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Boosting engagement in local government: why perceptions of care matter
Retaining high-quality talent is increasingly critical for the Australian local government sector. Our research at Insync shows that perceptions of care and commitment are key drivers of employee engagement. When employees feel valued and supported, they are more likely to stay, go above and beyond, and become advocates for their employer. Yet, our research indicates that most local government employees do not feel that their organisation cares for them—a clear opportunity for Councils to act.
Let’s explore our findings, what they mean for the local government sector, and the steps Councils can take to foster a culture of care.
The care deficit
Our study, which encompasses over 23,000 responses from Australian local government employees, shows that just 42% of employees agree or strongly agree that their organisation cares about them. A further 21% indicated some level of disagreement with the statement, “Our organisation cares about and is committed to me”.
The most interesting finding? More than a third of respondents were neutral. This gap presents a significant opportunity to shift perceptions and improve engagement.
What contributes to perceived care and commitment
Various factors shape our perceptions of care as employees. Drawing from our experience as an improvement partner for many Australian councils, we are constantly thinking about what drives engagement. Here are some key factors that distinguish highly engaged councils from the rest.
Highly engaged local government organisations:
- Focus on being people-centric and intentionally prioritise psychological safety. Ask yourself: How comfortable are people to speak up around here?
- Promote life balance: In the post-COVID world, the focus has evolved from simply managing the boundaries between work and personal life (work-life balance) to fostering an overall sense of balance that aligns with individual values and wellbeing. Ask yourself: Do people feel supported in achieving the balance that works best for them?
- Have employee recognition programs that emphasise alignment with organisational values as much as performance achievements. Ask yourself: Where do I see our organisational values being actively demonstrated?
- Encourage managers to hold regular one-on-one meetings with employees to build strong, positive relationships. The research to support this is undeniable
- Offer wellbeing programs that reflect the organisation’s commitment to care and actively encourage employees to support and look out for one another. Ask yourself: How often, and in what ways, do I see my colleagues supporting each other or actively showing care for one another?
- Encourage employees to take up learning and development opportunities that align with their self-identified development plans. Ask yourself: How are we a deliberately developmental organisation?
The way forward: prioritising care in action plans
Once we measure employee engagement, it’s tempting to dive into a long list of potential actions. However, with limited time and resources, it’s crucial to prioritise initiatives that will have the most impact on employees’ sense of being valued and supported.
We recommend using care and commitment as a lens for prioritisation. When faced with action plans that compete for resources, consider the initiatives that will have the most significant impact on employees’ sense of being valued and supported. This focus ensures that any improvements made will enhance engagement and retention while creating a healthier, more productive workplace.
Words alone don’t create care. It’s through deliberate, consistent actions at all levels of the organisation that we genuinely demonstrate care and commitment.
Take action today
Is your council ready to make care a priority? Start by assessing your current employee engagement strategies and look for areas where care and commitment can be better integrated. If you’re unsure where to begin, reach out to our friendly team to learn how we can support you.
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