b1.6 - I have a lot of variety at - work 70.92 71.56 b1.7 - I enjoy the role I currently undertake 74.43 74.92 b1.8 My organisation provides rewarding career pathways through supporting and mentoring employees 46.03 49.59 *The overall’ is the total of the agree to strongly disagree’ responses as a percentage of total ‘average ‘strongly responses excluding know’ responses ‘don’t The relationship gap between recruitment processes (b2) and job satisfaction (b1.7) continues to be a point of difference. The implementation of Right Job, Right Person project by two more organisations is a direct response to employee views. Survey elements and findings of Theme 2 highlight the importance of gathering this type of data for future workforce activities. 3 49.59 per cent of respondents surveyed agreed is adequate opportunity to ‘there develop the required capabilities within my organisation for being a manager’. While 56.05 per cent of respondents admitted there was little opportunity to ‘develop leadership skills in their organisation’ and only slightly higher around 55.82 per cent of respondents agreed they had to coaching or mentoring opportunities’. ‘access The Tasmanian State Service Workforce Profile in 2012 shows less people are entering the Service under the age of 30. To maintain workforce capacity, the results of this focus area provide a useful indicator of employee perceptions of development, mentoring and coaching (table 13, c1.3 to c1.6). Investment in development opportunities for career advancement for those who agree that there are development opportunities to perform at a high level in their role is consistent across all age ranges (41.45 per cent). Lower satisfaction was evident in relation to opportunity to develop the required capabilities for being a manager. This statement ranked fourth overall on the weaknesses list in theme 3: Developing and recognising our people capability (52.10 per cent)
b1.6 - I have a lot of variety at - work 70.92 71.56 b1.7 - I enjoy the role I currently undertake 74.43 74.92 b1.8 My organisation provides rewarding career pathways through supporting and mentoring employees 46.03 49.59 *The ‘average overall’ is the total of the ‘strongly agree to strongly disagree’ responses as a percentage of total responses excluding ‘don’t know’ responses The relationship gap between recruitment processes (b2) and job satisfaction (b1.7) continues to be a point of difference. The implementation of Right Job, Right Person project by two more organisations is a direct response to employee views. Survey elements and findings of Theme 2 highlight the importance of gathering this type of data for future workforce activities. 3 49.59 per cent of respondents surveyed agreed ‘there is adequate opportunity to develop the required capabilities within my organisation for being a manager’. While 56.05 per cent of respondents admitted there was little opportunity to ‘develop leadership skills in their organisation’ and only slightly higher around 55.82 per cent of respondents agreed they had ‘access to coaching or mentoring opportunities’. The Tasmanian State Service Workforce Profile in 2012 shows less people are entering the Service under the age of 30. To maintain workforce capacity, the results of this focus area provide a useful indicator of employee perceptions of development, mentoring and coaching (table 13, c1.3 to c1.6). Investment in development opportunities for career advancement for those who agree that there are development opportunities to perform at a high level in their role is consistent across all age ranges (41.45 per cent). Lower satisfaction was evident in relation to opportunity to develop the required capabilities for being a manager. This statement ranked fourth overall on the weaknesses list in theme 3: Developing and recognising our people capability (52.10 per cent)
Employee_Evaluation_Survey_Results_2012.docx