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Prepared by Christine Walker December 2011

ACCV Staff Survey. Prepared by Christine Walker December 2011. Background. This ACCV Organisational Effectiveness Survey has been conducted for the first time in 2011. It serves as:

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Prepared by Christine Walker December 2011

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  1. ACCV Staff Survey Prepared by Christine Walker December 2011

  2. Background This ACCV Organisational Effectiveness Survey has been conducted for the first time in 2011. It serves as: • An opportunity for ACCV employees to provide confidential and private feedback via an on line survey to the organisation. • An opportunity for staff to express their views and opinions about how the organisation meets its values, mission, strategic and business plans. • An opportunity to provide feedback of their own experience with ACCV and also give suggestions for organisational improvements. • The survey will be used to improve the organisational effectiveness and workplace culture of ACCV. • It attempts to measure the extent our staff values are being embraced and staff perceptions about our workplace culture.

  3. ACCV Values

  4. Methodology • The survey was conducted online • All staff were sent a link to the survey in the first week of October 2011, and two reminders to complete the survey • The survey was closed on 30 November 2011 with a total of n=26 responses

  5. Results

  6. There is someone to talk to about one’s work, but not necessarily feedback about it Overall Rating: 3.25 Top Score Possible = 4 Question: The first set of questions are about Workplace Cultural attributes driven by ACCV values. Please indicate how strongly you agree or disagree with each of the following statements. OPEN AND HONEST COMMUNICATION is demonstrated by ... (Base: n=26)

  7. From Comments:Open and Honest Communication • Staff are approachable, responsive & provide support. • Work closely as a team. • Communication flow from management lacking. • No clear direction to end objectives. • Communications not as easy with larger training area.

  8. Overall good ratings, but some lack of feeling valued. This may tie back to not enough feedback. Overall Rating: 3.31 Top Score Possible = 4 Question: The following statements are about dignity and respect at ACCV, between staff and management. Please indicate how strongly you agree or disagree with each of the following statements. DIGNITY AND RESPECT is expressed at ACCV by ... (Base: n=26)

  9. From the Comments:Dignity and Respect • Management is approachable and willing to discuss issues. • New staff and rapid growth means processes are behind; also sometimes personalities and ideas clash. • Staff development days would help to work through this. • Seems to be different conditions for different staff – a lack of consistency.

  10. ACCV profiles as a productive co-operative place to work, with scope to improve in individual opportunities, and in quality procedures. Overall Rating: 3.2 Top Score Possible = 4 Question: Some further statements this time about innovation and creativity at ACCV. Please indicate how strongly you agree or disagree with each of the following statements. INNOVATION AND CREATIVITY are expressed at ACCV by ... (Base: n=26)

  11. From the Comments:Innovative and Creative • Willing, ambitious and well qualified staff. • Stimulating and good levels for satisfaction. • Opportunities are provided for training. • Little scope for professional growth because ACCV is small. • Difficult to show initiatives outside job parameters because of time, red tape and others’ ambitions. • Some reallocation of tasks could assist. • Micro management reduces recognition of staff.

  12. Strong agreement with the fundamental purpose of the organisation. Overall Rating: 3.55 Top Score Possible = 4 Question: It is important to understand how you relate to members, and how well you think ACCV does. How much do you agree (or not) with each of the following statements. MEMBER DRIVEN: We work in a supportive and engaging work environment and provide quality services to members. This is demonstrated by ... (Base: n=26)

  13. From the Comments:Member Driven • Key focus is on member welfare/benefits. Unwavering. • Needs caution on pricing and not get sidetracked by profits. • Some opportunity to focus internally.

  14. Staff enjoy their work and feel engaged. Fewer agree they are satisfied with their remuneration, but this is common in staff surveys. Overall Rating: 3.2 Top Score Possible = 4 Question: This is the last set of statements, and very much about how you feel about working at ACCV. How much do you agree (or not) with each of the following statements. ENJOYMENT AND WELLBEING: We experience enjoyment and wellbeing at ACCV by ... (Base: n=26)

  15. From the Comments:Enjoyment and Wellbeing • Supportive. • Workload manageable most of the time. • Can be hard to meet peaks. • Workload is high. • Policies and processes are required to ensure equity.

  16. Overall Ratings are very good but some areas are weaker than others

  17. Other General Comments about ACCV • Things may be improved upon once systems are bedded down as we are currently experiencing a major growth phase. • It is a wonderful organisation to work for with staff so passionate about the work they do for the welfare of older people. • Team Building activities to create more bonding between the staff and get to know each other well and have fun. • ACCV has grown rapidly without proper planning of the processes and procedures.

  18. Given the high ratings in each specific area, it is not surprising to find overall satisfaction with ACCV is positive. Question: Overall how satisfied are you with ACCV as a place to work? (Base: n=26)

  19. Conclusions • Overall ratings are very high and positive, reflecting a strong team. • Levels of satisfaction overall are high. • An area of key strength is being member driven. • There also is a strong sense of team at ACCV. • However there are some areas which could benefit from staff focused efforts. • Having a sense of achievement and of making progress in one’s work are key to satisfaction. There are some areas which would assist in building the sense of achievement: • Innovation and creativity are a little lacking for staff and in part this may be because of rapid growth and heavy workloads. • Feedback from management most likely in a “work in progress” way would also improve the sense of achievement. • Processes possibly need some improvement, including quality processes.

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