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Employee Organization Executive Committee
Executive Leadership Team
Employee Engagement Survey
Recommendations Report
October 2011
Background
The results of our employee engagement survey tell a story about
the Salt Lake CityPublic Library of today. There are many positive
things to report: employees are proud to
work for the Library and are satisfied with their jobs. There is
good communication about
the matters that affect peoples work. Employees feel that they
have a grasp on their
role in the Librarys strategy and mission.
The LEO Executive Council and the Librarys Executive Leadership
Team have reviewed
the results of the survey and have developed a list of
recommended actions to address
the areas where improvements can be made. Everyone in the
organization will have a role
to play. We have identified a specific set of strategies and
actions that will be the focus
of the Achieving Organizational Excellence Outcome Lead, a
position that will be hired in
the near future.
Findings and Recommended Actions: Executive Leadership Team
Key Findings:o The ELT has communicated a vision of the library
of the future that
motivates me. (2.78/7)
o The premiums I pay for insurance coverage is reasonable.
(4.21/7)o The Executive leadership Team encourages open and
honest
communication. (2.86/7)
o Members of the Executive Leadership Team are accessible
andapproachable. (3.03/7)o My ideas and suggestions are valued by
management. (4.07/7)o I am appropriately involved in decisions that
affect my work. (4.31/7)o The ELT communicates the information that
I need to know about the
Library. (2.86/7)
o If I had the skills needed for another position at the
Library, I wouldreceive fair consideration for transfer or
promotion to that job. (3.03/7)
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o The ELT cares about the staff and volunteers. (3.02/7) Related
actions:
o Distribute recommendations and survey results to Board,
Leadership Teamand Employees.
o Clearly communicate the vision of the Salt Lake City Public
Library andchanges anticipated in the future.
o Hire outcome lead.o Develop scope of service and methodology
for compensation study with
emphasis on health benefits.
o Improve Accessibility and approachability of ELT.o Clarify
decision making roles and authority.o Build a workplace of engaged,
informed employees.
New Intranet, include policies and procedures Complete launch of
promotions hub Quick facts on important topics
Recommended Actions: Achieving Organizational Excellence
Outcome
Strategy: Implement consensus decision-making techniques and
integrate theconcept of collaborative design.
Data:o Library policies and practices promote the most effective
library services.
(4.08.7)
o The ELT is committed to providing high quality products and
services topatrons. (3.58/7)
o My ideas and suggestions are valued by management. (4.06/7)o
Organizational policies are clearly communicated. (3.58/7)
Actions:o Define collaborative design within the organization.o
Involve employees in designing and implementing the AOE initiatives
by
calling for employee interest in participating in workgroups to
design and
implement initiatives.
o Update Policy and Procedures Manual to ensure organizational
policies areclearly understood and communicated. Post in a
digitally searchable, easy
to navigate format.
Strategy: Hire, develop, promote and recognize employees who
understand andpositively promote the Librarys mission, strategies
and vision for the future.
Data:o Highest rated library services: Books and Materials
(6.85/7), Circulation
(6.28/7)
o The Library recognizes employees who provide high-quality
services.(3.59/7)
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o The ELT is committed to providing high quality products and
services topatrons.
o I have a clear understanding of what is expected of me.
(5.40/7) Actions:
o Provide continuing education to ensure everyone understands
andpositively promotes the strategies as approved by the Board of
Directors.
o Define a recognition and rewards program. Strategy: Build
leadership and management skills and ensure employees have the
skills they need for the future. Value professional activities
and continuing
education that improves the Library.
Data:o I am encouraged to suggest new and better ways of
providing services to
the community. (4.58/7)
o The Library provides quality training to improve Library
services.(4.44/7)
o I am satisfied with my opportunities for advancement. (3.51/7)
Actions:
o Identify basic leadership/management training and require all
supervisorsto complete.
o Define leadership skills, develop training built around those
skills andoffer to up-and-coming employees.
o Create a workgroup to identify skills employees will need in
the future.o Define and identify how Library supports professional
activities and
involvement.
Strategy: Reinforce that we are all part of one Library system,
a cohesiveorganization with shared vision, values and strategy.
Data:o I see a clear link between my work and Librarys outcomes.
(3.78/7)o The Library has a clear sense of direction. (2.99/7)o The
Library has set realistic goals and outcomes. (3.28/7)o The
Librarys current strategy and mission are well implemented.
(3.00/7)
o Organizational Policies are clearly communicated. (3.58/7)
Actions:
o Anchor strategic plan into the day-to-day life at the Library
by keepingeveryone informed of initiatives and progress.
o Revise and clarify the Employee Handbook with employee
involvement.Separate policies from procedures, post in a digitally
searchable, easy to
navigate format.
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Strategy: Further a workforce with a sense of community,
reputation and pride.Ensure employees know the appropriate avenues
to share comments, concerns
and ideas.
Data:o I am encouraged to suggest new and better ways of
providing services to
the community. (4.58/7)o My ideas and suggestions are valued by
management. (4.06/7)
Actions:o Define the process for employees to bring their
concerns forward and train
all employees
o Develop unifying, community programs such as wellness
initiatives orLibrary 3.0.
o Implement tactics that value receiving ideas, concerns and
suggestions.
