Felix Odete

REPORT OF THE EMPLOYEE ENGAGEMENT AND SATISFACTION SURVEY WORK ENVIRONMENT SURVEY INTERNAL COMMUNICATIONS AUDIT DRUGS AND SUBSTANCE ABUSE SURVEY FOR KENYA ROADS BOARD A RESEARCH REPORT BY INTEX MANAGEMENT INSTITUTE AUGUST 2018 Founded in 1980, Intex Management Institute (IMI) was established to offer human resource management consultancy and training services for both large and medium organizations in the public and private sectors. IMI was incorporated to provide specialized human resource development services (training), as well ass consultancy in baseline surveys and market research surveys. As part of its social responsibility, Intex Community Support Initiative (CBO) was established to provide community support services to the needy. Visit IMI Online at intexservices.co.ke CONTACT Symon Mwaniki Email:-Phone: - ONLINE IMI Online intexservices.co.ke IMI Research and Surveys IMI on Twitter @intexservices IMI on LinkedIn linkedin..com Email:-Phone: - CONTENTS 2 1.0 Executive Summary 4 2.0 About This Report 6 3.0 Methodology, Data Analysis & Inferences- 3.1 Survey Methodology 3.2 Top Contributors to Employee Engagement and Job Satisfaction 3.3 Aspects Contributing to Employee Engagement 3.4 Suggestions for Improvement 3.5 What do These Findings Mean for KRB 14 4.0 Employee Job Satisfaction by Age Group 16 5.0 Employee Job Satisfaction: Career Development- 5.1 Training and Career Development 5.2 Leadership and Management Style 5.3 Gender Mainstreaming 5.4 Work Ethics and Integrity 5.5 Fairness/Equity 5.6 Performance Appraisal 21 6.0 Employee Job Satisfaction: Compensation & Benefits 22 6.1 Basic Salary 23 6.2 Benefits 24 Employee Job Satisfaction: Employee Relationships with Mgt- 7.1 Disability Mainstreaming 7.2 Official Channels of Communication 7.3 Stress Minimization at Work 7.4 Relationship with Seniors 7.5 Dispute Resolution 7.6 Gender Mainstreaming 36 8.0 Employee Job Satisfaction: Work Environment- 8.1 Overall Satisfaction Level on Work Environment 8.2 Work Space and Ambience 8.3 Occupation Health and Safety Policy 8.4 Security Measures and Awareness 8.5 General Hygiene 8.6 Availability of Official Transport 8.7 Condition of and Maintenance of KRB Vehicles 8.8 State of Office Fixtures and Fittings 8.9 Supply of Workplace Consumables 8.10 State of Work Facilities and Equipment 8.11 Fire Safety and Protection 8.12 First Aid Equipment 8.13 Provision of Uniforms and Protective Clothing 8.14 Suggestions for Improvement on Work Environment 41 9.0 Information Communications Technology - 9.1 Importance of ICT Service 9.2 Overall Quality of ICT 9.3 ICT Staff are Polite 9.4 System Provided by ICT Meets Needs Effectively 9.5 Adequate Use of ICT Facilities 9.6 Choice in IT Equipment/Software Used by KRB 9.7 Service Interruptions (Email or Network Access) 9.8 Problematic Systems 9.9 Troubleshooting on ICT Problems 9.10 Commonly Used MS Office Applications 9.11 Have You Received Training on MS Office Apps? 9.12 Suggestions for Improvement on ICT Services 10.0 Drugs, Alcohol, and Substance Abuse 11.0 Communications Audit 12.0 General Perceptions 13.0 Demographics 14.0 Conclusions 15.0 Appendix REVITALIZING A CHANGING WORKFORCE | 1 1.0 EXECUTIVE SUMMARY KENYA ROADS BOARD AIMS TO BE THE EMPLOYER OF CHOICE IN ORDER TO IMPROVE EMPLOYEE MOTIVATION AND RETENTION OF STAFF. THIS OBJECTIVE HAS INSPIRED THIS SURVEY AND REPORT IN ORDER TO ENABLE THE BOARD TO SATISFY ITS EMPLOYEES, AND ITS CUSTOMERS, COMMITTING TO OFFER SERVICE DELIVERY THAT SURPASSES EXPECTATIONS. Employee engagement is the extent ot which employees feel passionate about their jobs, committed to the organization, and put discretionary effort into their work. This year, 2018, overall employee engagement and satisfaction at KRB stands at 65% With regard to Employee Engagement and Satisfaction, KRB employees reported 65% overall satisfaction. Aspects that were rated highest include satisfaction with the HIV/AIDS Awareness Progam at 79%, Drug and Substance Abuse Programe and Disability Mainstreaming Program at 77% each. Poorly rated aspects in employee engagement were the efforts to minimize sexual harassment at work, at 18%, leave allowance at 41%, and the pension scheme at KRB, at 54%. Not surprisingly, as the economy has remained relatively stable over the last couple of years, it appears that KRB was providing incentives and perks that had been previously low. As a result the survey respon-dents rated Basic Salary at 63%, House Allowance at 60%, and Commuter Allowance at 62%. The Medical and Pension Schemes were rated at 55% and 54% respectively. It is worth noting that 65% of your employees are happy and 28% are very happy working at KRB. 21% feel that KRB has improved in work engagement, and a healthy 60% of the respondents expect to continue working at KRB for over 10 years to come. FIGURE 1 SATISFACTION WITH CURRENT JOB AND ORGANIZATION 41% 77% 54% 79% 77% 18% Leave Allowance Drug & Substance Abuse Program Pension Scheme HIV/AIDS Awareness Program Sexual Harassment Disability Mainstreaming Program Note: Figure represents highest and lowest rated aspects in the Employee Engagement Section of the survey. Note: n = 32. Concerning overall satisfaction on perception with various management policies, the rating was good at 72%. Aspects which were highly rated were Disability Mainstreaming at 77%, Gender Mainstreaming at 75% and Relationship with Seniors at 71%. However, Dispute Resolution Mechanisms were lowly rated at 59%. All the same, employees appeared to be happy on this aspect REVITALIZING A CHANGING WORKFORCE | 2 Satisfaction with various work place environment aspects was good at 78%. The three highest rated aspects were Supply of Workplace Consumables at 87%, Condition and Maintenance of KRB Vehicles at 86%, and the State of Office Furniture and Fixtures at 84%. The three lowest rated aspects were Provision of Protective Clothing at 61%, FIrst Aid Equipment at 69%, and Adequate Work Space and Ambience at 72%. Considering that all the aspects were rated above 60% is an indication that employees are satisfied with the work environmet at KRB. However, it was suggested that due to the growth of KRB staff there is a need to expand working space in order to accommodate more staff. Finally, staff indicated good familiarity with KRB’s core mandate, vision, mission, and core values at 80% and above. Happiness working for KRB was well rated at 94% and comparative change in work engagement and work environment indicated that KRB has improved for the better at 86% with an indication that 60% of staff expect to continue working for KRB for the next ten years and above. Our recommendation is that KRB should continue engaging staff on those little things that concern them and more critical implement the suggestions that were made for a better tomorrow. The overall quality of service delivery by the ICT Department was considered to be above average at 60%. Employees suggested that there was a need for more training on advance applications, cyber security as well as to increase the server capacity. Regarding internal means of communication, e-mail was considered as the most appropriate at 74% as opposed to memos and face-to-face dialogue. Inter-departmental communication was also considered relatively good at 69%. Nevertheless, there is a need to improve on the flow of information downwards. REVITALIZING A CHANGING WORKFORCE | 3 2.0 ABOUT THIS SURVEY REPORT 2 | EMPLOYEE JOB SATISFACTION AND ENGAGEMENT The following report represents the findings from the Employee Engagement and Job Satisfac-tion Survey carried out on behalf of Kenya Roads Board employees, in August 2018. The purpose of the survey was to identify factors that influence overall employee satisfaction, engagement, and awareness of the workplace related issues. This information will provide insight on employee preferences and highlight key areas for KRB to consider in developing initiatives for organizational improvement. The survey respondents comprised of 35 employees out of 73, representing a response rate of 48% The survey assessed twenty nine (29) aspects of employee engagement and satisfaction, twelve (12) aspects of the work environment, twenty two (22) aspects of drug and substance abuse, eighteen (18) aspects of communications audit, and eight (8) aspects of general knowledge pertaining to the organization. The aspects are categorized into the following eight areas: CAREER DEVELOPMENT DRUG & SUBSTANCE ABUSE WORK ENVIRONMENT ENGAGEMENT OPINIONS COMPENSATION & BENEFITS EMPLOYEE RELATIONSHIPS WITH MANAGEMENT INFORMATION COMMUNICATIONS TECHNOLOGY COMMUNICATIONS AUDIT The overall findings are explained in detail through supporting visual references. Analysis by trend data, demographic variables and other variables can be found in the Appendix. The survey objectives of this assignment as per the terms of reference were to provide: • An analysis of the importanace of various contributors to employee job satisfaction, including statistically significant differences. • An analysis of the relationship between employee satisfaction levels of job satisfaction and engagement. •A rating of the top contributors to overall employee job satisfaction by demographic variables including employee gender, age and job level. • An analysis of employee engagement through an engagement index computation. • Additional analyses by demographics, including gender and age. • An analysis of the work environment survey • An analysis of the ICT • An analysis of the drug and substance abuse survey • An analysis of the communications audit and general perception of KRB. REVITALIZING A CHANGING WORKFORCE | 5 3.0 METHODOLOGY, DATA ANALYSIS, AND INFERENCES 3.1 Survey Methodology, Data Analysis and Inferences The sample of employees used in this survey was derived from the entire employee population at KRB through a web-enabled survey instrument. In total, 35 individuals completed the online 2018 Employee Job Satisfaction, Work Environment, ICT, Communications Audit, and Drug and Substance Abuse Survey. This represented 48% of the total population. MS Excel and SPSS packages were used for data analysis and inferences. However, the following should be noted. Analysis: Standard statistical research methods were used to determine if observed differences were statistically significant (i.e., likelihood that the difference is not likely due to chance). Some results discussed within this report may not be statistically significant. Furthermore, not all findings are presented in an accompanying figure or table. Tables: Unless otherwise noted in a specific table, please note that the following statements are applicable to data depicted in tables throughout this report. • Percentages for a question or a response option may not total 100% due to rounding. • Tables in the Appendix present the overall percentage and the percentage by select employee demographic characteristics; however, only response options which there were significant differences are shown. Figures: Unless otherwise noted in a specific figure, the following statements are applicable to data depicted in figures throughout this report. • Percentages for a question or a response option may not total 100% due to rounding. Generalization of results: As with any research, readers should exercise caution when generalizing results and take individual circumstances and experiences into consideration when making decisions based on these data. Number of respondents: The number of respondents (indicated by “n” in figures and tables) varies from table to table and figure to figure because some respondents did not answer all of the questions. Individuals may not have responded to a question on the survey because the question or some of its parts were not applicable or because the requested data was unavailable. This also accounts for the varying number of responses represented within each table or figure. A confidence level and margin of error gives readers some measure of how much they can rely on survey responses to represent all KRB employees. Given the level of response to survey items asked of all respondents, Intex Management Institute is 92% confident that responses given by responding KRB employees can be applied to all employees in general, with a margin of error of approximately 4%. For example, 57% of the responding employees reported that the relationship with their seniors was satisfactory. With a 92% confidence interval, the reader can be 92% certain that between 52% and 61% of employees believe that the relationship with their immediate supervisor is satisfactory. It is important to note that as the sample size decreases, the margin of error increases. REVITALIZING A CHANGING WORKFORCE | 7 3.2 Top Contributors to Employee Engagement and Job Satisfaction HIV/AIDS Awareness Program was rated highest in the survey. However other aspects which were highly rated, and contributed to overall job satisfaction. They include;the Drug and Substance Abuse Program, Disability Mainstream-ing Program, General Work Ethics, Leadership and Management Style, Outsourced Services, Gender Mainstreaming, Staff Events, Wellness Programs, and Relationship with Seniors. This supports the theory that although employees place importance on financial features of a job such as pay and benefits, they also consider culture and connection to be of utmost importance. Feeling appreciated for their time and efforts creates a bond between employees, manage-ment and their organization. FIGURE 2 Satisfied JOB SATISFACTION ASPECTS RATED AS SATISFIED BY EMPLOYEES Dissatisfied 67% 31% HIV/AIDS Awareness Program (1) 44% 28% Other Emotional Support Programs (10) 63% 23% Drug and Substance Abuse Program (2) 43% 26% Stress Management (11) 60% 27% Disability Mainstreaming Program (2) 43% 34% Basic Salary (12) 58% 32% Fairness/Equity (3) 42% 25% General Staff Attitude Towards Other Staff Members (12) 55% 27% Gender Mainstreaming Program (4) 40% 36% Relationships with co-workers (16) 55% 37% Staff Events (5) 40% 25% Commuter Allowance (17) 53% 33% Relationship with Seniors (6) 39% 21% Traning and Career Development (18) 53% 40% Leadership and Management Style (6) 39% 30% House Allowance (19) 50% 48% Work Ethics and Integrity (6) 39% 21% Dispute Resolution (20) 49% 37% Outsourced Services (6) 36% 21% Medical Scheme (21) 48% 34% Wellness Programs (7) 35% 30% Leave Allowance (22) 48% 26% Official Channels of Communication (7) 35% 26% Minimizing Sexual Harassment (22) 48% 25% Performance Appraisal (8) 47% 24% Funeral Assistance Program (9) 46% 32% Teamwork (9) 45% 24% Inter-Departmental Cooperation (9) Note: n = 35. Satisfaction percentages are based on a scale where 1 = "very dissatisfied" and 5 = "very satisfied." REVITALIZING A CHANGING WORKFORCE | 8 71 % SATISFACTION LEVEL WITH LEADERSIHP AND MANAGEMENT STYLE LEADS THE CLUSTER OF ASPECTS SIGNIFICANT WITH EMPLOYEE RETENTION. According to survey, the best employees will leave at one time or another. It might not be today or tomorrow, but a day will come when your best and brightest employee will depart for greener pastures. And that’s normal. The best you can hope to do is meet employee expectations today. KRB might do it’s best to provide stellar working conditions, yet others are failing to do even the minimum. Retention and turnover affect everyone in the organization. Getting a handle on it pays dividends into the future. It never hurts to regularly review your retention strategy to ensure you’re doing the best you can to keep the team at KRB happy and healthy. Research identified the following factors p ertaining to retention strategy at KRB (all aspects indicated by satisfaction level): Leadership and Management Style (71%); Wellness Programs (70%); Performance Apprais- KRB MAY NEED TO TAILOR IT’S RETENTION AND RECRUITMENT STRATEGIES AROUND MULTIPLE ELEMENTS, CREATING A TOTAL REWARDS PROGRAM. al (67%); Basic Salary (63%); Training and Career Development (61%); Inter-departmental Cooperation (66%); and Relationship with Seniors (71%). Survey analysis also highlighted General Staff Attitudes Towards Other Employees (63%) as an indicator for employee retention factor. Socialization practices-delivered via strategic job induction program - can help with new hirings who are more likely to stay. These practices include shared and individualized learning experiences, formal and informal activities that help people get to know one another, and the assignment of more seasoned employees as role models for new employees. Set KRB and the new staff for success by planning an unbeatable job induction process and having it ready to go before the recruit-ment process. BASIC SALARY 63% Basic salary is ranked 12th in terms of satisfaction in the employee satisfaction survey. REVITALIZING A CHANGING WORKFORCE | 9 3.3 Aspects Contributing to Employee Engagement Over the years, employee engagement has been the subject of numerous studies, including employee turnover, absenteeism, dedication at work and many more. It all goes back to getting the employee interested in working with you and for you. The main benefit of an engaged pool of employees is easily reflected in their performance and productivity at the workplace. This includes low employee turnover and their commitment to KRB and its values and willingness to help out colleagues. Employee engagement is therefore all about valuing KRB employ-ees. While factors considered here are a good start, there is still much more to look into when it comes to perfecting KRB employee engagement. Remember that an engaged employee is productive, active and disciplined. Overall engagement at KRB was rated at 67%. Employee engagement factors were also analyzed according to a variety of demographics including gender, age and academic level. FIGURE 3 EMPLOYEE ENGAGEMENT Conditions for Engagement 66% Inter-departmental Cooperation 66% Teamwork 71% Work Ethics and Integrity + = Engagement Conditions Employee Advancement 63% General Staff Attitudes Towards 61% Training & Career Development Other Employees. 71% Relationship with Seniors 59% Dispute Resolution. + 75% Fairness/Equity 71% Leadership & Management Styles Employee Engagement Note: Top six employee engagement conditions, opinions and behaviors are shown. REVITALIZING A CHANGING WORKFORCE | 10 In this survey, employee engagement was examined through 18 aspects, consisting of employee engagement conditions, opinions and behaviors. Based on a five-point scale, with 1 representing the least engaged and 5 representing the most engaged, an average of all employee engagement items yielded an index of 3.4 for 2018. Although it indicates that employees are moderately engaged, KRB should work towards improvement programs in order to further raise the index. Conditions for Engagement A number of job satisfaction contributors are linked to employee engagement; these aspects are described as the conditions for engagement in this research. They refer to the employees’ capacity and reasons to engage. Optimal levels of employee engagement can be reached by promoting select workplace aspects that are linked with overall job satisfaction. Providing these ideal circumstances allows employees to commit their undivided attention to their work. TABLE 1 CONDITIONS FOR ENGAGEMENT Very Dissatisfied Dissatisfied Neutral Satisfied Very Satisfied Overall Satisfaction General staff attitudes towards other staff 9% 17% 17% 29% 6% 63% Relationship with seniors 6% 6% 31% 40% 17% 71% Work ethic and integrity 3% 3% 31% 49% 11% 71% Official communication channels 0% 6% 46% 43% 6% 70% Fairness and equity 3% 6% 17% 60% 14% 75% Staff events 0% 11% 20% 46% 3% 74% Gender mainstreaming 3% 6% 29% 43% 20% 74% Disability mainstreaming 3% 6% 34% 37% 14% 77% Wellness programs 3% 11% 34% 37% 14% 70% Training and career development 11% 20% 31% 26% 11% 61% Performance appraisal program 3% 9% 43% 43% 3% 67% Funeral assistance program 9% 3% 40% 31% 14% 66% Other emotional support programs 0% 14% 46% 31% 6% 64% Teamwork 3% 11% 37% 37% 9% 66% Inter-departmental cooperation 6% 14% 29% 49% 3% 66% Emotional support in minimizing stress 3% 10% 40% 37% 3% 64% Leadership and management style 0% 11% 29% 51% 3% 71% Measures for effective dispute resolution 6% 17% 31% 37% 3% 59% Note: Percentages are based on a scale where 1 = “very dissatisfied” and 5 = “very satisfied.” Non Response” responses were excluded from this analysis. REVITALIZING A CHANGING WORKFORCE | 11 SATISFACTION LEVEL WITH DISABILITY MAINSTREAMING The survey indicates that employees at KRB are generally very satisfied with engagement conditions at their workplace. Two aspects ranked highest; disability mainstreaming (77%) as well as fairness and equity (75%). In addition, many other aspects had a rating of 70% and above, namely; gender mainstreaming (74%), staff events (74%), relationship with superiors (71%), leadership and management style at KRB (71%), work ethics and integrity (71%). The aspect employees rated lowest was the manner in which dispute resolution is handled at KRB. The highest factor influencing employee engagement is disability mainstreaming, with over 74% of respondents being satisfied with the aspect. No differences were discovered when responses were compared by gender and age group. Satisfaction levels were relatively alike. Given the numerous likeness between satisfaction levels among KRB staff, it is important to note that satisfaction levels are similar across the board. 77 % 59% SATISFACTION LEVEL WITH DISPUTE RESOLUTION The lowest satisfaction level was with the manner in which dispute resolution is handled within KRB. In order to deter distinctions between satisfaction levels among job levels, it is important to examine engagement of all employees. Organizations that reinforce the "man-agement vs non-management" mentality may create strong hierarchies, eliciting cynicism, distrust and negative attitudes that potentially result in high turnover and poor employee morale. Job enlarge-ment and job rotation are examples of strategies that KRB may consider to engage employees in lower job levels. KRB should also look into engagement behaviors - the "look" of employee engagement - which can be described as actions that positively contribute to the welfare of the organization. Engagement of individual employee groups rather than engagement of individual employees. JOB ENLARGEMENT AND JOB ROTATION MAY INCREASE EMPLOYEE ENGAGEMENT AT LOWER LEVELS IN KRB. 3.4 Suggestions for Improvement • Consider an increment to the house and commuter allowances, grading according to qualifications/experience. • Provide equal opportunities in training. • Focus on building and encouraging good interpersonal relationships, interdepartmental interaction and teamwork by engaging all staff in forums that incorporate their views an concerns in decision making by management on matters that directly affect them. • Provide more interdepartmental coordination and improved communication. • Carry our more surveys on-line. This will go a long way in enhancing employee feedback. REVITALIZING A CHANGING WORKFORCE | 12 3.5 What Do These Findings Mean for KRB? Employees still value culture, as the survey results have indicated, but compensation is increasingly more importance. HR recruitment and retention strategies should be balanced with competitive compensation and schemes, as well as workplace culture that promotes conducive working environment. WORKERS AT ALL CAREER LEVELS PLACE HIGH VALUE ON FACTORS WHEN DETERMINING JOB SATISFACTION, BUT NONFINANCIAL FACTORS ALSO WEIGH HEAVILY IN EMPLOYEES’ SATISFACTION WITH THEIR JOBS. Workers' priorities are often similar across generations, but strategies should not reflect a one-size-fitsall approach. In what has become a challenging time for managing talent at all levels, HR is frequently leveraging employee benefits as a means of recruiting and retaining high-performance employees. The results from this survey show that employees across all age groups were satisfied with their overall benefits. Employees want to feel valued and included. KRB has done well in this regard. Respondents having expressed sufficient levels of satisfaction with associated aspects. KRB should continue to encourage constant communication and feedback among employees at all levels of the organization. Employees at all career levels and age brackets place high value on compensation and benefit related factors when determining job satisfaction, but non-financial factors also weigh heavily in employees' satisfaction. At least half of respondents found a variety of these factors to be very important. By fostering a work environment that emphasizes better communication, respect for others and collaboration among workers at all levels, higher levels of engagement and satisfaction can be expected. REVITALIZING A CHANGING WORKFORCE | 13 4.0 EMPLOYEE JOB SATISFACTION BY AGE GROUP 4.1 Satisfaction levels by Age Groups It is estimated that Millenial workers (those born between 1980 and 2000) will comprise one-half of the workforce by 2020. According to the biodata on the age groups given by the respondents, the consultants found no statistically significant differences in job satisfaction between age groups. Overall, respondents exhibited 65% satisfaction level with their jobs; The millennials (25 - 34 years) expressed 67% satisfaction level. Similar percentages were reported for those aged 35 - 44 years (63%), 45 -54 years (67%), and 55 years and over (64%) (see Figure 4). FIGURE 4 JOB SATISFACTION BY AGE GROUP 65% 67% 67% 63% 64% This survey indicated that there are not a lot of distinctions between each age group's degree of satisfaction. Not surpringly, Millennials exhibited more satisfaction on leave allowance, teamwork, training and career development, and dispute resolution contributing to their job satisfaction compared with older generations (see Figure 5). Overall Employees 25 - 34 Years 35 - 44 Years 45 - 54 Years 55 Years and Over Note: n = 35. Figure represents respondents who indicated they were “somewhat satisfied” or “very satisfied” with their current job. Percentages are based on a scale where 1 = “very dissatisfied” and 5 = “very satisfied.” “Neutral/Neither satisfied nor dissatisfied” were excluded from this analysis. REVITALIZING A CHANGING WORKFORCE | 15 FIGURE 5 DIFFERENCES IN SATISFACTION OF CAREER DEVELOPMENT ASPECTS BY AGE GROUP 25 - 34 Years 35 - 44 Years 69% 71% Work Ethics and Integrity 25 - 34 Years 35 - 44 Years 25 - 34 Years 35 - 44 Years 78% 74% 73% 79% Training and Career Development Performance appraisals Source: Employee Job Satisfaction and Engagement (IMI, 2018) KRB must adjust to fit the changing business landscape, externally and internally. Fulfilling consumer and stakeholder expectations and wants in a real-time manner requires revision of systems and policies. KRB must strive to be adaptable within its workplace by transitioning to continuous feedback instead of relying solely on formal performance review process and offering flexible work arrangements to avoid business interruptions. The need to dispose of rigid procedures is a reflection of the changing business world rather than the integration of growing number of Millennial workers. REVITALIZING A CHANGING WORKFORCE | 16 5.0 EMPLOYEE JOB SATISFACTION: CAREER DEVELOPMENT 14 | EMPLOYEE JOB SATISFACTION AND ENGAGEMENT Given the changes in the way organizations are operating and the shifting demographic composition of the workforce, offering career development opportunities to employees could be extremely beneficial to employers. Overall satisfaction level with career development aspects stands at 70%. Informal and formal learning experiences provide employees with a more comprehensive skill set and reassurance that their employer recognizes their value. Presented with new knowledge and abilities, employees will be better prepared to handle new technologies and innovations and may be able to contribute to enhancing KRB’s systems and procedures. KRB should develop and implement certain policies, including counseling employees, promotion and opportunities to attain excellence that facilitate the employees to prepare their careers. Career development tends to promote knowl-edge, skills and experiences along with behavior modifica-tion and techniques of refinement. FIGURE 6 SATISFACTION WITH CAREER DEVELOPMENT ASPECTS DISSATISFACTION Very Dissatisfied Dissatisfied 12% 20% SATISFACTION Training and career development 30% 26% 11% Satisfied Very Satisfied Note: n = 32. Satisfaction percentages are based on a scale where 1 = “very dissatisfied” and 5 = “very satisfied.” 36% 11% 3% 6% 6% Leadership and management style within the organization 51% 9% Gender mainstreaming 43% 20% 6% Relationship with seniors 40% 17% 3% 3% Work ethics and integrity 49% 11% 3% 6% Fairness/Equity 60% 14% 3% 9% Performance appraisal 24% 3% REVITALIZING A CHANGING WORKFORCE | 18 27% More than one-quarter (27%) of employees who anticipate looking for a new job outside their organization within the next year reported better career advancement opportunities as a reason for the search, whereas among the employees who said they would be unlikely or very unlikely to explore external employment options, only 9% noted career advancements as motivation to remain with their current employer. This sharp contrast in percentages suggests that KRB may need to improve its efforts to promote employees from within the organization. 5.1 Training and Career Development 5.2 Leadership and Management Style Within the Organization Job-specific training can help KRB develop their talents, employees empowering them to become more effective and engaged in their roles. Employees’ expanded knowledge could lead to enhanced organizational processes and increased productivity. Leadership has been defined simply a s a n act that involves influencing others to act toward the attainment of a goal. The act of motivating or causing people to perform certain task intended to achieve specified objectives. Leadership is the act of making things happen rather than letting things happen. Research indicates that HR professionals are worried about the potential mismatch between the skills required to be successful in a role and the skills that job candidates actually possess. Leading concerns being developing the next generation of organizational leaders and managing the loss of key workers and their skill sets due to retirement. Given the anticipated skills gap, training and career development is particularly important to employees and KRB alike. It is essential for KRB to prepare not only for the influx of new and younger employees. Outflow of older staff as well as the changes in KRB operations as a result of factors such as new technologies and innovations call for continuous investment in training and career development for KRB employees. On the job training, mentoring and other chances to enhance employee learning will serve as a retention and recruitment strategy. Overall employee satisfaction with training and development stands at 61%. Thirty-one percent of employees expressed dissatisfaction with training and development at KRB. Employees aged 55 and above being highly satisfied at 80%, and those aged between 35 and 44 lowest at 56% satisfaction level. 16 | EMPLOYEE JOB SATISFACTION AND ENGAGEMENT The leadership at KRB should be exerting both intrinsic and extrinsic influences in the organization. Even though leadership is the most visible of the management functions, largely because it deals so much with people; it involves directing, commanding, guiding, inspiring, initiating, and activating. Management, on the other hand is the process of dealing with or controlling other people. Overall, employees exhibited 71% level of satisfaction with leadership and management practices at KRB. 5.3 Gender Mainstreaming In modern society it is widely acknowledged that there should be equality between women and men in the workplace. At KRB employees exhibited 74% satisfaction level with the gender mainstreaming program. Employees aged between 25 and 54 exhibiting considerable satisfaction. However, those 55 and above reported lower satisfaction with this aspect at 60%. 5.4 Work Ethics and Integrity Ethics is generally defined as a system of moral principles and methods for applying them. Employees want to work with orga- REVITALIZING A CHANGING WORKFORCE | 19 nizations that have strong work and integrity ethics. Organizations that possess these traits are good at getting things done consistently and often require less oversight on daily activities and managers are able to rely upon them. At KRB, employee satisfaction with Work Ethics and Integrity was rated at 71%. 5.5 Fairness/Equity “Fairness is not an attitude, but a perception. It’s a professional skill that must be developed and exercised.” Overall satisfaction rating for this aspect at KRB was given at 75%, exhibiting considerable satisfaction. TRAINING AND CAREER DEVELOPMENT WAS RATED AT 61% SATISACTION LEVEL. SURPRISINGLY, AGE GROUP WITH HIGHEST SATISFACTION WITH THIS ASPECT (80%) WAS THAT OVER 55; SECOND WAS 35-44 YEAR AGE GROUP. 5.6 Performance Appraisal The most obvious purpose of employee appraisals is to measure employees’ performance. However, the major concern to most employees is how the performance process is administered. For under-performing staff, appraisals can be used to identify skills gaps and training needs. Employees can then take the training programmes they need to improve their performance. Employee satisfaction with the way performance appraisal is handled at KRB was rated at 67%. REVITALIZING A CHANGING WORKFORCE | 20 CAREER DEVELOPMENT 6.0 EMPLOYEE JOB SATISFACTION: COMPENSATION AND BENEFITS 20 | EMPLOYEE JOB SATISFACTION AND ENGAGEMENT REVITALIZING A CHANGING WORKFORCE | 19 With the evolving interpersonal job satisfaction needs, KRB's Employee Engagement and Satisfaction Survey revealed that culture and relationships are just as important as financial components that come with a job. Over the last several years, employees have shifted their focus slightly to other aspects of the job such as compensation and benefits. This change in workers' attitudes is not unexpected after a period of low salary raises, health care premium increases and reductions in employee benefits. Figure 7 gives an overall view of satisfaction and dissatisfaction levels on various aspects. FIGURE 7 IMPORTANCE OF AND SATISFACTION WITH COMPENSATION ASPECTS DISSATISFACTION Very Dissatisfied SATISFACTION 6% 6% Basic Salary 6% 20% House Allowance 9% 11% Commuter Allowance 6% 34% 46% 29% 3% 6% Dissatisfied Very Satisfied 20% Leave Allowance 31% Satisfied 6% Medical Scheme 54% 14% 9% Pension Scheme 60% 11% Note: n = 32 Satisfaction percentages are based on a scale where 1 = “very dissatisfied” and 5 = “very satisfied.” 6.1 Basic Salary From the analysis, Basic salary had not dominated as a contributor to engagement and job satisfaction in this survey. KRB employees rated it at an overall 63% satisfaction level and it ranking outside the top ten aspects with high ratings. This indicates that most employees are more concerned with other benefits attached to their remuneration instead of the basic salary. Only 40% of employees were satisfied with their basic salary. REVITALIZING A CHANGING WORKFORCE | 22 6.2 Benefits KRB employees were asked about their satisfaction with different aspects of their benefits package and satisfac-tion data for these aspects are as follows: FIGURE 8 PREVELANCE OF EMPLOYEE BENEFITS 46% • Leave allowance: Overall satisfaction level with the aspect stood at 41%. 41% 31% Dissatisfied 20% Neutral There is a need to look at ways in which leave allowances could be enhanced. Satisfied Overall Leave allowance 62% 46% • Commuter Allowance: Overall satisfaction stood at 62% 35% 20% Note: n = 35. “Not applicable” responses were excluded from this analysis. This aspect was rated above average indicating satisfaction. Commuter allowance 68% 55% 26% • Medical Scheme: Overall satisfaction level with the medical scheme is at 55% Rising cost of medical treatment is an indication that KRB needs to review this aspect regularly to align it with the cost of living. Medical scheme 71% • Pension Scheme: Overall satisaction with this scheme is at 54% 55% 54% 17% 9% There is a need to review this aspect as it was rated slightly above average. Pension scheme 70% 51% • Wellness Programs: Overall satisfaction with this aspect is at 70%. 34% 14% KRB appears to be doing well on this aspect but more could be done. However, from this analysis employees are generally happy with the benefits that they get from KRB. Wellness program REVITALIZING A CHANGING WORKFORCE | 23 7.0 EMPLOYEE JOB SATISFACTION: EMPLOYEE RELATIONSHIPS WITH MANAGEMENT 26 | EMPLOYEE JOB SATISFACTION AND ENGAGEMENT Because employees spend much of their waking hours, interpersonal dynamics in the workplace are important to them. Overall satisfaction on perceptions with various management policies stood at 72%. Toxic relationships can quickly lead to disgruntled employees, impacting negatively on efficiency, effectiveness and other consequences. Positive relationships based on a foundation of mutual trust and understanding have the potential to enhance productivity and organizational success. Management can show support for their staff by considering their viewpoints and presenting opportunities for employees to demonstrate their talents and effective communication. FIGURE 9 SATISFACTION WITH VARIOUS POLICY ASPECTS DISSATISFACTION 6% 6% 11% 3% 6% 3% 6% SATISFACTION Disability mainstreaming Official channels of communication Gender mainstreaming 43% 17% Stress minimization at work 2% 6% Relationship with seniors 6% 17% Dispute resolution Dissatisfied 6% 51% 3% Very Dissatisfied 43% Leadership and management style at KRB Fairness/Equity 14% 60% 60% 9% 20% 14% 37% 40% 37% 3% 6% 3% Note: n = 32. atisfaction percentages are based on a scale where 1 = “very dissatisfied” and 5 = “very satisfied.” Somewhat Satisfied Very Satisfied REVIT REVITALIZING ALIZING A CHANGING WWORKFORCE ORKFORCE | 25 23 7.1 Disability Mainstreaming 7.5 Dispute Resolution Employees expressed 77% satisfaction level with the disability mainstreaming program at KRB. This aspect was rated at an overall satisfaction level of 59%. KRB should ensure that it's working environment is conducive to the needs of persons with disability. A comprehensive Disability Audit needs to be carried out to ensure 100% compliance. Although this rating is slightly above average, it indicates that there is an element of dissatisfaction in dispute resolution. KRB should look into dispute resolution mechanisms to ensure that disputes are resolved amicably. 7.2 Official Channels of Communication 7.6 Gender Mainstreaming This aspect was rated at 70% overall satisfaction. Indicating that employees are satisfied with the official channels of communication. Employees’ overall satisfaction with aspect was rated at 75%, indicating that KRB is an equal opportunity employer. 7.3 Stress Minimization at Work This aspect was rated at an overall satisfaction level of 64%, indicating that whereas the wellness programs encourages good employee mental health, averting the negative impact that stress brings in the workplace, nevertheless more work needs to be done in this area. 7.4 Relationship with Seniors Relationship with seniors at KRB ranked 6th overall, at 71% satisfaction level. This high ranking indicates that relationships with seniors are good. Fostering positive relationships encourages constructive dialogue, in exchanging ideas by providing feedback on performance. In addition, by strengthening the bond of trust, employees become more likely to work as a team and stay committed during difficult times, thus reducing chances of low service delivery. REVITALIZING A CHANGING WORKFORCE | 26 8.0 EMPLOYEE JOB SATISFACTION: WORK ENVIRONMENT 30 | EMPLOYEE JOB SATISFACTION AND ENGAGEMENT 8.1 Overall Satisfaction Level on Work Environment The overall satisfaction rating by respondents on Work Environment was 78%. The three highest rated aspects were supply of workplace consumables (87%); condition and maintenance of KRB vehicles (86%); and the state of office furniture and fixtures (84%). The three lowest rated aspects were provision of protective clothing (61%); first aid equipment (69%); and adequate work space and ambience (72%). Considering that all the aspects were rated above 60% is an indication that employees are satisfied with the work environment at KRB. Satisfaction and dissatisfaction levels are indicated in Figure 15 below. FIGURE 10 SATISFACTION WITH WORK ENVIRONMENT ASPECTS SATISFACTION Very Sastisfied Satisfied DISSATISFACTION 14% 49% Working space and ambience 6% 14% 3% 57% Occupational health and safety policy 6% 3% 23% 60% Security measures and awareness 26% 43% General hygiene 23% 51% Availability of official transport 40% 51% Condition of and maintenance of KRB vehicles 37% 51% State of office fixtures and fittings 43% 51% Supply of workplace consumables 29% 43% 34% 51% Fire safety and protection 14% 43% First aid equipment 6% 37% Dissatisfied Very Dissatisfied State of workplace facilities and equipment Provision of uniforms and protective clothing 3% 6% 3% 3% 3% 3% 3% 0% 3% 3% 3% 11% 11% 9% 3% Note:n =35. Satisfaction percentages are based on a scale where 1 = “very dissatisfied” and 5 = “very satisfied.” REVITALIZING A CHANGING WORKFORCE | 28 8.2 Work Space and Ambience nance of KRB vehicles is high, regular maintenance Overall satisfaction level with work space and ambience should continue to be done as required. at KRB was rated at 72%. 8.8 State of Office Fixtures and Fittings Work space and ambience is the one we can see, touch, taste, and smell. It's the art on the walls, the office floor plan, the demographics of the people we work with, and any other amenities provided for employees. Employee well-being is strongly correlated to employee productivity and performance, and a small shift in well-being can have a dramatic impact. Employees who enjoy and like the environments they are a part of will be more engaged, productive, happy, and healthy. Respondents rated the state of office fixtures and fittings at 84% overall satisfaction. Satisfaction with office fixtures at KRB is high. It is worth noting that the fixtures and fittings are basic requirements, as employees can’t be expected to work without proper desks and tables, chairs and cabinets. Good furniture positively affects the work routine and culture in several ways. On the flip-side, when employees aren’t comfortable, they tend to get frustrated and this gravely affects work routine. 8.3 Occupation Health and Safety Policy Overall satisfaction with the administration of this Fixtures and fittings are not only for utility; they also serve as aesthetics in a large way. aspect was rated at 76%. Good health an safety practices protects staff from 8.9 Supply of Workplace Consumables injury. This makes staff feel protected, reduce absence Respondents rated the supply of workplace due to injury, and sick leave, increase productivity, and consum-ables at 87% overall satisfaction. compliance to health and safety regulations. This is something that is often taken for granted yet employees need to have adequate supplies to be 8.4 Security Measures and Awareness able to provide the required services. KRB has done KRB employees reported an overall satisfaction level of well in this aspect. 80% with the security measures and awareness Although unfortunate events may occur anywhere it is reasonable for employees to expect a certain level of security and protection at work. 8.10 State of Work Facilities and Equipment Female employees are more likely than male employees to report this aspect as an important factor to job satisfaction and are often critical about it, they reported a satisfaction level of 76%, as compared to men at 83%. However, there is need to upgrade and modernize work facilities and equipment according to advancements in technology. 8.5 General Hygiene Respondents rated the state of work facilities and equip-ment at 78% overall satisfaction. 8.11 Fire Safety and Protection Respondents rated the fire safety and protection at Employees rated hygiene at 77% overall 83% overall satisfaction. However, there is need to satisfaction level. However KRB should improve on ensure that fire safety equipment are inspected at personal hygiene, work area cleanliness, and restroom regular inter-vals. facilities. 8.6 Availability of Official Transport 8.12 First Aid Equipment Respondents rated the state of first aid equipment at Respondents rated the availability of transport at the workplace at 69% overall satisfaction. However, 78% overall satisfaction. There is a need for KRB to there is a need to ensure that first aid ensure that transport for official duty is always consumables are well stocked. available when needed. 8.7 Condition of and Maintenance of KRB Vehicles Respondents rated the condition and maintenance of KRB vehicles at 86% overall satisfaction. 8.13 Provision of Uniforms and Protective Clothing Respondents rated the provision of uniforms and protective clothing at 61% overall satisfaction. KRB needs to look into this aspect as it was the least rated. Though satisfaction with the condition and mainte- REVITALIZING A CHANGING WORKFORCE | 29 8.14 Suggestions for Improvement on Work Environment • Due to growth of KRB staff, more office space is required • Engage user departments/individuals when acquiring equipment and computers • The lifts in the building need to be modernized. • Employees should return reflector jackets and umbrellas to KRB after using them in the field REVITALIZING A CHANGING WORKFORCE | 30 9.0 INFORMATION COMMUNICATIONS TECHNOLOGY 34 | EMPLOYEE JOB SATISFACTION AND ENGAGEMENT Under this section, respondents indicated their satisfaction with various aspects of the ICT service as outlined below: 9.1 Impotance of ICT Service 9.5 Adequate Use of ICT Facilities According to the respondents as indicated in the table below 60% considered ICT service to be very important, while 31% indicated that they couldn’t do without it. According to the respondents as indicated in the table below 66% said that they make full use of ICT facilities at their disposal and nobody indicated otherwise. 66% 60% 31% 9% 29% 0% 0% Importance of ICT Service Couldn’t Do Without It Fairly Important Very Important ICT Staff are Polite and Courteous Strongly Disagree 9.2 Overall Quality of ICT Service 60% of the respondents considered the overall quality of ICT Service to be good, while only 6% considered it to be poor. 60% 34% 6% Ok 66% 20% Choise in IT Equipment/Software Strongly Disagree Disagree Disagree Agree On whether the system provided by ICT meets employee needs effectively, 51% of the respondents indicated very well, while only 3% felt otherwise. 51% 17% 9% System Provided by ICT is Effective Agree 31% Strongly Agree 9.4 System Provided by ICT Meets Needs Effectively Disagree Strongly Agree 9.7 Service Interruptions (Email or Network Access ICT Staff are Polite and Courteous Strongly Disagree Agree 3% of the respondents indicated they experience service interruptions very often, while 11% indicated often. 3% 3% 3% Poor 49% of the respondents considered ICT staff to be polite and courteous, while only a meagre 3% considered them otherwise. 49% 37% Strongly Disagree Strongly Agree 66% of the respondents indicated that they should have a say on the choise of IT equipment and software that they use in KRB. 3% 9.3 ICT Staff are Polite and Courteous 0% Agree 9.6 Choice in IT Equipment/ Software Used By KRB Quality of ICT Service Good Disagree 3% 51% 11% 3% Service Interruptions Very Rarely Rarely Occasoinally Often Very Often 9.8 Problematic Systems Those who indicated that they often experience service interruptions pointed out the following aspects: • Email Access • Internet Access • Netshare Space • Laptops Software Issues • Restricted access to Google services Strongly Agree REVITALIZING A CHANGING WORKFORCE | 32 80% 9.9 Troubleshooting on ICT Problems 17% of the respondents indicated that they have no troubleshooting skills when they experience ICT problems. 17% There is a need for more sensitization in this area considering that most staff work in the field. ICT Problem: Do You Know What to Do No Yes COMMONLY USED MS OFFICE APPS 9.10 Commonly Used MS Office Applications The most commonly used MS Office applications are as indicated in the table on the right. 43% Word 30% 26% 40% Excel 26% 23% 9.11 Have You Received Training on MS Office Applications? Respondents who received training in MS Office applications are as per the table on the right. TRAINED IN MS OFFICE 17% 43% 9% 6% 9% PowerPoint 14% Access 11% Outlook 17% Publisher 0% Visio 0% Project 0% 9.12 Suggestions for Improvement of ICT Services • Advanced applications training required • Allow for special equipment as per user needs regardless of hierarchy and cadre. • Continuous training is required • Engagement of user departments in procurement of ICT equipment and software • Server capacity should be enhanced • There is a need to create awareness for all staff on Information and Cyber Security REVITALIZING A CHANGING WORKFORCE | 33 10.0 DRUGS, ALCOHOL, AND SUBSTANCE ABUSE REVITALIZING A CHANGING WORKFORCE | 39 10.1 Responses of Drug and Substance Abuse By Employees Below is a summary of responses by the respondents on drug and substance abuse. The table indicates that generally over 90% of the employees are not involved in drugs and substance abuse in one way or another. FIGURE 11 11% Have you used substances other than prescribed drugs for 89% medical reasons? 6% Have you ever had medical problems as a result of your drug/alcohol use (e.g. 91% memory loss, hepatitis, convulsions, bleeding etc.) 9% Have you ever abused prescription drugs? 91% 0% Have you gone to anyone for a drug/alcohol problem? 97% 3% 91% Have you ever abused more than one drug at a time? 3% Have you ever been absent or reported late to work du to drug/alcohol use? 91% 71% Are you always able to stop using drugs when you want to? 20% 0% Does your work environment influence you and/or your colleagues in the use 97% of drugs/alcohol? 11% Have you had ‘blackouts’ or ‘flashbacks’ as a result of drug/alcohol use? 83% 80% Are you aware of any intervention programs that KRB has put in place to assist 17% staff with drugs/alcohol related challenges? 26% Do you ever feel bad or guilty as a result of drugs/alcohol use? 69% 3% Have you been involved in a reatment program specifically related to drug/ 91% alcohol use? 6% Does your family, friends, or workmates complain about your 91% involvement in drug/alcohol? 9% Has drugs/alcohol abuse created problems between you and your 86% family, friends or workmates? 14% Have you lost friends because of your use of drugs/alcohol? 83% 3% Have you neglected your family because of your use of drugs/ 94% alcohol? 3% Have you been in trouble at work because of drugs/alcohol 94% abuse? 97% Have you been disciplined because of drugs/alcohol abuse? 3% 3% 94% Have you gotten into fights when under the influence of drugs/ alcohol? 3% Have you engaged in illegal activities in order to obtain/sustain 94% drugs/alcohol? 3% 94% Have you ever been arrested for possession of illegal drugs? 6% 91% Yes Have you ever experienced withdrawal symptoms (felt sick) when you stopped taking drugs/alcohol? No The fact that some people use substances (alcohol or illicit drugs), or that some people misuse prescription drugs isn't new. However, what is required is the awareness on the impact on the use and abuse of DSA in the workplace. KRB needs to interrogate it’s DSA Policy to help those who might be involved in drugs, alcohol and substance abuse. These policies should cover substance use issues, or use an overall approach in a professional and consistent manner. It is important for supervisors and managers to have a resource or procedure that they can rely on if need arises. Employees need to know that everyone will be treated the same. These actions help to reduce the stigma associated with substance use and abuse. When stigma is reduced, it is hoped that people will seek help without fear, and will speak openly about substance use issues. Early treatment and support should be encouraged. In addition, managers and supervisors should be trained on how to recognize and deal with substance use issues and the employees be offered educational programs. Keep in mind, it is NOT the role of KRB to diagnose a possible substance use or dependency problem. Your role is to identify if an employee is impaired, and to take appropriate measures as per KRB policy. 10.2 Suggestions for DSA Improvement by Employees • Assist those with drug addiction instead of condemning them. • Create more awareness on Drug and Substance Abuse. • Do away with alcohol use during end year parties. • Early intervention and rehabilitation of affected staff. • Enhance counselling services to those affected. • Have strict policy and counselling. REVITALIZING A CHANGING WORKFORCE | 35 11.0 COMMUNICATIONS AUDIT REVITALIZING A CHANGING WORKFORCE | 41 11.1 Communications Audit Below is a summary of responses by the respondents on the communications audit. The table below indicates that KRB has good internal communication arrangements. FIGURE 12 Agree SUMMARY OF EMPLOYEE RESPONSES TO VARIOUS COMMUNICATIONS AUDIT ASPECTS Disagree 67% KRB has the appropriate IT infrastructure to facilitate communication 31% 71% Operatoinal processes and procedures in other departments impact positively 3% on my ability to undertake and complete my work 89% Information received via written documents is accurate 3% 74% Employees in my department understand the link between our and other departments’ 26% strategies, plans and activities. 77% I am able to manage the volume of information I receive daily 6% 71% I feel encouraged to come up with new and better ways to work 11% Frequently Seldom 43% Within KRB communication flows well from the bottom up 51% 34% Decisions affecting employees are made with input from employees 17% 9% How often is the communication receivd bia various channels misundertood 49% 63% Departments interact with each other on a daily basis. Please 26% indicate how often your workgroup/department currently interact 49% Colleageues and other departments provide the necessary input 51% in order for me to complete my work 54% KRB senior management is sincere in its efforts to communicate with 34% employees Satisfied Dissatisfied 86% Do you feel satisfied that understandable comprehensive procedures exist of how to do 9% your work? 71% Indicate the extent to which information from various sources is usally 6% timely Preferred Means of Communication Below is the respondents’ preferred means of internal communication. 74% of the respondents indicated that email is most preferred as compared to telephone communication. Information Received by Staff 49% of the respondents considered that the information they receive is Average. 49% 74% Inter-Departmental Relations 69% of the respondents considered inter-departmental relations as good. 69% 29% 9% 11% 6% Our Preferred means of internal communication: 9% 26% 14% Information received by staff is often: Email Face to Face Average Enough Memo Telephone Little More than average 6% The way our workgroup or dept gets along can be best decribed as: Good Neither good nor poor Poor REVITALIZING A CHANGING WORKFORCE | 37 Our view is that all communication efforts must be tied to KRB’s goals and objectives. Communication efforts must be driven by KRB’s overall mission, goals, objectives, and be designed to support your core mandate. Communications, both up and down the ranks, must be given utmost consideration in order to increase effectiveness in communication. Strategic communication requires research and evaluation to be woven throughtout the communication effort. This audit is a starting point, but KRB will need to continue to ask its employees for their opinion on communication (publications, website, meetings structures, channels etc.) if it is to improve. Additionally, major communcation systems should be evaluated annually by experts. No communication effort will be successful if employees feel disenfranchised, confused, or uninformed. KRB staff should be provided with the information, tools, and training to become both effective employees and ambassadors for the Board. Consequently, any communication effort should be viewed from the lens of may different audiences, with an eye on engaging and involving rather than disenfranchising. Technology should continue to be used to support an efficient, timely and effective system of communication, and remember, communications must be two-way. 11.2 Suggestions for Improvement of Communication at KRB • Communication during crisis should me managed to avoid speculations. • Departments should not work in silos as if they are competing against one another. this is the single most problem affecting KRB at the moment. • Improve flow of information from management and supervisors to staff • More employee engagement and timely communication • Shift from Memo to Email, for effective internal communication. REVITALIZING A CHANGING WORKFORCE | 38 12.0 GENERAL PERCEPTIONS 26 | EMPLOYEE JOB SATISFACTION AND ENGAGEMENT 12.1 Respondents General Perceptions Under this section we provide a summary of general perceptions on several aspects as follows; 89% Familiarity with KRB’s Core Mandate 89% indicated that they are familiar with the core mandate of KRB. Nobody indicated non-familiarity. 11% Well 0% A little bit Unsure 83% Familiarity with KRB’s Mission 83% indicated that they are familiar with the mission of KRB. 6% indicated non-familiarity. 9% Well 6% A little bit Unsure 91% Familiarity with KRB’s Vision 91% indicated that they are familiar with the vision of KRB. 6% indicated non-familiarity. 6% 3% Well A little bit Unsure 91% Familiarity with KRB’s Core Values 91% indicated that they are familiar with the core values of KRB. 3%indicated non-familiarity. 3% Well 3% A little bit Unsure 94% Happiness Working for KRB 94% indicated that they are happy working for KRB. No one expressed unhappiness. 6% Happy 0% Just There Unhappy 60% Length of Time Expected to Continue Working at KRB 60% indicated that they would continue to work for KRB for over 10 years. Only 6% indicated 1 - 2 years. Comparative Change in Work Engagement and Environment 86% indicated that work engagement and environment has changed for the better and only 6% felt otherwise. 6% 11% 20% 1 - 2 Years 3 - 4 Years 5 - 9 Years Over 10 Years 86% 9% Changed for better 6% Changed for worse Not changed at all REVITALIZING A CHANGING WORKFORCE | 40 49% Organizational Image 49% indicated that they would recommend a friend or relative to work at KRB. There is a need to look into ways of how to improve KRB’s image. 29% Yes No 69% 26% 6% Inter-personal Working Relations 69% indicated that there exists good inter-personal working relations at KRB. Good Neither good nor poor Poor From the above analysis it can be concluded that employees are happy working for KRB and they are familiar with the core mandate of the organization and that good inter-personal working relations exist. REVITALIZING A CHANGING WORKFORCE | 41 13.0 DEMOGRAPHICS 13.1 Respondent Demographics Below is an analysis of respondents demographics in terms of gender, age, years of service, education and disability Age Gender Male 60% 25 to 34 years 31% Female 40% 35 to 44 years 40% 45 to 44 years 26% 55 years and above 3% n = 32. KRB has a good gender mix in its workforce n = 32. The age mix is good in terms of succession planning. Disability Years of Service 5 years or less 34% 6 to 10 years 34% 11 to 15 years 29% 16 to 20 years 3% Note: n = 32. Percentages may not total 100% due to rounding. Yes 3% No 88% n = 32. Disability mainstreaming is incorporated at KRB KRB has experienced workforce capable of delivering on its core mandate. Education Level Masters and above 29% Bachelor's Degree 34% Diploma 26% Certificate 3% Below O Level 6% KRB has requisite competencies and skills with good education background. REVITALIZING A CHANGING WORKFORCE | 43 14.0 CONCLUSIONS They survey provides information about levels of satisfaction in different aspects of employee engagement and satisfaction at KRB. Although this information can play an important role in the development of human resource programs, services and initiatives, it is necessary to understand that the survey provides only a partial view of the organization. As such, the survey results provides a view that can help support research and planning initiatives. Other sources of information that should be considered in addition to the survey include: - Executive and staff meetings - Human resource accountability reports - Strategic plans and workforce plans - Organizational metrics and measures - Relevant articles and books. - Internal and external audits. Next Steps The survey findings in this report provide a broad overview of the employee engagement and satisfaction, work environment, communications audit, drug and substance abuse in Kenya Roads Board. Employees are encouraged to raise workplace issues with their supervisor. In turn, supervisors need to be equipped with the right tools to acknowledge and address workplace issues when they occur and give appropriate feedback. Most important, the management should look into various aspects which were lowly rated and take measures to make improvements. This will no doubt encourage employees to participate fully in future surveys. REVITALIZING A CHANGING WORKFORCE | 45 15.0 APPENDIX DATA COLLECTION TOOL 48 | EMPLOYEE JOB SATISFACTION AND ENGAGEMENT Intex Survey - GoSurvey Employee Engagement Satisfaction Survey Instrument Part I: Employee Engagement 1.1 Basic Salary is meant to compensate you for the work you do. How satisfied are you with the compensation you get for the work you do? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.2 How satisfied are you with the level of your House Allowance? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.3 How satisfied are you with the level of your Commuter Allowance? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.4 How satisfied are you with the level of your Leave Allowance? Very Satisfied Satisfied Moderately Satisfied https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Dissatisfied Very Dissatisfied 1.5 How satisfied are you with your Medical Scheme? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.6 How satisfied are you with your Pension Scheme? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.7 How satisfied are you with the management of the performance appraisal process at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.8 How satisfied are you with the administration of Training and Career Development programs at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey 1.9 How satisfied are you with the manner in which Wellness Programs are managed at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.10 How satisfied are you with the manner in which KRB Staff Events (End of year party, Team Building etc) are managed at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.11 How satisfied are you with the manner in which Funeral Assistance Programs are managed at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.12 How satisfied are you with the manner in which Other Emotional Support Programs are managed at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey 1.13 How satisfied are you with Team Work at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.14 How satisfied are you with General Staff Attitudes Towards Other Members of Staff at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.15 How satisfied are you with the emotional support in minimizing stress at work at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.16 How satisfied are you with your Relationship with Seniors at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.17 How satisfied are you with inter-departmental cooperation at KRB? Very Satisfied Satisfied https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Moderately Satisfied Dissatisfied Very Dissatisfied 1.18 How satisfied are you with the official channels of communication at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.19 How satisfied are you with general work ethics and level of Integrity at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.20 How satisfied are you with the leadership and management style of your seniors? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.21 Are you aware of any cases of sexual harassment at your work place? Yes No 1.22 If yes, to what extent are you satisfied with measures put in place to minimize sexual harassment? Very Satisfied https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.23 To what extent are you satisfied with the measures put in place for effective Dispute Resolution and mechanisms of addressing them? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.24 How satisfied are you with the practice of fairness/equity based on Ethnicity, Religion, Gender, Disability, HIV/AIDS, Age etc. at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.25 How satisfied are you with the manner in which the Drug and Substance Abuse Awareness Program is managed at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.26 How satisfied are you with the manner in which the HIV/AIDS Awareness Program is managed at KRB? Very Satisfied https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.27 How satisfied are you with the manner in which the Disability Mainstreaming Program is managed at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.28 How satisfied are you with the manner in which the Gender Mainstreaming Program is managed at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.29 How satisfied are you with the manner in which the Outsourced Services are managed at KRB? Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 1.30 What are your suggestions for improvement on Employee Engagement https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Part II: Work Environment | Under this section we ask you to indicate your level of satisfaction concerning workplace environment in terms of: 2.1 Adequate Working Space and Ambience Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 2.2 Administration and Implementation of Occupational Health and Safety Policy Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 2.3 Security Measures and Awareness Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 2.4 General Hygiene in terms of: Cleanliness and Maintenance of Office and Sanitary Facilities Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey 2.5 Availability of Official Transport Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 2.6 The Condition and Maintenance of KRB Vehicles Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 2.7 State of Office Furniture and Fixtures Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 2.8 Adequate Supply of Workplace Consumables (stationery etc.) Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 2.9 State of Work Facilities and Equipment (PC/Laptops, Printers etc). Very Satisfied https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 2.10 Fire Safety and Protection Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 2.11 First Aid Equipment Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 2.12 Provision of Uniforms and Protective Clothing etc. (where applicable) Very Satisfied Satisfied Moderately Satisfied Dissatisfied Very Dissatisfied 2.13 What are your suggestions for improvement on Work Environment Part III: ICT https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey 3.1 How important is the ICT Service to you? Couldn't do without it Very Important Fairly Important Not Very Important Not Important At All 3.2 Please rate the overall quality of service offered by the ICT Section Excellent Very Good Ok Poor Very Poor 3.3 ICT Staff are polite and courteous Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree The system provided by the ICT Service meets my needs effectively. Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree 3.5 I make adequate use of the ICT facilities at my disposal. Strongly Agree https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Agree Neither Agree/Disagree Disagree Strongly Disagree 3.6 I feel that I should have more choice in the IT equipment/software used by KRB. Strongly Agree Agree Neither Agree/Disagree Disagree Strongly Disagree 3.7 Do you experience any interruptions to ICT services such as email or network access? Very Rarely Rarely Occasionally Often Very Often 3.8 If you answered 'Often' or 'Very Often' what is/are your most problematic system(s) and why? 3.9 Do you know what to do if you have an ICT problem? Yes No 3.10 What are your most commonly used MS Office Applications? (Please select all that apply) Outlook (email) Word Excel https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey PowerPoint Access Project Visio Publisher 3.11 Have you received ICT training in the use of these applications? Outlook (email) Word Excel PowerPoint Access Other 3.12 What are your suggestions for improvement on ICT Part IV: Drug and Substance Abuse 4.1 Have you used other substances other than drugs prescribed for medical reasons? Yes No 4.2 Have you ever abused prescription drugs? Yes No 4.3 Have you ever abused more than one drug at a time? https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Yes No 4.4 Are you always able to stop using drugs when you want to? Yes No 4.5 Have you had ‘blackouts’ or ‘flashbacks’ as a result of drug/alcohol use? Yes No 4.6 Do you ever feel bad or guilty as a result of drugs/alcohol use? Yes No 4.7 Does your family, friends, workmates complain about your involvement in drug/alcohol? Yes No 4.8 Has drugs/alcohol abuse created problems between you and your family, friends or workmates? Yes No 4.9 Have you lost friends because of your use of drugs/alcohol? Yes No 4.10 Have you neglected your family because of your use of drugs/alcohol? Yes No 4.11 Have you been in trouble at work because of drugs/alcohol abuse? Yes No https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey 4.12 Have you been disciplined because of drugs/alcohol abuse? Yes No 4.13 Have you gotten into fights when under the influence of drugs/alcohol? Yes No 4.14 Have you engaged in illegal activities in order to obtain/ sustain drugs/alcohol? Yes No 4.15 Have you ever been arrested for possession of illegal drugs? Yes No 4.16 Have you ever experienced withdrawal symptoms (felt sick) when you stopped taking drugs/alcohol? Yes No 4.17 Have you had medical problems as a result of your drug/alcohol use (e.g. memory loss, hepatitis, convulsions, bleeding etc)? Yes No 4.18 Have you gone to anyone for drug/alcohol problem? Yes No 4.19 Have you ever been absent or reported late to work due to drug/alcohol use? Yes No https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey 4.20 Does your work environment influence you and/or your colleagues in the use of drugs/alcohol? Yes No 4.21 Are you aware of any intervention programmes that KRB has put in place to assist staff with drugs/alcohol related challenges? Yes No 4.22 Have you been involved in a treatment program specifically related to drug/alcohol use? Yes No 4.23 What are your suggestions for improvement on Drug and Substance Abuse in the workplace. Part V: Communication Audit 5.1 KRB has the appropriate IT infrastructure to facilitate communication: Strongly Agree Agree Neutral Disagree Strongly Disagree 5.2 Within KRB communication flows well from the bottom upward: Almost always Frequently Sometimes Seldom https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Never 5.3 Our preferred means of internal communication: Face to face Telephone Email Memo 5.4 Information received via written documents is accurate: Strongly agree Agree Neutral Disagree Strongly disagree 5.5 How often is the communication received via various channels misunderstood? Never Seldom Sometimes Frequently Always 5.6 I am able to manage the volume of information I receive on a daily basis: Strongly agree Agree Neutral Disagree Strongly disagree 5.7 The information received by staff is often Enough More than average https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Average Little None 5.8 Indicate the extent to which information from the various sources is usually timely. Tick the aspect that bests indicates the timeliness of information received. Very Satisfied Somewhat Satisfied Neither Satisfied nor Dissatisfied Somewhat Dissatisfied Very Dissatisfied 5.9 Do you feel satisfied that understandable and comprehensive procedures exist of how to do your work? Very Satisfied Somewhat Satisfied Neither Satisfied nor Dissatisfied Somewhat Dissatisfied Very Dissatisfied 5.10 Colleagues and other departments provide the necessary input in a timely manner in order for me to complete my work. Always Most of the time Sometimes Seldom Never 5.11 Departments interact with each other on a daily basis. Please indicate how often your workgroup/department currently interacts with other departments and what you believe the need for interaction is: Always https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Most of the time Sometimes Seldom Never 5.12 Departments need to collaborate on certain projects. Please indicate how often your workgroup / department currently collaborates with other departments and what you believe the need for collaboration is Always Most of the time Sometimes Seldom Never 5.13 The way our work group or department gets along with other work groups or departments can best be described as: Very good Good Neither good nor poor Poor Very Poor 5.14 Operational processes and procedures in other departments impact positively on my ability to undertake and complete my work successfully Strongly agree Agree Neutral Disagree Strongly disagree 5.15 Employees in my department understand the link between our and other departments' strategies, plans and activities: https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Strongly agree Agree Neutral Disagree Strongly disagree 5.16 KRB senior management is sincere in its efforts to communicate with employees Always Most of the time Sometimes Seldom Never 5.17 I feel encouraged to come up with new and better ways of doing work. Strongly agree Agree Neutral Disagree Strongly disagree 5.18 Decisions affecting employees are made with input from employees Always Most of the time Sometimes Seldom Never 5.19 What are your suggestions for improvement on Internal Communication https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Part VI: General 6.1 How familiar are you with the Core Mandate of KRB? Very well Well A little bit Not sure Not at all 6.2 How familiar are you with the Vision Statement of KRB? Very well Well A little bit Not sure Not at all 6.3 How familiar are you with the Mission Statement of KRB? Very well Well A little bit Not sure Not at all 6.4 How familiar are you with the Core Values of KRB? Very well Well A little bit Not sure Not at all 6.5 How happy are you, working with KRB? https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Very happy Happy Just there Unhappy 6.6 How long do you expect to continue working at KRB? Below 1 year 1-2 years 3-4 years 5-9 years Over 10 years 6.7 Compared to the time you joined KRB, would you say whether KRB has in terms of work engagement and environment: Changed very much for the better Changed slightly for the better Not changed at all Changed for the worse 6.8 Would you recommend a friend/relative to work with KRB? Yes No Bio Data Date of Submission  Gender Male Female https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM] Intex Survey - GoSurvey Disability Yes No Age 18 - 24 25 - 34 35 - 44 45 - 54 55+ (and over) Highest Level of Academic Qualification Below "O" Level "O" Level Certificate Diploma Bachelors Degree Masters and above Years of Service in KRB 5 years and Below 6 - 10 Years 11 - 15 Years 16 - 20 Years Above 21 Years https://admin.gosurvey.in/survey#/0bd6ae68-6ac1-4186-a0f5-ccba7c28732d[8/9/2018 2:52:19 PM]