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Work Environment Survey Resources

Specific Work Environment Topics

Focus on specific work environment topics within the overall engagement model, such as management, staffing practices, and stress and workload.

An In-Depth Look into the Management Context (BC Stats, 2010)

This report provides an overview of the foundational role supervisors have within the work environment; understanding the issues and challenges faced by supervisors is a critical step towards improving the workplace experiences for all employees.

A 2009 Snapshot of Supervisory-level Management: Summary (BC Stats, 2009)

This special report provides a snapshot of findings on the Supervisory-level Management Driver using the 2009 Work Environment Survey (WES) data held by BC Stats.

Investigating the Nature of Diverse Work Environments: Do Differences Exist Between Specific Demographic Groups? (BC Stats, 2010)

This report investigates WES results through the lens of workplace diversity. Using the four demographic questions introduced in the 2010 iteration of WES, survey results for several demographic groups are compared, with particular attention give to engagement levels for each group. Additional research contrasts the retention challenges, work unit composition and overall perceptions of the work environment for the various demographic groups.  

Exploring Perceptions of Work Unit Staffing Practices (BC Stats, 2010)

Fair and merit-based staffing practices play a critical role in the development of highly engaged employees and work units. As perceptions of staffing practices improve, the positive impact to the remainder of work environment can be both substantial and wide reaching. For this reason, an analysis of the Staffing Practices driver (i.e. Staffing driver) has been performed to help identify which factors are most closely linked to staffing practices.

Employee Experiences with Professional Development and Performance Management (BC Stats, 2010)
The BC Public Service is refining the performance management system to improve employee professional development experiences. To help focus priorities, BC Stats administered the Professional Development and Performance Management Survey to a sample of employees to learn more about their professional development needs and goals and to gather feedback about different aspects of their performance management experience during the last EPDP cycle. 

A Deeper Look into Stress and Workload in the BC Public Service (BC Stats, 2009)

This report delves deeper into the year-to-year changes in engagement by exploring what led to changes in engagement states among employees who responded in both 2008 and 2009 survey cycles. The analysis also unearths some useful revelations about employees whose state of engagement, or disengagement, remained unchanged over time. 

A First Look at Senior Leadership Communication (BC Stats, 2008)

The Executive-level management driver has a powerful role in the BC Public Service Employee Engagement Model. If employees believe their executives provide a clear direction for the future and make timely and effective decisions, then they are more likely to be satisfied with their organization. To gain a better understanding of employee perceptions of senior leadership, particularly when it comes to the communication of decisions, BC Stats launched an internal research study, a special topics survey on senior leadership communication.

The BC Public Service as an Innovative Work Environment (BC Stats, 2008)

This report draws on the findings from the 2008 Work Environment Survey (WES) to provide information about employees’ perceptions of innovation in the public service, the factors contributing to these perceptions, and the areas of success across BC government organizations and occupations.

Do perceptions of the work environment vary by generation? (BC Stats, 2008)

This report compares levels of engagement between four major age groups: Generation Y (younger than 28 years), Generation X (28-44 years), Baby Boomers (44-62 years), and Traditionalists (older than 62 years).