Murray County’s Labor Attorney John Edison of Squires, Waldspurger and Mace has released a redacted copy of the county employee survey to the Wheel/Herald, removing any comments that named a particular person or referenced a job title held by only one person.
The survey, which was sent to all county staff in August, consists of 38 questions, seven of which allowed for openended comments. Those seven questions are in regard to what should be the county’s top priority in the next year, changes leadership could make to improve trust and communication, how to improve day-to-day morale, what improvements should be funded, how to improve retention, what would make a positive change in the employee’s well-being at work, and what the employee wants county leadership to know.
The results of the survey and subsequent discussion amongst commissioners led to the paid administrative leave of Carolyn McDonald, the Murray County Administrator. The leave and an independent investigation into complaints against McDonald were approved during the September 23 commissioner meeting.
Survey results show that on a scale from -100 to +100, the likelihood of staff recommending the county as a good place to work to a friend or colleague averaged a -59. Of the 44 people who responded to the survey, 20 of them chose conflict resolution and communication as the type of development they would like to see in the coming year. The second highest choice from the list given was Supervisor/Leadership skills development, which came in at 15.
Just over 70 percent of respondents indicated they see themselves working for the county one year from now, with 73 percent stating their schedule allows for a healthy worklife balance.
One question asks employees who took the survey if they trust leadership to act with integrity. Eleven people agreed or strongly agreed, while 20 disagreed or strongly disagreed. Thirteen people claimed to be neutral. When asked if training offered for technical and soft skills met their needs, 75 percent of respondents agreed or strongly agreed.
Given a chance to pick three from a list of pain points in their area of work, staffing came in at number one, facilities and equipment at number two and policy consistency and clarity at number three.
When asked what should be done to improve employee retention, comments included pay, communication, flexible work options, building updates, the bad weather policy, treating employees with respect, less micromanaging and better leadership. They asked that leadership rely on the expertise of employees and stop the retreats.
To improve trust and communication, employees suggested better policy explanation, better communication, less micromanaging, including department heads on decisions regarding their department, support from leadership, and honesty. There were several comments asking that departments be trusted to do their jobs, some mentioned a lack of transparency, there was a mention of favoritism and one of secrecy. Nine of the comments were redacted.
To improve day-to-day morale, respondents requested fresh air, supportive leadership, open communication, respect and acknowledgement and less worry about retaliation. Several comments were positive, stating their department has good morale.
When asked what one thing could be funded to improve their team, comments included fitness, storage areas, department heads who listen, paid snow days, better pay, more staff, more trainings and improved facilities.
Suggestions for a positive difference included valuing team members, communication, remote work, feeling appreciated and recognized, updated job descriptions, flexing time, better benefits, respect, adequate staffing and an environment of trust and shared goals. One employee stated a positive difference would be to not have the fear of someone watching their every move and the fear of losing their job.
What should be a top priority for the next year according to survey comments includes informing the public better, funding and budgets, transferring the hospital to Sanford, a pay study, retaining employees, finding out why employees are leaving, promoting trust, honest communication, funding Wonder World, better management, providing more services to the public, economic development, less micromanaging and “working on issues that actually matter, instead of fighting with certain departments preventing them from serving the community.”
The final open-ended question asked if there was anything else the employee wanted leadership to know. Eight of the comments were redacted. Unredacted answers included that employees should be asked opinions, and that employees need to support each other. One comment stated that maintaining employee well-being and not just operational goals would help retain staff. Comments stated people don’t apply for county positions due to commissioners and administration, that too much is being spent on parks and fairgrounds, and that leadership forgets the employees who work past 5 p.m. One commentor stated it is too late to ask these questions, that it is time to take action. One stated they lost faith in the county and commissioners over Wonder World, adding that they were disappointed to see elected officials lie to the public. Four employees stated they are happy to work for Murray County, one of whom said they believe their supervisor is the greatest in the state.
According to the survey results, 44 employees participated. Comments from 43 employees were on the results supplied to the Wheel/Herald. Of those, 39 comments over the seven open-ended questions were fully or partially redacted, Twenty-two of the questions were either unanswered, not applicable or answered with the word “no.”
