Management’s Discussion and Analysis
ONE COMPANY, ONE TEAM
SaskEnergy has an integrated workforce that is focused on a common mission. High levels of trust and accountability enable the free flow of
information throughout the organization. Employees demonstrate SaskEnergy’s values, creating a work environment that is supportive and empowering.
March 31, 2019 Actual
March 31, 2020 Actual
March 31, 2020 Target
Strategic Measure Employee Experience
Non-survey year*
Below Public Sector Norm
Non-survey year*
Employee Survey
Strategic Workforce Youth (30 years of age or less)
12.8% 15.7%
15.0% 15.5%
13.1% 14.5%
Indigenous
*Based on leading practices, third-party employee surveys are conducted every second year.
Employee Experience Amid a period of frequent and significant change, SaskEnergy is committed to the attraction, retention and engagement of its employees. Fair and competitive total rewards offerings provide a foundation for these activities. However, the employee experience is primarily dependent on a positive corporate culture, supportive managers, trust in leadership and opportunities to perform meaningful work. With no formal employee survey taking place in 2019-20, the focus has been on sustaining positive results and improving on areas of concern identified in the previous year’s survey, which recorded an overall employee engagement score of 60 per cent, 12 points below the norm. SaskEnergy gathered further employee feedback on key engagement drivers, and included teams from across the Corporation to develop a comprehensive action plan to improve this result. The plan is focused on key engagement drivers including professional growth, organization vision, teamwork and innovation.
Strategic Workforce Aligned with Crown Sector Strategic Priorities, SaskEnergy generates a workforce reflective of Saskatchewan’s population by providing equal opportunity to qualified people, recognizing that youth and Indigenous people represent a large portion of Saskatchewan’s current and future labour force. SaskEnergy’s resourcing strategies focus on delivering customer service within a framework of financial accountability. Strategic workforce planning includes determining resourcing priorities, achieving the correct internal/external resource balance, succession and leadership development, and working closely with union representatives. The results for these metrics are lower than target as ongoing resource management has limited opportunities to hire.
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