Engaging Our Workforce
We undertake a yearly Employee Engagement Survey to measure levels
of engagement. These surveys allow employees to share their views
confidentially. The results provide a true indication of what
strategies should be implemented to ensure our workforce represents
VANOC in the best light, our employees remain with us until 2010
and each contributor reaches his or her maximum potential. (Each
year, a major Canadian newspaper,
The Globe and Mail, commissions a study to identify the
top 50 companies to work for in Canada. In 2006, the average
workforce engagement score for this group of companies was 77 per
cent.)
Based on industry best practice, our November 2006 Employee Engagement Survey was expanded to 49 questions, up from 25 in 2005. The survey received a participation rate of 81 per cent in 2006, compared to 91 per cent in 2005. It measured engagement in five key areas: big picture, leadership, team, process and work. Overall, VANOC had a high engagement score of 78 per cent on the 2006 survey, compared to 79 per cent on the 2005 survey (not a statistically significant difference). Each year, a major Canadian newspaper, The Globe and Mail, commissions a study to identify the top 50 companies to work for in Canada. In 2006, the average workforce engagement score for this group of companies was 77 per cent. Engagement scores per key theme are as follows: big picture - 87 per cent; leadership - 75 per cent; team - 84 per cent; process - 68 per cent; and work - 76 per cent.
Because of the Employee Engagement Survey, we created action plans in each VANOC function to continue to enhance team levels of engagement. In addition, an organization-wide engagement action plan was created and implemented so that a high level of engagement could be maintained across the Organizing Committee. Initiatives included the launch of a VANOC coffee-talk series, where employees can hear about crucial business issues directly from VANOC executives; implementation of a Managers' Toolbox, where managers are given the tools and information required to recognize and appreciate their teams; and "Effectiveness in Change" Learning Bursts, a series of learning opportunities to continue to build change resiliency throughout the organization.
In 2006, in addition to our Employee Engagement Survey, a Volunteer Engagement Survey was sent out to all pre-Games volunteers. The survey was similar to the employee survey, but tailored to the volunteer experience. It was administered online and results were analyzed by an external consultant. The results were then communicated to the pre-Games volunteers and action-planning sessions were held with the VANOC team leads responsible for volunteer programs.
Based on industry best practice, our November 2006 Employee Engagement Survey was expanded to 49 questions, up from 25 in 2005. The survey received a participation rate of 81 per cent in 2006, compared to 91 per cent in 2005. It measured engagement in five key areas: big picture, leadership, team, process and work. Overall, VANOC had a high engagement score of 78 per cent on the 2006 survey, compared to 79 per cent on the 2005 survey (not a statistically significant difference). Each year, a major Canadian newspaper, The Globe and Mail, commissions a study to identify the top 50 companies to work for in Canada. In 2006, the average workforce engagement score for this group of companies was 77 per cent. Engagement scores per key theme are as follows: big picture - 87 per cent; leadership - 75 per cent; team - 84 per cent; process - 68 per cent; and work - 76 per cent.
Because of the Employee Engagement Survey, we created action plans in each VANOC function to continue to enhance team levels of engagement. In addition, an organization-wide engagement action plan was created and implemented so that a high level of engagement could be maintained across the Organizing Committee. Initiatives included the launch of a VANOC coffee-talk series, where employees can hear about crucial business issues directly from VANOC executives; implementation of a Managers' Toolbox, where managers are given the tools and information required to recognize and appreciate their teams; and "Effectiveness in Change" Learning Bursts, a series of learning opportunities to continue to build change resiliency throughout the organization.
In 2006, in addition to our Employee Engagement Survey, a Volunteer Engagement Survey was sent out to all pre-Games volunteers. The survey was similar to the employee survey, but tailored to the volunteer experience. It was administered online and results were analyzed by an external consultant. The results were then communicated to the pre-Games volunteers and action-planning sessions were held with the VANOC team leads responsible for volunteer programs.
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