Geetha Van den Daele, CE Lynn Dare, MEd, CE December 2016

2016 TCMH Employee Satisfaction Survey

Prepared by:

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ContentsIntroduction .......................................................................................................................................................................... 2

Key Findings .......................................................................................................................................................................... 2

Methodology ........................................................................................................................................................................ 2

Respondent Profile ............................................................................................................................................................... 3

Tri-County Mennonite Homes’ Mission and Values .............................................................................................................. 3

Meaningful Work .................................................................................................................................................................. 4

Suggestions for Future Learning Topics/Opportunities Included:.......................................................................................... 7

Ability to Improve Job ........................................................................................................................................................... 7

Work Environment ............................................................................................................................................................... 9

Stress/Work Pressure ......................................................................................................................................................... 11

Suggestions for Improvement .......................................................................................................................................... 13

Support and Relationships .................................................................................................................................................. 14

Work Conditions ................................................................................................................................................................. 17

Communication .................................................................................................................................................................. 19

Compensation .................................................................................................................................................................... 23

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Introduction In November 2016, Tri-County Mennonite Homes (TCMH) conducted an Employee Satisfaction Survey across its four

divisions: Aldaview Services, Greenwood Court, Nithview Community, and TCMH’s Corporate Office. TCMH contracted

Fresh Insights, an independent consulting firm, to upload their survey online, analyze survey responses, and prepare

this report. Areas explored in the survey included: Meaningful Work, Ability to Improve Job, Work Environment, Stress

and Work Pressure, Support and Relationships, Work Conditions, Communication, and Compensation. This report

presents the results of both the survey’s quantitative and qualitative questions.

Key Findings Overall, employees reported enjoying their job and found the opportunity to help others (residents/clients and co-

workers) meaningful and satisfying. Respondents acknowledged that stress in this service field is to be expected;

however, respondents emphasized particularly high levels of stress due to staff shortages and limited communication.

Some employees expressed the shortage of staff and limited communication as reasons for lower employee morale

and some negativity in the workplace.

Methodology All TCMH employees were invited to complete the 2016 Employee Satisfaction Survey. The survey was distributed by

TCMH and posted online for employees to access and provide feedback. Overall, there was a 27% response rate;

response rates varied across division (see table following page). Note, numbers and responses may not be reflective of

all TCMH employees; this summary represents the responses and voices of those TCMH employees who completed

the survey. Percentages are reported in tables throughout this summary. Data from the 2015 survey (total for all

divisions), are included in the report’s tables.

2016 Response Rates All Aldaview Greenwood Nithview Corporate

# of Employees 324 56 98 149 21

# of Responses 87 37 25 20 5

Response Rate 27% 66% 26% 13% 24%

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# of years at TCMH % 0-5 years 42% 6-10 years 36% 11-15 years 6% 15 + years 16%

Reporting Notes: Employees were asked to rate their agreement with survey statements using the following scale: Strongly agree,

Agree, Somewhat agree, Somewhat disagree, Disagree, and Strongly disagree. The percentages in this document refer to the

number of respondents who strongly agreed or agreed, and are grouped together as “agreed.”

Table cells containing percentages for ‘all staff’ are shaded according to this scale: = 75% or more = 50-74% = 0-49%

Respondent Profile A total of eighty-seven employees completed the Employee Satisfaction Survey. Approximately 40% of respondents

have been working at TCMH for 0 to 5 years (42%) and 36% have been working for 6-10 years. Two-thirds of

respondents work full-time (66%), 30% part-time, and 5% are on contract. A breakdown of respondents, by position, is

provided in Figure 1 below.

Figure 1: Respondent Profile by Position

Tri-County Mennonite Homes’ Mission and Values Almost all employees reported understanding (99%), agreeing (95%), and contributing (99%) to Tri-County Mennonite

Homes’ Mission and Values. A smaller percentage of employees (62%) felt that TCMH is true to its Mission and Values.

An employee shared that “one of the main reasons I chose to work at Aldaview was because I share the same values.”

While comments were positive overall, one employee commented, “I know what our mission is, but not everyone can

feel that they have done their best when they are short of help.”

5%

5%

6%

6%

7%

7%

27%

38%

Dietary

Housekeeping, Laundry, Maintenance

Director/Supervisor

Administration

RN/RPN

Program and Support Services

PSW/NA

Counsellors (Aldaview)

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Meaningful Work Most employees who responded agreed they enjoy their work (85%), similar to the percentage who

agreed in last year’s survey (83%). Respondents highlighted how they love helping

residents/clients, working with their colleagues, and knowing and/or feeling they have done their

job well. A few quotes are shared below.

What makes your job satisfying?Aldaview Nithview Greenwood Corporate The feeling I have of helpingpeople achieve their goalsand the trusting relationships I build with the clients. Improving their daily life experience is the reward. Knowing I make a difference.

The unique relationships built with co-workers, supervisors and clients alike. Every day is special when working withour ladies and gentlemen!

Strong team ethic at Aldaview. Seeing evolvement of efficient processes andnew ways of doing things. Partnerships with Nithview and Greenwood supportive colleagues.

I appreciate the opportunityto help with the wellbeing of a huge number of individuals and I am given the strength to listen, encourage and help not only residents but fellow staff members.

My job is satisfying because I get to build relationships with so many wonderful people --- people who are vulnerable and may be forgotten by society at large. I find satisfaction in using my God- given talents to make a difference to others. Thereare many great people whowork at Nithview and they bring enjoyment to my work.

I enjoy working atGreenwood. My team is supportive of the work we do in our department. What makes my job satisfying is the day to day interactions with residents and making their day a better day if I can. Ialso enjoy the interactions with family members too.

Having a good team on the shift, having all tasks done, making residents' day go easier.

Coming to work and people respect me. They answer any questions that I have in a respectful manner.

I like that every day isdifferent and how the residents and staff are happy with the level of service that we provide to them.

[I like the] variety; interaction with residents; [and the]good relationship with my supervisor.

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Most often, respondents said job satisfaction came from hearing positive comments from residents or residents’ family

members. For example, when asked about what makes their job satisfying, employees shared the following:

It is rewarding to have residents say they enjoyed a program and ask when we will do it again. (Nithview employee)

When a resident really enjoys their meal, it makes me feel like I have done something worthwhile. Knowing that we have provided some of kind of peace or enjoyment at one of the highlights of their day is rewarding. (Nithview employee)

When the residents come back to their room and say how good it smells and that us housekeeping [staff] did a good a job. (Nithview employee)

It is great to have family members say to you that they feel the warmth of a great place the moment they step in the door. What a nice warm fuzzy! (Nithview employee)

While receiving positive feedback from residents/clients was satisfying, fewer than half of respondents (49%) agreed

they receive feedback that their work contributes to the overall success of the organization. Similarly, fewer than half

of respondents agreed they are recognized for suggesting improvements to resident/client care (49%). As one

employee highlighted, “I feel valued and appreciated when I receive feedback and appreciation for my efforts” and

another asked to “recognize contributions and reward good work [as] everyone likes kudos.” A higher percentage of

respondents (64%) did agree, however, that their employer values their work.

Recognition and Feedback Aldaview Greenwood Nithview Corporate ALL 2016 ALL 2015 My employer values my work. 64% 64% 55% 100% 64% 58%

I receive feedback that my work contributes to the overall success of the organization.

55% 48% 35% 60% 49% 39%

I am recognized for suggesting improvements to resident/client care.

43% 63% 40% 75% 49% 37%

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Opportunities to LearnApproximately three-quarters of respondents (73%) agreed they receive the necessary training to maintain/improve

their skill and competency levels and 68% that they are given the opportunity to learn new things at work.

Opportunities to Learn Aldaview Greenwood Nithview Corporate ALL 2016 ALL 2015 I receive necessary training to maintain/improve my skill and competency levels.

81% 80% 55% 60% 73% 60%

I am given opportunity to learn new things at work. 71% 64% 60% 100% 68% 62%

I am supported in maintaining my educational requirements.

65% 60% 65% 80% 63% 57%

A few Nithview employees commented that there are fewer opportunities to learn at TCMH than in the past. For

example, one employee indicated that “staff are not encouraged to achieve their fullest potential [as] observed by the

lack of educational opportunities and forums posted for staff … in the past there were multiple opportunities posted in

house for healthcare workers to attend and a variety of forums.” Another Nithview employee also indicated that years

ago, “there were multiple in-service opportunities for all staff promoting the employee ‘toolbox of knowledge’”.

Staff education and training were most frequently noted as something to continue doing at TCMH. Employees value

opportunities to learn and hope TCMH continues to offer such opportunities:

Education and training efforts are a welcomed improvement. (Aldaview employee)

Continue learning and providing staff with opportunities to learn (e.g., seminars, sessions, classes, articles) (Aldaview employee)

I like the staff education days too! (Nithview employee)

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Suggestions for future learning topics/opportunities included: A sensitivity training for staff resident/family interactions

Further staff education on dementia

Montessori training for all staff in all departments (Nursing, Dietary,

Housekeeping, Laundry, Maintenance, Office Admin, Recreation)

An extra training session from LEADERSHIP in the specific home that

the employee is being trained in, to go over protocols, rules, etc.

Housekeepers and Kitchen staff should also be given opportunities to

increase their knowledge either within their department or with

innovative and current practice ideas at forums

Leadership training for managers

Increase educational opportunities within each department

Ability to Improve Job Most employees agreed they are encouraged to be self-sufficient (80%) and are given opportunities to participate in

work committees (79%) (see table on following page). Approximately two-thirds of respondents (65%) agreed they are

allowed to make improvements in their job; this percentage was higher among Greenwood (72%) and Corporate (80%)

employees and lower among Nithview employees (55%). One Nithview employee commented “it’s difficult to improve

your job when staff-resident ratio is not ideal, let alone continuously working short.”

While most respondents agreed they are encouraged to be self-sufficient (80%), a smaller percentage of employees (59%) agreed they can choose how they do their work

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* These statements were revised in the 2016 Employee Satisfaction Survey; 2015 and 2016 data are not comparable.

Fewer than one-quarter of respondents (24%) agreed that leadership tries to minimize the steps/rules so they can do

their job efficiently; Aldaview and Nithview employees had the least number of respondents agree with this

statement (19% and 5% respectively). Over half of respondents (57%) agreed they participate in decisions for their

department/house and approximately one-third (36%) of respondents agreed that their suggestions for improvement

are appropriately considered and dealt with.

Ability to Improve my Job Aldaview Greenwood Nithview Corporate ALL 2015 ALL 2016 I am encouraged to be self-sufficient. 78% 80% 85% 80% 80% 71%

I am given opportunities to participate in work committees.

84% 67% 85% 80% 79% -*

My supervisor supports my professional development.

73% 56% 70% 80% 68% 59%

I am allowed to make improvements in my job. 64% 72% 55% 80% 65% -*

I am able to choose how I do my work. 68% 44% 55% 80% 59% -*

I participate in decisions for my department/house.

60% 52% 55% 80% 57% 52%

My suggestions for improvement are appropriately considered and dealt with.

37% 40% 25% 60% 36% 34%

Leadership tries to minimize the steps/rules so I can do my job efficiently.

19% 37% 5% 80% 24% -*

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Work Environment Overall, most respondents agreed that their employer (93%) and colleagues (87%) welcome cultural diversity. Two-

thirds (67%) of respondents agreed that their work place encourages teamwork and support; Aldaview employees

(81%) most often agreed that they receive encouragement for teamwork and support in the workplace. Two-thirds of

respondents overall agreed that their work environment is pleasant (66%); however, less than half of Nithview

respondents (45%) reported their work environment is pleasant.

Approximately two-fifths of respondents (39%) agreed they feel comfortable questioning leadership decisions. This

percentage was smallest for Nithview.

Work Environment Aldaview Greenwood Nithview Corporate ALL 2016 ALL 2015 My employer welcomes cultural diversity. 97% 88% 95% 80% 93% 86%

My colleagues welcome cultural diversity. 97% 76% 85% 80% 87% 88%

Humor is incorporated into my workplace. 91% 72% 80% 60% 81% 83%

My work place encourages teamwork and support. 81% 56% 55% 60% 67% 60%

My work environment is pleasant. 75% 68% 45% 80% 66% 62%

Generational differences are recognized and respected.

57% 68% 69% 75% 64% 56%

My work place encourages quality care and continuous improvement.

70% 64% 45% 80% 63% 60%

I feel comfortable questioning leadership decisions. 39% 40% 26% 80% 39% 36%

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In response to an open-ended question, employees shared that one of the most satisfying aspects of their job is their

co-workers, yet some employees noted that teamwork and overall morale could be improved:

Teamwork still needs improvement at Nithview. I think supervisors are overwhelmed by the many tasks they have as they don’t seem to give the efforts they once did in giving additional support when staff are short (i.e., serve coffee or feeding in dining rooms). (Nithview employee)

There is a lack of teamwork at Greenwood. There are a few day staff who bully their co-workers and nothing gets done about it. (Greenwood Court)

There is a lack of teamwork among certain RPN staff. They feel they do not have to assist the charge nurse, and will not unless told to help. (Greenwood employee)

I feel that there is a significant lack of respect between co-workers, where some feel their workload is heavier and their priorities more important than their colleagues' or divisional colleagues. An evident lack of teamwork with some employees. (Corporate employee)

Nithview encourages quality care and continuous improvement which is very hard to do when staff is always working short which also makes the work environment unpleasant to hearstaff complain. (Nithview employee)

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Stress/Work Pressure Being short-staffed is a major stressor for staff, and was one of the most frequently noted issues at work. Less

than one-quarter of respondents agreed that staffing levels are appropriate (23%), and only two-fifths (39%)

agreed they had sufficient time to complete their responsibilities.

Staffing Levels and Time to Complete Work Aldaview Greenwood Nithview Corporate ALL 2016 ALL 2015 Staffing levels are appropriate 35% 12% 15% 20% 23% 22%

I have sufficient time to complete my responsibilities.

57% 36% 15% 20% 39% 34%

Several employees’ comments on staffing are shared below:

Being short staffed is bringing down employee morale. Staff are frustrated because there arethings to make the home better and more successful but they aren’t being listened to. (Nithview

employee)

There are not enough staff to handle the current projects. Often feeling like there is more than can be handled in the allotted time results in feelings of inadequacy and negativity. (Corporate

employee)

There is lots of stress at Nithview, and morale is extremely low and much of this stress is relatedto the shortage of PSW staff, lack of respect, poor communication, and lack of support.

(Nithview employee)

Very high demands in the industry. Working short or not replacing modified staff makes things even more stressful. Management adds more and more to the list of duties and expects staff to find time in an already crunched time frame. To accomplish what is supposed to be done is impossible many days, you then have to decide who goes without. (Nithview employee)

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Stress in the job is usually a result of staff being pulled and working with not enough staff on hand for the amount of people/programs that are running during the day. The leadership team and the scheduler work hard to make sure that this does not happen very often, and in most cases it is unavoidable. (Aldaview employee)

It is sad that there is a continual staff shortage. (Nithview employee)

We are continually working short of staff, I work more shifts short than fully staffed. Staffing is in a crisis situation. Staff burnout is high. [Staff are] discouraged and not feeling supported. We are feeling hopeless…We feel the residents are neglected due to staff shortage and we are expectedto do too much. We do not feel safe working in these conditions or feel that the residents are safe. We do not feel respected. (Nithview employee)

Though my position is reasonably managed, it's hard to see nursing staff, especially, working with high demands and not enough regular staff to meet the needs. (Nithview employee)

Approximately one-quarter of respondents agreed they are emotionally (24%) and physically (23%) exhausted at the

end of the day. One respondent shared how exhaustion “can vary…depending on the health of the people being

supported, the number of activities that day and the staffing available to support people daily (varies from house to

house and programs).”

Emotional and Physical Well-Being Aldaview Greenwood Nithview Corporate ALL 2016 ALL 2015 I am emotionally exhausted at the end of my workday.

8% 28% 45% 40% 24% 20%

I am physically exhausted at the end of my workday.

38% 32% 45% 0% 23% 22%

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It is very draining when working short or with temps all the time and it makes coming into work very difficult. (Nithview employee)

When we are short staffed, or the needs are too high, to get the jobs done well, it is very stressful. I go home wishing I could give more time. (Nithview employee)

I find that there are stressful days in my job. Trying to get everything done. With staffing hours reduced in my department I feel pressure to do more in the day and then end up taking work home with me as well to keep up with deadlines. (Greenwood employee)

Suggestions for improvement Hire more qualified staff

New staff, that are not working out, should be let go sooner

Allow shift changes

Make more balanced schedules, no more than 5 work days in a row, in a baseschedule

Have a floater, so that staff can take breaks, every shift, away from programs

Bring back recreation support staff

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Support and Relationships Relationships with Co-WorkersWhile respondents commented that teamwork and morale need improvement, they did agree that their co-workers

are friendly (89%), supportive (76%), concerned about their well-being (74%), acknowledge their accomplishments

(74%), and help them complete their job when needed (70%).

Most employees agreed they are an accepted member of the workgroup (92%) and approximately three-quarters

agreed they have a close friend at work (74%).

I get along quite well with all of my colleagues, we are like family, as well as a team player, when it comes down to our jobs. (Nithview employee)

Relationship with Co-Workers Aldaview Greenwood Nithview Corporate ALL 2016 ALL 2015 I am an accepted member of the workgroup. 97% 84% 90% 100% 92% 83%

My co-worker(s) is friendly. 97% 68% 100% 80% 89% 83%

My co-worker(s) supports me. 86% 80% 80% 60% 76% 73%

I have a close friend at work. 72% 67% 85% 80% 74% 61%

My co-worker(s) is concerned about my well-being. 87% 60% 70% 60% 74% 74%

My co-worker(s) acknowledges my accomplishments.

86% 56% 75% 60% 74% 74%

My co-worker(s) helps me complete my job (when needed).

84% 52% 70% 60% 70% 81%

My co-worker(s) is competent at doing their job. 78% 56% 70% 60% 69% 76%

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Relationships with SupervisorsOverall, more than half (59%) of employees who responded agreed their supervisor listens to them and just under half

(46%) agreed their supervisor stands up for them. Nithview respondents had the lowest percentage of respondents

agreeing with statements about the work environment.

Work Environment Aldaview Greenwood Nithview Corporate ALL 2016 ALL 2015 My supervisor listens to me. 59% 64% 45% 80% 59% 63%

My supervisor takes personal interest in me. 57% 52% 40% 80% 53% 56%

My supervisor "stands up" for me. 50% 50% 26% 80% 46% 55%

Experiences and relationships with supervisors varied among employees. A few respondents reported very positive

relationships with their supervisor:

I am very pleased with how well my supervisors...communicate with myself and our teams. They are always receptive and helpful and I always feel comfortable talking to them about anything. :) (Aldaview employee)

I feel comfortable approaching my supervisor if I have concerns, and she is always available either within the workplace or via phone. (Greenwood employee)

Some employees shared how their experiences and relationships with their supervisor were not so positive:

I often feel bullied or belittled by a supervisor, so I do my very best to avoid contact.

My supervisor I feel is really poor at communicating. If she is away for the day, we are either never informed or just an email to the nurses, nothing in the communication book. Minor changes, temporary or not, [are] never communicated, and we are never to be upset about it. Well if I am not supposed to do something/minor changes, I want to know about it so I can adapt to the changes. (Nithview employee)

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My supervisor has so many tasks on her plate that many things fall between the cracks and often our team members feel frustrated. (Nithview employee)

Relationships with ManagersWhile relationships with managers were not directly explored in the survey, employees shared some experiences with

their managers in the open-ended questions. Positive and negative responses varied among respondents:

I work with a close and strong team. Our manager is the best! She appreciates us and acknowledges us for everything we do. She respects us and we respect her. (Aldaview employee)

A worse work environment as evidenced by worker's attitudes towards managers, management decisions and the lack of leadership and communication from managers. (Nithview employee)

There is a lot of communication missing between managers and front line. Sometimes feel like they are hiding information. (Aldaview employee)

It seems the worker is only noticed for negative behavior and reprimanded for that behavior, and staff are being overworked. They are not promoting a positive work environment by allowing certain practices to continue for some employees and reprimanding others for similar types of behavior. It depends on WHO you are as staff that will influence how you are treated by your manager. (Nithview employee)

There are times when management are approachable but a lot of times where they do not seem approachable. Management sometimes give us the feeling like you are in trouble and I often feel anxious when having to talk with management and sometimes fear losing my job.

(Aldaview employee)

One Nithview employee noted that “management needs to be informed of staffing situations in the building and be

prepared to work side by side by PSWs.”

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Work Conditions Two-thirds of employees who responded agreed they have good work conditions (66%) and have the

supplies/equipment necessary to complete their job (65%). A smaller percentage of Nithview employees reported

having good work conditions (45%), compared to Corporate (80%), Aldaview (73%), and Greenwood (68%). Fewer

Greenwood and Nithview employees agreed they have the supplies/equipment necessary to complete their job (58% and 40% respectively).

Almost three-quarters (72%) of respondents agreed they had enough employee space; Aldaview and Corporate had a

smaller percentage reporting they had enough employee space (60% each), compared to Greenwood and Nithview

(88% and 80% respectively). One Aldaview employee shared that despite there being no private spaces designated,

staff have been finding ways to find space for themselves:

The only concern has been that there are no private spaces to go to, to get away from all the constant activity. Staff has resolved this issue by seeking out rooms that are not being used by a client, or by going out to their personal vehicle. The team is great at recognizing when another staff member needs a break, and they step up and provide a nurturing and supportive environment for their teammates. It's a high anxiety job that thankfully has like-minded and respectful staff working together. (Aldaview employee)

Work Conditions Aldaview Greenwood Nithview Corporate ALL 2016 ALL 2015 I feel safe at work. 62% 68% 70% 100% 77% 82%

I have enough employee space (changing rooms, lunch room, work space).

60% 88% 80% 60% 72% 81%

I have good work conditions. 73% 68% 45% 80% 66% 70%

I have the supplies/equipment necessary to complete my job.

79% 58% 40% 100% 65% 63%

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Some suggestions for improving work conditions included updating equipment and/or getting better supplies such as:

Updating vacuums

Better lawnmowers (easy start ones)

Better sprayers

New cleaning supplies (i.e., mop pads)

Stop fixing vehicles instead of replacing them

Have enough product to make dishes the way they should be

Better quality of beds, and a dedicated sleep area

One employee suggested hiring extra staff to shovel snow in winter, noting staff are so busy cleaning the inside of

the house that, “it is hard to make time to shovel, sometimes multiple times outside.”

On the topic of work conditions, one employee shared how they sometimes worry about their safety because they

typically work alone.

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Communication Communication was the most frequently noted area for improvement. While respondents overall agreed they know

what is expected of them and their job (86%) and that they have clear information about how they are to do their job

(73%), less than half of respondents agreed that leadership does a good job in communicating information about the

organization. In particular, less than half of those who responded agreed that leadership does a good job

communicating the organization’s performance results (43%), the organization’s plans (33%), employee changes (30%),

and decisions to everyone (27%).

Communication Aldaview Greenwood Nithview Corporate ALL 2016 ALL 2015 I know what is expected of me and my job. 84% 88% 90% 80% 86% 83%

I feel comfortable with what I am asked to do in meeting my job expectations.

81% 84% 55% 80% 76% 73%

I have clear information about how I am to do my job.

72% 80% 65% 80% 73% 70%

My supervisor and I maintain a clear understanding about what I am expected to do & how I am to carry it out.

71% 76% 80% 68% 67%

Leadership does a good job communicating the organization's performance results.

50% 56% 20% 20% 43% 38%

Leadership does a good job in communicating the organization's plans.

31% 52% 15% 20% 33% 33%

Leadership does a good job communicating employee changes.

31% 48% 15% 0% 30% 34%

Leadership does a good job in communicating decisions to everyone.

31% 54% 5% 0% 27% 38%

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Through their comments, some respondents shared that decisions and/or changes made are not communicated

effectively. A few employees commented on how they find out about changes, after they have been made, often

from families and/or residents first:

Decisions are not being communicated effectively to all employees. Often, we hear of room changes from families before management communicates it. In terms of new admissions, at times we don't even hear about it till they are moved in. (Nithview employee)

We find out plans after they happen. Residents sometimes know what is happening before staff.(Nithview employee)

When new residents are planning to move in, I wish the process of admission would not be treated so secretively by Leadership Team. Many times, people in the community around us are aware of new residents moving to Nithview before staff ever find out. This is embarrassing when you greet someone and find out they live here --- and I didn't know about it. (Nithview employee)

Communication is one of the biggest problems at Nithview. Managers do not appear to be approachable and often do not give clear answers. We often do not find out about changes until they have already happened. (Nithview employee)

Sometimes I feel that communication could be improved between leadership and staff, it would be better for all staff to hear about changes at the same time to avoid rumors starting. (Greenwood employee)

I have also repeatedly requested information about when RH residents go to hospital, as some may wish for a pastoral visit, if they do not have another pastor beyond Nithview. This does not happen routinely and I only find out by chance. It's hard to be a caring community when staff are not kept informed about opportunities to care, whether it's for residents or for staff. (Nithview employee)

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A few employees noted that communication efforts were not effective or were unsure of where certain

communications takes place:

It seems that communication is decreasing. The bi-weekly pay stub communications were my preferred method of communication prior to moving to electronic paystubs. I thought we provided email addresses to be able to get regular communication but nothing has come besides pay stubs. (Nithview employee)

I'm not sure what performance results are measured in our organization but I can't think of how they get communicated (note --- it's been one year since I attended staff education so perhaps I have forgotten some things). It feels like communication has been a huge issue since I started working here in 2010 and an issue much longer than that. (Nithview employee)

From an employee perspective, communication is an absolute necessity. Sometimes, it appears as if corporate decisions and ideas are not communicated effectively with everyone in TCMH, as it applies. I am connected well to the Leadership team I work for, however, I would appreciate more connection with corporate services. (Aldaview employee)

Emails go unanswered when I email the CEO with contributions to help add meaning to the lives of residents. (Greenwood employee)

One employee felt that there has been improved communication over the years:

The level of communication between Leadership team and staff has improved over the years. Not all communication trickles down to staff, but that is where the PDS staff need to step up and inform the rest of the staff what has been discussed at meetings with leadership. (Aldaview employee)

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Suggestions for improvement… Letting staff know of room changes/admissions before families and residents

Communicating coming changes to staff, regardless of how big or how minor

Continue to acknowledge the hard work PSWs do, and keep reinforcing the idea of teamwork

Posting information in places other than the communication book (e.g., in the staff room, on the staff tv, etc.)

Bringing back the bi-weekly communication that accompanied pay-stubs before the switch to e-paystubs

Providing the work schedule more in advance Communicating if someone is sick to the impacted staff team, as soon as possible

Expecting staff from all departments to attend Circle of Care meetings a minimum number of times per year

Placing higher expectations on people to read communications/memos, and expect them to sign off and be accountable

Implementing a Communications Matrix, which would improve communications to all Stakeholders

Creating “How to” procedures that are standard from one facility to another

Implementing Lessons Learned documentation would create historical records and decease costs

Acknowledge, listen, and take staff complaints more seriously and/or explain why things can’t change

Greeting employees more often in the hallway (e.g., Management saying "hello" in the hallways more often)

A couple of employees emphasized finding a way to communicate who is joining or leaving the organization; not

knowing this information, they noted, makes it hard to be welcoming.

Find a way to communicate staff names who are coming/going, even better, with photos, for those who are new. How can we be welcoming if we don't know people are new and that they are not agency staff which is temporary. (Aldaview employee)

I wish that employee "hellos" and "goodbyes" could be communicated and that it would not be political or break privacy (which is why I assume it doesn't happen). I only learn about good-byes when staff plan a gathering... and hellos feel rather random and not very welcoming to new people.” (Nithview employee)

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Compensation Employees ranked their top three most important compensation items, from a list of six items on the survey. The

items are listed below from most to least frequently selected

1) Wages

2) Time off (vacation, personal unpaid time)

3) Pension

4) Extended Health Insurance

5) Dental

6) Life Insurance

Four employees noted they wished that personal unpaid days be reinstated. For example, one employee highlighted:

I have really missed the 7 personal days that have been removed. My line is 10 shifts, used to be 9. Since the 10th shift was added, I feel the difference. Personal days really helped reboot and give myself time when needed. If given the opportunity I would go back to nine shifts, it was better for my wellbeing. (Nithview employee)

A few employees also wished there were benefits for part-time staff:

I think that part time staff should get benefits or at least get a choice to buy into them. (Aldaview employee)

I would like to see some type of benefit plan set up for the part time staff. At my last job, the staff paid half and the employer paid the other half and there was no in lieu of benefit pay. This way the company did not have to pay out the full amount and then had an incentive for staff to want to stay and work. This was very effective in keeping staff turnover low. (Nithview employee)

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Additional comments on compensation included:

• Financial compensation or time off in lieu of working extra hours• Compensation package should be enhanced to promote wellbeing and physical exercise – i.e., if an employee

uses a gym regularly there should be some assistance with coverage of the membership.

• Consideration for dental would be coverage for mouth guards for sports.• Coverage for orthodontic care and increase in vision care for prescription glasses.• Increase dental to include major restorative.• Increase vision care coverage.• More compensation for physiotherapy and massage.• Offer a buy in program for health benefits geared towards part time staff who have been with Aldaview for

an amount of time.

One employee shared how they find the seniority policy “highly offensive to long term employees”, noting “it

promotes competition in an unhealthy way.” However, another employee voiced an opposing view: “make sure

seniority counts for something. Vacation is now first come first serve, which is not right.”

Another concern raised regarding compensation, and shared by a few other respondents, was being compensated for

breaks that an employee mentioned are difficult to take:

There is rarely an opportunity for a true 30 minute break (i.e. a staff member to come to the house)yet we are deducted a half hour per shift. This comes across as petty and disrespectful. (Aldaview employee)

An employee suggested, “hav[ing] a floater so that staff can take their breaks every shift away from the program, if

staff are unable to take their breaks.”

Some respondents provided positive feedback on compensation. One employee shared that they, “appreciate how

leadership is trying to improve the well-being of the employees by providing a wider range of services to help with

individual health/mental health/legal needs, etc.” and another shared that they “feel privileged to have the packages

that Nithview provides.