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County HR presents 2024 employee engagement and stay-survey results; response rate about 54%
Summary
County HR summarized findings from alternating engagement and stay surveys, highlighted strengths in coworkers and flexibility, noted low ratings on compensation and technology, and outlined follow-up actions for department heads.
County HR staff Tony presented the results of Chippewa County’s 2024 stay survey during the Sept. 10 county board meeting, reporting a 53.9% overall response rate and detailed department-level feedback pulled from 227 responses.
Tony said the county alternates between a Gallup Q12 engagement survey and a broader SurveyMonkey “stay” survey to track changes over time and surface actionable items. “This is the second of 3 presentations for county board orientation. And this one is gonna be about employee engagement and stay surveys,” Tony said.
Why it matters: the survey is intended to identify what keeps employees at the county and what might drive them to leave. The HR presentation emphasized using repeated measures to show improvement and to target both department-level supervisors and countywide policy for change.
Key findings - Response rate: 227 completed responses in 2024; the presenter cited a 53.9% response rate for the stay survey. Tony said department-specific reporting improved compared with 2021 because the 2024 process delivered separate reports to department heads and to the DOA. - Most positive items: coworkers and the impact of the work were the top-rated items; challenging work, shift schedules and work flexibility also rated highly. - Lowest-rated items: compensation (the lowest-rated), department communication, advancement opportunities, department culture and technology. Tony said technology “took the biggest hit this year.” - Open comments: many free-text responses were either positive or noninformative entries such as “NA” or a period because the question was required; when substantive, comments frequently cited pay, longevity application, and dental insurance costs among concerns.
Follow-up and actions Tony said department heads received department-specific feedback in April and were required to submit action items to County Administrator Randy by June 15. The presentation outlined existing follow-up activity: a countywide staff satisfaction group that organizes recognition and team-building events, planned job-shadowing by HR leadership, and continued research into leadership training.
During board discussion, Supervisor Gary asked whether comments that “the County Board did not understand their jobs” reflected employee sentiment. Tony responded that comments mentioned both the County Board and DOA and that some employees wanted more direct contact. Tony and board members discussed the practicality of committee chair reports as one option to increase board familiarity with departmental work.
What the county will do next: HR plans to continue job-shadowing and leadership training work and to issue the next survey in February 2025 (the county alternates survey style each year). Department heads remain responsible for implementing and reporting on action items generated from their department feedback.
Ending Tony framed the heart of the survey as strengthening communication and improving the work environment so employees “don’t decide to leave and choose to stay.” He asked the board to note that some issues raised in February had already been addressed, such as a recently issued longevity bonus.
