Focus on specific work environment topics within the overall engagement model, such as management, staffing practices, and stress and workload.
BC Stats administered the Professional Development and Performance Management Survey to a sample of employees to learn more about their professional development needs and goals and to gather feedback about different aspects of their performance management experience. This report summarizes the most significant trends emerging from the survey data to help inform decisions on what aspects about the performance management process need to evolve in order to enhance the professional development experiences of all employees. Read report (PDF, 1.1 MB)
The objective of this report is to determine ways to maximize professional development experiences in the future. The four key research questions of this report are: (1) How have perceptions of Professional Development varied over time? (2) How are impressions of Professional Development shaped by other aspects in the work environment (other drivers in the engagement model)? (3) What kind of impact does the regular delivery of performance feedback have on perceptions of Professional Development? (4) What kind of impact do performance reviews have on perceptions of Professional Development? Read report.
This report provides an overview of the foundational role supervisors have within the work environment; understanding the issues and challenges faced by supervisors is a critical step towards improving the workplace experiences for all employees.
This report investigates WES results through the lens of workplace diversity. Using the four demographic questions introduced in the 2010 iteration of WES, survey results for several demographic groups are compared, with particular attention given to engagement levels for each group. Additional research contrasts the retention challenges, work unit composition and overall perceptions of the work environment for the various demographic groups.
Fair and merit-based staffing practices play a critical role in the development of highly engaged employees and work units. As perceptions of staffing practices improve, the positive impact to the remainder of work environment can be both substantial and wide reaching. For this reason, an analysis of the Staffing Practices driver (i.e. Staffing driver) has been performed to help identify which factors are most closely linked to staffing practices.
The BC Public Service is refining the performance management system to improve employee professional development experiences. To help focus priorities, BC Stats administered the Professional Development and Performance Management Survey to a sample of employees to learn more about their professional development needs and goals and to gather feedback about different aspects of their performance management experience during the last EPDP cycle.
This report delves deeper into the year-to-year changes in engagement by exploring what led to changes in engagement states among employees who responded in both 2008 and 2009 survey cycles. The analysis also unearths some useful revelations about employees whose state of engagement, or disengagement, remained unchanged over time.
The Executive-level management driver has a powerful role in the BC Public Service Employee Engagement Model. If employees believe their executives provide a clear direction for the future and make timely and effective decisions, then they are more likely to be satisfied with their organization. To gain a better understanding of employee perceptions of senior leadership, particularly when it comes to the communication of decisions, BC Stats launched an internal research study, a special topics survey on senior leadership communication.
This report draws on the findings from the 2008 Work Environment Survey (WES) to provide information about employees’ perceptions of innovation in the public service, the factors contributing to these perceptions, and the areas of success across BC government organizations and occupations.
This report compares levels of engagement between four major age groups: Generation Y (younger than 28 years), Generation X (28-44 years), Baby Boomers (44-62 years), and Traditionalists (older than 62 years).