⚠️ Translation Notice: This content has been automatically translated. The original English text is the official version. Translation may contain errors.
⚠️ Este contenido ha sido traducido automáticamente. El texto original en inglés es la versión oficial. La traducción puede contener errores.
Findings and Recommendations 1 findings
F1
The MCGJ finds that while the 2023 Employee Satisfaction Survey provided valuable feedback, updated feedback in 2025 is critical.
Related Recommendations (1)
R1
The MCGJ recommends that the Madera County Human Resources Department conduct a 2025 Employee Satisfaction Survey. This will be completed by 60 days after the MCGJ report publication.
Additional Recommendations 3
These recommendations are not explicitly linked to specific findings.
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R2The MCGJ recommends that results and verbatim comments to the 2025 Employee Satisfaction Survey be provided to all Madera County Department leadership. This will be completed by 90 days after the MCGJ report publication.
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R3The MCGJ recommends that each Department leadership staff submit a plan to the Chief Administrative Officer (CAO) detailing measurable goals to improve employee morale and organizational effectiveness following the results of the 2025 Employee Satisfaction Survey. This will be completed by 120 days after the MCGJ report publication.
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R4The MCGJ recommends that upon receipt of the leadership-developed departmental goals, the CAO’s Office will allocate appropriate resources to achieve the identified goals. A notification of requested and allocated resources will be submitted to the MCGJ by 150 days after the MCGJ report publication.
Conclusions 4
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CL1Rebuild trust with its workforce.
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CL2Improve morale and engagement.
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CL3Increase overall efficiency.
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CL4Enhance leadership accountability. The MCGJ also underscores the critical need for systemic reforms to address the organizational challenges identified during its investigation. By addressing employee discontent and leadership challenges, the County can support the creation of a supportive and efficient workplace culture across the county. A renewed focus on employee attitudes is not just necessary—it’s an opportunity to create lasting, positive change for Madera County’s workforce and community. These efforts are vital to ensuring that Madera County is well-equipped to meet the needs of its community and achieve long-term organizational success. 7 Employee Survey