Over To You Survey – Our Story

On this page

• What is the “Over to You” Mini-Survey?
• Why?
• How we got to where we are…
• What are the benefits?
• Lessons learned so far…
• The Recurring Questions
• Questions?
• Annex 1 – Example of a Communication from DMs to Employees

What is the “Over to You” Mini-Survey?

• An upward feedback tool developed internally following extensive discussions and consultations with senior management, and through collaborative effort between Human Resources (HR), the Office of Values & Ethics (OVE) and the Public Opinion Research Group (POR).
• It serves to solicit employees’ opinions on various aspects of organizational well-being and, on a global level, their managers’ performance.
• The survey is administered up to three times a year, includes approximately 10 questions, and requires no longer than 5 minutes to complete.
• Five questions are repeated every survey to allow employees to express themselves as their workplace and their views are evolving, allowing the organization to track progress. The remaining questions are new foreach edition to measure other dimensions of organizational health.
  • Themes and new questions are determined in consultation between HR and OVE or subject-matter experts.
• With full commitment to transparency, we publish results on the PCH intranet within a few weeks.

Why?

1. To respond to our employees’ request for an upward feedback mechanism, to allow them to provide their opinions, on a regular basis, on issues of importance to them.
2. To provide managers with constructive feedback on their performance from their employees’ point of view.

How we got to where we are…

By demonstrating openness and by listening to and addressing issues and concerns, we have obtained managers’ buy-in; they take the survey seriously, have adopted it as a tool for understanding workplace health and, with every edition, they demonstrate a great interest in receiving their results and taking action. Employees are also indicating their increased comfort with this tool through feedback they have shared, but also through steady participation.

The issue…

• The concept, originally presented as a “1-800-how’s my driving” type survey, was met with resistance and concerns that it would not adequately measure what is was intended to measure. There were concerns as well about possible impact on performance management.

How we addressed it…

• There were several rounds of consultations with executives to understand the root of the issue, resulting in adjustments to the concept where appropriate.
• While not directly linked to performance management, the “heat map” that is drawn from the results allows senior management to take action where situations or trends are identified. Issues are tracked horizontally (trends/comparisons between different sectors and branches) and vertically (global results for each sector and its branches)

The issue…

• The natural reflex for respondents to stay in a neutral zone.

How we addressed it…

• Contrary to public opinion literature, we opted for a four-level scale, without a “neither agree or disagree” option, to force employees into taking a stance.

The issue…

• There were some concerns about anonymity and privacy.

How we addressed it…

• We regularly communicated the importance of the confidential nature of the tool, and the fact the survey is administered by the Public Opinion Research Group, who abide by the highest professional standards, both at the federal and at the industry levels.
• In cases where specific individual could be identified, we aggregate individual results to the next level.
• Results for organizations with less than 10 responses are not shared nor published.
• The survey only includes one demographic question (“which branch do you work for?”, with all branches listed in a drop-down menu).
• Extensive consultations on our Workplace Well-Being Action Plan have also given us an opportunity to verbally respond to employees concerns about this issue.

What are the benefits?

The frequency and visibility of the survey and its published results:

• Reassure employees that they have a safe mechanism for expressing their opinions about how things are going.
• Prompt regular discussions among teams about the health of their workplace.
• Motivate management to take action to understand the feedback and to address it constructively.
• Raise areas of concern and allow the Ombudsman:
  • to validate information received confidentially, and to pursue further questioning/follow-up;
  • to reach out to individuals or groups to provide advice and support as they develop strategies to improve the situation
• Reinforce the notion that how we do our work is as important as what we achieve.

Lessons learned so far…

• Strong engagement from deputy heads and senior management is critical to success
• Honesty and transparency are critical when communicating the results
  • Celebrate successes and acknowledge areas for improvement
  • Whenever possible, share information on actions taken to address concerns
• Keep it light
  • Don’t try to assess all elements of the workplace at once
  • Have adequate resources dedicated to producing reports in a timely manner
• Walk the talk
  • Take concrete actions on issues raised in the survey, otherwise trust in management’s commitment will decrease and the survey will lose relevance.

The Recurring Questions

• The Deputy Ministers are doing a good job of leading the department.
• My…
  1. ADM
  2. DG
  3. Director
  4. Manager
  5. co-workers create(s) a positive work environment in my organization.
• I would recommend the department as a great place to work.
• How do you feel about your workplace well-being as a whole right now? (10-level satisfaction scale)
• Results of the past Over to You surveys have led to concrete changes in my workplace (question added in the 5thedition –June 2018).

1st Edition – June 2016

From June 16 to June 30: Response rate 36%

• My immediate manager regularly shares information with the team from their own manager and senior leadership.
• My immediate manager delegates responsibilities appropriately.
• I get a sense of satisfaction from my work.
• In my work, I am encouraged to:
  1. be innovative;
  2. take initiative;
  3. collaborate with colleagues.
• I feel that my work suffers because of…
  1. constantly changing priorities.
  2. lack of stability in the department.
  3. too many approval stages.
  4. unreasonable deadlines.
  5. having to do the same or more work, but with fewer resources.
  6. high staff turnover.
  7. overly complicated or unnecessary business processes.
  8. other. Please specify.
• Is there a question you’d like to see on a future Over to You survey?

2nd Edition – December 2016

From November 23 to December 6: Response rate 39%

• In my workplace, people treat each other with consideration and respect.
• I feel supported at work when I face personal or professional challenges.
• Within my current work environment, I am able to maintain work-life balance (question suggested by an employee).
• I feel motivated to participate in PCH modernization efforts.
• Please evaluate your current level of workplace stress (0-10 scale).
• I feel confident that management is taking action to address concerns raised by employees through the “Over to You” mini-survey.

3rd Edition – April 2017

From April 25 to May 16^{Footnote 1}: Response rate 43%

Questions from the Annual Public Service Employee Survey

• My department or agency implements activities and practices that support a diverse workplace.
• I would describe my workplace as being psychologically healthy.
• After my workday, I feel emotionally drained.
• At PCH, I use my first official language:
  1. in the context of internal meetings
  2. in the context of working groups
  3. during consultations within the Department
  4. during discussions with my supervisor
  5. when I write documents
• Regardless of any other languages you may speak, which of Canada’s two official languages, French or English, do you consider to be your main official language?
  1. English
  2. French
  3. English and French
• I receive recognition for the work that I do.
• My manager gives me feedback on a regular basis.
• I feel that I have opportunities to learn and grow in the department (question suggested by an employee).
• Have you considered leaving the department in the past six months (yes or no)? If so, why?
  1. New challenges
  2. Promotion opportunity
  3. Learning opportunity
  4. Stress
  5. Lack of coaching and feedback
  6. Better match between position and my education or interest
  7. Working conditions (workload, hours of work, overtime arrangements, etc.)
  8. Relationship with my boss
  9. Other, please specify

4th Edition – December 2017

From November 15 to December 1: Response rate 43%

• Have you experienced problems with your pay since the transition to Phoenix? If yes:
• How satisfied are you with the efforts made within PCH to resolve your pay problem?
• How satisfied are you with the efforts made by Pay Centre to resolve your pay problem?(10-level satisfaction scale)

For over than a year now, you have had the opportunity to express yourself through “Over to you!”. Please indicate your level of agreement with the following statements:

• “Over to You!” is an effective tool to provide feedback on the health of my workplace.
• Results of the surveys have led to concrete changes in my workplace.
• Please share any comments or suggestions about this survey.

5th Edition – June 2018

From June 27 to July 20: Response rate 36.5%

In Building a Diverse and Inclusive Public Service: Final Report of the Joint Union/Management Task Force on Diversity and Inclusion, the Task Force has defined a diverse workforce and an inclusive workplace in the context of the federal public service, as follows:

• A diverse workforce in the public service is made up of individuals who have an array of identities, abilities, backgrounds, cultures, skills, perspectives and experiences that are representative of Canada’s current and evolving population.
• An inclusive workplace is fair, equitable, supportive, welcoming and respectful. It recognizes, values and leverages differences in identities, abilities, backgrounds, cultures, skills, experiences and perspectives that support and reinforce Canada’s evolving human rights framework.

In light of these definitions,

• I feel that PCH is a diverse workplace.
• I feel that PCH is an inclusive workplace.
• I feel included in my workplace.
• The Department provides an environment for the free and open expression of ideas and opinions.
• How could PCH become a more diverse and inclusive workplace?
• What are the barriers to PCH becoming a more diverse and inclusive workplace?

6th Edition – April 2019

From April 17 to May 9: Response rate 42%

• How often do you benefit from the following flexible work arrangements? (please refer to the Guide to alternative work arrangements and leave options, for definitions) (Always; Often; Sometimes; Rarely; Never)
  1. Telework
  2. Flexible hours
  3. Compressed work week
  4. Leave with Income Averaging
• If rarely or never, what is the main reason?
  1. I do not wish to avail myself of this flexible working arrangement
  2. My functions do not allow it
  3. My manager is not open to that flexible work arrangement
  4. Other. Please specify.
• Please indicate your level of agreement or disagreement with each of the following statements. Please answer the questions based on how you are feeling today.
  1. The department has a positive attitude towards flexible work arrangements.
  2. My immediate organizational unit has a positive attitude towards flexible work arrangements.
• To what extent do you agree or disagree with each of the following statements related to teleworking (Strongly disagree; Somewhat disagree; Somewhat agree; Strongly agree; Don’t know; Not applicable)
  1. A person in a telework situation generally has a better work-life balance.
  2. A person who works from home tends to be less effective.
  3. I have the perception that there is favoritism related to allowing some people to telework.
  4. Demonstrating flexibility increases employees’ job satisfaction.
  5. It is difficult to follow the evolution of the files when a person works remotely.
  6. I prefer to have my team / my colleagues on hand to respond to urgent situations.
  7. There was a management decision to the effect that telework is not permitted in my organization.
• Does your current job involve responsibilities for managing employees? (yes/no)
• In the last 12 months, have employees under your responsibility teleworked (no matter how often)? (yes/no)
• In the last 12 months, have you had a pay problem? (Yes/No)

7th Edition – November 2019

From November 18 to December 4: Response rate 46%

• Who did you speak with first to solve your problem?
  1. My manager
  2. My union representative
  3. Public Service Pay Center
  4. Departmental Compensation Liaison Team
  5. Other? Please specify:
• Several resources are available to help you find answers to your pay questions/issues. In the last 12 months, have you consulted these resources? (yes/no)
  1. Pay Problems? (Phoenix) - Intranet page
  2. Procedures Guide for Pay Services
  3. Departmental communications (e.g. News@PCH, etc.)
  4. Departmental Compensation Liaison Team
  5. Phoenix Procedures
  6. Page GCpédia – Tips, tricks and information
• Overall, this resource has been useful. (Strongly disagree, Somewhat disagree, Somewhat agree, Strongly disagree)^{Footnote 2}

8th Edition Special Edition (COVID-19) – August 2020

From August 10 to 31st: Response rate 60%

• Currently, I consider my mental health to be. Satisfaction scale up to 10 ("bad" 0 to "excellent" 10)
• Does your current job involve responsibilities for managing employees? (Yes/No)
• Provided that local and provincial public health authorities allow people in my region to return to their workplace, that PCH has implemented and communicated the appropriate health and safety and physical distancing measures, and that I am informed in advance of the possible date of return(Yes/No).
  1. I would like to go back.
  2. I would like to continue teleworking, if I possible.
  3. I would like to return to the office while keeping the flexibility to telework.
• Please indicate your level of agreement or disagreement with each of the following statements. Please answer the questions based on how you are feeling today. Strongly (Rating scale: disagree, Somewhat disagree, Somewhat agree, Strongly disagree
  1. I am motivated in my work, despite not seeing my co workers and interacting with them as frequently.
  2. The experience of the past few months seems to have consolidated or positively changed the way telework is perceived by my supervisor/manager.
  3. The experience of the past few months has consolidated or positively changed my perception of telework.
  4. I trust that my colleagues will respect the health and. safety measures implemented when we return to the workplace.
• Have you used the following resources to care for your mental and / or physical health since the start of the pandemic? (Yes/No)
  1. Employee Assistance Program
  2. Office of Values and Ethics
  3. PCH Occupational Safety and Health team
  4. Usual healthcare professional (e.g. family doctor, therapist, psychologist)
  5. Treasury Board tools and guides
  6. Friends and family
  7. Colleagues
  8. Immediate manager
  9. I have not used any of these resources since the start of the pandemic.

Questions?

Anick Bailie
Director, Corporate Human Resources and Leadership
Human Resources and Workplace Management Branch
Department of Canadian Heritage, Government of Canada
25 Eddy Street, 3rd floor, Gatineau, Québec, J8X 4B5
anick.bailie@canada.ca / Tel. 613.302.7643

Stéphanie Bergeron
Manager, HR Policy, Planning and Strategies
Human Resources and Workplace Management Branch
Department of Canadian Heritage, Government of Canada
25 Eddy Street, 3rd s floor, Gatineau, Québec, J8X 4B5
stéphanie.bergeron@canada.ca / Tel. 613.608.0291

Annex 1 – Example of a Communication from DMs to Employees

We are pleased to share the results of our second “Over to You” mini-survey. Thank you for taking the time to share your perspectives!

With a response rate of 39%, up 3% from last June, you seized the opportunity to make your views heard and have an impact on PCH well-being.

Below are some highlights of what you shared:

• We’re pleased that 89% of you would recommend the Department as a great place to work, an increase of 2% from June 2016.
• Your answers to the other questions on the working environment and various dimensions of employee well-being reinforce that PCH is a great place to work. For example:
  • Healthy workplace relationships create healthy environments. The vast majority of you stated that a positive work environment is created by colleagues (95%) and your managers (88%), increases of 1% respectively.
  • Respectful behaviours are the cornerstone of healthy relationships and productive workplaces. An overwhelming 91% of you believe that people treat each other with consideration and respect at work.
  • A large proportion of you (88%) feel supported at work when facing personal or professional challenges. This speaks to our commitment to employee well-being and mental health.
  • Another dimension of a healthy workplace is maintaining work-life balance, and 81% of you responded that this is achieved in your workplaces. With increasing expectations, greater complexity and tighter resources, we need to be extra vigilant in assuring this balance.
• However, there were also some areas of real concern:
  • Only 68% of you felt motivated to participate in PCH modernization efforts. Modernization is about making PCH a better place to work while we become more effective at serving our clients. We encourage everyone to take an active role in this. From sharing ideas with colleagues on minimizing day-to-day frustrations, to tapping in to the Work-OUT Challenge or Innovation Fund to support change, to participating in our larger transformation initiatives such as the Grants and Contributions Modernization Initiative (GCMI), you can make a difference. We need your help to keep getting better as an organization!
  • Also of concern was a drop in the workplace well-being mean score from 6.2 to 5.9. As well, your responses to the question on current levels of stress had a mean score of 6.1/10. Improving the conditions that led to these weak scores is our top priority.
  • These responses, along with upcoming consultations, will support the development of our workplace well-being strategy. This is another opportunity to share views, ideas and potential solutions on issues that are of concern to you.

We are all responsible for contributing to the well-being of our workplace. From day-to-day civility and helpfulness, to freely expressing our opinions and ideas, we all have an impact.

We are committed to building on our actions to create even healthier work environments. The Executive Committee will discuss these responses and ensure actions across the organization are aligned with your needs. Managers will also be using their results to make adjustments based on specific concerns that may have been expressed in their respective work units.

With sector and branch results soon available, take advantage of this opportunity to share your ideas and thoughts with your management team and colleagues.

Thank you for your openness and commitment to continue making PCH a great place to work!