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Destatis‘ experience in conducting Staff opinion surveys

Learn about the history and context of staff opinion surveys at Destatis, the questionnaire design, implementation aspects, and the follow-up process. Discover the importance of staff opinion surveys for human resources development and the necessary follow-up measures.

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Destatis‘ experience in conducting Staff opinion surveys

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  1. Destatis‘ experience in conducting Staff opinion surveys CES Forum on Human Resources Management and Training Geneva, 14 September 2010

  2. Agenda • History and context of staff opinion surveys at Destatis • Questionnaire design • Implementation aspects • Follow-up process • Conclusion

  3. History and context (I) • Origin in quality management • Initiative by management • Aims • Assessment of staff satisfaction with physical work environment, work conditions, relations to superiors and to Destatis as an employer • Systematic improvement of qualification, leadership and cooperation • Improvement of staff satisfaction by developing and implementing improvement measures where relevant (e.g. human resource development strategies, measures concerning the physical work environment)

  4. History and context (II) • Structural information • Roughly 2,500 active employees • Different educational backgrounds and functions/four service categories (ordinary service, intermediate service, higher intermediate service and higher service) • Destatis operates in three locations • History of the survey • Three surveys: 2005, 2007, 2009

  5. Questionnaire design • Online questionnaire using a five-point-scale • Prognosis questionnaire (superiors) • About 80 questions referring to the following categories: • Statistical data • General satisfaction • Work(place) conditions • Reactions to the 2007 Staff Satisfaction Survey • The work itself • Information and goals • Qualification and career opportunities • Co-operation within the department, division, section, unit • Immediate superior • The Federal Statistical Office as an employer

  6. Implementation aspects (I) • Implementation: Institute for Research and Development at Destatis supported by a project team • Tasks: • Questionnaire design • Reporting system • Discussion and interpretation of results • Identification of fields of actions for improvements • After each meeting: Intranet information for all employees

  7. Implementation aspects (II) • Data protection measures • Name not required/random passwords • Results only published for groups of at least 8 respondents • Declaration of confidentiality for people with data access • Reporting system established beforehand (clear purpose) • Processing and data analysis • Reports for Destatis as a whole, departments, and divisions • Reports include comparisons over time and comparisons with superior organisational unit • Reports include analyses according to location, gender and status

  8. Implementation aspects (III) • Information • Destatis results: Information of all employees via intranet • Individual department/division reports: Head of respective department/division • Cover letter of the President published on the intranet indicating top-priority fields • Advertising • Own key visual and slogan for each staff satisfaction survey • Flyers, posters, information desks • Regular information and own website on the intranet • Letter by the president on the first day of fieldwork for all employees including a give-away • Preliminary total response rate was displayed during data collection period and updated each day

  9. Follow-up process (I) Potential for improvement affecting most employees Potential for improvement affecting only certain divisions/sections B O T T O M U P T O P D O W N

  10. Follow-up process (II) Potential for improvement affecting most employees: T O P D O W N • Discussion at top management level, supported by HRM division • Measures (to be implemented): • Feedback to superiors by their subordinates (in 2011) • Regular meetings between President and staff • Four-year intervals (instead of every two years)

  11. Follow-up process (III) Potential for improvement affecting only certain divisions/sections: B O T T O M U P • Divisions/sections develop specific measures • Discussion between divisions/sections and President/Vice-president • Divisions/sections hand in proposed measures to controlling section • 2009: 121 measures, mainly regarding communication • Regular controlling of measures

  12. Conclusion • Staff opinion surveys offer a great deal of potential with regard to human resources development • Staff opinion surveys require a high amount of preparation • Follow-up measures are essential • Otherwise: Staff members will lose trust => response rate will decrease • Follow-up process is time-consuming

  13. Thank you for your attention! Heinz-Christoph Herbertz Phone: +49 611 75 2345 Email: heinz-christoph.herbertz@destatis.de

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