Laserfiche WebLink
positionsthat received significant mid-year market adjustment in addition to the COLA <br />following benchmarking conducted by the Wage & Benefits Committee (W&BC). In 2020, the <br />roles were reversed and the lineworkers paygroup receiveda higher COLA and market <br />adjustmentthan theother paygroups. This higheradjustment was based on the evaluated <br />market data. The data from the survey and from recent morale concerns does indicate divide <br />between the paygroups, specifically that the office and field employees have concern regarding <br />the compensation process for the lineworkers. Conversely, there doesn’t appear to be the same <br />level of concern from the lineworkers over the process and compensation of others. <br />Although the 2019 organizational effectiveness survey did not indicate compensation or <br />benefits were a concern, the survey did illuminate other opportunitiesfor improvement. The <br />consultant communicated eight areas for the leadership team to address: <br />1.Implement an effective cross-organizational recognition program <br />2.Improve process and procedures; seek employee input and provide resources for <br />success <br />3.Improve the safety training; training specific and relevant to roles; improve delivery <br />4.Improve performance feedback process <br />5.Increase employee level development training <br />6.Leadership development; clear direction and accountability; for all employees <br />7.Increase teamwork and accountability within departments <br />8.Work environment; stress levels <br />Throughout 2019, the leadership team has been working through the action items identified by <br />the survey. To address items one through three, workgroups were created from within <br />departments of the organization. These groups of employees worked to provide input and <br />investedin thedevelopmentof solutions addressingtheir ownconcerns tocreate positive <br />outcomes. <br />The performancefeedback process wasupdated for 2019,yet still received less thanstellar <br />employee feedback as the process seemed tocumbersomeand lacked consistent follow-up <br />on development plans. This process is again under review by leadershipwith theintention of <br />additional processimprovements for this year’semployeeperformance feedbackand <br />evaluations. <br />Items 7 and 8 were specific to departments and were addressed within those departments <br />through communication and training. <br />Items 5 and 6 are yet to be addressed. These items were intended to be addressed through <br />training included in the 2020 budget. After the workplace culture concern was voiced by the <br />commission in December, a follow up conversation was conducted with the organizational <br />effectiveness survey consultant. These two items were interconnected. We have spent a lot of <br />time over the years training employees to perform tasks or “hard skills,” which they all do very <br />well. However, apart from the leadership team, we have not invested in “soft skills” trainings <br />for all employees. Soft skills include integrity and effective communication, which are two of <br />ERMU’s organizational values. Soft skills would also include teamwork, problem-solving, <br />______________________________________________________________________________ <br />Page 2 of 3 <br />76 <br />