Professional Documents
Culture Documents
EMPLOYEE
OUTLOOK
EMPLOYEE Spring 2017
VIEWS ON
WORKING LIFE
The CIPD is the professional body for HR and people
development. The not-for-profit organisation champions
better work and working lives and has been setting the
benchmark for excellence in people and organisation
development for more than 100 years. It has more than
140,000 members across the world, provides thought
leadership through independent research on the world of
work, and offers professional training and accreditation for
those working in HR and learning and development.
Employee Outlook Spring 2017
Contents
Key findings 4
9 Job-seeking 29
Conclusion 31
References 33
cipd.co.uk/employeeoutlook 1
Foreword from the CIPD
Overall, scores for many of the items in the 15% saying they can rarely or never do this and
spring 2017 Employee Outlook survey have just over two-fifths saying that they are only
increased. There has been an increase in job sometimes able to do this. Most employees
satisfaction and an increase in our engagement check their work mobile/emails outside of
measures of employee influence over job, use of working hours to a greater or lesser extent, with
skills, motivation and effort. Employees are also two-fifths checking at least five times per day.
more satisfied with opportunities for employee However, only 5% disagree that workers should
voice and attitudes towards senior leaders have have the right to disconnect from work by not
once again improved. responding to work emails out of hours.
In the autumn 2016 Employee Outlook survey, On a positive note, employees are most likely
we reported an increase in several of the scores to agree that remote access to the workplace
for public sector employees. This trend has (through work devices, mobile technology,
continued into the spring 2017 survey, where video, and so on) helps them to work flexibly,
public sector job satisfaction is the highest it has helps them to stay in control of their workload,
been in the history of this survey (which has now helps them to be more productive and
been running for eight years) and several other empowers them. However, almost a third of
important items have improved for public sector employees agree that remote access to the
workers (see more on this in the conclusion). workplace means they can’t switch off in their
personal time and almost a fifth say it makes
However, there is still room for improvement them feel as though they are under surveillance,
and particularly so when it comes to employee makes them anxious and impacts their sleep
development. Almost a quarter disagree quality. Almost a quarter of employees are also
or strongly disagree that their organisation worried that parts of their jobs or all of their jobs
provides them with opportunities to learn and will be automated in the future.
grow, and a further quarter are dissatisfied
with the opportunity to develop their skills in These findings show us that technology is
their job. More worrying still, almost two in certainly aiding the blurring of work and
ten say that their managers do not provide any personal lives, and for many employees this
feedback and recognition on their performance. is a positive thing, providing them with more
It seems likely that future restrictions on labour flexibility and control over when and where
mobility will further exacerbate the already they carry out their work. However, for others
high levels of skills shortages organisations there are real challenges in switching off from
face. Organisations therefore need to make sure work and concerns about their organisation
that they don’t neglect the development and monitoring them. Organisations therefore
upskilling of their existing employees. need to ensure that with increased access to
technology they are also setting an enabling
The focus section in this survey on technology, organisation culture – one of empowerment
the blurring of work and personal lives, and and trust rather than surveillance and fear. It’s
automation highlights some interesting also important to address employee concerns
findings on both the benefits and drawbacks about future job automation and invest where
of technology. The ability to switch off from possible in up-skilling and development as roles
work can be challenging for employees, with continue to evolve and change.
2 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
cipd.co.uk/employeeoutlook 3
Key findings
Current external context believe that conflict at work (76%), Employee satisfaction with the
Three-fifths (59%) believe it is either stress (70%), people taking time amount of influence they have over
unlikely or very unlikely they will off sick (76%) and morale amongst their job in general sits at +35, while
lose their current main job, with colleagues (65%) has stayed the satisfaction with the scope for using
just over a tenth (11%), however, same regardless. However, a fifth their own initiative within their job
thinking it is likely or very likely of employees believe it has led is higher, at +55. Both of these scores
they could lose their current main to a decrease in morale among have increased since autumn 2016.
job. The proportion thinking it is colleagues (20%) and an increase
unlikely that they will lose their job in stress (17%). The majority of Overall, satisfaction with use of
compares favourably with our last employees also believe that there knowledge and skills sits at +49,
surveys in spring and autumn 2016. will be no change to their job up from +44 in spring 2016, with
security (69%), their need to learn no significant differences between
Almost a third of employees believe new skills (65%) and opportunities sectors. Interestingly, the overall
that their organisation has been to progress (67%). However, almost net agreement score for ‘This
impacted by wider political changes two-fifths (37%) of employees feel organisation really inspires the
in the UK and the US either a great pessimistic about the future and very best in me in the way of job
deal (6%) or to some extent (26%). around a fifth (19%) feel less secure performance’ is low at +12, but it
Almost half (49%), however, don’t in their job. has risen from +6 in autumn 2016.
think their organisation has been
impacted at all by these changes. Job satisfaction Employees are most likely to say
Net job satisfaction has increased they are willing to take on more
Around half of employees believe in this survey again and now sits work to help relieve colleagues’
the UK’s decision to leave the EU at +48 (with 64% satisfied and 16% workloads (+47), followed by
will make little or no difference to dissatisfied), compared with +45 being willing to work harder
their organisation’s investment in in autumn 2016. Job satisfaction than they have to in order to help
equipment and technology (58%), continues to rise in the public sector their organisation succeed (+45);
investment in workforce training (+59) at levels not seen before in however, employees were more
and skill development (57%), costs this survey series, which has been likely to disagree than agree (–8)
(46%) and the competitiveness running for eight years. that they would turn down another
of their exports (45%). However, job with more pay in order to stay
a third (33%) think it is likely to Employee engagement with their organisation.
increase their organisation’s costs, We have moved away from a single
around a fifth (19%) think their measure of engagement calculated Employee attitudes towards
exports will be less competitive and through an index in recognition senior leaders and line
investment in workforce training that employee engagement has managers
and skill development will be different aspects, and creating Scores for all items relating to
reduced (18%), and 15% think it will one score risks oversimplifying attitudes towards senior managers
reduce investment in equipment it. We include four different areas have improved once again across
and technology. that research has shown to inform the board in this survey. There have
employee engagement; these are: been particular improvements in
Following the UK’s decision to leave influence over job, use of skills, confidence (an increase of 8 net
the EU, the majority of employees motivation and effort. percentage points), and on treating
4 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
employees with respect (an increase of organisation’s strategy. This has Employees are more likely to feel that
7 net percentage points), and trust in increased again since autumn 2016, their manager is considerate of their
senior leaders to act with integrity (an but still leaves two-fifths saying well-being (72%) than their employer
increase of 7 net percentage points). that they receive either limited (63%), but overall the results are
However, consultation on important information or worse when it comes positive for both.
decisions is still a negative score (–12). to their organisation’s strategy.
Sixty-eight per cent of employees
When it comes to sector differences, The scores for different aspects of describe their mental health as very
although all items have improved employee voice have improved, once good (29%) or good (38%). Almost a
across all sectors, the biggest again, since our last two surveys. fifth (24%) say their mental health is
improvements are in the public sector Employees’ net satisfaction score for moderate, with 7% describing it as
and in particular in relation to trust in opportunities to feed views, issues poor and 1% describing it as very poor.
senior leaders to act with integrity (up and ideas upwards has increased Employees were more likely to say
24 net percentage points), consultation (spring 2017: +24; autumn 2016: their mental health problems were as
on important decisions (up 19 +20, spring 2016: +11), and the net a result of problems outside of work in
percentage points) and confidence in satisfaction with opportunities their personal lives (21%) as opposed
their ability (up 18 percentage points). for employees to be involved in to problems at work (16%), but the
decisions that affect them has highest proportion felt they were
Four-fifths (78%) of employees have also increased (spring 2017: +23; actually as a result of a combination of
a line manager or supervisor they autumn 2016: +21, spring 2016: +16). these two factors (62%).
report to as part of their job. When However, net satisfaction with the
it comes to satisfaction with line attention paid to the suggestions Career, performance and pay
managers, this sits at a net score employees make is highest (spring Over half of employees (55%) now
of +47. Employees in the public 2017: +35; autumn 2016: +28, spring believe that their organisation’s
sector (+55) have the most positive 2016: +24). Public sector employees performance management processes
net satisfaction score (private: +46; have seen the greatest improvements are very or somewhat fair (autumn
voluntary: +36) and are significantly in both opportunities to feed views 2016: 50%; spring 2016: 44%), while
more likely to be very satisfied with upwards (up 13 net percentage almost a fifth (17%) believe that
their line managers than private points) and attention paid to the they are somewhat or very unfair
sector employees (30% versus 22%). suggestions they make (up 26 (autumn 2016: 18%; spring 2016:
net percentage points) and are 23%). More than three-fifths (61%) of
Organisation purpose, significantly more likely to say this employees who have a performance
information-sharing and than employees in the private sector. management process believe their
opportunities for employee line managers are very effective or
voice Health and well-being at work fairly effective at communicating
Net agreement amongst employees Thirty-eight per cent of employees objectives and expectations.
that they clearly know their are under excessive pressure at work
organisation’s core purpose is very at least once a week. This figure has When it comes to the frequency with
high (+78), while net agreement remained stable over the last few which managers provide feedback
to being highly motivated by their surveys. Almost a third of employees and recognition on performance,
organisation’s core purpose is much (31%) say they come home from employees are most likely to say just
lower (+35). However, these scores work exhausted either often (22%) once or twice in the past year (41%).
show some improvement on the or always (9%). Employees are most Twelve per cent say once or more a
autumn 2016 findings. likely to say that work makes them feel week, with just over a quarter (26%)
cheerful (29%) most or all of the time saying a couple of times a month.
More than half of employees as opposed to any other feeling. This Rather worryingly, 18% say their
feel either fully (14%) or fairly is followed by optimistic (19%) and manager does not provide feedback
well informed (44%) about their relaxed (19%) and then stressed (18%). or recognition at all and private sector
cipd.co.uk/employeeoutlook 5
employees are significantly more switch off from work, and private happen in the next year, most think
likely to say this than employees from sector employees (47%) are more this might happen in five (49%) or ten
the other sectors (21% versus 10% of likely to say that they can always years’ (33%) time.
public or voluntary). switch off compared with public
(35%) and voluntary (29%) sector Job-seeking
We asked employees about employees. Just over a fifth (21%) of employees
whether they feel able to fulfil their are now looking for a new job with a
career aspirations in their current Two-fifths of employees say that they different employer. This has reduced
organisation. Employees are fairly always (15%) or occasionally – at from autumn (23%) and spring (24%)
split on this question, with just over a least five times (25%) – check their 2016. More than half (54%) of all those
third (36%) saying very likely or likely work mobile/emails outside of their currently looking for a new job have
and just under a third (30%) saying working hours. Around the same applied for a position in the last six
unlikely or very unlikely. number (23%) say they rarely do this months (autumn 2016: 53%; spring
(checking just once or twice out of 2016: 50%).
More employees are satisfied with working hours). Finally, around a fifth
their current level of pay (44%) (21%) say that they never do this. Over half of employees are looking/
than dissatisfied (33%), with over applying for a new role in order to
a fifth (22%) neither satisfied nor Following recent legislation in get better pay and benefits elsewhere
dissatisfied. France on the right to disconnect, the (54%). This is perhaps unsurprising
majority of employees (77%) either given current pay levels have not kept
Learning and development agreed or strongly agreed employees pace with inflation. Almost half (46%)
More than two-fifths (48%) of should have the right to disconnect are looking to increase their overall
employees strongly agree or agree from work by not responding to work job satisfaction. Almost a third are
that their organisation provides them emails out of hours, while just 5% also looking to move jobs in order to
with opportunities to learn and grow. disagreed. help reduce stress (31%).
However, almost a quarter (24%)
disagree or strongly disagree. More Employees are most likely to agree Twenty-eight per cent want to do
than two-fifths (47%) of employees that remote access to the workplace a different type of work altogether,
are satisfied with the opportunity (through work devices, mobile while a similar number (27%) are
to develop their skills in their job, technology, video, and so on) helps unhappy with the leadership of their
while almost a quarter (22%) are them to work flexibly (51%), helps current senior management team.
dissatisfied or very dissatisfied. them to stay in control of their Just over a fifth (23%) are looking
Public sector employees are workload (41%) and helps them to for promotion opportunities, with
significantly more likely to agree that be more productive (37%). Almost a a similar number wanting a shorter
their organisation provides them third (30%) also believe that remote commute to work (21%) and more
with opportunities to learn and grow access empowers them. However, flexible work hours (20%).
than the other two sectors and are almost a third of employees (32%)
also more likely to be satisfied with agree that remote access to the
the opportunity to develop their workplace means they can’t switch
skills in their job than private sector off in their personal time. Almost a
employees (55% versus 44%). fifth (18%) say it makes them feel as
though they are under surveillance,
Technology and the blurring with 17% saying remote access to the
of boundaries between work workplace makes them anxious and
and personal lives impacts their sleep quality.
The ability to switch off from work can
be challenging for employees, with Almost a quarter of employees (23%)
15% saying they can rarely or never are worried that parts of their jobs
do this and just over two-fifths (42%) (18%) or all of their jobs (5%) will be
saying that they are only sometimes automated in the future. While 8%
able to do this. However, two-fifths of those that are worried about their
(44%) say they always feel able to roles and automation think this will
6 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
In this first section of the survey, Sector differences show that fewer
we explore employee perceptions employees in the voluntary sector
of the current external context. In believe it is unlikely they will lose
particular we look at employee their job (46%) compared with
perceptions of job security and we employees in the public (63%) and
also look at whether employees private (59%) sector. When it comes
have perceived any noticeable to region, those in Scotland are
changes to their organisations significantly more likely than those
following the UK’s decision to leave in the north of England or the east
59
the EU. of England to think it is likely they
Job security
Three-fifths (59%) believe it is either
will lose their job (18% versus 8%
and 7% respectively). %
unlikely or very unlikely they will Perceived changes to
lose their current main job. Just over organisations following the Three-fifths (59%) believe it is either
a tenth (11%), however, do think UK’s vote to leave the EU unlikely or very unlikely they will
it is likely or very likely they could Employees were asked whether they lose their current main job.
lose their current main job. This believed wider political changes in
compares favourably with our last the UK (that is, the vote for the UK
surveys in spring and autumn 2016, to leave the European Union, and
with fewer people overall believing the new prime minister, Theresa
it is likely they could lose their job May) and the US (that is, election
and with more people believing it of President Donald Trump) had
is unlikely they could lose their job impacted their organisation in
(see Table 1). any way. Almost a third felt their
All Private Public Voluntary All Private Public Voluntary All Private Public Voluntary
Very likely 3 4 2 1 4 3 6 4 3 3 4 4
Likely 8 6 11 11 8 8 11 11 11 9 16 15
Neither likely
27 27 21 36 26 26 24 32 27 28 22 29
nor unlikely
Unlikely 31 29 38 29 31 32 29 37 30 30 33 33
Very unlikely 28 29 25 17 26 26 26 10 24 25 22 17
Don’t know 4 4 3 6 5 5 4 6 5 5 4 2
Base: spring 2017: 2,224; autumn 2016: 2,091; spring 2016: 2,029
cipd.co.uk/employeeoutlook 7
organisation had been impacted by no difference to their organisation’s
these changes either to a great (6%) investment in equipment and
Conflict or to some extent (26%). Almost technology, with 15% believing
The third area relates to investment Again, the majority of employees say
in equipment and technology. Over there has been no change in how
three-fifths (58%) believe the decision secure they feel their job is (69%), that
to leave the EU will make little or the skills they have remain sufficient
8 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
Spring 2017
33 2 46 19
Base 2,224
Autumn 2016 24 3 53 21
Base 2,091
Spring 2017
14 19 45 23
Base 1,368
Autumn 2016
13 15 48 23
Base 2,091
Spring 2017
15 5 58 22
Base 2,224
Autumn 2016
13 4 61 23
Base 2,091
Spring 2017
18 5 57 20
Base 2,224
Autumn 2016
15 4 60 20
Base 2,091
It means my organisation is likely to reduce its investment in workforce training and skills development
It means my organisation is likely to increase its investment in workforce training and skills development
It will make little or no difference
Don’t know
cipd.co.uk/employeeoutlook 9
Figure 2: Perceived impact of the UK’s decision to leave the EU on employees (%) (65%), and that there will be as many
opportunities to progress post-Brexit
(67%). However, almost two-fifths
Conflict at work between colleagues
(37%) of employees feel pessimistic
8 76 2 13 about the future following the
UK’s decision to leave the EU and
around a fifth (19%) feel less secure
Stress
in their job. More than one in ten
also believe that they need to now
17 70 2 11
learn more skills (15%), that there
are fewer opportunities to progress
People taking time off sick (14%) and there will be more office
politics (13%).
7 76 1 16
Table 2: Perceived impact of the UK’s decision to leave the EU on employees (%)
10 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
2J
ob satisfaction and employee
engagement
In this section of the survey we The public sector score has risen by
track employee satisfaction with 14 net percentage points since our
Job
their jobs and explore four different last survey, which was up by 13 net satisfaction
+48
aspects of employees’ engagement: percentage points on the previous
influence over their jobs, use of survey. Employees in the public
skills, motivation and effort. sector (73%) are significantly more
likely to be satisfied with their jobs
Job satisfaction than employees working in the
Net job satisfaction has increased private sector (61%). Net job satisfaction has
in this survey again and now sits increased in this survey
at +48 (with 64% satisfied and 16% Employee engagement again and now sits at +48.
dissatisfied – see Table 4) compared We have moved away from a single
with +45 in autumn 2016. Job measure of engagement calculated
satisfaction continues to rise in the through an index in recognition that
public sector (+59) at levels not seen employee engagement has different
before in this survey series, which aspects, and creating one score risks
has been running for eight years. oversimplifying it. We include four
cipd.co.uk/employeeoutlook 11
Table 4: Employee job satisfaction, percentage breakdown by sector (%)
Overall Private Public Voluntary
Very satisfied 21 21 20 22
Satisfied 43 41 52 45
Neither satisfied nor dissatisfied 20 22 14 14
Dissatisfied 12 12 12 15
Very dissatisfied 4 5 1 4
Don’t know 0 0 – –
Base: 2,224
60
50
40
30
20
10
0
Spring Autumn Spring Autumn Spring Autumn Spring Autumn Spring Autumn Spring Autumn Spring
2011 2011 2012 2012 2013 2013 2014 2014 2015 2015 2016 2016 2017
different areas in this section that Influence over job As you might expect, satisfaction
research has shown to be important When looking at influence over job, with the amount of influence
drivers and aspects of employee we have measured two aspects of over their job and scope for using
engagement, while recognising this – employees’ satisfaction with their own initiative increases with
that other factors discussed in this the amount of influence they have seniority. Those employees that
report (such as employee voice, over their job in general and their believe they are overqualified for
shared purpose and organisational satisfaction with the scope for using their roles are significantly more
commitment) also relate to their own initiative within their likely to be dissatisfied with the two
employee engagement. The four job. Employee satisfaction with the measures compared with those
areas of focus in this section are: amount of influence they have over with the right level of qualifications.
employees’ influence over their their job in general sits at +35, while Employees in the public sector are
jobs, use of skills, motivation and satisfaction with the scope for using also significantly more likely to be
effort. We have drawn on questions their own initiative within their job satisfied with the scope for using
from the Skills and Employment is higher, at +55. Both of these scores their own initiative in their job than
Survey (Cardiff University 2014) for have increased since autumn 2016. private sector employees.
this section.
12 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
Table 6: Net agreement to: ‘In my current job I have enough opportunity to use the knowledge and skills that I have’
All Private Public Voluntary Micro Small Medium Large
Table 7: Employee net agreement to: ‘This organisation really inspires the very best in me in the way of job performance’
All Private Public Voluntary Micro Small Medium Large
cipd.co.uk/employeeoutlook 13
Table 8: Employee net score for effort, by sector
All Private Public Voluntary
14 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
3E
mployee attitudes towards senior
leaders and line managers
cipd.co.uk/employeeoutlook 15
Table 9: Attitudes to senior management team (net agree scores by survey)
Spring 2017 Autumn 2016 Spring 2016 Autumn 2015
They have a clear vision of where the organisation is going. +36 +35 +22 +25
They treat employees with respect. +26 +19 +10 +13
I have confidence in their ability. +20 +12 +3 +5
I trust them to act with integrity. +25 +18 +13 +3
They consult employees about important decisions. –12 –15 –27 –27
Base: spring 2017: 2,224; autumn 2016: 2,091; spring 2016: 1,904; autumn 2015: 1,826
Table 10: Attitudes to senior management team (net agree scores by sector)
Private Public Voluntary
Figure 4: How well or poorly does your line manager do each of the following…? (%)
Listens to my suggestions 23 42 17 8 7 21
Treats me fairly 27 43 18 6 5 11
Is committed to my organisation 34 40 12 4 31 6
16 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
4O
rganisation purpose, information-
sharing and opportunities for
employee voice
cipd.co.uk/employeeoutlook 17
Table 12: How informed, if at all, do you feel about your organisation’s strategy? (%)
Table 13: Net satisfaction with employee voice items (net scores), by sector
well informed (44%) about their Voice that affect them has also increased
organisation’s strategy. This has Employee voice is the means by (spring 2017: +23; autumn 2016:
increased again since autumn 2016, which employees communicate +21, spring 2016: +16). However,
but still leaves two-fifths saying their views on employment and net satisfaction with the attention
that they receive either limited organisational issues to their paid to the suggestions employees
information or worse when it comes employers. It’s the main way make is highest (spring 2017: +35;
to their organisation’s strategy. employees can influence matters autumn 2016: +28, spring 2016: +24).
Employees in the voluntary sector that affect them. Employee voice Public sector employees have seen
(22%) are significantly more likely features prominently in research on the greatest improvements in both
than employees in the public (15%) high-performance work systems, opportunities to feed views upwards
and private sector (12%) to feel fully which points to links between ‘high (up 13 net percentage points) and
informed about their organisation’s involvement’ management styles and attention paid to the suggestions they
strategy. performance. make (up 26 net percentage points)
and are significantly more likely to
Advocacy The scores for different aspects of say this than employees in the private
Just over half (52%) of employees employee voice have improved, sector.
would be likely or very likely to once again, since our last two
recommend their organisation as an surveys in autumn and spring 2016.
employer, while just over a fifth (22%) Employees’ net satisfaction score for
would be unlikely or very unlikely to opportunities to feed views, issues
do this. Public and voluntary sector and ideas upwards has increased
employees are significantly more (spring 2017: +24; autumn 2016:
likely than private sector employees +20, spring 2016: +11), and the net
to recommend their organisation as satisfaction with opportunities for
an employer. employees to be involved in decisions
18 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
Table 14: Proportion of employees who come home from work exhausted (%)
cipd.co.uk/employeeoutlook 19
Almost a third of employees (31%) is followed by optimistic (19%) and Consideration of well-being at
say they come home from work relaxed (19%), then stressed (18%). work
exhausted either often (22%) or Few employees say that work makes Employees were asked to what extent
always (9%). Private sector employees them feel worried (11%), miserable they feel their employer and manager
are significantly more likely than (10%) or excited (9%) most or all of are considerate of their well-being
employees in the other sectors to say the time. at work. Employees are more likely
that they never come home from work to feel that their manager (72%) is
exhausted. Gender differences also Private sector employees are more considerate of their well-being than
show that women are significantly likely than public sector employees their employer (63%), but overall the
more likely than men to say that they to say that their job never makes results are positive for both.
always or often come home from them feel tense or worried. They are
work exhausted. also more likely than public sector Employees in the private sector are
employees to say their job never more likely than employees in the
How work makes you feel makes them feel cheerful and more voluntary sector to say their manager
The next section explores how work likely than public and voluntary sector is not at all considerate of their
makes employees feel (Figure 5). The employees to say their job never well-being. There are no significant
good news is, out of the emotions makes them feel excited. And public sector differences for employer
listed, employees are most likely sector employees are significantly consideration of well-being.
to say that work makes them feel more likely than private sector
cheerful (29%) most or all of the time employees to say their job makes
as opposed to any other feeling. This them feel stressed most of the time.
Figure 5: Over the past few weeks, how much of the time has your job made you feel…? (%)
Tense 18 38 30 11 3
Stressed 17 37 28 14 4
Miserable 38 33 20 8 2
Optimistic 18 30 33 16 3
Relaxed 26 28 27 17 2
Worried 24 38 26 9 2
Cheerful 10 31 30 25 4
Excited 33 30 28 7 2
Base: 2,224
Never Occasionally Some of the time
Most of the time All of the time
Table 15: To what extent do you feel that your manager is considerate of your well-being at work? (%)
20 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
Mental health issues of work, or a combination of both. employees are significantly more
Sixty-eight per cent of employees Employees were more likely to say likely to say the organisation supports
describe their mental health as very their mental health problems were as employees with mental health
good (29%) or good (38%). Almost a a result of problems outside of work in problems very or fairly well compared
fifth (24%) say their mental health is their personal lives (21%) as opposed with private sector employees.
moderate, with 7% describing it as to problems at work (16%), but the
poor and 1% describing it as very poor. highest proportion felt they were We also asked employees how
Men are significantly more likely to actually as a result of a combination of confident they would feel disclosing
say their mental health is very good these two factors (62%). unmanageable stress or mental
(33%) compared with women (26%). health problems to their employer
Employees working in the private sector We asked employees about the or manager. Employees were fairly
(32%) are significantly more likely organisational support provided evenly split between being confident
than employees in the voluntary (17%) to employees with mental health (48%) and not confident (45%) on
sector to say that their mental health is problems. Respondents were fairly disclosing this information. Public
very good (public sector: 24%). split on this issue, with 40% believing sector employees were significantly
they support employees very more confident than private
We asked those employees who (10%) or fairly well (30%) and 24% sector employees in disclosing
described their mental health as poor believing they support employees unmanageable stress or mental
to indicate whether this was as a result not very (13%) or not at all well health problems to their employer
of problems at work, problems outside (11%). Voluntary and public sector or manager.
Table 16: To what extent do you feel that your employer is considerate of your well-being at work? (%)
Table 17: How confident would you feel disclosing unmanageable stress or mental health problems to
your employer or manager? (%)
cipd.co.uk/employeeoutlook 21
6 Career, performance and pay
sector (81%) and the voluntary Just under a third of employees (30%)
sector (76%) are significantly believe that their pay is linked to
Employees in the private sector more likely to have performance their performance, while more than
(37%) are significantly more likely management processes than the half do not (56%). Employees in the
to say that their pay is linked to their private sector (48%). private sector (37%) are significantly
performance than employees in the more likely to say that their pay is
public (18%) and voluntary (20%) We wanted to examine employees’ linked to their performance than
sectors. views with regard to fairness employees in the public (18%) and
of performance management voluntary (20%) sectors.
processes. Over half of employees
(55%) now believe that they are More than three-fifths (61%) of
very or somewhat fair (autumn employees who have a performance
2016: 50%; spring 2016: 44%), while management process believe their
almost a fifth (17%) believe that line managers are very effective
Table 18: How fair do you believe your organisation’s performance management process to be, by sector (%)
All Private Public Voluntary
Very fair 19 18 20 25
Somewhat fair 35 34 40 29
Neutral 23 24 22 20
Somewhat unfair 12 12 10 18
Very unfair 5 7 3 5
Don’t know 6 5 6 3
Base: 1,183
22 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
cipd.co.uk/employeeoutlook 23
7 Learning and development
92%
More than two-fifths (48%) of types of training in carrying out
employees strongly agree or agree their work, two of the most popular
that their organisation provides forms of training are rated among
them with opportunities to learn the most useful/very useful – on-
and grow. However, almost a the-job training (92%) and learning
Two of the most popular forms of quarter (24%) disagree or strongly from peers (94%). Online learning,
training are rated among the most disagree. More than two-fifths however, is only rated useful/very
useful/very useful – on-the-job (47%) of employees are satisfied useful by under three-fifths (64%) of
training (92%) and learning from with the opportunity to develop employees who have experienced
peers (94%). Online learning, their skills in their job, while almost it. Job rotation, secondment and
however, is only rated useful/ a quarter (22%) are dissatisfied shadowing is rated as useful/very
very useful by under three-fifths
or very dissatisfied. Public sector useful by 96%, even though only 5%
(64%) of employees who have
employees are significantly have taken part in this in the last 12
experienced it.
more likely to agree that their months, and coaching is also rated
organisation provides them with as useful/very useful by 83%, even
opportunities to learn and grow though only 9% have received it in
than the other two sectors and are the last 12 months.
also more likely to be satisfied with
the opportunity to develop their
skills in their job than private sector
employees.
24 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
Figure 6: Training received in the last 12 months by useful/very useful rating (%)
cipd.co.uk/employeeoutlook 25
8 Technology, the blurring of
boundaries between work and
personal lives, and automation
26 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
Table 20: How often, if at all, do you feel able to switch off from work in your personal time? by sector (%)
Table 21: How often do you ‘actively’ check your work mobile/emails outside of your working hours? by sector (%)
Table 22: To what extent do you agree or disagree that employees should have the ‘right to disconnect’ from work by not
having to respond to work emails out of hours? by sector (%)
Table 23: Are you worried that either all or some parts of your job
might be automated in the future? (%)
cipd.co.uk/employeeoutlook 27
Remote access to the though they are under surveillance, parts or all of their jobs will be
workplace with 17% saying remote access to the automated in the future. Those in large
Employees are most likely to agree workplace makes them anxious and organisations (29%) are more likely
that remote access to the workplace impacts their sleep quality. than micro organisations (12%) to
(through work devices, mobile say the same, while those employees
technology, video, and so on) helps The impact of automation on that are overqualified are also more
them to work flexibly (51%), to stay in jobs likely to say they are worried about
control of their workload (41%) and Almost a quarter of employees (23%) automation than employees with the
to be more productive (37%). Almost are worried that parts of their jobs right level of qualification.
a third (30%) also believe that remote (18%) or all of their jobs (5%) will be
access empowers them. automated in the future. While 8% of those that are worried
about their roles and automation
However, almost a third of employees Those who work in financial think this will happen in the next
(32%) agree that remote access to the intermediation (32%) are more likely year, most think this might happen in
workplace means they can’t switch than construction (14%) and other five (49%) or ten years’ (33%) time.
off in their personal time. Almost a community and personal services
fifth (18%) say it makes them feel as (19%) to say they are worried that
Makes me anxious 3 14 26 27 15 14
Empowers me 8 23 35 12 8 15
Base: 2,224
Table 24: You told us you feel worried that either all or some parts
of your job will be automated in the future. According to you, roughly
when do you think this might happen? (%)
28 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
9 Job-seeking
All 21 23 24 20
Private sector 20 22 23 19
Public sector 24 28 27 23
Voluntary sector 31 30 29 21
Base: spring 2017: 2,224; autumn 2016: 2,091; spring 2016: 2,029; autumn 2015: 2,043
cipd.co.uk/employeeoutlook 29
Twenty-eight per cent want to do Public sector workers are more likely
a different type of work altogether, than private sector workers to cite
while a similar number (27%) are upward promotion and combine
unhappy with the leadership of their more than one job as reasons for a
current senior management team. potential move, while private sector
Just over a fifth (23%) are looking employees are more likely than public
for promotion opportunities, with sector employees to be wanting to do
a similar number wanting a shorter a different type of work.
commute to work (21%) and more
flexible work hours (20%).
Figure 8: Which, if any, of the following are your reasons for looking/applying for a new job? (%)
Reduce stress 31
Other reason 14
Don’t know 5
Base: 249
30 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
Conclusion
It is nice to be able to report some Public sector workers are also more an organisation and employee
positive findings in this spring likely than employees from the perspective. From an organisation
2017 Employee Outlook survey. private and voluntary sectors to now perspective, a third think it is likely
This survey sees fewer employees say their organisation provides them to increase their organisation’s
thinking it is likely they will lose with opportunities to learn and costs, while around a fifth think
their job, an increase in net job grow. Attitudes to senior leaders their exports will be less competitive
satisfaction, and an increase in have also improved for public and that investment in workforce
our engagement measures of sector workers. However, public training and skill development will
employee influence over job, use sector workers are still reporting be reduced. From an employee
of skills, motivation and effort. high levels of pressure at work and perspective, a fifth of employees
Employees are also more satisfied exhaustion. believe the decision to leave the
with opportunities for employee EU has led to a decrease in morale
voice and are more likely to believe These largely positive findings among colleagues and an increase
that their performance processes might at first seem puzzling given in stress, while almost two-fifths
are fair. Overall attitudes to senior the current, unsettled context that (37%) of employees feel pessimistic
leaders have improved and the the UK finds itself in. However, about the future. The decision
emotion that employees most there was a great deal of uncertainty to leave the EU is also likely to
readily associate with work is that of before the EU referendum, so impact labour mobility and the way
being cheerful. people might be feeling more organisations attract and retain
settled now. Employees might also talent. Organisations need to keep a
In the autumn 2016 Employee be continuing to experience the sharp focus on talent retention and
Outlook survey, we reported an optimism that often comes with a the reasons given by employees for
increase in several of the scores new government. For public sector seeking out and applying for new
for public sector employees. This workers it could be that some of the positions. Better pay and benefits
trend has continued into the spring Government’s messages on fairness tops the list, followed by wanting
2017 survey, where public sector and equality might be resonating to increase overall job satisfaction
job satisfaction is the highest it has with them. Trust and confidence in and wanting to reduce stress.
been in the history of this survey senior leaders in the public sector Over a quarter are seeking to do a
(which has now been running for has certainly increased in this different type of work altogether,
eight years). In particular, there survey, as have opportunities for while a similar number are unhappy
have been increases in satisfaction employee voice. There is also the with the leadership of their
with opportunities for employee possibility that the challenging work current senior management team.
voice – both in opportunities to associated with negotiating the UK’s Flexible working hours and shorter
feed views upwards and attention exit package from the EU might be commutes are also important to
paid to the suggestions employees positively reflected in public sector job-seeking employees.
make. There have been increases workers’ increased job satisfaction,
in aspects of engagement such aspects of engagement and
as scope for using own initiative, opportunities to learn and grow.
motivation and effort. There
has been an increase in the When it comes to the UK’s decision
understanding and motivation of to leave the EU, employees are
their organisation’s core purpose. beginning to feel some impact from
cipd.co.uk/employeeoutlook 31
Background to the survey
32 cipd.co.uk/employeeoutlook
Employee Outlook Spring 2017
References
cipd.co.uk/employeeoutlook 33
Chartered Institute of Personnel and Development
151 The Broadway London SW19 1JQ United Kingdom
T +44 (0)20 8612 6200 F +44 (0)20 8612 6201
E cipd@cipd.co.uk W cipd.co.uk
Incorporated by Royal Charter
Registered as a charity in England and Wales (1079797) and Scotland (SC045154)
Issued: April 2017 Reference: 7490 © CIPD 2017