For those who may think that I was the only unhappy LCBO employee, please read the official results from the 2003 LCBO Employee Attitude Survey as reported to all LCBO Employees (including me!).

In the charts below, the higher the Mean, the more strongly the employee agrees with the statement. It is highly signficant that in no case did the mean of any of the 21 questions increase from the 2001 survey to the 2003 survey. In other words, satisfaction in general went down. As I retired in 2004 I have no later information, nor do I wish to pay to get it. This is sufficient to show a general picture of LCBO employee satisfaction.

Larry Paterson, July 27, 2007.

Overall statement about the survey:
"The overall satisfaction grand mean for the survey is lower than in 2001 (3.32 to 3.21 - mean scores are out of 5)."

The first section is titled "Living the Core Values" and reported a mean of 3.80 for 2003. The report did not provide the mean for 2001, nor does it explain why some % responses do not add to 100%. "Living the core values remains a strength in the survey findings. Although the numbers are lower than in the past the value of Social Responsibility remains the strongest. LCBO employees feel that Customer Service, Treating People with Integrity and Striving for Excellence are all areas that need improvement."

my comments this section: note the increasing unfavourable percentages in the latter three sections, and that LCBO states these numbers are lower than in the past.

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The second section is titled "Current Job Satisfaction" and reported a mean of 3.56 for 2003. The report did not provide the mean for 2001, nor does it explain why some % responses do not add to 100%. "Employees still have a good understanding of how their job contributes to the success of the LCBO even though the results are lower than historical numbers. More than half of the respondents would be happy to spend the rest of their career with the LCBO."

LCBO Employee Survey of 2003
With comparative results from 2001
SECTION 2: Current Job Satisfaction

Question	% Favourable	% Neutral	% Unfavourable	Mean Score
I know how my job contributes to LCBO achieving its business goals.	2003: 75 2001: 79	2003: 18 2001: 16	2003: 7 2001: 5	2003: 3.86 2001: 3.92
I would be very happy to spend the rest of my career with LCBO.	2003: 55 2001: 56	2003: 27 2001: 27	2003: 17 2001: 17	2003: 3.53 2001: 3.53
Taking everything into account, how satisfied are you with your current job?	2003: 52 2001: 57	2003: 32 2001: 31	2003: 15 2001: 11	2003: 3.46 2001: 3.56
I would prefer to remain with the LCBO even if a comparable job were available in another company.	2003: 51 2001: 50	2003: 28 2001: 30	2003: 20 2001: 19	2003: 3.40 2001: 3.42

my comments this section: Again LCBO says things are worse than before. Also, even though most LCBO employees realize that they receive much higher pay and better benefits than similar private sector jobs, a significant portion do not seem to want to stay at LCBO. In fact many people with more than 15 years feel "trapped by a future pension" and are "toughing it out". It would be fascinating to see how many people now take retirement from LCBO within a year of being first eligible compared to 25 years ago...

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The third section is titled "Challenge: Improvements in LCBO" and reported a mean of 2.63 for 2003. The report did not provide the mean for 2001, nor does it explain why some % responses do not add to 100%. "The areas of integrity among senior management, excellence, and recognition of good performers shows lower values than in past surveys."

LCBO Employee Survey of 2003
With comparative results from 2001
SECTION 3: Challenge: Improvements in LCBO

Question	% Favourable	% Neutral	% Unfavourable	Mean Score
To what extent has excellence at the LCBO increased in the last 2 years?	2003: 27 2001: 37	2003: 38 2001: 39	2003: 29 2001: 17	2003: 2.87 2001: 3.21
To what extent has integrity increased in the last 2 years among managers and supervisors?	2003: 24 2001: 25	2003: 37 2001: 39	2003: 33 2001: 29	2003: 2.75 2001: 2.87
To what extent has integrity increased in the last 2 years among employees?	2003: 24 2001: 26	2003: 40 2001: 41	2003: 31 2001: 26	2003: 2.80 2001: 2.92
Improvements in the recognition of good performers.	2003: 18 2001: 22	2003: 30 2001: 32	2003: 47 2001: 41	2003: 2.46 2001: 2.62
Improvements in communication across different parts of the organization.	2003: 18 2001: 19	2003: 34 2001: 35	2003: 43 2001: 39	2003: 2.56 2001: 2.65
Improvement in communication of the LCBO business strategy.	2003: 24 2001: 27	2003: 34 2001: 34	2003: 37 2001: 33	2003: 2.72 2001: 2.84
To what extent has integrity increased in the last 2 years among senior management?	2003: 19 2001: 25	2003: 38 2001: 41	2003: 36 2001: 26	2003: 2.65 2001: 2.87

my comments this section: In this section they can only get favourable responses to one of seven statements from more than one-quarter of their employees. That is damning! The decrease in the mean of the questions about excellence at the LCBO and integrity among senior management are stunning. It is amazing that someone in government decided to authorize huge management bonuses to this team, which is still largely intact and doing very nicely, thank you very much!

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The final section is titled "Challenge: Right People" and reported a mean of 2.83 for 2003. The report did not provide the mean for 2001, nor does it explain why some % responses do not add to 100%. "Most of the questions in this group have remained close to the historical values of previous surveys, however there is a drop in the area of providing opportunities to employees and in the management of poor performers."

LCBO Employee Survey of 2003
With comparative results from 2001
SECTION 4: Challenge: Right People

Question	% Favourable	% Neutral	% Unfavourable	Mean Score
Job competitions are open and fair to all qualified internal applicants.	2003: 35 2001: 35	2003: 26 2001: 27	2003: 33 2001: 32	2003: 2.91 2001: 2.93
The LCBO does a good job of: providing opportunities to its employees.	2003: 30 2001: 33	2003: 36 2001: 37	2003: 32 2001: 30	2003: 2.89 2001: 2.97
Recognizing good performance.	2003: 29 2001: 30	2003: 35 2001: 36	2003: 36 2001: 33	2003: 2.85 2001: 2.89
Retaining highly qualified employees.	2003: 28 2001: 28	2003: 36 2001: 37	2003: 35 2001: 33	2003: 2.83 2001: 2.88
Recruiting highly qualified employees.	2003: 27 2001: 28	2003: 40 2001: 39	2003: 32 2001: 32	2003: 2.88 2001: 2.88
Managing poor performers to help them improve:	2003: 20 2001: 20	2003: 33 2001: 35	2003: 45 2001: 43	2003: 2.62 2001: 2.68

my comments this section: Was I a good performer for outworking my co-workers or a poor performer for being a pain in the ass? It should be noted that the best strong agreement they could get in this whole section was barely over one-third...

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