Staff satisfaction

Our staff indicated improvements across all key staff opinion survey measures
Staff satisfaction increased from 67% to 79%
Staff engagement increased from 67% to 82%

Staff satisfaction up

The staff opinion survey is an important measure of staff satisfaction. It calculates a weighted satisfaction index and an overall 'gut feel' measure of staff satisfaction. Participation in the survey was high this year with 82 per cent of staff contributing.

Results for the year showed a considerable improvement compared to 2014–15, with our staff satisfaction index increasing from 67 per cent to 79 per cent.

The ‘gut feel’ satisfaction measure also improved, with 87 per cent of respondents ‘satisfied’ to ‘extremely satisfied’ working at the Audit Office, up from 68 per cent.

Staff sustainability, which effectively measures work-life balance, increased to 51 per cent of our staff rating that they are ‘working in a highly sustainable way’, up from 37 per cent. The percentage of staff working in a ‘moderately sustainable way’ remained stable at 35 per cent.

 

The year ahead

Although our results have improved significantly, we will continue to work to address the performance gaps raised by our staff, particularly in areas of communication, constructive leadership, feeling valued and culture.

Through our ‘Working Better, Working Together’ strategic initiative, the Leadership Team will develop a clear strategy in 2016–17 for bringing our people closer together across teams and branches to improve communication and collaboration, development opportunities, resourcing, and staff engagement.

Staff engagement up

Staff engagement connects measures of staff satisfaction, morale, loyalty and commitment to the Audit Office’s success. It further measures whether staff feel trusted and valued. Staff engagement increased significantly from 67 per cent to 82 per cent. Ninety per cent of staff would recommend the Audit Office as a ‘great place to work’, up from 72 per cent the previous year. Ninety-one per cent of staff indicated they ‘are willing to put in extra effort to achieve a professional result’, up from 83 per cent.

Morale has markedly improved across the organisation with 79 per cent of staff reporting ‘reasonable’ to ‘very high’ morale, increasing from 52 per cent last year.

Over 18 months until early 2015–16, our ‘People’ strategic focus area delivered ‘Project Blue’. Part of the project dealt with proposed changes to employee conditions and the industrial relations framework. This led to a period of change and uncertainty and had a significant negative impact on our 2014–15 staff survey results. We took on board feedback that we needed to improve the way we engage with our staff and over the remainder of 2015–16 we actively worked on improving this area. We particularly focused on improving communication and collaboration with our staff and union representatives in Award negotiations. This work appears to have positively impacted the morale, engagement and satisfaction of our people which is a pleasing result. See here for a case study on our 2015–16 Award negotiations.

Staff satisfaction %
2012

 

2013

 

2014

 

2015

 

2016

 

2017 TARGET

 

Staff morale %
2012

 

2013

 

2014

 

2015

 

2016

 

2017 TARGET

 

Performance gaps improved

The staff survey tells us what staff consider most important, and identifies the gaps between their expectations of the ‘ideal’ and how well the Audit Office is currently performing. Gaps of more than 20 points between importance and delivery indicate a need to focus on these areas. When compared to the 2014–15 survey there was improvement across all performance gaps, some significantly.

The five largest performance gaps, from highest to lowest, were:

  • good communication exists throughout the office
  • I feel valued
  • we have a constructive culture at the Audit Office
  • the Leadership Team consistently demonstrates constructive behaviours
  • I am able to balance work with my personal life.

To improve the ability of our staff to balance work and personal life, we implemented a new resource management system, Retain, which is improving resource and workload management across the organisation.

 

Significant performance gaps
Good communication exists throughout the office I feel valued
26
2012

27

 

30
2013

 

25

 

38
2014

 

33

 

45
2015

 

37

 

29
2016

 

27