Focus on specific work environment topics within the overall engagement model, such as management, staffing practices, and stress and workload.
Using results from the 2011 Work Environment Survey (WES), this report analyzes engagement measures for employees who resigned or retired over the five-year period following the 2011 WES, and compares them with the measures for employees who remained with the BC Public Service.
How does employee engagement vary among diversity groups? This report covers high-level findings in employee engagement trends from the 2015 Work Environment Survey (WES). We explore the engagement scores of BC Public Service employees belonging to various diversity groups, including persons with disabilities, visible minorities, gender groups, and Aboriginal peoples.
To what extent does an employee's perception of supervisor support affect their overall engagement? Two new questions were added to the 2015 Work Environment Survey (WES) to measure the significance of employee-supervisor performance conversations. This report explores performance conversations as a potential driver of overall employee engagement, as well as how an employee's level of satisfaction in this area may be connected to established drivers of the Employee Engagement Model.
The second of two reports on BC Public Service employees' perception of pay and benefits. This report explores various aspects of employees' pay and its impact on employee engagement.
This is the first of two reports which contain preliminary research on BC Public Service employees' perceptions of pay and benefits. The analysis for this report focuses on the benefits side of compensation and explores the results from the 2015 Work Environment Survey (WES) together with administrative records for leave and the Flexible Benefits Program.
The Work Environment Survey (WES) 2015 Employee Engagement Model has two foundational drivers: Executive-Level Management and Supervisor-level Management. This report contains preliminary research in which we explore the extent to which overall engagement scores are affected by two elements of succession management at the management level: a direct report's years of experience and executive-level changes in leadership.
Does the frequency of new hires have an effect on employees’ impressions of staffing practices? This report looks at the Staffing Practices driver scores from the 2015 Work Environment Survey (WES), and explores the types of hiring actions undertaken by the highest-scoring work units compared with lowest-scoring work units in the BC Public Service.
Previous analyses have identified that BC Public Service employees want improved training and development opportunities. How does participation in these opportunities affect employee engagement? The analysis in this report evaluates the link between the 2015 Work Environment Survey (WES) results and the various opportunities currently available to employees of the BC Public Service.
The Leading Workplace Strategies (LWS) program supports and promotes mobile and flexible workstyles by integrating technology, culture and space. Several BC Public Service ministries started piloting LWS in the fall of 2011. Since then, two cycles of the Work Environment Survey (WES) have been completed: 2013 and 2015. Are there any significant differences in the response patterns of employees working within a LWS environment versus a non-LWS environment? Four research questions are posed within this report to better understand the impact that Leading Workplace Strategies is having on the engagement of BC Public Service employees.
This report covers high-level findings in employee engagement trends from the 2015 Work Environment Survey (WES). Overall engagement scores for each BC Public Service ministry are presented with the differences between employees who identify as belonging to a diversity group compared with those who do not. Four different diversity groups are explored within this report including persons with disabilities, visible minorities, gender groups, and Aboriginal peoples.
What does it take to be the best? An indispensable resource for any team leader, this report dives deep into the specific practices that drive positive engagement. For this analysis, a wide variety of high-scoring teams from across the BC Public Service were selected for interview using results from the 2013 Work Environment Survey (WES). Read within to explore shared resources, examples, practices, and insights from the most highly engaged BC Public Service teams.
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.
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?
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).