relationships exist when employees must collaborate or share similar work tasks. Informal relationships are typically more personal and often take the form of workplace friendships. In the WES, co-worker relationships refer to the formal and informal interactions that occur between co-workers. Specific aspects of this relationship included workplace socialization, teamwork, helping behaviour and interpersonal communication.

The survey results suggest that the vast majority of employees like their co-workers, particularly when teamwork is involved. Although informal socializing is less common (possibly due to work commitments), employees indicate that they have positive working relationships with their co-workers.


37. I often attend social events

in the workplace.

agree

neutral

disagree

95%

25%

40%

38. My co-workers are good

communicators.

agree

neutral

disagree

95%

25%

40%

39. I like to socialize with my

co-workers in the workplace.

agree

neutral

disagree

95%

25%

40%

40. My co-workers and I work

well as a team.

agree

neutral

disagree

95%

25%

40%

41. My co-workers are helpful

to me.

agree

neutral

disagree

95%

25%

40%

42. I have positive working

relationships with my

co-workers.

agree

neutral

disagree

95%

25%

40%

Health and Safety Awareness

Employee health and safety is essential to the core public service. The vast majority of workplace health and safety initiatives focus on preventable illness and accidents. The WES measured the degree to which employees were generally aware of health and safety issues in the workplace. This included awareness of risks and hazards, personal roles and responsibilities, as well as perceived efforts of departments to ensure health and safety.

Overall, most employees are aware of workplace hazards and their role in protecting themselves from harm. However, roughly two-thirds of employees thought their department was committed to ensuring their health and safety. Effective internal communications about workplace health and safety initiatives may help employees better understand the roles and responsibilities of departments in ensuring their well-being.


43. I am aware of the risks

and hazards of my work

environment..

agree

neutral

disagree

95%

25%

40%

44. I am aware of my role and

responsibility for protecting

my personal health and safety

in the workplace.

agree

neutral

disagree

95%

25%

40%

45. My department seems

committed to ensuring my

health and well-being.

agree

neutral

disagree

95%

25%

40%

Strategic Orientation

Government departments and central agencies are required to develop strategic plans that outline their goals and objectives for a three-year period. Strategic orientation refers to when employees are aware of and understand the organization’s strategic plan. Several statements were included in the WES to measure strategic orientation, which focused on the “line of sight” between the work of employees and their de-partment’s strategic objectives. Key aspects addressed by the survey included the link between work and organizational outcomes, commu-nication of strategic objectives, awareness of strategic objectives and identification with a strategic plan.

Many employees agreed they understood the link between their work and broader departmental objectives but only half of employees ex-pressed familiarity with their department’s strategic plan. Employees should be aware of how their work contributes to strategic outcomes – this might be achieved by regular updates from departments about the progress of the strategic plans. Opportunities for employees to provide feedback about strategic plans might be another way to ensure that they identify with and understand departmental goals and objectives.


46. I understand how my work

supports the strategic plan of

my department.

agree

neutral

disagree

95%

25%

40%

47. I receive regular updates on my

department’s strategic plan.

agree

neutral

disagree

95%

25%

40%

48. I am familiar with my

department’s strategic plan.

agree

neutral

disagree

95%

25%

40%

49. I played a role, whether large

or small, in the development of

my department’s strategic plan.

agree

neutral

disagree

95%

25%

40%


Workload

Workload is the amount of work required of an employee – it is of-ten discussed in the context of job stress and job performance. Some important distinctions about measuring workload include the differ-ence between perceived and actual workload; the cyclical nature of workload (e.g., preparation of annual budgets and reports); and the difference between amount of work and level of work difficulty. The current measure of workload used by the WES does not account for these distinctions. Instead, the primary focus of the survey is the pace of work (i.e., meeting deadlines, keeping up) and control over workload – these indicators provide a general and limited account of employee workload issues.

A number of employees indicated some difficulty with the pace of their work – one-half find it hard to meet deadlines and one-third struggle to keep up with their workload. However, many more employees agreed they have some control over their workload, such as being able to set priorities and manage the amount of work they do. Although the major-ity of employees said they were generally satisfied with their workload, further research is necessary to understand the nature and prevalence of workload issues among staff.

4 P U B L I C S E R V I C E S E C R E T A R I A T W O R K E N V I R O N M E N T S U R V E Y 3 3

50. My workload can make it hard

to meet deadlines.

agree

neutral

disagree

95%

25%

40%

51. I have some control over the

amount of work that I do.

agree

neutral

disagree

95%

25%

40%

52. I find it hard to keep up with

my workload.

agree

neutral

disagree

95%

25%

40%

53. I am able to prioritize my

workload.

agree

neutral

disagree

95%

25%

40%


my workload.

agree

neutral

disagree

95%

25%

40%

Compensation Satisfaction

Compensation generally refers to employee salaries, benefits and wage/salary increases but it also refers to organizational policies regarding pay. The statements used to measure compensation satisfaction for the WES reflected major dimensions of compensation satisfaction such as salary, benefits (e.g., insurance and pension plans) and understanding of how pay is determined.

Approximately one-half of employees agreed they were satisfied with their salary, benefits and pension – the same number of employees said they understood how the organization determined their pay. Given the complexities of compensation in large organizations, further exploration is necessary to better understand the perceptions that employees have about their compensation.



my salary or hourly wage.

agree

neutral

disagree

95%

25%

40%

56. Overall, I am satisfied with my

organization’s pension plan.

agree

neutral

disagree

95%

25%

40%


my insurance benefits.

agree

neutral

disagree

95%

25%

40%

58. I understand how my salary or

hourly wage is determined by

my organization.

agree

neutral

disagree

95%

25%

40%

Work-Life Balance

Work-life balance refers to the relationship between work and the lives led by employees outside of the workplace. While the term “work” is easy to define – generally, it is paid employment – there is more dif-ficulty in defining “life”. Family-related issues are often the primary focus but life outside of work also includes other areas such as leisure, community and study. Measures included in the WES focused on the interference of work with commitments outside of the workplace (i.e., family and other activities); organizational supports for achieving work-life balance; and general indicators of satisfaction with hours of work and work-life balance.

The majority of employees agreed they were satisfied with their hours of work and their work-life balance. However, a large percentage of employees also indicated that their job interfered with responsibilities outside of work. Although many employees seem to experience work-life balance issues, there are supports available within the core public service. Formal supports include human resource policies that enable employees to modify their work schedule. Supervisors can also facili-tate employee usage of policies, as well as provide informal supports that require only short-term accommodation to employee work sched-ules.


59. My work interferes with

activities outside out of work.

agree

neutral

disagree

95%

25%

40%

60. My work interferes with my

time for family and friends.

agree

neutral

disagree

95%

25%

40%

61. I have support at work to

balance my work and personal

life.

agree

neutral

disagree

95%

25%

40%


number of hours I work.

agree

neutral

disagree

95%

25%

40%


balance between my work and

personal life.

agree

neutral

disagree

95%

25%

40%

Organizational Trust

Organizational trust refers to the trust between leaders and their employees, as well as the trust employees have for the organization represented by their leaders. As such, organizational trust can be af-fected by impersonal actions taken by the organization in the same way that it can be affected by the personal relationship between leaders and employees. Indicators of trust used for the WES focused on employee perceptions of senior leadership qualities such as altruism, respect, honesty and effective management.

About two-thirds of employees agreed that the leaders in their de-partment were respectful, honest and doing a good job of leading the organization. Fewer employees thought that senior leaders looked out for the best interests of employees. Bridging this apparent gap between employees and their leaders may be supported by improving the com-munication between these two groups.


64. The senior leaders of my

department look out for the

best interests of employees.

agree

neutral

disagree

95%

25%

40%


department treat employees

with respect.

agree

neutral

disagree

95%

25%

40%


department do a good job of

leading this organization.

agree

neutral

disagree

95%

25%

40%


department appear to be

honest with employees.

agree

neutral

disagree

95%

25%

40%

68. I have confidence in the senior

leadership of my department.

agree

neutral

disagree

95%

25%

40%

Learning and Development

Workplace learning and development has emerged as a major area of practice in human resource management. The WES focused on the level of support employees have to meet their work-related learning and de-velopment needs. In addition to organizational support, the survey also addressed job-related training and the role employees have in support-ing their own learning and development.

Generally speaking, roughly two-thirds of employees said the organi-zation supported their learning and development needs. Departments are encouraged to ensure that all employees have developed their own learning plan in consultation with their supervisor.


69. I get the training and

development I need to do

my job.

agree

neutral

disagree

95%

25%

40%

70. I have a role in supporting

my work-related learning and

development needs.

agree

neutral

disagree

95%

25%

40%

71. My organization supports my

work-related learning and

development.

agree

neutral

disagree

95%

25%

40%

72. My organization helps me

achieve my work-related

learning and development

needs.

agree

neutral

disagree

95%

25%

40%


learning and development

opportunities available at work.

agree

neutral

disagree

95%

25%

40%



Overall, the 2009 WES results are positive and portray government as an organization where employees are generally satisfied with the work environment. One observation is that each aspect of the organization, such as supervision, co-workers, work-life balance and strategic orienta-tion, can affect overall job satisfaction and organizational commitment although they are not necessarily of equal importance to employees. Another observation is the importance of effective communications to organizational excellence.

DISCUSSIONTalking about the Work Environment Survey


Organizational Strengths

Employees generally agreed with statements regarding job satisfaction, organizational commitment, quality of supervision, co-worker relationships and health and safety awareness. Job satisfaction and organizational commitment are two areas of particular interest because they are related to organizational outcomes including job performance, retention, employee health, life satisfaction and absenteeism. Unfortunately, there are no measures currently available to assess the impact of job satisfaction and organizational commitment on these outcomes in the core public service. However, the effects of satisfaction and commitment are documented in numerous studies over several decades – until additional information is collected on the organizational outcomes mentioned above, the 2009 WES results suggest that the work environment of the core public service is reasonably healthy and normal.


Areas of Improvement

The WES is a long-term initiative that supports several areas of government’s Human Resource Management Strategy (“HRMS”) for 2008-11. Broadly speaking, the strategy addresses topics such as attracting qualified workers to government job opportunities, best practices in employee retention and improving public service delivery.

Several areas for improvement identified in the survey results have also been identified in the HRMS. These areas include organizational communication practices, employee orientation to departmental strategic plans, compensation satisfaction, workload, work-life balance and support for learning and development opportunities. Some of the actions outlined in the HRMS relate to human resource initiatives including succession planning; employee orientation; performance enhancement; career enrichment; leadership and management development; internal organization communications; and compensation. For example, performance enhancement is a process by which employees discuss work objectives with their employer – this simple interaction enables regular face-to-face communication, improves awareness of the department’s strategic plan, and provides employees with an opportunity to manage their workload. Although the issue of organizational trust is not addressed directly by the HRMS, studies suggest that improving organizational communication practices will positively impact how employees perceive senior leaders. These and other initiatives will help improve the work environment of the core public service.


Comparing the 2007 and 2009 WES Results

The 2009 questionnaire was updated from the questionnaire used in 2007 – this means that a direct comparison to all of the survey results from 2007 is not possible. However, both questionnaires did use a number of statements that were either the same or similar, which allowed for some comparison between the two surveys.

For the majority of these shared statements, the level of agreement in 2009 was higher than the level reported in 2007. The increased likelihood of employees to agree in 2009 may be the result of some intentional changes to government’s human resource management practices; the difference may also be from management practices adapting to the work environment. It is also worthwhile to acknowledge that, in some cases, small differences between 2007 and 2009 survey results may be statistical in nature and there is actually no difference at all.


Listed below are some areas where the reported level of agreement appeared to be substantially higher in 2009 compared to 2007:

• Opportunitiesforcareergrowth.• Accesstomaterialsandequipmentnecessarytodoajob.• Workingrelationshipswithsupervisorandco-workers.• Recognitionandfeedbackfromsupervisors.• Governmentasapreferredemployer.• Regularstaffmeetings.• Satisfactionwithsalaryorhourlywage.

One area where employees were less likely to agree was with respect to strategic orientation. In 2007, about two-thirds of employees agreed they understood the goals and objectives of their department. In 2009, about half of the employees surveyed agreed they were familiar with their department’s strategic plan. The reasons for this difference are unknown but there are several possible explanations. One might be the qualitative difference between the statements that were used in 2007 and 2009. Another possible explanation might be that employee awareness was higher in 2007 because departments had recently developed their strategic plan and initial communications may have increased employee awareness if only temporarily. Please refer to Appendix C for a detailed comparison of 2007 and 2009 survey results.



CONCLUSIONA different perspective.

Survey Results as Supporting Evidence

The WES provides an account of factors that are deemed important to organizational understanding. The selective approach of the WES ensures that its results are comprehensive and relevant to human resource management in the core public service. Data from the WES also bridges a significant gap in the type and quality of information currently available. However, the survey provides just a partial view of the organization. In this regard, the survey results can indicate where departmental and corporate efforts ought to be directed but they neither explain the specifics of a problem nor provide a clear solution. Additional research into the nature, cause and consequence of workplace issues will be necessary in order for departments and central agencies to manage human resources effectively.

As such, the WES results provide evidence that can support research, planning and development initiatives. Other sources of information that should be considered in conjunction with WES results include:

• Executiveandstaffmeetings• Humanresourceaccountabilityreports• Strategicplansandworkforceplans• Organizationalmetricsandmeasures• Relevantarticlesandbooks

W O R K E N V I R O N M E N T S U R V E Y 5 5 0 P U B L I C S E R V I C E S E C R E T A R I A T

Next Steps

Renewing the workplace is a long-term goal for the core public service. The WES is one tool that is being used to achieve this goal and the survey results presented here can help departments and central agencies identify areas for improvement in the work environment. However, the survey only serves as a starting point.

Improving the communication between leaders, supervisors and employees is one area where departments can have a positive impact on job satisfaction and organizational commitment. Of course, effective communication strategies will depend on departmental ingenuity, planning and development. For example, companies are beginning to integrate web-based applications to support information sharing throughout the organization. Departments will need to explore how these and other emerging methods of communication can be used in the workplace.

Each department will be provided with a report of department-specific survey results and encouraged to share these results. Employees are encouraged to raise workplace issues with their supervisor. In turn, supervisors need to be equipped with the right tools to acknowledge and address workplace issues when they occur. Corporate initiatives, such as succession planning, performance enhancement, as well as targeted learning and develop initiatives, will support departments in improving their work environment.


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