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r <br /> Better work space was cited most frequently when employees were asked what would help them <br /> be more effective in their work. Respondents wished for more room or "a quieter work space," <br /> and spoke of work spaces that were "full of distraction and difficult to work in." Adequate <br /> staffing was another key resource concern for many respondents, who complained of "too much <br /> to do with too few people." <br /> Believing that their opinions count at work and that interdepartmental communication is <br /> effective were the communication measures most closely associated with employees' <br /> satisfaction, engagement and efficacy. Co- workers, supervisors and e-mail were the most <br /> frequently cited sources of job - related information, far surpassing the Intranet. <br /> While most respondents were satisfied with the quality of information they received about <br /> benefits, substantially fewer were happy with the information they received about career <br /> development opportunities. It is not entirely clear whether this result simply captures the level of <br /> satisfaction with information about career development, or is also picking up feelings about <br /> career development opportunities themselves. There were strong differences between employee <br /> groups in level of satisfaction with information about career development and training <br /> opportunities; exempt employees and supervisors were significantly more likely to be satisfied <br /> with the information they received. <br /> There were striking differences between exempt and hourly staff and between supervisors and <br /> non - supervisors on key growth and development indicators. Exempt staff and supervisors were <br /> far more likely to agree that they had opportunities and that opportunities were given in a fair <br /> and equitable manner. <br /> Employees who believe the City values the work they do show a higher level of overall <br /> satisfaction and engagement. Exempt staff and supervisors were much more likely than hourly <br /> staff and non - supervisors to be highly engaged and have a strong sense of efficacy. <br /> Conclusion <br /> These findings offer insight into workplace characteristics most associated with satisfaction, <br /> engagement and efficacy, shed light on how City staff get and share work - related information, <br /> identify concerns about resource issues, provide a forum for employee suggestions for improving <br /> how the City provides services, and identify supervisor behaviors that help employees to develop <br /> and thrive in the workplace. <br /> This survey is not a report card or evaluation of the organization, its staff, or its management. <br /> Rather, it is a tool designed to provide useful information, lay the groundwork for further <br /> discussion among staff and management, and inform the development of strategies to address the <br /> most pressing workplace issues. <br /> 2 <br />