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The UK Civil Service People Survey
Matt Kerlogue, Head of Employee Research

OECD Expert Meeting on Public Sector Leadersh...
The UK context &
background
2
3
NHS
Local authorities and other public
sector bodies
Education
Public corps
ArmedForces
Police
Civil Service
(407,000 FT...
4
32
34
36
38
40
42
44
46
48
50
1948-­‐49 1958-­‐59 1968-­‐69 1978-­‐79 1988-­‐89 1998-­‐99 2008-­‐09 2018-­‐19
Per	
  cen...
5
5.6%
-0.3%
-0.6%
-1.2%
-4.7%
-5.2%
-5.6%
-7.4%
-9.2%
-12.0%
-21.0%
-24.5%
-27.6%
-32.4%
-34.4%
-36.1%
-49.0%
-56.0%
-58....
6
Civil Service 

FTE 2014 Q3, 

-80,000 (-16%)
UK public sector 
FTE 2014 Q3, -14%
2010Q2
2010Q3
2010Q4
2011Q1
2011Q2
201...
The Civil Service
People Survey
7
The situation before 2009
8
§ Separate commissioning by departments and
agencies – and not every organisation did a surve...
2009: the Civil Service People Survey
9
§ Single survey contract let by Cabinet Office
§ Core questionnaire – but customi...
10
458,839!invited to participate!
274,080!responded!
9,863!unit results reports! 101!
organisations!
Civil Service People...
11
January
 February
 March
 April
 May
 June
July
 August
 September
 October
 November
 December
Organisations submit lo...
Organisation customisations
Core questionnaire!
§  62 attitudinal questions
§  19 demographic questions
§  1 open comme...
How we deliver the survey
Cabinet
Office
central team!
Survey
supplier!
(ORC)!
Department
/ Agency!
Survey Set-Up Tool (SSU...
Our engagement
framework
14
15
Employee
engagement!
Organisational
performance!
Employee !
wellbeing!
My work!
Organisational objectives and purpose
M...
The engagement index - questions
16
Aspect! Question! Rationale!
Pride
B50. I am proud when I tell others I am
part of [my...
Findings
17
18
Employee
engagement
index
Inclusionand
fairtreatment
Mywork
Organisational
objectivesand
purpose
Mymanager
Myteam
Learn...
19
The dark grey dots indicate each participating organisation, ranked by their
engagement index. 

The light grey bars in...
Headcount affects absolute scores, "
but doesn’t affect changes
20
10
 100
 1,000
 10,000
 100,000
2014 engagement index v...
Engagement by grade & department
21
All
respondents!
Policy departments and devolved administrations (excluding agencies)
...
22
B50
B51
B52
B53
B54
B50
B51
B52
B53
B54
B50
B51
B52
B53
B54
Engaged – those who
are proud advocates of
their organisati...
23
Scores by segment:
Dark yellow: score 75% or higher
Pale yellow: score 50%-74%
Pale blue: score 25%-49%
Dark blue: scor...
Case study of a participating organisation:
The Scottish
Government
24
Scottish Government
The	
  Sco(sh	
  Approach	
  
Scottish Government
People	
  
Strategy	
  
Evalua6on	
  
Consul6ng	
  &	
  
Planning	
  
Ac6on	
  and	
  
Support	
  
Annual	
  Report	
  Peo...
Engagement	
  scores	
  across	
  Directorates	
  
0%	
  
10%	
  
20%	
  
30%	
  
40%	
  
50%	
  
60%	
  
70%	
  
80%	
  
...
Statements	
  with	
  the	
  biggest	
  difference	
  in	
  
posi#ve	
  scores	
  	
  
Insert	
  TEXT	
  
or	
  figures	
  	...
WHAT	
  IS	
  CLUSTER	
  ANALYSIS?	
  
Cluster	
  analysis	
  is	
  a	
  sta6s6cal	
  way	
  of	
  grouping	
  together	
 ...
SA	
  High	
  short	
  tern	
  
sickness	
  absence	
  
High	
  Bullying	
  &	
  
Harassment	
  
scores	
  
	
  
Low	
  Le...
Impact
32
Impact
33
§ Cross-government analysis: support for professions,
diversity groups, expert/shared services
§ Learning: com...
Contact
34



Matt Kerlogue, Head of Employee Research, Cabinet Office
matt.kerlogue@cabinetoffice.gov.uk 

Civil Service Pe...
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Presentation on "The UK Civil Service People Survey" made at the Lead, Engage, Perform expert meeting on public sector leadership, OECD, 21-22 January 2015

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This presentation by the UK Cabinet Office and the Scottish Government was made at the made at the Lead, Engage, Perform expert meeting on public employment and management, OECD, 21-22 January 2015. For further information please see http://www.oecd.org/gov/pem/lead-engage-perform-expert-meeting.htm

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Presentation on "The UK Civil Service People Survey" made at the Lead, Engage, Perform expert meeting on public sector leadership, OECD, 21-22 January 2015

  1. 1. The UK Civil Service People Survey Matt Kerlogue, Head of Employee Research OECD Expert Meeting on Public Sector Leadership for Improved Employee Engagement and Organisational Success, 21-22 January 2015
  2. 2. The UK context & background 2
  3. 3. 3 NHS Local authorities and other public sector bodies Education Public corps ArmedForces Police Civil Service (407,000 FTE) NDPBs
  4. 4. 4 32 34 36 38 40 42 44 46 48 50 1948-­‐49 1958-­‐59 1968-­‐69 1978-­‐79 1988-­‐89 1998-­‐99 2008-­‐09 2018-­‐19 Per  cent  of  GDP C urrent  receipts Total  managed  expenditure Forecast Source:  O N S,  O BR  
  5. 5. 5 5.6% -0.3% -0.6% -1.2% -4.7% -5.2% -5.6% -7.4% -9.2% -12.0% -21.0% -24.5% -27.6% -32.4% -34.4% -36.1% -49.0% -56.0% -58.6% -62.0% -71.7% InternationalDevelopment Health CabinetOffice HomeOffice Education Scotland NorthernIreland Wales EnergyandClimateChange Defence Business,InnovationandSkills SmallandIndependentBodies Chancellor'sDepartments Culture,MediaandSport Justice LawOfficers'Departments Environment,FoodandRuralAffairs ForeignandCommonwealthOffice Transport WorkandPensions LocalGovernment Communities 2009/10 to 2013/14 2009/10 to 2015/16 Change in resource budgets by government department!+43%
  6. 6. 6 Civil Service 
 FTE 2014 Q3, 
 -80,000 (-16%) UK public sector FTE 2014 Q3, -14% 2010Q2 2010Q3 2010Q4 2011Q1 2011Q2 2011Q3 2011Q4 2012Q1 2012Q2 2012Q3 2012Q4 2013Q1 2013Q2 2013Q3 2013Q4 2014Q1 2014Q2 2014Q3 Change in UK Civil Service and public sector employment since March 2010!
  7. 7. The Civil Service People Survey 7
  8. 8. The situation before 2009 8 § Separate commissioning by departments and agencies – and not every organisation did a survey § Different question sets & scales § Different time points § Different cycles – bi-annual, annual, biennial, triennial, ad-hoc
  9. 9. 2009: the Civil Service People Survey 9 § Single survey contract let by Cabinet Office § Core questionnaire – but customisable § Annual survey each October § Standardised analytical approach § Standardised reporting § Now preparing for wave 6!
  10. 10. 10 458,839!invited to participate! 274,080!responded! 9,863!unit results reports! 101! organisations! Civil Service People Survey 2014 in numbers
  11. 11. 11 January February March April May June July August September October November December Organisations submit local " questionnaire information Organisations sign-off localised questionnaire Supplier builds each organisation’s online survey Organisations sign-off online survey Supplier does volumetric testing of online survey FIELDWORK Organisations build first " draft of hierarchy Organisations finalise reporting hierarchy Data and reporting Contractor management, account management of participating organisations Briefing and analysis of CSPS 2015 Briefing and analysis of CSPS 2014 (cont.) Supplier build draft localised questionnaires Supplier builds draft localised questionnaires Organisations build first draft of hierarchy Supplier preparations
  12. 12. Organisation customisations Core questionnaire! §  62 attitudinal questions §  19 demographic questions §  1 open comments question Other languages*! §  Welsh language surveys §  35 foreign language versions Alternative formats*! §  10,991 paper surveys in 2012 §  Braille surveys §  Telephone surveys §  Large print surveys Variable terms! §  My organisation §  my organisation §  my organisation’s §  Senior managers §  senior managers §  the executive team has §  my organisation’s senior managers §  your organisation Access arrangements*! §  Generic or unique links Logos & survey name! §  Not everyone calls their survey the “People Survey” §  Everyone has a different logo Local options! §  The grade question has localised responses to reflect local terms for different grades. This is then mapped behind the scenes. §  The professions question allows additional local options. Local questions*! §  Up to 10 attitudinal questions §  Up to 2 demographic questions §  1 local comments question Hierarchy! §  Over 9,000 units §  Almost everyone has some changes each year! 12
  13. 13. How we deliver the survey Cabinet Office central team! Survey supplier! (ORC)! Department / Agency! Survey Set-Up Tool (SSUT) for main survey deliverables For additional services or complex issues Survey specification & requests for change (RFC) Weekly round-up: up-coming deadlines, workshop dates, providing guidance and support documents, highlighting relevant news, cross-community communications Monthly workshops during the survey build phase focussing on upcoming deadlines Technical survey infrastructure and standardised reporting 13
  14. 14. Our engagement framework 14
  15. 15. 15 Employee engagement! Organisational performance! Employee ! wellbeing! My work! Organisational objectives and purpose My manager! My team Learning and development Inclusion and fair treatment Resources and workload Pay and benefits Leadership and managing change! By taking action to improve our people’s experiences of work...! ...we increase levels ! of employee engagement...! ...which raises performance and enhances wellbeing.!
  16. 16. The engagement index - questions 16 Aspect! Question! Rationale! Pride B50. I am proud when I tell others I am part of [my organisation] An engaged employee feels proud to be associated with their organisation, by feeling part of it rather than just “working for” it. Advocacy B51. I would recommend [my organisation] as a great place to work An engaged employee will be an advocate of their organisation and the way it works. Attachment B52. I feel a strong personal attachment to [my organisation] An engaged employee has a strong, and emotional, sense of belonging to their organisation. Inspiration B53. [My organisation] inspires me to do the best in my job An engaged employee will contribute their best, and it is important that their organisation plays a role in inspiring this. Motivation B54. [My organisation] motivates me to help it achieve its objectives An engaged employee is committed to ensuring their organisation is successful in what it sets out to do.
  17. 17. Findings 17
  18. 18. 18 Employee engagement index Inclusionand fairtreatment Mywork Organisational objectivesand purpose Mymanager Myteam Learningand development Resources andworkload Payand benefits Leadership andmanaging change CSPS 2009-2014: Summary of organisational performance!
  19. 19. 19 The dark grey dots indicate each participating organisation, ranked by their engagement index. The light grey bars indicate the highest and lowest teams in each organisation, the dark grey bars the interquartile range of team scores. The solid orange line indicates the Civil Service benchmark (the median of organisational scores), the dashed orange line indicates the median if each organisation’s score is replaced by their internal upper quartile score.
  20. 20. Headcount affects absolute scores, " but doesn’t affect changes 20 10 100 1,000 10,000 100,000 2014 engagement index versus organisation headcount (n=101)! Headcount (logarithmic scale) 2014engagementindex 10 100 1,000 10,000 100,000 Change in engagement index 2013-2014 versus organisation headcount (n=94)! Headcount (logarithmic scale) Changeinengagementindex2013-2014
  21. 21. Engagement by grade & department 21 All respondents! Policy departments and devolved administrations (excluding agencies) Operational departments A B C D E F G H I J K L M N O P Q R S AO/AA 52%! EO 52%! SEO/HEO 55%! G6/7 59%! SCS 74%! Colour shading indicates within each grade band (row) whether the department is in the 4th quartile (dark yellow), 3rd quartile (pale yellow), 2nd quartile (pale blue), or 4th quartile (dark blue). Where the grade group is the median group it is left white.
  22. 22. 22 B50 B51 B52 B53 B54 B50 B51 B52 B53 B54 B50 B51 B52 B53 B54 Engaged – those who are proud advocates of their organisation, with a strong connection and alignment with the organisation. Moderately engaged – those who are generally proud, attached advocates but not strongly so. Uncertain – those who aren’t feeling proud, attached or aligned, but also aren’t negative towards those ideas. B50 B51 B52 B53 B54 B50 B51 B52 B53 B54 B50 B51 B52 B53 B54 B50 B51 B52 B53 B54 Critics – those who aren’t proud, advocates or attached, but who aren’t negative towards alignment with the organisation. Disconnected – those who don’t feel a sense of attachment or alignment, but who aren’t negative about pride or advocacy. Disengaged – those who have a negative feelings about pride, advocacy, attachment and alignment, and often strongly so. Disempowered – those who won’t advocate for us, don’t feel a sense of alignment, but who have a clear sense of attachment.
  23. 23. 23 Scores by segment: Dark yellow: score 75% or higher Pale yellow: score 50%-74% Pale blue: score 25%-49% Dark blue: score 24% or below Disengaged Disconnected Critics Disempowered Uncertain Moderately engaged Engaged Engagement index My work Organisational objectives " and purpose My manager My team Learning and development Inclusion and fair treatment Resources and workload Pay and benefit Leadership and managing change
  24. 24. Case study of a participating organisation: The Scottish Government 24
  25. 25. Scottish Government
  26. 26. The  Sco(sh  Approach   Scottish Government
  27. 27. People   Strategy   Evalua6on   Consul6ng  &   Planning   Ac6on  and   Support   Annual  Report  People  Survey   Analysis   Dissemina6on   Ac#on  Planning  Cycle   Jan-­‐  Feb   Jan  -­‐  Mar   Ongoing   Sept  Oct   Nov   Dec   Analysis   Comms   HR       • Leadership  &   Management       • Wellbeing  &Resilience         • Building  Capability  
  28. 28. Engagement  scores  across  Directorates   0%   10%   20%   30%   40%   50%   60%   70%   80%   Engagement  Score   Directorates   2012   2013   2014   2014  average  
  29. 29. Statements  with  the  biggest  difference  in   posi#ve  scores     Insert  TEXT   or  figures     Insert  TEXT   or  figures     Insert  TEXT   or  figures     I  achieve  a  good  balance   between  my  work  life  and   my  private  life   I  have  an  acceptable  workload   Statements  that  have  the   biggest  differences  in  posi#ve   responses  across  your  divisions   Your  division  who  agreed   most  with  this  statement   Your  division  who  agreed   least  with  this  statement   53%     Division  D   93%     Division  A   Understanding  the  varia#on  across  your  divisions   Why  does  varia6on   across  your   Divisions  maVer?     By  iden6fying   where  the  biggest   differences  are  you   can:       •  Begin  to   understand  how   different  people   have  different   experiences  of   work   •  Learn  from  each   other’s   strengths.   I  believe  that  managers  where  I   work  will  take  ac#on  on  the   results  from  this  survey   The  SG  keeps  me  informed  about   maGers  that  affect  me   I  think  it  is  safe  to  challenge  the   way  things  are  done  in  the   ScoHsh  Government   80%     Division  A   91%     Division  B   70%     Division  B   93%     Division  A   40%     Division  C   45%     Division  C   53%     Division  D   32%     Division  C  
  30. 30. WHAT  IS  CLUSTER  ANALYSIS?   Cluster  analysis  is  a  sta6s6cal  way  of  grouping  together  people  who   share  a  number  of  characteris6cs  in  a  way  that  reveals  paVerns  and   rela6onships.  Our  five  SG  clusters  are  iden6fied  on  the  basis  of   responses  to  the  ques6ons  that  have  the  strongest  associa6ons   with  the  Engagement  Index  and  show  our  people  experience  work   differently.   Cluster  analysis  using  the  top  4   drivers  of  engagement   Cluster  1   Cluster  2   Cluster  3   Cluster  4   Cluster  5   Cluster  4’s  tend  to  be:   •  Engaged   –   about   the   same   as   the   Sco(sh   Gov’t  average     •  Nega#ve  towards   Leadership  and   Managing  change   •  Average  scores  for  their   work   •  Average  scores  for  their   line  manager   •  Posi#ve   about   pay   and   benefits       Cluster  3’s  tend  to  be:   •  Less  engaged  –  below  the   Sco(sh  Gov’t  average     •  Nega#ve  towards   Leadership  and  Managing   change   •  Average   scores   for   their   work   •  Posi#ve   about   their   line   manager   •  Nega#ve   about   pay   and   benefits         Cluster  3’s  tend  not  to  have   line  management   responsibili6es,  and     usually  work  outwith  the   main  SG  buildings.     Cluster  5’s  tend  to  be:   •  Less   engaged   –   below   the   Sco(sh   Gov’t   average     •  Nega#ve  towards   Leadership  and   Managing  change   •  Nega#ve   about   their   work   •  Nega#ve   about   their   line  manager   •  Nega#ve   about   pay   and  benefits       Cluster  5’s  tend  not  to   have  line  management   responsibili6es.    Many  also   do  not  see  their  monthly   conversa6ons  as  useful.     Cluster  2’s  tend  to  be:   •  Highly  engaged  –  more   than  the  Sco(sh  Gov’t   average     •  Posi#ve  towards   Leadership  and   Managing  change   •  Posi#ve   about   their   work   •  Posi#ve   about   their   line  manager   •  Nega#ve   about   pay   and  benefits       People  in  Cluster  2,  like   cluster  1,    tend  to  want  to   work  for  the  SG  for  the   next  three  years  or  more,   although  they  are  less   happy  with  pay  &  benefits.     People  in  Cluster  4  typically   work  in  policy  roles  and   tend  to  work  part-­‐6me     How  do  they  score  Who  are  they   Cluster  1’s  tend  to  be:   •  Highly  engaged  –  more   than  the  Sco(sh  Gov’t   average     •  Posi#ve  towards   Leadership  and   Managing  change   •  Posi#ve   about   their   work   •  Posi#ve   about   their   line  manager   •  Posi#ve  about  pay  and   benefits   Cluster  1’s  typically  have   line  management  roles   and  tend  to  want  to  work   for  the  Sco(sh   Government  for  at  least   the  next  three  years.    
  31. 31. SA  High  short  tern   sickness  absence   High  Bullying  &   Harassment   scores     Low  Leading  &   Managing     scores   Mul#ple  Leadership   &  Management   Challenges   Capability  review   2013–  red  status   Division   BH   BH   LM   BH   LM   B H   LM   LM   LM   LM   S A   LM  BH   S A   31   LM   B H   BH   BH   BH   LM   LM   LM   BH   BH   LM   S A   LM   LM   B H   BH   S A   BH   S A   LM  S A   LM   S A  
  32. 32. Impact 32
  33. 33. Impact 33 § Cross-government analysis: support for professions, diversity groups, expert/shared services § Learning: common data creates a common currency and language to share experiences § Internal accountability: performance and talent management of senior officials § External accountability: National Audit Office, Parliamentary Committees, commentators
  34. 34. Contact 34 Matt Kerlogue, Head of Employee Research, Cabinet Office matt.kerlogue@cabinetoffice.gov.uk Civil Service People Survey results & information: http://ow.ly/EAIgv Blog posts about the People Survey/Employee Engagement: http://ow.ly/HGuOZ Engage for Success (UK cross-economy employee engagement collaboration programme): http://www.engageforsuccess.org/

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