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 City Public 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 and approachable. (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 would receive fair consideration for transfer or promotion to that job. (3.03/7)

o The ELT cares about the staff and volunteers. (3.02/7) Related actions: o Distribute recommendations and survey results to Board, Leadership Team and Employees. o Clearly communicate the vision of the Salt Lake City Public Library and changes 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 the concept 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 to patrons. (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 are clearly understood and communicated. Post in a digitally searchable, easy to navigate format. Strategy: Hire, develop, promote and recognize employees who understand and positively 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)

o The ELT is committed to providing high quality products and services to patrons. o I have a clear understanding of what is expected of me. (5.40/7) Actions: o Provide continuing education to ensure everyone understands and positively 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 supervisors to complete. o Define leadership skills, develop training built around those skills and offer 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 cohesive organization 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 keeping everyone 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.

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 or Library 3.0. o Implement tactics that value receiving ideas, concerns and suggestions.