houston airport softball power point

7/31/2019 Houston Airport Softball Power Point

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EMPLOYEE FEEDBACK SURVEY

Engagement & Organizational

Culture Benchmark Study

July 2011

BECOME A HIGH PERFORMANCE ORGANIZATION | LETS GO GLOBAL | RESTORE FACILITIES TO OPENING DAY FRESH | FUND THE FUTURE


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2011 Employee Feedback Survey | Houston Airport System | Human Performance Technology

Speak Up! Create ChangeEMPLOYEE FEEDBACK SURVEY

Strategic Priority: Build a High Performance

Organization

Move from hierarchical to networktalent management organization

Increase employee satisfaction by 5%

over the baseline by June 30, 2012.


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Why Survey Employees?Discretionary Effort

40%

60%

100%

Full Potential

Typical Effort

Minimum Not to Get Fired

E

f

f

o

r

t


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Research Methodology

Survey Methods Used

Internet-based survey from any PC

Survey sites equipped with PCs

Focus group meetings based on service, function,

work group, and demographics


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Research Methodology

Survey Size = 74.42% of Employee Population1042 Completes/Partials

940 Completes

1205 Open-ended Comments

Margin of Error

Plus or minus 3% points that reported value

expected to be true valueLevel of Confidence

95% level of confidence results are correct


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HAS Engagement Results

ENGAGED

ACTIVELY

DISENGAGED

NOT ENGAGED

All Companies1 26% 54% 20%

Average2 33% 49% 18%

World Class2 67% 26% 7%

Low Turnover

High Productivity

High Customer Metrics

High Profitability

High Turnover

Low Productivity

Low Customer Metrics

Low Profitability

Sabotage

Excessive Complaining

High Absenteeism

High Accident Rate

20% 53% 27%

1Employee Engagement as in Last Decade, Gallup 2010 Research based on 17 million employees.2Employee Engagement. Whats Your Engagement Ratio Based on Financial Performance, Gallo, August 2011..


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Observations

The engaged employee population is 20% orslightly lower than most organizations.

Positive responses are more likely from

employees who attend weekly meetings.

HAS leaders view of the organization parallels

those of employees.

HAS organizational culture reflects a System 2

Benevolent Autocratic style with some

System 3 Consultative characteritics.


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NEXT STEPSDepartments Action Plan

Conduct Focus Group Meetings

Communicate Results to Workforce

Require Quarterly Team MeetingsPublish Results by Business Units

Conduct Quarterly Pulse Surveys

Develop Business Unit Action Plans


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FY 2012 Action Plan

Bush Intercontinental Airport

Airport Maintenance GroupAirfields & Grounds, Physical Plant Maintenance, Electrical,

Facilities Management, Building Services

Survey Size = 68.71% of Employee Population

Engaged Employees = 19.91%

Not Engaged = 64.93%Actively Disengaged = 15.16%


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Airport Maintenance GroupEmployee Engagement Team


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Employee Engagement Action Plan

5/8s Transition Plan5

Recognition4

Adequate Supplies/Equipment2

Communication1

3 Equipment


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CONCERN

Staff perception is that littleconsideration is given to their ideas

and suggestions.

Need for more collaborative

communication between management

and staff.

The dissemination of accurate

information in a timely manner,

including feedback on issues

presented.

1

CommunicationACTION PLAN

2

Weekly Home Team meetings have been

established. The agenda is submittedusing collective input.

Maintenance Senior Staff meeting is now

a larger group including additional

managers.

Front line supervisors conduct team

meetings with management involvement

during all three shifts.

Meetings have sign-up sheets and

agendas.

Implement Open Door & Manage from

the Floor and Not the Desk policies.

Ensure information is posted in all breakareas.

Information is solicited from Supervisors

prior to the Home Team Meetings

Agenda.

Team Huddles


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Adequate Supplies/EquipmentACTION PLAN

2 Re-train employees on proper

chemical use.

Continue to research efficient and

effective products.

Custodial Services developed a

program to have supplies stored

adjacent to work areas for better

accessibility.

Set up meetings with Supply Chain

Management (SCM).

CONCERN

The amount and variety of suppliesneeded to maintain the facilities are

inadequate.

We do not have enough equipment

on hand to do a good job maintaining

the airport.

1


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EquipmentACTION PLAN

2Consolidate the maintenance staff for

a more effective maintenance

program.

Conduct training to reinforce the

effective use and cleaning of current

equipment.

Facilities and Fleet Contractor has

agreed to provide a weekly status

report of all Out of Service

equipment.

CONCERN

Current equipment does not work welland is consistently broken.1


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RecognitionACTION PLAN

2 Submit names of employeeswhich go above and beyond

normal duties.

Include suggestions that

streamline the work process

and represent a cost savings

using the Employee Rewardsand Recognition Program.

Working with HPT to provide

the skills needed for

supervisors to be efficient

managers.

CONCERN

Not recognized for goodperformance

Lack of consideration.

Desire for additional

involvement in contract bids.

1


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5/8s Work Schedule Transition PlanACTION PLAN

2 Develop a flexible approach toassisting employees with

scheduled doctors visits.

Educate employees on the

value of 25% staffing

efficiency.

CONCERN

Employees expressed concernover the additional cost of fuel,

dentist and doctors

appointments.

1


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Softball Field Create FunEmployees Idea - Developed & Utilized

AMG employees responded to requestsfor team building projects at IAH with the

concept of designing a intramural softball

field. This project promotes:

Health and wellness initiatives

Inter-business group participationCommunication development

Making work fun


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Softball Field Create FunEmployees Idea - Developed & Utilized

Eugene Kelly, the AMG

employee that designed

and helped build the field.


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Water Collection InnovationEmployees Idea - Developed & Utilized

AMG employees submitted the conceptfor recycling water using potable water to

irrigate foliage around the airport. This

project promotes:

Going Green

Water conservation


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Water Collection Innovation

Employees Idea - Developed & Utilized


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Compactor Maintenance EfficiencyEmployees Idea - Developed & Utilized

AMG employee, Jonathan Young, grewincreasingly tired of spending excessive

time removing trash and debris from

underneath the compactor. Jonathan

partnered with our Maintenance Mechanic

II Sambo Hirro and Welder Charlie

Herrera to construct a piece of sheet

metal that would prevent trash from fallingunderneath the compactor. Jonathan's

effort reduced the amount of time spent

cleaning the compactor, and allowed

employees to concentrate on other areas

of airport beautification.


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Results

Meet Communicate Engage Recognize


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FY 2012 Action Plan

Background Information


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ENGAGEMENT SURVEY QUESTIONS: 1 2 3 4 5

In the last six months, I have had an opportunity to work, to learn, and to

grow.

144 106 265 226 199

16% 12% 29% 25% 22%

In the last six months, someone at work talked to me about my progress.205 133 261 233 108

23% 15% 29% 26% 12%

I have a best friend at work.141 169 211 288 131

15% 19% 23% 32% 14%

My fellow employees are committed to doing quality work.61 108 173 400 198

7% 12% 19% 44% 22%

The mission of the Houston Airport System makes me feel my job is

important.

75 106 158 376 225

8% 12% 17% 41% 25%

At work, my opinion seems to count.222 131 269 210 108

24% 14% 30% 23% 12%

There is someone at work who encourages my development.190 150 241 233 126

21% 16% 26% 26% 14%

My supervisor or someone at work seems to care about me as a person.112 84 164 362 218

12% 9% 18% 40% 24%

In the last seven days, I received recognition or praise for doing good work.255 141 244 205 95

28% 15% 27% 23% 10%

At work, I have the opportunity to do what I do best every day.105 100 231 284 220

12% 11% 25% 31% 24%

I have the materials and equipment need to do my work right.90 99 235 286 230

10% 11% 26% 31% 25%

I know what is expected of me at work.38 41 125 293 443

4% 5% 14% 32% 49%

TOTAL NUMBER OF RESPONSES

[N=11280 Responses from 940 Completed Surveys.]

1638 1368 2577 3396 2301

15% 12% 23% 30% 20%

COMPOSITE ENGAGEMENT SCOREACTIVELY DISENGAGED NOT ENGAGED ENGAGED

27% 53% 20%

HAS Engagement Level


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SURVEY QUESTIONS BASED ON LIKERT'S ORGANIZATIONAL DIAGNOSIS MODEL SYSTEM 1 SYSTEM 2 SYSTEM 3 SYSTEM 4

LEADERSH

IP16. How much confidence and trust is shown in employees. 176 390 249 125

17. How free do employees feel to talk to supervisors about their jobs? 191 293 278 178

18. How often are employees' ideas sought and used constructively? 221 403 238 100

19. Is predominant use made of fear, threats, punishments, rewards, and/or involvement? 206 444 139 151

20. Where is responsibility felt for achieving organization's goals? 167 330 217 226

TEAM

WORK

21. How much cooperative team work exists? 129 266 343 202

COMMUNIC

ATIONS 22. What is the usual direction of information flow? 140 370 263 167

23. How is downward communication accepted? 100 338 315 187

24. How accurate is upward communication? 68 406 346 120

25. How well do supervisors know problems faced by employees? 187 325 298 130

DECISION

MAKING 26. At what level are decisions made? 353 297 182 108

27. Are employees involved in decision related to their work? 249 333 243 115

28. What does the decision-making process contribute to motivation? 163 326 292 159

GOALS 29. How are organizational goals established? 207 371 233 129

30. How much covert resistance to goals is present? 82 452 257 149

CONTROL

31. How concentrated are review and control functions? 127 481 222 110

32. Is there an informal organization resisting the formal one? 102 429 250 159

33. What are the cost, productivity, and other control data used for? 140 454 179 167

TOTAL REPONSES [N=16942] 3008 6708 4544 2682

HAS Organizational Culture


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Engagement Index1

CATEGORIES RETENTION CUSTOMER SAFETY PRODUCTIVITY REVENUE

Career Development Opportunities X X X X X

Progress in last six months X X

Best friend at work X X

Coworkers commitment to quality X X X

Mission/purpose of organization X X

Opinion counts X X X X

Management encourages development X X X

Supervisor/someone at work cares X X X X

Recognition last seven days X

Do what I do best every day X X X X X

Materials and equipment X X X

Know what is expected of one at work X X X X1Items with strongest general relationship across organizations based on the Gallup Organization survey of 200,000 employees in 36 and across 21 different industries that showed links to five business

outcomes: retention, productivity, profitability, customer loyalty, and safety.


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ENGAGEMENT FACTORSGROWTH & DEVELOPMENT

My job allows me to learn new things and develop new skills.In the last six months, someone at work talked to me about my progress.

TEAMWORK

My fellow employees are committed to doing quality work.

The mission/purpose of this organization makes me feel my job is important.

I have a good friend at work.

At work, my opinion seems to count.

ORGANIZATIONAL SUPPORT

I have someone at work encourages my development.

At work, I have the opportunity to do what I do best every day.

My supervisor or someone at work seems to care about me as a person.

In the last seven days, I have received recognition or praise for doing good work.

BASIC NEEDS

I know what is expected of me at work.

I have the materials and equipment needed to do my work right.

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