Staff Survey Results - Care Quality Commission

Agenda item: 10Paper No: CM/07/13/09MEETING:PUBLIC BOARD MEETINGDATE: 18 September 2013TITLE OF PAPER: Third CQC Staff Survey Results and Key Next StepsSUMMARY:CQC has conducted three main Staff Surveys since 2010, with significantly improvedresults between each survey. Survey participation has been consistently extremely high,demonstrating strong levels of employee voice. The third main online CQC Staff Surveywas conducted by supplier GfK between 8-31July 2013.The historical response rate for the previous two surveys is as follows:2010 - 76% completed (1578 people) - employee engagement index 412012 - 80% completed (1983 people) - employee engagement index 55The 2013 survey generated a record response rate of 83%, which was higher than in 2012(80%). The results of the third survey are showing improvements across the broad rangeof questions and there has been a significant increase in the CQC Overall EmployeeEngagement Index.The CQC Overall Employee Engagement Index has increased to 63 in 2013 from 55 in2012. This is now significantly ahead of the GfK 2013 Public Sector average EmployeeEngagement Index of 56. The Employee Engagement Index in 2010 was 41 (see Annex Afor 2013 CQC Overall scorecard).Some of the more significant improvements in 2013 relate to strategic direction andunderstanding the reasons for organisational changes.These include; “I feel committed to CQC’s future direction” (82% positive in 2013 compared to 59%in 2012), “Looking ahead to the future, I believe CQC will change for the better” (82% positivein 2013 compared to 52% in 2012), “I understand the reasons why organisational changes are made” (76% positive in2013 compared to 41% in 2012), “I have a clear understanding of the direction and objectives of CQC” (75% positivecompared to 57% in 2012), “I believe CQC has a clear future direction” (74% positive compared to 35% in2012) and “The reasons behind organisational changes are clearly communicated”(68% positive compared to 31% in 2012).The questions relating to morale have been separated into “My personal morale is good”Page 1 of 6

Agenda item: 10Paper No: CM/07/13/09and “Morale is good in CQC”. The question in the 2013 main survey “My personal moraleis good” scored 53% positive, with “Morale is good in CQC” scoring 24% positive(compared to 16% positive in 2012).The 2013 result for “I am able to strike the right balance between my work and home lifehas remained the same as 2012 at 51% positive, indicating room for improvement.There has been an improvement in the percentage of staff who have witnessed bullying/harassment at work or been personally bullied/ harassed at work. The percentage of staff responding Yes to the question “Since July 2012, I havewitnessed bullying/harassment at work” has fallen from 35% in 2012 to 23% in2013. The percentage of staff responding Yes to the question “Since July 2012, I havepersonally been bullied/harassed at work” has fallen from 21% in 2012 to 14% in2013.There has been an improvement from 50% in 2012 to 60% in 2013 for the question “I feelthat CQC is committed to an environment which is free from bullying and harassment”.The results of the third survey will provide a focus for further improvement in making CQCa great place to work. The next few months will focus on proactive two-way dialogue withstaff in developing Corporate and local level action plans to take CQC improvementsforward. There has also been a significant improvement in the action planning followthroughscore for the 2013 survey (50% positive compared to 32% in 2012) and 54% ofstaff are positive that action will be taken on the results of this survey compared to 33% in2012, significantly higher than the GfK public sector benchmark of 39% positive for thisquestion.RECOMMENDED ACTION:The Board are asked to discuss the progress and trends from the third staff survey and toendorse the key next steps in the survey roll-out plan.Executive Decision/Board forinformationThe Executive Team hasmade a decision and theBoard has been informedExecutive and BoarddecisionThe Board has beenconsulted in order for theExecutive Team to makea decisionPage 2 of 6Executive and Boardshared decisionThis is a shared decisionbetween the ExecutiveTeam and BoardExecutive and Boarddiscussion/BoarddecisionThis is for when it is clearthat it is a specific Boarddecision (under statutoryand legal requirements)ie. signing off the annualaccountsLEAD DIRECTOR: Allison Beal, HR DirectorAUTHOR:Rhonda Johnston, Organisational Development ManagerDIRECTORATE Human ResourcesDATE: 03 September 2013SUPPORTINGPAPERS:GOVERNANCEAnnex A - 2013 CQC Overall scorecardAnnex B - 2013 CQC Overall Morale classificationsAnnex C - High level timeline for Staff Survey results and actionplanning roll-outAnnex D - We Said…We Did action planning summary

Agenda item: 10Paper No: CM/07/13/09AUDIT TRAIL:LINK TOSTRATEGICOBJECTIVES ANDBUSINESS PLANFINANCIALIMPACT:RISK IMPACT:LEGALIMPLICATIONS:HEALTHWATCHIMPACT:EQUALITY IMPACTASSESSMENT:This paper has not been presented at any previous meeting.The third CQC Staff Survey has been key to gaugingorganisational progress, identifying strengths and further actionareas to support CQC in becoming a high performing organisationand measuring levels of employee engagement. The Staff Surveyis a key element in CQC’s organisational development plan.Following a rigorous procurement process, a two year procurementcontract has been signed with GfK for two main surveys and twopulse checks between 2013-2015. This approach secured costreductions.No key risks identified.None.None.There are a number of Equality & Diversity questions in the staffsurvey and Lucy Wilkinson, EDHR Manager, is a member of theStaff Survey Working Group. An Equality & Diversity results reportwill be produced by GfK as part of the third survey results data.1. BackgroundThe third CQC Staff Survey was conducted by GfK in July 2013. 1960 staff completedthe online survey, with a record response rate of 83% (80% in 2012). There wasextensive stakeholder involvement in the survey design including ET members, TradeUnions, Staff Forum and the Homeworkers forum.2. Executive SummaryCQC THIRD MAIN STAFF SURVEY RESULTS - 2013 HEADLINESSignificant increase in CQC Overall Employee Engagement IndexThe results of the third survey are showing improvements across the broad range ofquestions and there has been a significant increase in the CQC Overall EmployeeEngagement Index. The CQC Overall Employee Engagement Index has increased to63 in 2013 from 55 in 2012. This is now significantly ahead of the GfK 2013 PublicSector average Employee Engagement Index of 56. The Employee EngagementIndex for homeworkers has also increased significantly to 63 in 2013 from 53 in 2012.In terms of key movements on the quadrant chart on the 2013 CQC Overallscorecard, Overall Perceptions and Vision and Values have moved from being priorityaction areas in 2012 to best performers.Biggest Survey results increasesStaff are feeling significantly more positive about the future of CQC andorganisational changes than in 2012: I believe CQC has a clear future direction (74% positive). +39% since 2012 (35%in 2012).Page 3 of 6

Agenda item: 10Paper No: CM/07/13/09 The reasons behind organisational changes are clearly communicated (68%positive). +37% since 2012 (31% in 2012). I understand the reasons why organisational changes are made (76% positive).+35% since 2012 (41% in 2012). Looking ahead to the future, I believe CQC will change for the better (82%positive). +30% since 2012 (52% in 2012). I feel committed to CQC’s future direction (82% positive). + 23% since 2012 (59%in 2012). I believe the behaviours of leaders are consistent with the values of CQC (56%positive). +23% since 2012 (33% in 2012).CQC Overall - Top 5 Performing areas (% positive)As in 2012, staff are most positive about the team in which they work: My team is committed to producing quality work (92%). 91% in 2012. In my team, I can rely on support from my colleagues when I need it (90%). 88%in 2012.The team I work in works together to produce effective outcomes (86%). 82% in2012. My team has a culture of ensuring effective service delivery across CQC (83%).78% in 2012. In my team, I feel that we all respect and value each other (83%). 84% in 2012.CQC Overall - Lowest Performing areas (% positive)Similar to 2012, staff are least positive about organisational morale andcommunications across the organisation as well as the management of change,although the scores are moving in the right direction: Morale is good in CQC (24%). 16% in 2012. I believe that changes are effectively implemented in CQC (33%).18% in 2012. I feel communications across different parts of CQC are effective (37%). 24% in2012. I feel recognised and valued by CQC (37%). This is a new question in 2013. CQC’s principles: I believe that CQC is independent, rigorous, fair and consistent(39%). This is a new question in 2013.The analysis and action planning will help us to understand how we can improve onthe specific areas where the most improvement is required, this will also includeidentifying areas where we have high performance results and ensuring that otherteams can learn from different engagement approaches and ways of working in otherparts of CQC. We will continue to have a dialogue with staff about ways to improveorganisational morale and we will focus on improving this through our action planningand employee engagement strategy.CQC Overall - Decreases since 2012The biggest decrease from 2012 is around access to learning and developmentopportunities, but only six questions saw a slight decline in 2013 and all are relativelyhigh scoring:Page 4 of 6

Agenda item: 10Paper No: CM/07/13/09 I know how to access learning and development opportunities (67% positive) -minus 5% compared to 2012 (72% in 2012). I believe that the work CQC does with service users improves standards of care(69% positive) - minus 2% compared to 2012 (71% in 2012). I am clear about what I am expected to achieve in my role (74% positive) - minus2% compared to 2012 (76% in 2012). I have a clear understanding of my contribution to achieving the objectives ofCQC (69% positive) - minus 1% compared to 2012 (70% in 2012). In my team, I feel that we all respect and value each other (83% positive) - minus1% compared to 2012 (84% in 2012).CQC Overall Morale ClassificationsIn the 2013 main survey, staff were asked to select three factors (in rank order) whichthey felt would help to improve organisational morale in CQC (see Annex B for CQCOverall Morale classifications results).Enabling staff with the right skills and processes to be able to do their job is seen asthe most important way to improve morale. Boosting the public profile of CQC is alsoseen as important along with improving work life balance.BenchmarkingPublic Sector benchmarking data will be provided by GfK in September for thosesurvey questions where GfK hold comparator benchmarks.The CQC Overall Employee Engagement Index has increased to 63 in 2013 from 55in 2012. This is now significantly ahead of the 2013 GfK Public Sector averageEmployee Engagement Index of 56.GfK have informed the Organisational Development team that the upper quartileEmployee Engagement Index average for the Civil Service People Survey in 2012was 67.3. Key Next StepsGfK will be attending the Leadership Event on 19 September to provide anoverview of the CQC Overall results and to focus on the role of the leader indriving forward progress and action planning. Directorate Overall scorecards fortheir particular Function will be shared with Heads of Function in advance of theLeadership Event. We will also hear from some Heads of Function aboutsignificant areas of improvement achieved and share their approach as part oflearning from within.All other Team level scorecards will be available during the second half ofSeptember. The CQC Overall scorecards for homeworkers, office workers andpart-time staff will also be published on the intranet in September.The Staff Survey Champions, HR Business Partners and Leadership Group willreceive survey action planning training by GfK.The impact of the Staff Survey Corporate and local action planning process during2012/13 was a positive one. There has been a significant improvement in thePage 5 of 6

Agenda item: 10Paper No: CM/07/13/09action planning follow-through score for the 2013 survey (50% positive comparedto 32% in 2012) and 54% of staff are positive that action will be taken on theresults of this survey (compared to 33% in 2012 and 22% in 2010). This issignificantly higher than the GfK public sector benchmark of 39% positive foraction planning follow-through. A significant level of action planning activity took place in response to the 2012Survey (see Annex D for the We Said…We Did action planning summary). At aCorporate level, there were a range of actions, from communicating CQC’spurpose and strategy, the appointment of an independent consultant to take an indepthlook at bullying and harassment, introduction of a range of moderncommunications methods such as on-line forums, videos and a number ofmeasures to bring about a more inclusive culture eg. the staff panel for the staffexcellence awards, the teleconferences open to all staff focused on equality,diversity and human rights and the introduction of a discount benefits scheme forall staff. Significant improvement was also driven at a local level and the Survey Championnetwork was active in promoting survey activity across CQC. Local activity sawincreased engagement from senior leaders in Operations, including theintroduction of weekly messages from Heads of Regional Compliance, joint areateam meetings and weekly messages from Directors. The action planning process based on the 2013 results will further build on thiscontinuous improvement, focused on dialogue with staff. A Corporate and localaction plans will be developed as part of making CQC a great place to work. ACorporate action planning workshop with key stakeholders will be facilitated byGfK in developing the Corporate action plan in early November. A high leveloutline of action planning activities is attached at Annex C and the OD team arealso currently conducting research with Survey Champions, HR Business Partnersand Staff Survey Steering Group to identify enhancements to the action planningprocess for 2013/14. As part of the action planning process, there will also be a focus on neutralscores, to understand factors behind these and to develop approaches to bringabout further increased positive scores in the next survey. The 2013 results for homeworkers will be discussed at the Homeworkers Forumto understand key issues and develop solutions. We will continue our engagement with the Staff Forum and Trade Unions and willpresent a summary of CQC Overall results to the JNCC and the Staff Forum inOctober. Members of both groups will also be involved in creating the Corporateaction plan response. CQC will conduct a Main Survey and Pulse Check Survey each year to measureorganisational progress in becoming a high performing organisation. This year we will commence a “shared learning” approach” by promoting andfacilitating areas of top performers within CQC to support and help colleagueslearn from others strategies where specific targeted actions are required.Name: Rhonda JohnstonTitle: Organisational Development ManagerDate: 03 September 2013Page 6 of 6