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Employee Organization Executive CommitteeExecutive Leadership Team
Employee Engagement SurveyRecommendations 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 towork for the Library and are satisfied with their jobs. There is good communication aboutthe matters that affect people’s work. Employees feel that they have a grasp on theirrole in the Library’s strategy and mission.The LEO Executive Council and the Library’s Executive Leadership Team have reviewedthe results of the survey and have developed a list of recommended actions to addressthe areas where improvements can be made. Everyone in the organization will have a roleto play. We have identified a specific set of strategies and actions that will be the focusof the Achieving Organizational Excellence Outcome Lead, a position that will be hired inthe near future.
Findings and Recommended Actions: Executive Leadership Team
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Key Findings:
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“The ELT has communicated a vision of the library of the future thatmotivates me.” (2.78/7)
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“The premiums I pay for insurance coverage is reasonable.” (4.21/7)
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“The Executive leadership Team encourages open and honestcommunication.” (2.86/7)
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“Members of the Executive Leadership Team are accessible andapproachable.” (3.03/7)
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“My ideas and suggestions are valued by management.” (4.07/7)
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“I am appropriately involved in decisions that affect my work.” (4.31/7)
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“The ELT communicates the information that I need to know about theLibrary.” (2.86/7)
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“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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“The ELT cares about the staff and volunteers.” (3.02/7)
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Related actions:
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Distribute recommendations and survey results to Board, Leadership Teamand Employees.
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Clearly communicate the vision of the Salt Lake City Public Library andchanges anticipated in the future.
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Hire outcome lead.
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Develop scope of service and methodology for compensation study withemphasis on health benefits.
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Improve Accessibility and approachability of ELT.
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Clarify decision making roles and authority.
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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
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Strategy:
Implement consensus decision-making techniques and integrate theconcept of collaborative design.
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Data:
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“Library policies and practices promote the most effective library services.”(4.08.7)
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“The ELT is committed to providing high quality products and services topatrons.” (3.58/7)
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“My ideas and suggestions are valued by management.” (4.06/7)
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“Organizational policies are clearly communicated.” (3.58/7)
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Actions:
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Define “collaborative design” within the organization.
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Involve employees in designing and implementing the AOE initiatives bycalling for employee interest in participating in workgroups to design andimplement initiatives.
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Update Policy and Procedures Manual to ensure organizational policies areclearly understood and communicated. Post in a digitally searchable, easyto navigate format.
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Strategy:
Hire, develop, promote and recognize employees who understand andpositively promote the Library’s mission, strategies and vision for the future.
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Data:
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Highest rated library services: Books and Materials (6.85/7), Circulation(6.28/7)
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“The Library recognizes employees who provide high-quality services.”(3.59/7)
 
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“The ELT is committed to providing high quality products and services topatrons.”
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“I have a clear understanding of what is expected of me.” (5.40/7)
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Actions:
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Provide continuing education to ensure everyone understands andpositively promotes the strategies as approved by the Board of Directors.
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Define a recognition and rewards program.
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Strategy:
Build leadership and management skills and ensure employees have theskills they need for the future. Value professional activities and continuingeducation that improves the Library.
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Data:
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“I am encouraged to suggest new and better ways of providing services tothe community.” (4.58/7)
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“The Library provides quality training to improve Library services.”(4.44/7)
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“I am satisfied with my opportunities for advancement.” (3.51/7)
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Actions:
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Identify basic leadership/management training and require all supervisorsto complete.
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Define leadership skills, develop training built around those skills andoffer to up-and-coming employees.
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Create a workgroup to identify skills employees will need in the future.
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Define and identify how Library supports professional activities andinvolvement.
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Strategy:
Reinforce that we are all part of one Library system, a cohesiveorganization with shared vision, values and strategy.
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Data:
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“I see a clear link between my work and Library’s outcomes.” (3.78/7)
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“The Library has a clear sense of direction.” (2.99/7)
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“The Library has set realistic goals and outcomes.” (3.28/7)
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“The Library’s current strategy and mission are well implemented.”(3.00/7)
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“Organizational Policies are clearly communicated.” (3.58/7)
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Actions:
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Anchor strategic plan into the day-to-day life at the Library by keepingeveryone informed of initiatives and progress.
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Revise and clarify the Employee Handbook with employee involvement.Separate policies from procedures, post in a digitally searchable, easy tonavigate format.
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