2008 Canadian Intellectual Property Office Employee Engagement Survey

2. Objective

The purpose of this research is to validate drivers of employee engagement within CIPO, drawing on earlier work conducted in this area¹. In trying to reach its objective of being one of the best employers in the Government of Canada, CIPO wanted to identify specific, actionable areas where tangible improvement in engaging employees should be made.

¹ In designing its survey, CIPO reviewed the work of similar surveys conducted by others, most notably the Conference Board of Canada.

3. Methodology

CIPO employees (1069) were sent an email invitation containing a link to the survey. In total, 459 employees completed the survey. The online survey took 10 minutes to complete and ran from June 13 to June 27, 2008. The survey was developed, designed and programmed in-house using Voxco survey software. The survey was pre-tested for flow, structure and language.

This was the first time CIPO utilized Voxco survey software for an in-house setting. The survey was programmed online in both French and English and employees had two weeks to take the survey. An email reminder was sent out at the end of the first week. This method and software proved successful at capturing a good proportion of CIPO employees. The response rate was good (43%) with a margin of error of +/- 3.49%. This was comparable to response rates and margins of error of similar surveys completed by independent contractors.

3.1. Data analysis

Our analytical approach involved three phases to identify and validate key drivers of employee engagement, clarify areas where CIPO is currently performing well, and highlight areas for improvement. The survey was also designed to help CIPO identify key employee segments.

• Phase 1 — Trade-off design analysis
• Phase 2 — Driver averaging analysis
• Phase 3 — Cross tabulation

3.1.1 Trade-off design

Our analysis involved a paired question or trade-off design measuring priority levels for 25 values. These values had previously been identified as key drivers of employee engagement². The workplace well-being sub-committee at CIPO felt that these drivers could be indicative of values held by CIPO employees and as such wanted to validate their applicability within CIPO.

² In designing its survey, CIPO reviewed the work of similar surveys conducted by others, most notably the Conference Board of Canada.

The importance of these values to employees was measured in the first section of the survey. The relative importance of each value was measured through a set of paired choice questions. The following question was used:

Employees were asked to rank individual pairs of engagement drivers by indicating which value in each pair was most important to them. The drivers were organized to make sure that each individual driver was paired against all other drivers; this totaled 300 possible combinations (nCr)³. Due to time constraints each employee could not answer all 300 combinations. As a result, the pairings were randomized with each employee receiving a total of 12 pairs covering 24 of the 25 different values. Over the course of the survey, each of the driver pair combinations (300) was randomly presented multiple times. This practice is an industry standard that provides accurate, reflective results and is efficient when a trade-off design has a large number of combinations.

3.1.2 Driver averaging

In addition to identifying which employee engagement drivers resonated the most with employees, CIPO also wanted to identify those drivers where CIPO currently performs well, as well as those that present improvement opportunities. This was accomplished by averaging the agreement scores (strongly agree, agree) for questions in a particular driver section. For instance, if there were three questions in a section, all three agreement scores were averaged into one score (see questionnaire in Appendix A)⁴. This allowed CIPO to identify drivers which CIPO performed well relative to other drivers.

CIPO 6 Although statistically this process did not allow for direct comparison or gap analysis⁵ among the various drivers, it did give a sense of which drivers CIPO should focus its attention on relative to the average driver score.

³ For calculation on combinations of pairs see Appendix B

⁴ It should be noted that although there were 25 unique drivers (as outlined in Table 1) due to time constraints the survey had sections with additional questions pertaining to only 21 of the 25 drivers.

⁵ Gap analysis is when success scores are subtracted from importance scores to illustrate the “gap” between the two. Negative gaps show areas where current performance falls short of importance.

3.1.3. Cross tabulation

Cross tabulation of the sample was performed to identify differences across employee generations, years of service with CIPO, and role (i.e., supervisory or non-supervisory). This method was used to identify employee segments. This will allow CIPO to better identify the needs of different employee segments, their priorities and their values.

4. Engagement drivers

Employees were asked to rank individual pairs of engagement drivers by indicating which value in each pair was most important to them. In total 300 different combinations were possible and each individual driver was compared to all others. Drivers were ranked for their overall importance to employees. Results indicate that having balance between work and home life (74%) was the most important driver, followed by working in an environment of trust and integrity (70%), being treated fairly and equitably (68%), and deriving satisfaction from one’s work (64%) (Table 2).

Other important drivers (rating of 50% or more) include having the resources to do the job (58%), having the opportunity to grow beyond one’s job (55%), having opportunities for career growth (55%), delivering a quality product or service (53%) and having good working conditions (52%) (Table 2).

Table 2: Engagement drivers

Engagement driver	%	Engagement driver	%
Having balance between work and home life	74	Having my manager actively support my career	45
Working in an environment of trust and integrity	70	Seeing how I contribute to the organization	40
Being treated fairly and equitably	68	Serving clients well	40
Deriving satisfaction from my work	64	Being recognized	38
Having the resources I need to do my job	58	Having policies that are employee-friendly	37
Being able to grow beyond my immediate job	55	Feeling pride in the organization I work for	37
Having opportunities for career growth	55	Sharing values with the organization I work for	36
Delivering a quality product or service	53	Having clearly defined work goals	36
Having good working conditions	52	Having access to job training	35
Having a good relationship with my supervisor	49	Working for a manager who is able to adapt	35
Knowing that management is competent	48	Knowing what my role is	34
Working with great people	48	Working in a diverse workplace	16
Being able to make decisions	46

The remaining 16 drivers had ratings of less than 50%. Relative to other drivers, they are less of a priority to employees.

5. Driver performance

Average agreement scores on questions related to each driver provided anecdotal evidence of organizational performance relative to each driver. In some cases, agreement scores are high, suggesting that CIPO may already be performing well in these areas. Low agreement scores may suggest priorities for further attention.

Among the areas where CIPO seems to be performing well are employees’ relationship with their manager (84%), working relationships (81%), and work-life balance (80%) (Table 3). Although CIPO is performing well in the areas of manager-employee relationships and working relationships, these were not deemed high-level drivers (both scored below 50%). However, work-life balance is the top driver for employees and CIPO is performing well in this area.

Table 3: Agreement by driver

Engagement driver	%	Engagement driver	%
*Note: the survey did not include questions on every driver
Balance between work and personal life	80	Manager’s career involvement	62
Trust and integrity	58	Line of sight to the organization	77
Fairness and equity	61	Client focus	69
Nature of the job	69	Recognition	74
Resources to do the job	NA	Employee-friendly policies	NA
Employee development	40	Pride in organization	61
Career growth opportunities	40	Organizational values	39
Product/service quality	63	Clear work goals	NA
Good working conditions	NA	Training	73
Relationship with immediate manager	84	Manager adaptability	34
Management competence	37	Role and context	76
Working relationships	81	Workforce diversity	71
Decision-making authority	29

Areas where agreement scores were lowest (40% or less) related to questions pertaining to decision-making authority (29%), manager adaptability (34%), management competence (37%), organizational values (39%), career growth (40%), and employee development (40%). All of these areas had low agreement scores (except career growth and employee development) and driver ratings of less than 50%, indicating that they were less important to employees than other drivers. Career growth and employee development placed in the middle of the driver pack, just above 50%. Low agreement scores may suggest areas for further attention, especially where driver scores indicate high priority placed on those areas by employees.

6. Generational differences

Cross tabulations performed on all questions created generational segments Baby Boomers (1946-1964), Gen-X’ers (1965-1979) and Millennials (1980-1994). Large generational gaps (20 or more points) are evident in certain areas, especially between Baby Boomers and Millennials. Gen-X responses tended to fall between the two.

The following areas showed the largest differences between the Baby Boomer and Millennial segments:

• Whether work was interesting (28-points)
• Fairness of treatment (27-points)
• Openness of communication (22-points)
• Use of skills and abilities (21-points)
• Workplace of choice (21-points)
• Organizational values (20-points)

Whether employees’ work was interesting yielded the highest discrepancy (28 points) between generations. Baby Boomers (81%) were far more likely to find their work interesting. Gen-X’ers (69%) and Millennials (53%) trailed behind the Boomers (Chart 1).

Chart 1: Interesting work

The situation is reversed on the issue of fairness. Millennials (91%) were far more likely to agree that they are treated fairly at CIPO than Gen-X’ers (75%) and Baby Boomers (64%) (Chart 2). This also produced a large discrepancy of 27-points.

Chart 2: Fair treatment at CIPO

With respect to communications, Millennials (68%) were far more likely to agree that CIPO encourages open and honest communication than Gen-X’ers (47%) and Boomers (46%) (Chart 3). This represents a 22-point discrepancy between Millennials and Boomers.

Chart 3: Open and honest communication

Results are reversed on the issue of skills and abilities. Baby Boomers (74%) were the most likely to agree that their job makes good use of their skills and abilities compared to Gen-X’ers (63%) and Millennials (53%) (Chart 4). This issue has a generational divergence of 21-points.

Chart 4: Use of skills and abilities

On the topic of workplace of choice, Millennials (77%) were far more likely to agree that CIPO is a workplace of choice than Gen-X’ers (60%) or Baby Boomers (56%) (Chart 5). This represents a 21-point difference between the generations.

Chart 5: Workplace of choice

The issue of organizational values has a discrepancy of 20-points between Baby Boomers and Millennials. In the previous cases, results for Gen-X’ers fell between the results for Boomers and Millennials. However, for this topic Gen-X’ers (35%) are least likely to agree that CIPO effectively demonstrates its organizational values in its day-to-day activities whereas Millennials (62%) and Baby Boomers (42%) are more likely to agree (Chart 6).

Chart 6: Organizational values

In short, generational differences exist within the data with respect to certain areas and these must be taken into consideration when addressing employee engagement.

7. Differences by years of service

One interesting trend that emerged in the data was a ‘bowl effect’ by years of CIPO service (Chart 7). New hires (those with less than 1 year of service) and those with more than 21 years of service consistently showed higher agreement levels than those with 6-10 years of service with CIPO.

Chart 7: Years of service — Bowl effect

Those with less than 1 year of service scored highest on agreement 22 times, while those with more than 21 years of service scored highest 17 times. On none of the 45 agreement questions did those with 6-10 years of service score highest (Table 4). Similarly, those with 6-10 years of service were least likely to agree 27 times out of 45.

Table 4: Years of service at CIPO

Questions	% saying agree (4,5)
Due to space questions are shortened	n=56	1-5 yrs n=180	6-10 yrs n=86	11-21 yrs n=86	21+ yrs n=33
*Note: total number does not add up to 45 because ties are counted under both employee segments
Supports its employees well-being	84	62	50	58	61
Encourages open, honest communication	73	49	37	42	52
Environment of trust in my work unit	76	74	62	59	64
Job makes good use of my skills and abilities	65	61	60	74	79
My work is challenging	73	67	72	80	79
My work is interesting	67	66	71	84	85
My work makes a meaningful contribution to CIPO's performance	78	76	79	81	91
Understand CIPO's goal of becoming a leading IPO	78	78	66	72	85
Proud to tell people that I work for CIPO	84	80	65	73	73
CIPO is a workplace of choice	73	55	55	63	67
Working for CIPO provides me with a sense of accomplishment	62	53	49	58	70
I am valued by my work unit	80	79	76	71	79
Positive working relationships with my colleagues	85	91	86	87	79
Positive working relationship with my manager	84	90	78	80	82
Manager treats me with respect	89	92	84	81	85
Manager has an open door policy	84	90	74	77	85
CIPO effectively aligns priorities and resources	51	29	17	21	36
Management's decisions maximize results	45	32	20	31	39
Managers take the initiative to drive projects forward	55	47	35	41	42
Managers display leadership	67	53	31	42	52
CIPO provides the flexibility for work-life balance	87	79	81	85	82
My work-related stress is manageable	85	82	72	80	70
I am treated fairly at CIPO	87	74	67	71	64
Access to up-to-date working tools is fair and equitable	56	56	45	64	64
Accessibility to developmental opportunities is fair and equitable	69	58	48	63	58
Manager encourages my professional development	67	73	62	67	73
Manager provides me with constructive career feedback	58	61	52	50	61
Manager appreciates the work I do	80	83	77	76	88
Colleagues appreciate the work I do	75	72	73	71	73
CIPO demonstrates its organizational values in its day-to-day activities	56	42	31	30	52
CIPO respects people's differences	80	77	64	69	64
Prefer to stay at CIPO even if offered a similar position elsewhere	58	43	36	51	61
Confident that I will have opportunities for career growth within CIPO	56	28	24	34	36
CIPO allows me to expand my knowledge on matters that are not directly related to my job	47	33	42	49	48
Decision-making process is transparent	40	21	20	17	33
My input is valued in the decision-making process	44	27	26	33	45
Decisions are made at the appropriate levels	45	35	27	28	39
CIPO is committed to client satisfaction	73	80	70	80	85
CIPO accurately understands its clients' needs	60	65	55	65	73
I was properly trained for my job	73	81	71	64	70
I understand my role within CIPO	89	88	84	88	94
I understand the role of other parts of the organization	60	64	56	65	73
CIPO management adapts readily to a changing environment	36	27	29	35	48
Management is open to new ideas and initiatives	55	37	21	41	52
CIPO delivers high quality products and services	76	61	57	65	76
Number of times employee segment scored highest on agreement*	22	7	0	3	17
Number of times employee segment scored lowest on agreement*	0	7	27	9	4

Those with less than 1 year of service with CIPO did not score lowest on any of the 45 agreement questions, while those with 21 years or more of service with CIPO only scored lowest on 3 out of the 45 agreement questions.

8. Supervisor vs. employee differences

Cross tabulations performed on all questions revealed significant differences in levels of agreement between supervisors and employees.

The following areas showed the largest differences (20-points or more) between supervisor and employee segments:

• Use of one’s abilities (26-points)
• Whether work is interesting (24-points)
• Whether work is challenging (22-points)
• Appreciation by colleagues (20-ponts)
• Input in the decision-making process (20-points)

The use of employees’ abilities yielded the highest discrepancy (26-points) between supervisors and employees. Supervisors (85%) were much more likely to agree than employees (59%) that their job makes good use of their abilities (Chart 8).

Chart 8: Good use of skills

Supervisors (90%) were also more likely than employees (66%) to find their work interesting (Chart 9). This produced a 24-point gap between supervisors and employees.

Chart 9: Interesting work

Again, supervisors (89%) were more likely than employees (67%) to find their work challenging (Chart 10). This represents a 22-point gap between the two groups.

Chart 10: Challenging work

Further, supervisors (87%) were more likely to feel that their work is appreciated by their colleagues than by employees (67%) (Chart 11). This produced a 20-point difference between supervisors and employees.

Chart 11: Work appreciation

Less than half (47%) of supervisors agreed that their input was valued in the decision making process. The comparable figure for employees was only 27%. Although fewer than half of supervisors and employees felt that their input was valued, supervisors were more likely to agree than employees that their input was valued. This represents a difference of 20-points.

In all the above noted cases, supervisors have higher agreement scores than employees.

9. Next Steps

Feedback from the survey will be reviewed by CIPO's HR Management Committee and other HR sub-committees. Priorities will be established based on a review of the survey results and committee discussions. Survey results will also be communicated to employees.

Appendix A — Questionnaire

CIPO Employee Engagement Survey — 2008

Paired Questions/Driver Section

Employee Engagement Paired comparison is an effective method to clearly distinguish among a range of important engagement drivers. In this section, we will present you with 12 pairs of employee engagement drivers. For each pair, select the one driver that is most important to you.

    Q1A

Employee Engagement Pair 1
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

    Q1B

Employee Engagement Pair 2
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

    Q1C

Employee Engagement Pair 3
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

    Q1D

Employee Engagement Pair 4
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

    Q1E

Employee Engagement Pair 5
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

    Q1F

Employee Engagement Pair 6
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

    Q1G

Employee Engagement Pair 7
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

    Q1H

Employee Engagement Pair 8
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

    Q1I

Employee Engagement Pair 9
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

    Q1J

Employee Engagement Pair 10
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

    Q1K

Employee Engagement Pair 11
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

    Q1L

Employee Engagement Pair 12
There are many possible drivers of employee engagement. From the following two engagement drivers, please indicate which is more important to you.

Working in an environment of trust and integrity	01
Deriving satisfaction from my work	02
Feeling pride in the organization I work for	03
Working with great people	04
Having a good relationship with my supervisor	05
Knowing that management is competent	06
Having balance between work and personal life	07
Being treated fairly and equitably	08
Being recognized	09
Sharing values with the organization I work for	10
Seeing how I contribute to the organization	11
Working in a diverse workplace	12
Having my manager actively support my career	13
Having opportunities for career growth	14
Being able to grow beyond my immediate job	15
Being able to make decisions	16
Having the resources I need to do my job	17
Having access to job training	18
Having good working conditions	19
Delivering a quality product or service	20
Serving clients well	21
Having clearly defined work goals	22
Knowing what my role is	23
Working for a manager who is able to adapt	24
Having policies that are employee-friendly	25
Don't know/Refuse	99

Individual Employee Engagement Driver Section

    T3

Employee Engagement
In the following section we would like to ask you a series of questions about individual employee engagement drivers.

    Q2A

Trust and Integrity The following statements deal with Trust and Integrity. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
CIPO supports its employees' well-being.
CIPO encourages open, honest communication.
There is an environment of trust in my work unit.

    Q3A

Nature of the Job The following statements deal with Nature of the Job. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
My job makes good use of my skills and abilities.
My work is challenging.
My work is interesting.

    Q4A

Line of Sight Between Individual Performance and Organizational Performance The following statements deal with Line of Sight Between Individual Performance and Organizational Performance. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
My work makes a meaningful contribution to CIPO's performance.
I understand CIPO's goal of becoming a leading IPO.

    Q5A

Pride in Organization The following statements deal with Pride in Organization. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
I am proud to tell people that I work for CIPO.
CIPO is a workplace of choice.
Working for CIPO provides me with a sense of accomplishment.

    Q6A

Working Relationships The following statements deal with Working Relationships. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
I am valued by members of my work unit.
I have positive working relationships with my colleagues.

    Q7A

Relationship with Immediate Manager The following statements deal with Relationship with Immediate Manager. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
I have a positive working relationship with my manager.
My manager treats me with respect.
My manager has an open door policy.

    Q8A

Management Competence The following statements deal with Management Competence. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
CIPO effectively aligns priorities and resources.
Management's decisions maximize results.
Managers take the initiative to drive projects forward.
Managers display leadership.

    Q9A

Balance Between Work and Personal Life The following statements deal with Balance between work and personal life. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
CIPO provides the flexibility for work-life balance.
My work-related stress is manageable.

    Q10A

Fairness and Equity The following statements deal with Fairness and Equity. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
I am treated fairly at CIPO.
Access to up-to-date working tools is fair and equitable.
Access to developmental opportunities is fair and equitable.

    Q11A

Manager's Career Involvement The following statements deal with Manager's Career Involvement. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
My manager encourages my professional development.
My manager provides me with constructive career feedback.

    Q12A

Recognition The following statements deal with Recognition. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
My manager appreciates the work I do.
My colleagues appreciate the work I do.

    Q13A

Shared Values with Organization The following statement deals with Shared Values with Organization. Please indicate whether you agree or disagree. (Note: CIPO's values include: Integrity, Fairness, Respect, Efficiency, Trust, Continuous Improvement and Quality.).
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
CIPO effectively demonstrates its organizational values in its day-today activities.

    Q14A

Workforce Diversity The following statement deals with Workforce Diversity. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
CIPO respects people's differences.

    Q15A

Career Growth Opportunities The following statements deal with Career Growth Opportunities. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
I would prefer to stay at CIPO even if offered a similar position elsewhere.
I am confident that I will have opportunities for career growth within CIPO.

    Q16A

Employee Development The following statement deals with Employee Development. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
CIPO allows me to expand my knowledge on matters that are not directly related to my job.

    Q17A

Decision Making Authority The following statements deal with Decision Making Authority. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
The decision-making process is transparent.
My input is valued in the decision-making process.
Decisions are made at the appropriate levels.

    Q18A

Customer-Focus The following statements deal with Customer-Focus. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
CIPO is committed to client satisfaction.
CIPO accurately understands its clients' needs.

    Q19A

Training The following statement deals with Training. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
I was properly trained for my job.

    Q20A

Role and Context The following statements deal with Role and Context. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
I understand my role within CIPO.
I understand the role of other parts of the organization.

    Q21A

Manager Adaptability The following statements deal with Manager Adaptability. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
CIPO management adapts readily to a changing environment.
Management is open to new ideas and initiatives.

    Q22A

Quality The following statement deals with Quality. Please indicate whether you agree or disagree.
	Strongly disagree	Disagree	Middle	Agree	Strongly agree	Don't know/Refuse
CIPO delivers high quality products and services.

Demographic Section

    D1

Employee Demographic Questions
Which generational group are you a part of?

Mature (born 1925 to 1945)	1
Baby Boom (born 1946 to 1964)	2
Generation X (born 1965 to 1979)	3
Millennial (born 1980 to 1994)	4
Don't know/Refuse	9

    D2

Employee Demographic Questions
How many years of service do have within the Public Service?

Less than 1 year	1
1 to 5 years	2
6 to 10 years	3
11 to 15 years	4
16 to 20 years	5
21 or more years	6
Don't know/Refuse	9

    D3

Employee Demographic Questions
How many years of service do you have with CIPO?

Less than 1 year	1
1 to 5 years	2
6 to 10 years	3
11 to 15 years	4
16 to 20 years	5
21 or more years	6
Don't know/Refuse	9

    D4

Employee Demographic Questions
Do you supervise staff?

Yes	1
No	2
Don't know/Refuse	9

    D5

Employee Demographic Questions
What CIPO Branch do you work for?

Executive Office, Enterprise Business Renewal (EBR), Strategic Human Resources Unit	1
Copyright and Industrial Design Branch	2
Planning and Administration /Finance	3
Informatics Services Branch	4
Information Branch	5
International and Regulatory Affairs/Corporate Communications	6
Patent Branch/Patent Appeal Board	7
Trade-marks Branch/Trade-marks Opposition Board	8
Don't know/Refuse	9

    D6

Employee Demographic Questions
Your position is currently classified as:

PM	1
SG	2
AS	3
CS	4
CR	5
ES / SI / IS / CO	6
FI / PE / PG / GS / LS / ST / EX	7
Don't know/Refuse	9

    INT99

Thank you for completing the Survey

Appendix B — Combination calculations

A Combination can be defined as the number of different, unordered combinations of r objects from a set of n objects

r= number or items per choice (2)
n=number of drivers (25)

nCr
=n! / (n-r)!r!
=25!/(25-2)!2!
=300

Combination calculations

1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25
2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	1
3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	1	2
4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	1	2	3
5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	1	2	3	4
6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	1	2	3	4	5
7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	1	2	3	4	5	6
8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	1	2	3	4	5	6	7
9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	1	3	3	4	5	6	7	8
10	11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	1	2	3	4	5	6	7	8	9
11	12	13	14	15	16	17	18	19	20	21	22	23	24	25	1	2	3	4	5	6	7	8	9	10
12	13	14	15	16	17	18	19	20	21	22	23	24	25	1	2	3	4	5	6	7	8	9	10	11
13	14	15	16	17	18	19	20	21	22	23	24	25	1	2	3	4	5	6	7	8	9	10	11	12
14	15	16	17	18	19	20	21	22	23	24	25	1	2	3	4	5	6	7	8	9	10	11	12	13
15	16	17	18	19	20	21	22	23	24	25	1	2	3	4	5	6	7	8	9	10	11	12	13	14
16	17	18	19	20	21	22	23	24	25	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15
17	18	19	20	21	22	23	24	25	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16
18	19	20	21	22	23	24	25	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17
19	20	21	22	23	24	25	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18
20	21	22	23	24	25	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19
21	22	23	24	25	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20
22	23	24	25	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21
23	24	25	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22
24	25	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23
25	1	2	3	4	5	6	7	8	9	10	11	12	13	14	15	16	17	18	19	20	21	22	23	24
24	23	22	21	20	19	18	17	16	15	14	13	12	11	10	9	8	7	6	5	4	3	2	1	0