Employee Insights: Measuring Engagement and Inclusivity at Work

INTRODUCTION

The HR department of a Washington State company sought to measure employee engagement across key areas such as leadership support, recognition, diversity, role fit, and job satisfaction using a ten-question survey distributed to 14,575 respondents. The goal was to identify areas where employee engagement could be improved and develop targeted action plans (see chart 1).

METHODOLOGY

I used Excel exclusively for this project by first creating a table, some formulas for data cleaning and profiling, and several pivot tables, and charts. In addition, I produced Report Filter Pages (sheets) for each department in order to drill down to every business unit. This gave me insight into unique opportunities at the department level. All these efforts aided in my analysis. The charts and table graphics attached as well as the observations below highlight my findings.

Here is a list of the visuals:

§ chart1_Company_Engagement_by_Qsn

§ chart2_Five_Lowest_Company_responses_by_Qsn

§ table1_Company_All_Qsn_Avgs

§ table2_ALL_Deptartments_Dissatisfaction_Quantified

§ table3_Company_Dept_Dissatisfaction_Comparison

KEY FINDINGS

While the overall group averages were strong (2.98) per table 1, it's important to identify the lower scores (responses), find out why, and repair any opportunities or problems as much as possible. In any organization, there can be problem pockets that need attention in order to promote an engaged workforce and to help people grow.

Six of the twenty-one departments exceeded the Company dissatisfaction average (see table 3). The departments of Planning and Public Works and Sheriff's Department exceeded dissatisfaction averages in 8 questions (each); Finance and Performance Management in 4 questions; Human Services in 3 questions; Prosecuting Attorney's Office in 2 questions; and Juvenile Court in 1 question. Planning and Public Works led the Company in exceeding dissatisfaction average, and Sheriff’s Department came in second (see table 2, far right column “Disagreement within Company”). Note the far right of table 3, where the dissatisfaction average per question of the six outlier departments above is set alongside all other departments' dissatisfaction averages in sharp contrast.

Addressing these concerns promptly is essential to maintaining effective operations. All of these engagement opportunities can be managed throughout the year by having leaders create action plans specific to each category to communicate awareness of existing programs or by facilitating new programs where needed.

ACTIONABLE INSIGHTS

The five lowest scored questions across the organization were numbers 6, 3, 8, 7, 10 (see chart 2). I have limited my insights to just these five questions.

Question 6: No Best Friend at Work Insight: This speaks to a lack of social cohesion. Again, top outliers here were Planning and Public Works and Sheriff’s Department scored low on this, indicating possible siloed teams. Recommendation: Create opportunities for team-building, such as cross-functional projects or informal gatherings. Implement mentor-mentee programs or "buddy systems" to foster connections within and across departments.

Question 3: Lack of Recognition (Low Score in Several Units) Insight: A significant portion of respondents, especially in the Planning and Public Works and Sheriff's Department, felt unrecognized for their contributions. Recommendation: Implement a structured recognition program, such as weekly shout-outs during team meetings or a company-wide recognition platform, to encourage regular and meaningful feedback. Recognition from peers could be encouraged through initiatives like "Employee of the Week" or a peer-nomination system.

Question 8: Supervisors Not Holding People Accountable Insight: Lack of accountability is a concern in departments like Planning and Public Works, Sheriff's Department, Human Services, and Juvenile Court. Recommendation: Conduct leadership training on performance management. Establish clear accountability frameworks, ensuring that supervisors have tools and support to manage underperformance effectively.

Question 10: Not satisfied with my job: Sheriff’s department and Planning and Public Works dominated dissatisfaction on this question. Insight: The low scores suggest that employees feel disengaged or unfulfilled in their current roles. This can result from various factors such as lack of recognition, limited growth opportunities, insufficient work-life balance, or misalignment with job expectations. Actionable Recommendations:

1. Conduct Employee Satisfaction Surveys or Focus Groups

Action: Use follow-up surveys or conduct focus groups to better understand the root causes of dissatisfaction. While the current survey has identified low satisfaction, gaining more detailed insights will allow for more targeted interventions. Example: Ask specific questions about work-life balance, workload, compensation, leadership support, and career development. For instance, a focus group in the Sheriff’s Department could provide deeper insights into whether dissatisfaction stems from high-stress workloads or lack of recognition.

2. Career Development and Growth Opportunities

Action: Employees are often dissatisfied when they feel stagnant in their roles. Create clear career paths, offer more opportunities for promotions, and provide access to training and skill development.

Example: In departments like Public Works or Finance, introduce formalized training programs for upskilling employees in areas such as project management, new software tools, or leadership development. Regular check-ins to discuss career aspirations and potential growth areas can help align employee goals with departmental needs.

3. Work-Life Balance Initiatives

Action: Lack of work-life balance is a common cause of job dissatisfaction. Evaluate workloads, shift schedules, and remote work opportunities, and make adjustments to ensure employees have enough time for personal life and recovery. Example: For high-stress departments like the Sheriff’s Department, consider rotating shifts more equitably, introducing wellness programs, or offering mental health days. For administrative departments like Finance and Performance Management, explore flexible work-from-home policies or time-off incentives during peak seasons.

4. Enhance Employee Recognition and Reward Systems

Action: Employees may feel dissatisfied if their efforts aren’t recognized. Implement regular recognition programs to celebrate individual and team achievements. Acknowledging hard work and contributions can significantly boost morale. Example: Implement monthly recognition events where outstanding contributions from employees in Public Works, Finance, and other departments are highlighted. Peer-to-peer recognition systems can also be established where colleagues nominate each other for contributions.

5. Redesign Job Roles for Engagement

Action: Employees may feel dissatisfied if they are not challenged or if their roles feel monotonous. Review job roles and responsibilities to ensure tasks are diverse, stimulating, and aligned with employees' strengths and interests. Example: For Public Works or Finance, rotate job responsibilities or assign cross-departmental projects to keep work engaging. Job enrichment strategies, such as assigning high-impact projects, could increase job satisfaction by providing employees with a sense of accomplishment.

6. Leadership Development and Support

Action: Supervisor relationships often play a critical role in job satisfaction. Provide leadership development training for managers and supervisors focused on improving communication, empathy, and supportive leadership styles. Example: Conduct leadership training in departments with low scores (e.g., Finance, Planning and Public Works) to help managers understand how to foster better employee relationships, provide constructive feedback, and create a more supportive work environment.

7. Improve Communication and Transparency

Action: Employees may feel dissatisfied if they don’t have a clear understanding of how their work contributes to broader organizational goals. Improve communication around strategic initiatives and decisions that affect employees' roles and responsibilities. Example: In departments like Planning and Public Works, hold quarterly meetings where leadership shares updates on major projects, organizational changes, or performance goals. Ensure that employees understand how their daily tasks support larger objectives.

8. Employee Well-Being Programs

Action: Job satisfaction is closely tied to mental and physical well-being. Implement programs that focus on employee wellness, including stress management resources, mental health support, and physical wellness initiatives. Example: For departments like the Sheriff’s Department, which are more prone to high-stress environments, offer on-site counselors, stress-relief programs, or subsidized gym memberships. Wellness workshops could also be incorporated into monthly routines to help employees cope with job-related stress.

9. Competitive Compensation and Benefits Review

Action: Conduct a compensation review to ensure employees feel fairly compensated for their work. If dissatisfaction is linked to pay or benefits, consider adjustments or offering additional perks, such as performance-based bonuses or expanded benefits (e.g., wellness stipends, childcare support). Example: A compensation audit in Finance and Public Works could reveal gaps in pay equity or benefits offerings. Addressing these could improve overall job satisfaction, especially in departments where employees feel undervalued.

10. Foster a Positive Work Culture

Action: Employees may be dissatisfied if the work environment is negative or overly competitive. Foster a collaborative, supportive, and positive work culture by encouraging open communication, teamwork, and celebrating successes. Example: Implement initiatives in Finance and Public Works that encourage collaboration and camaraderie, such as team-building activities or regular town halls where employees can openly discuss their concerns with leadership.

Question 7: No Opportunities for Growth. Insight: Departments such as Planning and Public Works, Sheriff's Department, and Finance & Performance Management reported dissatisfaction with growth opportunities. Recommendation: Introduce skill development programs and ensure career advancement is tied to measurable metrics. Communicate available learning opportunities more clearly, such as internal workshops, professional development courses, or certification programs.

CONCLUSION

By addressing specific areas such as belonging, performance accountability, growth opportunities, recognition, leadership support, and work-life balance, these recommendations aim to enhance overall job satisfaction across departments. Improving satisfaction is not just about solving isolated issues, but about creating a holistic work environment where employees feel valued, heard, and motivated to perform their best.