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CTF Internal Communications Survey

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by

Benjamin Jackson

on 20 February 2014

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Transcript of CTF Internal Communications Survey

HIRING &
FIRING
Some of you noted that when people new people are hired or people depart, the communications are quite mysterious, and no names are ever given. Many of you want more transparency in this area, and others.
What do you compare to, the corporate world, or other religious charities?
CATCH THE FIRE
INTERNAL COMMUNICATIONS SURVEY
WHAT DID WE
SAY LAST TIME?

WHAT PROGRESS HAVE WE MADE?
WHAT
HAPPENS
NEXT?

WHAT ARE WE
SAYING TODAY?

80%
Said we understand the vision of Catch The Fire and are committed to it.
I feel called by God to be here.
VALUED?
Some felt extremely valued while other's didn't at all.
I am valued
and necessary.
I rarely feel honoured or appreciated by senior leadership.
MORE FROM SENIOR LEADERS
It was very clear that we wanted more regular communication and more transparency from senior leaders.
MORE PRAYER
LESS EMAIL
We asked for more team and all-staff prayer times.

We asked for less email in our inboxes.
EQUIPPED
BUT NO TIME
Generally we felt equipped to communicate but that there isn't enough time in the day.
GOALS
We established seven long-term goals for our internal / staff communication culture.
Staff have access to all the information they require to make informed decisions and feel empowered and appreciated by all staff.
All staff are aware of the Catch The Fire vision, mission and values.
All senior leadership, board level and director decisions are communicated effectively and transparently to staff.
Staff understand and know how to follow all policies and procedures related to his/her job.
Staff are familiar with developments in programs and departments outside of their own.
Staff are able and encouraged to provide feedback to management.
Staff feel encouraged to initiate prayer and revival during work hours, joining together in God’s vision for our ministry.
OVERALL
Most of us identified that we have made significant strides and have worked to honour the goals we set last time.
We are definitely headed in the right direction!
JOSTLE
When asked about new communication methods last time, 75% wanted a staff-only website - we wanted Facebook style conversations and an online bulletin board.
We also wanted a clear org chart and staff directory so we can keep track.

Jostle has successfully delivered on all of this, and many have indicated that you love it!
STAFF MEETINGS
There were many requests to hold more staff meetings so we’re all on the same page. We also had requests to film our staff meetings and make them available online for those who can’t attend.

Throughout most of 2012 and all of 2013 we have held regular quarterly staff meetings that you’ve indicated have helped things somewhat. Many are still not quite satisfied with the progress, but there is progress.
ALL-STAFF
EMAILS

It looks like we’ve finally hit a sweet spot on all-staff emails.
Last time we asked, 58% were satisfied with the volume of important or “all-staff” emails, and that has risen to 73%. Hoorah!
TEAM
DYNAMIC

Most of us feel like the culture within our teams has really improved.

The meeting times and prayer times with your teams was highlighted as being significantly improved.
GLOBAL
VISION
90% of respondents reported that they understood the global vision and mission of Catch The Fire (70% strongly so).
LOCAL
VISION
75% of respondents reported that they understood the local vision and mission of Catch The Fire Toronto (45% strongly so) while 21% indicated they were not entirely sure.
WHAT'S THE GOAL?
When asked to define
what
the purpose or goal of Catch The Fire is, responses were interestingly mixed...
Reported that the goal was “
To Walk in God’s Love and Give it Away
”,
though many indicated they didn’t know what that meant in real-world execution.
35%
Reported that the goal was
“to transform lives"
through the FIRE values (or similar language).
Reported that the goal was “
To disciple people

8%
Reported that the goal was “
To raise up leaders in the Holy Spirit

3%
Reported some kind of mix of all of the above.
Are we perhaps not focused enough?
23%
28%
CONNECTION
HOW WE CONTRIBUTE
When asked if respondents felt they contributed in a meaningful way to who Catch The Fire is, and what we’re trying to do, 94% answered yes.
When asked for comment, the following trends emerged...
Many staff have been transformed by God’s love in this place, and so pouring that back out to see others transformed is a natural joy and a great privilege.
TRANSFORMATION
JOURNEY
Many people feel that mapping out The Transformation Journey has helped us to understand what we do, why we do it, and
how
we do it. This has brought clarity and purpose to many things, and even let us drop certain events and programs.
Many staff take great satisfaction in the work they do, and they see that by staying here and working hard, others can go out and minister.
Many opportunities are available at Catch The Fire, but that not everyone makes the most of them.
There is a divide between “the work” and “the ministry” that negatively influences how much we feel we contribute to what Catch The Fire’s goals are.
FEELIN
THE LOVE
We all need to improve relationship and the connection we have with one another.
What we can we all do to commit to this together?

Lunch with colleagues.
Spontaneous social activities.
Prayer and prophecy.
"Walk in their shoes"...
STAFF MINISTRY
Senior Leaders need to make ministering to staff a priority. Maybe a bi-monthly "Encounter" day for staff to clear out some cobwebs and get blasted!
TALK
TO US
STRONG TEAMS
Since our teams are so strong, we should leverage them more. If we give more responsibility and authority to teams, we can reduce hierarchy and complexity by relying less on management.
STAY HOME YOU SICKO!
We need staff who are sick to stay home and not come in to work! We must
all
model this behaviour for one another. We may need to ask for help more often.
We all want to feel more appreciated, more honoured and more rewarded. We have some great feedback on what would best fit our culture, now we need to figure out how to implement it.
SHOW ME THE MONEY
We are committing to a thorough review of salaries this year, for all staff. Salaries are complicated: there are people who are underpaid, and some who are overpaid compared to their colleagues. This will take time.
COMMUNICATIONS
FACE TO
FACE
Face-to-face communication has surpassed email as the most important method.
JOSTLE
Jostle has become an important tool for many people and is “more important” than both video chat and audio chat.
SOLOMON
The Solomon Knowledge Base is pretty much a graveyard.
CORPORATE
COMMS
The effectiveness of our corporate communications has slightly lessened in all categories (policy updates, staff news, senior leadership updates, etc.).
We are most effective at communicating Policies and Procedures
We are least effective at communicating regarding external news, weather, disasters, etc.
DIGITAL
SIGNAGE
Digital signage is a popular choice for new communications (25% very interested, 35% somewhat interested)
VIDEO
UPDATES
Staff video updates were well liked when we did them, but we have not delivered at all well on this commitment.
FACEBOOK
A staff group on Facebook is popular with almost 50% of us.
ALL-STAFF EMAILS
& TEAM MEETINGS
You are all pretty satisfied with the frequency of All-staff emails and team meetings (70-76% saying “just right”).
Do you pay based on skills, or education, or length of employment?
Should donors have a say in our salaries? What if donors set the upper and lower bounds?
What about peer-review? What if you had a say in what your team mates earn, and they did for you?
CLOSING COMMENTS
What if all salaries were public, and based on a formula that everyone understood?
PAID TIME OFF
EMPLOYEE
RECOGNITION
CULTURAL
VALUES
John & Carol, and Steve & Sandra need to communicate with us all more regularly, and make their presence known in simple, relational ways. We need both inspiration and encouragement from you.
EMAIL
Satisfaction with the volume of regular work email and non-work related email have both dropped by 10%.
Maybe the volume has changed, or maybe our expectations have changed? It seems everyone wants less email, so what was OK 2 years ago is not OK today.
STAFF MEETINGS
& PRAYER
The frequency of staff meetings, staff prayer, and team prayer all needs to increase. We have made improvements in all these areas, but you’re not satisfied yet. Over 35% of you want staff prayer time to increase “big time”.
Keep using those
Jostle shout-outs!
They're quick and easy and people love them.
SENIOR
LEADERS
Senior leadership communications have yet to change. This is now the single most requested change in our communications frequency question.
While John and Steve have much to say on Facebook, they appear to have precious little to say to staff.
"We have made significant improvements in communications and culture since the last survey, 2 years ago. We are headed in the right direction and are thankful for this."
MEANS TO
COMMUNICATE
When asked if you had enough methods and means to communicate, 95% said yes, but many commented that the means are not the problem.
Jostle is well liked and has helped us improve things.
People are so busy that communication breaks down.
Many staff feel overworked and close to a breaking point. Some departments were highlighted as being “less fun” and “more edgy” than they were in the past, with busyness being identified as the likely cause.
Many feel they have tried to communicate this with no success.
The many Type-A, Mover/Influencer people we have one staff dominate the communications making team meetings very one-sided
Many staff feel under-appreciated and underpaid.
Many spoke of a disconnect between our spiritual values and our cultural climate. Comments such as “For a love and 'relationship' based organisation we do too many services and not enough relationship” accurately pin-point the feeling many are trying to convey. Staff ministry times, one-day “staff encounter weekends”, prophetic ministry for staff and other such things were all suggested.
This is an area in which we have not seemingly improved since the last survey.

TEAM
BUILDING
Many of you asked for more team building activities, and especially, more ministry for staff. Prophetic times and even “Encounter” type ministry for staff were all requested.
Feel that their vacation allowance is
generous
.
32%
Are
generally
satisfied with their time off.
49%
Are particularly dissatisfied with the vacation allowance.
19%
"Catch The Fire gives a fair allowance by North American standards, but North American standards are
awful
. More thought should be given to setting a higher standard than the world around us."
"Catch The Fire pays substandard wages and so should provide more than standard vacation allowance. "
EMAIL
ETIQUETTE
Some people suggested email training, or email etiquette to go a long way to helping smooth the communications overall. Suggestions included a “no angry emails” policy, and a “no email day” every quarter to force people to try new things and get out of their desks.
"Once you reach 4 weeks of vacation, no more is given, regardless of service duration. I've worked here for 10 years and feel this is unfair."
of survey respondents have been on staff 10 years or more
32%
Most people feel they are given enough sick leave, many said they don’t take it all, and quite a few suggested they are so busy that they
prefer to come to work sick than to take time off.
INTEGRITY
& HONESTY
Integrity and honesty is our strongest value with 84% of you agreeing!
"No effect at all"
22%
STRONG
VALUES
Teamwork, creativity and innovation are generally considered to be values we believe in, but few people felt strongly about this.
When asked how colleagues' time off effects you...
"It's
good
, because people come back refreshed"
24%
"It's major negative impact"
11%
"We all work harder but it'll be my turn soon!"
43%
NOT A FAMILY
The cultural assertion that “We are a family who deeply value relationship” received the lowest agreement, which was backed up in the comments.
CHARACTER
“Character: Our leaders behave with fairness, integrity, and they demonstrate the full fruit of the Holy Spirit. They create trust among us”. -
Over 85% say most of the time or with great excellence.
COMPETENCE
“Competence: Our leaders manage things well, communicate winning strategies, and demonstrate improvement. They hire and retain excellent people.” -
57% say most of the time.
"That'd be great!"
27%
When asked about a formal employee recognition program (like "employee-of-the-month" or similar), response was mixed.
"I don't really care"
46%
"Absolutely not"
27%
RESPONSIVENESS
“Responsiveness: Our leaders communicate, involve employees in decisions that affect them, and act on employees' suggestions” -
46% say only occasionally.
1. Overall work ethic
2. Commitment to the values of Catch The Fire
3. Completion of specific tasks/projects/milestones
4. Practical skills and abilities
5. Showing of kindness and other emotional aptitudes
6. Spiritual strengths and giftings
7. Fun-factor
1. Costs covered for a missions trip
2. Paid time off
3. A cash gift
4. Dinner with John & Carol
5. A written letter of thanks and commendation
6. A gift card to a restaurant
7. A gift card to Attwell Books or Attwell Coffee
8. Public acknowledgement among the staff
9. An upgrade in office furniture for your work area
10. Private verbal acknowledgement
11. Cake
12. Branded Catch The Fire clothing (wearing them is voluntary)
13. Dinner with a visiting speaker
14. 5 Minutes of Fame: Address the staff on whatever topic you'd like
15. A big funny hat to wear for the day
16. Absolutely no recognition whatsoever

DEVELOPMENT
“Development: Our leaders care about our staff as people, and provide engaging opportunities for them for growth” -
41% say only occasionally, and 11% say not at all.
COMPENSATION
“Compensation: Our leaders reward excellence, pay fairly and provide satisfactory benefits.” -
43% say only occasionally and 22% say not at all.
"My team is awesome!"
46%
"My team isn't awesome
yet
, but it's coming together"
46%
"Catch The Fire is generally positive"
73%
"Catch The Fire isn't much to describe really."
24%
CULTURAL TEMPERATURE
Full transcript