Your board sets the tone from the top of the organisation. You oversee the CEO or equivalent to help drive a positive workplace culture.
This guide explains how to use your organisation’s People matter survey results to monitor and influence a positive culture.
For more information check out resources to support Victorian public sector board directors, chairs and entities and the Victorian Public Sector Commission's guide for establishing portfolio governance arrangements.
People matter survey results and current research show that a positive workplace culture leads to better public policies, services, organisational outcomes and performance.
Employees who work in a positive environment are more productive, engaged, innovative and likely to speak up. For example, if they experience or witness negative behaviours.
They also take less sick leave and are less likely to report workplace health and safety issues.
Monitoring and shaping workplace culture is an ongoing process. But it’s especially important to focus on improving culture during times of change or uncertainty.
Each year, employees across the Victorian public sector do the People matter survey.
The results help organisations understand how employees feel about their organisation and their work.
The Victorian Public Sector Commission analysed answers to the 2023 People matter survey questions to find out what improves workplace culture.
To improve workplace culture, the public sector needs to focus on 5 key improvement areas and survey statements:
The survey statements used to measure organisational integrity are:
The statements used to measure safety climate are:
The statements used to measure senior leadership are:
The statements used to measure engagement are:
Answers to these survey questions were analysed to measure wellbeing:
Knowing what drives a positive workplace culture will help you find ways to improve it.
This section explains the key improvement areas and provides tips and other research.
We need the community to have trust in how we work and what we do.
Organisations show integrity by:
Boards should monitor integrity in their organisation and work with their CEO, to:
Safety climate refers to how physically and psychologically safe employees feel at work.
Under the Occupational Health and Safety Act 2004, employers have obligations and duties to create a safe work environment.
When employees feel safe at work are more likely to:
Creating a safe and mentally healthy workplace culture starts with senior leaders and managers.
Leaders can take practical steps to influence workplace culture. They lead by example and demonstrate behaviours and attitudes they want to see in their employees.
Evidence suggests that organisations that report a higher percentage of employees who feel their opinions matter at work had a reduction in turnover and safety incidents and an increase in productivity.
Boards should monitor the safety climate in their organisation and encourage their CEO to:
A strong workplace culture is built on leaders who model the public sector values and provide clear strategic direction.
Supportive leaders give employees clarity, appreciation, feedback and coaching.
This can make employees feel more engaged and connected to their work and organisation.
Boards should monitor the senior leadership in their organisation and encourage their CEO to lead by example and:
Improving engagement helps organisations attract new talent, retain their employees and improve employee wellbeing.
Engagement and wellbeing are linked and affect motivation, productivity, retention and job satisfaction.
Engaged employees are much more likely than disengaged employees to recommend their organisation as a great place to work.
Boards should monitor engagement in their organisation and encourage their CEO, to:
Safe and healthy work environments benefit employees, employers and the Victorian community.
Research suggests that employees who report high levels of wellbeing are more likely to:
Negative behaviours such as sexual harassment and bullying have an impact on employee wellbeing. Organisations need to implement clear reporting processes and respond appropriately.
Boards should monitor employee wellbeing in their organisation and encourage their CEO, to:
This infographic shows a high-level view of:
You can download a copy to help you start conversations with your board and CEO.
The top 5 drivers that improve organisational integrity are:
The top 5 drivers that improve safety climate are:
The top 5 drivers that improve the perception of senior leadership are:
The top 5 drivers that improve engagement are:
The top 5 drivers that improve employee wellbeing are: