2009 Employee Opinion Survey Summary Report

Size: px
Start display at page:

Download "2009 Employee Opinion Survey Summary Report"

Transcription

1 2009 Employee Opinion Survey Summary Report

2 Table of Contents (Use Ctrl + Click to jump to specific sections or page numbers) Executive Summary... 1 Section A. Demographic Information... 3 Overall Survey Response Rate... 3 Survey Response Rate by Unit... 3 Survey Response Rate by Employee Group... 4 Gender Composition of Survey Participants... 4 Supervise or Manage Other Employees... 5 Average Length of Tenure at the University and OVPR... 5 Section B. Ways to Increase Job Satisfaction... 6 Factors Contributing to Job Satisfaction... 6 Factors Contributing to Job Satisfaction by Employee Group... 7 Factors Contributing to Job Satisfaction by Units... 8 Actions Supervisors Could Take to Increase Job Satisfaction... 9 Actions to Increase Job Satisfaction by Employee Group Actions to Increase Job Satisfaction by Units Types of Employee Recognition Activities Types of Employee Recognition Activities by Employee Group Types of Employee Recognition Activities by Units Types of Flexible Work Arrangements Types of Flexible Work Arrangements by Employee Group Types of Flexible Work Arrangements by Units New Employee Onboarding Activities Level of Agreement on New Employee Onboarding Activities Level of Agreement on Team Building Activities or Social Events Internal Equity and External Competitiveness of Compensation Internal Equity and External Competitiveness by Employee Group Significant Misconduct by Coworkers within OVPR Section C. Diversity Awareness OVPR Staff Awareness of Diversity... 23

3 Executive Summary The first-ever OVPR Employee Opinion Survey was conducted in February This survey was meant to complement the 2008 University Staff Pulse Survey and obtain additional information from our staff related to job satisfaction, including employee recognition, employee onboarding activities, performance management, and career development. As with all surveys, the results represent part of a broader picture and further analysis may be necessary to complete the full picture. The recommendations below identify specific areas where further analysis is necessary in order to develop action plans. The survey also examined OVPR s diversity awareness, which could be helpful in shedding some light on the efforts of the Office of Equity and Diversity in promoting diversity at the University of Minnesota. Survey Approach The OVPR employee survey was created by OVPR s Human Resources Specialist through consultation and review by several areas: OVPR Associate Vice President, Office of Human Resources, Office of Measurement Services, OVPR Communications, OVPR Chief of Staff, OED Associate Vice President & Chief of Staff, and a focus group pilot study. The online survey was conducted in a confidential environment with HR personnel being the only individuals with access to identifiable data. After initial analysis by HR staff, de-identified and aggregated data was compiled and analyzed into the report attached to this summary. Results Summary The survey response rate was 60.6% based on the 160 employees eligible to complete the survey (student employees were excluded). Not all employees groups responded equally to the survey, with a noticeably low response rate from AFSME positions (31.3%) compared with a 60.3% response rate from civil service and a 74% response rate from P&A. Based on the respondent data, common factors contributing to job satisfaction and engagement were identified in the following areas: Employee Reward and Recognition Work-Life Balance Performance Management Career Development In particular, over 94% of respondents advocate incentive pay as a way to reward good performance. A majority also rate individual recognition, such as verbal appreciation and special training or professional development opportunities, very highly. More than 83% of the respondents think their job satisfaction would increase significantly if they could work flexible schedules (such as telecommuting, flextime, or a compressed workweek). Managers/supervisors could play a key role in an effective performance management process where they could increase employees satisfaction to a significant extent by demonstrating fair and equal treatment, providing ongoing constructive and timely coaching/feedback, applaud achievements and identify areas for improvement. Last but not least, nearly 98% of the respondents want to have more career advancement and/or diverse career path opportunities. You will find detailed results from the survey on the following pages. The report is divided into four sections and nine major areas: Factors Contributing to Job Satisfaction 1

4 Actions Supervisors Could Take to Increase Job Satisfaction Types of Employee Recognition Programs Types of Flexible Work Arrangements New Employee Onboarding Activities Level of Agreement on Team Building Activities or Social Events Internal Equity and External Competitiveness of Compensation Diversity Awareness The results are briefly interpreted for each major section. In most cases, results are presented for the overall set of respondents and then broken down by employee group and by unit. However, apparent differences in responses by employee group and unit on the graphs presented may not be significantly different statistically from one another. The purpose is to let management in each unit understand the results from both an across-unit and unit-specific perspective. Recommendations The OVPR management team has already begun looking into ways to implement the survey findings. Some recommendations will require further study and entail more long-term planning than others, but we are committed to finding ways to help implement recommendations such as: offering flexible work schedules implementing an effective performance management system conducting further analysis of incentive-based pay providing training for managers to help implement some of the best practices indicated in the survey, such as encouraging an employee s willingness to learn, demonstrating fair and equal treatment, and giving timely recognition for a job well done forming a work group to identify new employee onboarding activities documenting career paths for employees. We will provide updates as initiatives in these areas move forward. 2

5 Section A. Demographic Information OVPR has 160 employees who were eligible survey participants. As of March 5 th, 2009, 97 of them completed the survey, resulting in a response rate of 60.6%. The sample breakdowns on some main demographic categories are shown below. Overall Survey Response Rate No Response Rate 39.4% Survey Completion Rate 60.6% Survey Response Rate by Unit No Response OTC VPR Admin Office OVPR-IT RSPP RIOP SPA 2 2.1% % 50.0% 50.0% 64.3% % 50.9% Total Respondents Response Rate 3

6 Survey Response Rate by Employee Group AFSCME % Civil Service % P&A % Total Respondents Response Rate Gender Composition of Survey Participants No response 9.3% Male 30.9% Female 59.8% 4

7 Supervise or Manage Other Employees No Response 5.2% Yes 39.2% No 55.7% Average Length of Tenure at the University and OVPR Overall Respondents P&A Respondents Civil Service Respondents Average Tenure at the University Average Tenure at OVPR 5

8 Section B. Ways to Increase Job Satisfaction 1) How significant would the following factors be in increasing your job satisfaction? Factors Contributing to Job Satisfaction Having job rotation opportunities within your unit or OVPR 1.78 Incentive pay based on performance More career advancement opportunities Higher base pay More help from co-workers More help from supervisor More flexible work schedule 3.52 More challenging work 2.50 More opportunities to work overtime Fewer opportunities to work overtime Mean Respondents were asked to rank the extent to which they think the above factors would increase their job satisfaction with N/A = Not Applicable, 1 = Not at all significant, 2 = Slightly significant, 3 = Somewhat significant, 4 = Very significant, and 5 = Extremely significant. 6

9 Factors Contributing to Job Satisfaction by Employee Group Having job rotation opportunities within your unit or OVPR Incentive pay based on performance More career advancement opportunities Higher base pay More help from co-workers More help from supervisor More flexible work schedule More challenging work More opportunities to work overtime Fewer opportunities to work overtime Civil Service Mean P&A Mean Respondents were asked to rank the extent to which they think the above factors would increase their job satisfaction with N/A = Not Applicable, 1 = Not at all significant, 2 = Slightly significant, 3 = Somewhat significant, 4 = Very significant, and 5 = Extremely significant. 7

10 Factors Contributing to Job Satisfaction by Units Having job rotation opportunities within your unit or OVPR Incentive pay based on performance More career advancement opportunities Higher base pay More help from coworkers More help from supervisor More flexible work schedule More challenging work More opportunities to work overtime Fewer opportunities to work overtime VPR Admin Office Mean OVPR-IT Mean OTC Mean SPA Mean RSPP Mean RIOP Mean 8

11 2) If your direct supervisor would consistently take the following actions, how significant would these actions be at driving your job satisfaction or performance in the next six months? Only staff who believe their direct supervisors have been taking these actions consistently should choose N/A. Actions Supervisors Could Take to Increase Job Satisfaction Is supportive of my attempts to acquire additional training or professional development opportunities 3.81 Is willing to listen 3.77 Demonstrates fair and equal treatment 3.85 Gives timely recognition for job well done 3.67 Provides ongoing, constructive and timely feedback to identify areas of strengths as well as for improvement 3.21 Evaluates my performance against established goals 3.20 Is responsive to my work-related questions, requests, etc 3.39 Clearly defines scopes of job responsibilities 3.15 Establishes specific, measurable, attainable, reasonable, time-based and stretch goals 3.01 Mean Respondents were asked to rank the extent to which their job satisfaction would increase if their supervisors start to take the above actions, with N/A = Not Applicable, 1 = Not at all significant, 2 = Slightly significant, 3 = Somewhat significant, 4 = Very significant, and 5 = Extremely significant. 9

12 Actions to Increase Job Satisfaction by Employee Group Is supportive of my attempts to acquire additional training or professional development opportunities Is willing to listen Demonstrates fair and equal treatment Gives timely recognition for job well done Provides ongoing, constructive and timely feedback to identify areas of strengths as well as for improvement Evaluates my performance against established goals Is responsive to my work-related questions, requests, etc Clearly defines scopes of job responsibilities Establishes specific, measurable, attainable, reasonable, time-based and stretch goals Civil Service Mean P&A Mean Respondents were asked to rank the extent to which their job satisfaction would increase if their supervisors start to take the above actions, with N/A = Not Applicable, 1 = Not at all significant, 2 = Slightly significant, 3 = Somewhat significant, 4 = Very significant, and 5 = Extremely significant. 10

13 Actions to Increase Job Satisfaction by Units Is supportive of my attempts to acquire additional training or professional development opportunities Is willing to listen Demonstrates fair and equal treatment Gives timely recognition for job well done Provides ongoing, constructive and timely feedback to identify areas of strengths as well as for improvement Evaluates my performance against established goals Is responsive to my work-related questions, requests, etc Clearly defines scopes of job responsibilities Establishes specific, measurable, 3.60 attainable, reasonable, time-based and stretch goals VPR Admin Office Mean OVPR-IT Mean OTC Mean SPA Mean RSPP Mean RIOP Mean 11

14 3) How significant would the following options be in making you feel recognized? Types of Employee Recognition Activities Cash rewards 3.58 Employee of the Month program Verbal appreciation individually Special training or professional development opportunities Thank-you card placed at your desk Recognition at team, unit or OVPR-wide meetings Letters of praise to recognize outstanding work mailed to family members letters of praise to recognize outstanding work copied to senior managers Invitations to Sr. Staff meetings Coverage in OVPR newsletters or Website A unique trophy granted to the best performing Unit from the executive level Certificates of exceptional performance from the executive level Group/unit level appreciation events OVPR all staff appreciation events Mean Respondents were asked to rank the extent to which their job satisfaction would increase if they receive the above recognition, with N/A = Not Applicable, 1 = Not at all significant, 2 = Slightly significant, 3 = Somewhat significant, 4 = Very significant, and 5 = Extremely significant. 12

15 Types of Employee Recognition Activities by Employee Group Cash rewards Employee of the Month program Verbal appreciation individually Special training or professional development opportunities Thank-you card placed at your desk Recognition at team, unit or OVPR-wide meetings Letters of praise to recognize outstanding work mailed to family members letters of praise to recognize outstanding work copied to senior managers Invitations to Sr. Staff meetings Coverage in OVPR newsletters or Website A unique trophy granted to the best performing Unit from the executive level Certificates of exceptional performance from the executive level Group/unit level appreciation events OVPR all staff appreciation events Civil Service Mean P&A Mean Respondents were asked to rank the extent to which their job satisfaction would increase if they receive the above recognition, with N/A = Not Applicable, 1 = Not at all significant, 2 = Slightly significant, 3 = Somewhat significant, 4 = Very significant, and 5 = Extremely significant

16 Types of Employee Recognition Activities by Units Cash rewards Employee of the Month program Verbal appreciation individually Special training or professional development opportunities Thank-you card placed at your desk Recognition at team, unit or OVPR-wide meetings Letters of praise to recognize outstanding work mailed to family members letters of praise to recognize outstanding work copied to senior managers Invitations to Sr. Staff meetings Coverage in OVPR newsletters or Website A unique trophy granted to the best performing Unit from the executive level Certificates of exceptional performance from the executive level Group/unit level appreciation events OVPR all staff appreciation events VPR Office Mean OVPR-IT Mean OTC Mean SPA Mean RSPP Mean RIOP Mean 14

17 4) How significant would the following types of flexible work arrangements be in increasing your job satisfaction? Only staff who already work on flexible work schedules or are required to work from 8 am to 4:30 pm Monday through Friday by the nature of their jobs should choose N/A. Types of Flexible Work Arrangements Mean Teleworking/Telecommuting, which allows you to work entirely outside of the office 4.02 Flextime, which permits fluctuating starting and ending times during the workday 3.69 Compressed workweek such as four 10-hour days in one week with the fifth day off or nine hours every Monday through Thursday and take every other Friday off 3.48 Mean Respondents were asked to rank the extent to which they think the above factors would increase their job satisfaction with N/A = Not Applicable, 1 = Not at all significant, 2 = Slightly significant, 3 = Somewhat significant, 4 = Very significant, and 5 = Extremely significant. 15

18 Types of Flexible Work Arrangements by Employee Group Teleworking/Telecommuting, which allows you to work entirely outside of the office Flextime, which permits fluctuating starting and ending times during the workday Compressed workweek such as four 10-hour days in one week with the fifth day off or nine hours every Monday through Thursday and take every other Friday off Civil Service Mean P&A Mean Respondents were asked to rank the extent to which they think the above factors would increase their job satisfaction with N/A = Not Applicable, 1 = Not at all significant, 2 = Slightly significant, 3 = Somewhat significant, 4 = Very significant, and 5 = Extremely significant. 16

19 Types of Flexible Work Arrangements by Units Teleworking/Telecommuting, which allows you to work entirely outside of the office Flextime, which permits fluctuating starting and ending times during the workday Compressed workweek such as four 10-hour days in one week with the fifth day off or nine hours every Monday through Thursday and take every other Friday off VPR Admin Office Mean OVPR-IT Mean OTC Mean SPA Mean RSPP Mean RIOP Mean 17

20 5) Onboarding is the process of performing all the organization actions that support new hire assimilation. Thinking back when you were a new hire, what OVPR onboarding activities did you go through? Please check all that apply. New Employee Onboarding Activities Lunch with direct supervisor or hiring manager 6.3% 33.3% 60.4% Providing work immediately 13.5% 3.1% 83.3% Clearly explaining upward mobility such as promotional advancement opportunities 7.3% 17.7% 75.0% Clearly explaining performance objectives 9.4% 45.8% 44.8% Clearly explaining job responsibilities 4.2% 22.9% 72.9% Providing necessary tools and resources 5.2% 20.8% 74.0% Introducing new hires to other employees in the department 11.5% 1.0% 87.5% Teaching about Unit mission and strategy 12.5% 40.6% 46.9% Teaching about OVPR vision and strategy 18.8% 26.0% 55.2% Yes No Don't Recall 18

21 5.1) Below is a list of statements relating to the onboarding program you went through or should have had gone through. Please rate your level of agreement to the following statements. Level of Agreement on New Employee Onboarding Activities New hires should complete a postorientation survey in order to measure the effectiveness of the orientation or onboarding program and to continuously 3.73 New hires should be assigned to peer mentors or buddies 3.56 OVPR HR should track new hires' experience or satisfaction during the orientation or onboarding process 3.59 OVPR HR should be primarily responsible for conducting the orientation or onboarding program 2.89 OVPR Senior Management or the hiring manager should be primarily responsible for conducting the orientation or onboarding program 3.28 OVPR should initiate the onboarding process prior to the new hires' start date such as by mailing out welcome package(s) 3.72 I received accurate and complete information at orientation relating to benefits, policies, etc Fellow co-workers were helpful and willing to assist me in gaining the knowledge I needed to be effective 3.99 My transition to OVPR as a new employee met my expectations 3.48 Mean Respondents were asked to rank the extent to which they agreed with the above statements about onboarding activities, with 1 = Strongly disagree, 2 = Disagree, 3 = Neutral, 4 = Agree, and 5 = Strongly agree. 19

22 6) Below is a list of statements relating to team building activities or social events for employees in different units within OVPR. Please rate your level of agreement to the following statements. Level of Agreement on Team Building Activities or Social Events I am willing to participate in team building or social events if they are conducted during business hours 5.3% 22.1% 72.6% I am willing to participate in team building or social events if they are conducted after business hours 27.4% 31.6% 41.1% I am not interested in knowing colleagues in other units 8.6% 19.4% 72.0% My work keeps me too busy to participate in team building or social networking opportunities 28.7% 28.7% 42.6% Team building or social events will help build professional networks that improve job efficiency and career development 12.6% 27.4% 60.0% Team building or social events should be promoted only within your unit rather than across OVPR 24.5% 36.2% 39.4% Team building or social events should be promoted across units within OVPR 14.9% 36.2% 48.9% Team building or social events will provide potential opportunity to establish crossfunctional collaboration 9.5% 25.3% 65.3% Team building or social events are great opportunities to know more about colleagues' work and life in other units 10.6% 25.5% 63.8% Team building or social events will contribute to a more cohesive work environment 10.5% 27.4% Agree Neutral Disagree 62.1% 20

23 7) Are you paid fairly within OVPR and competitively compared to similar positions across the University? Please select only one option. Internal Equity and External Competitiveness of Compensation I am not sure I am paid neither fairly nor competitively I am paid competitively but not fairly I am paid fairly but not competitively 2.1% 17.5% 21.6% 29.9% I am paid fairly and competitively Percentage of Respondents 28.9% Internal Equity and External Competitiveness by Employee Group I am not sure I am paid neither fairly nor competitively 8.1% 23.4% 29.7% 25.5% I am paid competitively but not fairly 0.0% 0.0% I am paid fairly but not competitively I am paid fairly and competitively 25.5% 21.6% 25.5% 40.5% Civil Service Percentage of Respondents P&A Percentage of Respondents 21

24 8) Did you ever experience or observe significant misconduct (violation of law or significant University policy) conducted by coworkers within OVPR? Significant Misconduct by Coworkers within OVPR Yes No 8.2% 77.3% Not Sure 13.4% Percentage of respondents who experienced or observed significant misconduct 22

25 Section C. Diversity Awareness 9) We are gathering information about views held by OVPR staff to determine how we can further support diversity in our office and ask whether you agree or disagree with the following statements about diversity. OVPR Staff Awareness of Diversity OVPR would benefit from additional diversity in its staff All OVPR staff who work with diverse people should be evaluated by the ability to respect I am aware OVPR has a goal of hiring women and people of color for P&A positions I would take the opportunities of diversity training if provided I feel comfortable working with people of a different race or ethnicity I feel comfortable working with GLBT (Gay, Lesbian, Bisexual, Transgender) Diversity programs and goals are designed for the purpose of compliance Working with a more diverse group or team requires constant adaptation, which impedes Initiatives to promote diversity can contribute to higher retention rate of employees Initiatives to promote diversity can improve recruitment of new employees Initiatives to promote diversity can improve productivity Initiatives to promote diversity can increase creativity Initiatives to promote diversity can improve employee morale Initiatives to promote diversity can decrease interpersonal conflict among employees 7.2% 1.0% 3.1% 10.3% 5.2% 2.1% 8.2% 9.3% 6.2% 12.4% 8.2% 14.4% 10.3% 13.4% 39.2% 27.8% 30.9% 23.7% 39.2% 33.0% 25.8% 20.6% 33.0% 32.0% 26.8% 33.0% Initiatives to promote diversity can improve 26.8% organizational culture 9.3% Agree Neutral Disagree 44.3% 45.4% 44.3% 39.2% 53.6% 48.5% 40.2% 53.6% 49.5% 38.1% 51.5% 63.9% 62.9% 61.9% 71.1% 91.8% 88.7% 23

This document provides a structured approach to developing an onboarding policy and includes the procedures for the following elements:

This document provides a structured approach to developing an onboarding policy and includes the procedures for the following elements: ONBOARDING POLICY Introduction: How to Use This Template A new hire s first days of employment determine their first impression of the organization. A well-organized onboarding process helps ensure this

More information

1. Overall, how satisfied are you working for The Company? Extremely Dissatisfied. Very Dissatisfied. Somewhat Dissatisfied.

1. Overall, how satisfied are you working for The Company? Extremely Dissatisfied. Very Dissatisfied. Somewhat Dissatisfied. Gathering information on employee satisfaction, this survey focuses on how employees feel about their job description, position within the company, relationships with colleagues and superiors, advancement

More information

2015 CFPB annual employee survey

2015 CFPB annual employee survey 2015 CFPB annual employee survey December 2015 Introduction Interpretation of results More than 79 percent of the CFPB employee population responded to the fourth annual employee survey conducted by the

More information

APPENDIX B-2 FOCUS GROUP PROTOCOLS

APPENDIX B-2 FOCUS GROUP PROTOCOLS APPENDIX B-2 FOCUS GROUP PROTOCOLS THE DEPARTMENT OF COMMERCE PERSONNEL MANAGEMENT DEMONSTRATION PROJECT FACILITATORS FOCUS GROUP PROTOCOL For DEMONSTRATION GROUP NON-SUPERVISORS Spring 2003 YEAR FIVE

More information

Workplace Survey American Psychological Association Harris Interactive. March 2012

Workplace Survey American Psychological Association Harris Interactive. March 2012 Workplace Survey American Psychological Association Harris Interactive March 2012 Methodology The Stress in the Workplace survey was conducted online within the United States by Harris Interactive on behalf

More information

On-boarding. A Process for Retaining the Best Talent. MARCH 2010 Developed by Agency Human Resource Services, DHRM 1

On-boarding. A Process for Retaining the Best Talent. MARCH 2010 Developed by Agency Human Resource Services, DHRM 1 On-boarding A Process for Retaining the Best Talent MARCH 2010 Developed by Agency Human Resource Services, DHRM 1 Introduction to On-boarding On-boarding is a major tool in successful talent management

More information

Attitudes, Concerns and Opinions Relating to the Provision of Emergency Medical Services

Attitudes, Concerns and Opinions Relating to the Provision of Emergency Medical Services Survey of Fire and Emergency Medical Services Department Operational Employees: Attitudes, Concerns and Opinions Relating to the Provision of Emergency Medical Services District of Columbia Adrian M. Fenty,

More information

2012 Employee Viewpoint Survey Results Summary

2012 Employee Viewpoint Survey Results Summary 2012 Employee Viewpoint Survey Results Summary Date of Report: 10/26/12 Table of Contents SECTION 1: SURVEY OVERVIEW... 3 SECTION 2: HOW THE SURVEY WAS CONDUCTED... 3 SECTION 3: DESCRIPTION OF SAMPLE...

More information

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION. 2015 Annual Employee Survey Results

NATIONAL AERONAUTICS AND SPACE ADMINISTRATION. 2015 Annual Employee Survey Results 2015 Annual Employee Survey Results Public Law requires Federal agencies to administer an Annual Employee Survey (AES) every year and post the results for public access. NASA expands upon these requirements

More information

2014 CFPB annual employee survey

2014 CFPB annual employee survey 2014 CFPB annual employee survey December 2014 Introduction Interpretation of results More than 83 percent of the CFPB employee population responded to the third annual employee survey conducted by the

More information

5 Performance Management Tips for Small Businesses

5 Performance Management Tips for Small Businesses 5 Performance Management Tips for Small Businesses Table of Contents Top 6 Performance Management Mistakes...3 An effective performance management program can help create a more efficient and productive

More information

Diversity Professionals Group Conference

Diversity Professionals Group Conference Diversity Professionals Group Conference Retention Session A: Onboarding/Socialization Quentin L. McCorvey, Sr. Senior Vice President of Diversity Strategies and Programs August 18, 2010 2 Orientation

More information

DEMOGRAPHIC DATA COLLECTION GUIDE

DEMOGRAPHIC DATA COLLECTION GUIDE Practice Resource DEMOGRAPHIC DATA COLLECTION GUIDE These materials are based on the Law Society of Upper Canada s Justicia materials, and are used with permission from the Law Society of Upper Canada.

More information

Total National Boston Charlotte Seattle Yes 72% 78% 60% 59% 71% No 27% 22% 38% 41% 28% Don t know / refused -- -- 2% 1% 1%

Total National Boston Charlotte Seattle Yes 72% 78% 60% 59% 71% No 27% 22% 38% 41% 28% Don t know / refused -- -- 2% 1% 1% NORTHEASTERN UNIVERSITY BUSINESS ELITE NATIONAL POLL 3 rd INSTALLMENT OF THE INNOVATION IMPERATIVE POLLING SERIES TOPLINE REPORT Business Leaders N = 502 Oversample in Boston, Charlotte, and Seattle N

More information

Compensation and Salary Administration Guidelines For Administrative and Staff Positions

Compensation and Salary Administration Guidelines For Administrative and Staff Positions Compensation and Salary Administration Guidelines For Administrative and Staff Positions Florida International University is committed to providing a competitive compensation and salary administration

More information

Onboarding Program. Supervisor s Guide

Onboarding Program. Supervisor s Guide Onboarding Program Supervisor s Guide Supervisor s Guide Introduction This guide has been developed for supervisors to support an effective and successful onboarding process for new employees. As a supervisor,

More information

Sample Human Resource Metrics

Sample Human Resource Metrics Sample Human Resource Metrics Template for Compiling a Unified Database and Building Force.com Formula Fields Disclaimer / Credits This document contains a sample set of HR Metrics that is publicly available

More information

Cambridge Judge Business School Further particulars

Cambridge Judge Business School Further particulars Cambridge Judge Business School Further particulars JOB TITLE: REPORTS TO: EMBA EXTERNAL RELATIONS MANAGER EMBA EXECUTIVE DIRECTOR Background The Executive MBA (EMBA) is a major teaching programme of Cambridge

More information

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders

Winning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing

More information

Table 1. Survey Demographic by Position

Table 1. Survey Demographic by Position Table 1. Survey Demographic by Position Numbers % 7% 2% 20% Partner 19 2 Manager Staff 238 843 20 71 Partner Manager Staff Other Other 80 7 71% Total 1180 100 16 Table 2. Geographic vs. Position Partner

More information

Report 015 Retention. Life Working Series 2015

Report 015 Retention. Life Working Series 2015 Report 015 Retention Life Working Series 2015 1 1. Introduction Understanding the length of time employees remain with a company and the drivers of retention. The latest report in our Life Working series

More information

Reducing Unemployment Costs

Reducing Unemployment Costs Reducing Unemployment Costs Documentation Verbal Warnings Written Warnings Suspensions Call Ins No Call / No Show Tardiness Performance Customer Complaints Loss of Revenue What was the final incident surrounding

More information

THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF

THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF THE UNIVERSITY OF TEXAS AT AUSTIN ANNUAL PERFORMANCE EVALUATION FOR CLASSIFIED PERSONNEL AND NON-TEACHING PROFESSIONAL STAFF For Evaluation Period Ending: Employee Name: Department: Title: Manager KEY

More information

CAREERS IN RESEARCH ONLINE SURVEY (CROS) 2013

CAREERS IN RESEARCH ONLINE SURVEY (CROS) 2013 CAREERS IN RESEARCH ONLINE SURVEY (CROS) 2013 Analysis of University of Results With comparison to the results and University of CROS 2009 and 2011 the place of useful learning The University of is a charitable

More information

Y CHAPTER FOURTEEN CONCLUSION: CHALLENGES FOR PUBLIC AND NONPROFIT ORGANIZATIONS. What to Expect

Y CHAPTER FOURTEEN CONCLUSION: CHALLENGES FOR PUBLIC AND NONPROFIT ORGANIZATIONS. What to Expect Y CHAPTER FOURTEEN CONCLUSION: CHALLENGES FOR PUBLIC AND NONPROFIT ORGANIZATIONS T he chapters in Part One of this book addressed how society and workplaces have changed and what the strategic human resources

More information

HRBP Human Resource business professional HRBP SM

HRBP Human Resource business professional HRBP SM certification in human resources» HRBP Human Resource business professional HRBP SM body OF KNOWLEGE HR certification institute hrci.org HR Certification Institute 1 HRBP BODY OF KNOWLEDGE AT-A-GLANCE

More information

2011 Government Employee Engagement Survey Health & Social Services

2011 Government Employee Engagement Survey Health & Social Services Government Employee Engagement Survey Health & Social Services Queen s Printer for Yukon,. Ipsos Reid Is Pleased To Certify And Present The Following Research Conducted For The Yukon Government Table of

More information

DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework

DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM. A Human Resource Management Framework DEVELOPING AN INTEGRATED TALENT MANAGEMENT PROGRAM A Human Resource Management Framework HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

The Porch Gift Shop Strategic Human Resource Plan Jessica Akers Bus 261

The Porch Gift Shop Strategic Human Resource Plan Jessica Akers Bus 261 The Porch Gift Shop Strategic Human Resource Plan Jessica Akers Bus 261 1 Page Organization and Strategy The Porch Gift Shop is a new business that has begun as a family owned organization. We strive to

More information

National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016

National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 September 30, 2011 Strategic Human Capital Plan National Transportation Safety Board Fiscal Years 2011 through 2016 Prepared

More information

Employee Retention Guide: How to keep your top talent on board. aicpa.org/worklife

Employee Retention Guide: How to keep your top talent on board. aicpa.org/worklife Employee Retention Guide: How to keep your top talent on board aicpa.org/worklife The AICPA, through its Women s Initiatives Executive Committee, is dedicated to helping CPAs and organizations recruit

More information

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business

More information

Employee Engagement Surveys Get Results

Employee Engagement Surveys Get Results Employee Engagement Surveys Get Results Federation of Tax Administrators Award for Management and Organizational Initiative in State Tax Administration Submitted by: Wisconsin Department of Revenue January

More information

Position Title: Management Info Chief. Working Title: Technical Project Management Section Chief

Position Title: Management Info Chief. Working Title: Technical Project Management Section Chief Position Title: Management Info Chief Working Title: Technical Project Management Section Chief This management position directs the operational activities of the Project Management Office whose mission

More information

HIRING MANAGER ONBOARDING GUIDE

HIRING MANAGER ONBOARDING GUIDE HIRING MANAGER ONBOARDING GUIDE Helping a new employee feel comfortable and welcome not only on the first day, but also through the first three - five months of their employment, is one of the keys to

More information

Example: Virginia Tech ~ Human Resources Strategic Plan,

Example: Virginia Tech ~ Human Resources Strategic Plan, Example: Virginia Tech ~ Human Resources Strategic Plan, 2011-2014 Human Resources Mission We provide a positive HR service experience for applicants, employees, and retirees and collaborate with departments

More information

Michigan State University Human Resources

Michigan State University Human Resources MSU Human Resources Customer Experience Survey 2013 Survey of MSU Faculty & Staff Summary Report prepared by Michigan State University Human Resources March 2014 Survey conducted by Office for Survey Research

More information

2015 EMPLOYEE SATISFACTION SURVEY RESULTS

2015 EMPLOYEE SATISFACTION SURVEY RESULTS 2015 EMPLOYEE SATISFACTION SURVEY RESULTS EMPLOYEE SATISFACTION 78% 84% 88% 65% 2015 Employee Satisfaction Survey Results Institutional Planning and Effectiveness 2015 Employee Satisfaction Survey Results

More information

EMPLOYEE SATISFACTION SURVEY, 2009

EMPLOYEE SATISFACTION SURVEY, 2009 REPUBLIC OF MACEDONIA STATE STATISTICAL OFFICE EMPLOYEE SATISFACTION SURVEY, 29 Basic survey information The purpose of this survey is to obtain information about employees' views and opinions on the SSO

More information

Vd.11ETS. Supervisor Guide to Onboarding Veterans and Military Service Members. U.S. Department ofveterans Affairs YOUR GATEWAY TO VA CAREERS

Vd.11ETS. Supervisor Guide to Onboarding Veterans and Military Service Members. U.S. Department ofveterans Affairs YOUR GATEWAY TO VA CAREERS Vd.11ETS YOUR GATEWAY TO VA CAREERS Supervisor Guide to Onboarding Veterans and Military Service Members I U.S. Department ofveterans Affairs Message from the Veteran Employment Services Office (VESO)

More information

Prepared for: Your Company Month/Year

Prepared for: Your Company Month/Year Prepared for: Your Company Month/Year This sample is a condensed version showing selections from an actual 4Cs Comprehensive Employee Survey Analysis report and balloons explaining the main features of

More information

OLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY

OLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY OLD DOMINION UNIVERSITY PAY PRACTICES ADMINISTRATION FOR AP FACULTY INTRODUCTION The purpose of the pay practices for administrative and professional faculty (AP faculty) is to explain the criteria and

More information

Contents. Executive Summary... i. Section 1: Charts and Graphs... 1. Section 2: Analysis of Trends: 2009 VS. 2012... 11. Section 3: Gap Analysis...

Contents. Executive Summary... i. Section 1: Charts and Graphs... 1. Section 2: Analysis of Trends: 2009 VS. 2012... 11. Section 3: Gap Analysis... 2012 City of Branson Employee Survey Final Report Submitted to The City of Branson, MO 725 W. Frontier Circle Olathe, KS 66061 (913) 829-1215 April 2012 Contents Executive Summary... i Section 1: Charts

More information

Supervision of Student Employees. Presented by: Human Resources. Tuesday, April 21, 2015. Goal

Supervision of Student Employees. Presented by: Human Resources. Tuesday, April 21, 2015. Goal Supervision of Student Employees Presented by: Human Resources Tuesday, April 21, 2015 Goal We each play an integral role in the success of our employees, including students, and institution. Our goal

More information

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014 Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area

More information

NATIONAL SCIENCE FOUNDATION 2015 FEDERAL EMPLOYEE VIEWPOINT SURVEY RESULTS

NATIONAL SCIENCE FOUNDATION 2015 FEDERAL EMPLOYEE VIEWPOINT SURVEY RESULTS *1. 2. 3. *4. *5. 6. 7. 8. 9. *12. I am given a real opportunity to improve my skills in my organization. I have enough information to do my job well. I feel encouraged to come up with new and better ways

More information

This document outlines responsibilities you will have in your role as part of the Counterculture team.

This document outlines responsibilities you will have in your role as part of the Counterculture team. To apply: Please send your CV, equal opportunities form (found at the end of this document), and a covering letter outlining your interest in the role and how your experience matches the requirements of

More information

ALEX Reports Emplyee Onboarding 1

ALEX Reports Emplyee Onboarding 1 ALEX Reports Emplyee Onboarding 1 Table of Contents Executive Summary 1 Introduction 2 Before the First Day 4 First Day 8 Benefits Orientation and Enrollment 12 The First 90 Days 15 Survey Demographics

More information

University of Pennsylvania School of Social Policy & Practice 3701 Locust Walk Philadelphia, PA 19104-6214 FIELD PRACTICUM EVALUATION

University of Pennsylvania School of Social Policy & Practice 3701 Locust Walk Philadelphia, PA 19104-6214 FIELD PRACTICUM EVALUATION University of Pennsylvania School of Social Policy & Practice 3701 Locust Walk Philadelphia, PA 19104-6214 FIELD PRACTICUM EVALUATION FALL AND SPRING SEMESTERS OF FIELD WORK ADVANCED YEAR MACRO PRACTICE

More information

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM 1 HR CERTIFICATION INSTITUTE hrci.org 16% 32% 23% 29% ABOUT THE HRMP SM CREDENTIAL Human Resource Management Professional

More information

OFFICE FOR Equity, Diversity, and Inclusion. Unit Plan 2014 17

OFFICE FOR Equity, Diversity, and Inclusion. Unit Plan 2014 17 OFFICE FOR Equity, Diversity, and Inclusion Unit Plan 2014 17 Equity, Diversity, and Inclusion Built on collaboration and innovation, UC San Diego is a preeminent student-centered, research-focused, service-oriented

More information

Human Resources 2014 2015 REORGANIZATION 1

Human Resources 2014 2015 REORGANIZATION 1 Human Resources 2014 2015 REORGANIZATION 1 Table of Contents I. Our Focus 3 II. How We Get There 4 III. Organizational Charts 5-9 IV. Summary of Reorganization 10-13 V. Buckets of Work for 2014-2015 13

More information

Report of the Results of the Staff Profile Assessment (October 11-31, 2006) Submitted by Dr. Evette J. Castillo December 14, 2006

Report of the Results of the Staff Profile Assessment (October 11-31, 2006) Submitted by Dr. Evette J. Castillo December 14, 2006 Report of the Results of the Staff Profile Assessment (October 11-31, 2006) Submitted by Dr. Evette J. Castillo December 14, 2006 Staff Development Committee Division of Student Affairs www.studentaffairs.tulane.edu

More information

2012 ERC Talent Management Practices Survey

2012 ERC Talent Management Practices Survey 2012 ERC Talent Management Practices Survey October 2012 Conducted by ERC 6700 Beta Drive, Suite 300, Mayfield Village, OH 44143 440/684-9700 www.yourerc.com ERC 2012 www.yourerc.com 0 About ERC ERC is

More information

ACC Performance Excellence Program (PEP)

ACC Performance Excellence Program (PEP) ACC Performance Excellence Program (PEP) Performance Review for Classified, Professional-Technical, Administrative Employees Employee Evaluation of Supervisor s Work Performance (An Upward Evaluation)

More information

BenchmarkPortal Agent Satisfaction Survey

BenchmarkPortal Agent Satisfaction Survey BenchmarkPortal Agent Satisfaction Survey 1 What is your current job title/position: Agent Lead Supervisor Manager 2 How long have you worked for the company? 0-3 months 4-6 months 7-12 months 1-2 years

More information

Cambridge Judge Business School Further particluars

Cambridge Judge Business School Further particluars Cambridge Judge Business School Further particluars JOB TITLE: REPORTS TO: EXECUTIVE DIRECTOR OF CENTRE FOR ENDOWMENT ASSET MANAGEMENT (CEAM) DIRECTOR OF CAMBRIDGE JUDGE BUSINESS SCHOOL The role The primary

More information

Position Title Responsibilities Related Graduate Programs

Position Title Responsibilities Related Graduate Programs Department Counseling Center 439-4841 Position Title Responsibilities Related Graduate Programs Alcohol and Drug Must understand and abide by all center policies. Provides educational and prevention oriented

More information

U.S. Railroad Retirement Board Annual Employee Survey Results, 2015 (Survey Administration Period 4/27/15-6/15/15)

U.S. Railroad Retirement Board Annual Employee Survey Results, 2015 (Survey Administration Period 4/27/15-6/15/15) U.S. Railroad Retirement Board 215 Federal Employee Viewpoint 844. Rush St. Chicago, IL 6611-292 Survey Results Phone: (312) 51-139 TTY: (312) 51-41 Web: http://www.rrb.gov U.S. Railroad Retirement Board

More information

Good Beginnings Make Good Employees

Good Beginnings Make Good Employees Good Beginnings Make Good Employees Transforming Your Orientation into an Engaging Onboarding Experience Judi Clements President of Judi Clements Training & Development www.judiclements.com Copyright 2016

More information

If flextime is to be terminated, it must be following [insert number] days notification to the employee.

If flextime is to be terminated, it must be following [insert number] days notification to the employee. Flextime is a provision that gives employees the flexibility to perform their assigned duties outside of conventional business hours. The flextime option is not an employee benefit it is a management option

More information

PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL Aligns employee performance plans with organizational goals Focuses employees on achieving results Requires employee performance plans to include clear performance elements (expectations) with measurable

More information

Employee Surveys as a Management Tool. Dr. Mark Ellickson Opinion Research Specialists, LLC

Employee Surveys as a Management Tool. Dr. Mark Ellickson Opinion Research Specialists, LLC Employee Surveys as a Management Tool Dr. Mark Ellickson Opinion Research Specialists, LLC Employee Surveys are Used to Improve Organizational Effectiveness Key Indicators Job Satisfaction & Commitment

More information

Learning and Development Hiring Manager Guide For Onboarding A New Manager

Learning and Development Hiring Manager Guide For Onboarding A New Manager Learning and Development Hiring Manager Guide For Onboarding A New Manager www.yorku.ca/hr/hrlearn.html Table of Contents Introduction...1 What is Onboarding?...1 What is the Difference Between Orientation

More information

The University of Texas at Austin

The University of Texas at Austin REPORT ID: 721 Introduction & Survey Framework... 1 Organization Profile & Survey Administration... 2 Overall Score & Participation... 3 Construct Analysis... 4 Areas of Strength... 5 Areas of Concern...

More information

Cambridge Judge Business School Further Particulars

Cambridge Judge Business School Further Particulars Cambridge Judge Business School Further Particulars JOB TITLE: REPORTS TO: HEAD OF MBA CAREER DEVELOPMENT HEAD OF CAREERS AND BUSINESS DEVELOPMENT Background The 12-month Cambridge MBA is the flagship

More information

Four Easy to Use Staff Surveys. - Jim Baker

Four Easy to Use Staff Surveys. - Jim Baker Four Easy to Use Staff Surveys - Jim Baker T he Staff are essential to the success of any church. Surveys can provide a means of gathering the information needed to bless and keep employees motivated.

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

DEPARTMENT OF VETERANS AFFAIRS 2014 FEDERAL EMPLOYEE VIEWPOINT SURVEY RESULTS

DEPARTMENT OF VETERANS AFFAIRS 2014 FEDERAL EMPLOYEE VIEWPOINT SURVEY RESULTS *1. I am given a real opportunity to improve my skills in my organization. N 4,995 10,750 4,831 4,665 2,330 27,571 NA % 56.82 17.87 38.96 17.72 16.83 8.62 100.00 2. I have enough information to do my job

More information

Environmental Scan of the Radiographer s Workplace: Technologist vs. Administrator Perspectives, 2001 February 2002

Environmental Scan of the Radiographer s Workplace: Technologist vs. Administrator Perspectives, 2001 February 2002 Environmental Scan of the Radiographer s Workplace: Technologist vs. Administrator Perspectives, 2001 February 2002 2002 American Society of Radiologic Technologists. All rights reserved. Reproduction

More information

McClelland_Robert_425

McClelland_Robert_425 McClelland_Robert_425 THANK YOU FOR YOUR INPUT This survey will be returned to ActiFi, an independent consultant working on behalf of your financial advisor. We appreciate your input and will be working

More information

University of Michigan 2010 Business & Finance Leadership Academy

University of Michigan 2010 Business & Finance Leadership Academy Onboarding at B&F University of Michigan 2010 Business & Finance Leadership Academy Authored by Scott Harrington, Lisa Harris, Mary Ellen Lyon, Richard Wickboldt, Nadeem Zaidi Onboarding is a process to

More information

Supervisor s Guide to the New Employee On-Boarding Program

Supervisor s Guide to the New Employee On-Boarding Program Supervisor s Guide to the New Employee On-Boarding Program Office of Human Resources Training and Development On-Boarding and Engagement What this guide will do for you The Office of Human Resources On

More information

On-Boarding Handbook For New Managers. New Employee Orientation. DHR / bar / April2012 1

On-Boarding Handbook For New Managers. New Employee Orientation. DHR / bar / April2012 1 On-Boarding Handbook For New Managers New Employee Orientation DHR / bar / April2012 1 Onboarding Defined ONBOARDING HANDBOOK FOR MANAGERS Table of Contents What is Onboarding? The Goal of Onboarding WHY!

More information

SAN JACINTOCOLLEGE JOB DESCRIPTION

SAN JACINTOCOLLEGE JOB DESCRIPTION SAN JACINTOCOLLEGE JOB DESCRIPTION TITLE: DEPARTMENT: Vice Chancellor, Human Resources Human Resources SECURITY SENSITIVE: Yes FLSA STATUS 1 : Exempt GRADE: 45 FUNCTION: As a member of the strategic leadership

More information

INTERNS: Trends & Best Practices in Management & Pay

INTERNS: Trends & Best Practices in Management & Pay INTERNS: Trends & Best Practices in Management & Pay INTERNS Their Role in Organizations The majority of organizations employ interns. Most notably, interns help develop a talent pipeline in organizations.

More information

PRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001

PRO-NET. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2001 Management Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators Project PRO-NET April 2001

More information

Alumni, Employer, and Site Supervisor (AESS) Surveys School Counseling & Clinical Mental Health Counseling Programs Annual Report Summary, 2011

Alumni, Employer, and Site Supervisor (AESS) Surveys School Counseling & Clinical Mental Health Counseling Programs Annual Report Summary, 2011 School of Education Department of Human Services & Counseling Counselor Education Programs Alumni, Employer, and Site Supervisor (AESS) Surveys School Counseling & Clinical Mental Health Counseling Programs

More information

Making the Transition to Management

Making the Transition to Management Making the Transition to Management Overview Advice on making the move to a management or supervisory position. Mistakes new managers often make The pressures and challenges new managers face Tips for

More information

Careers in Research Online Survey (CROS) 2013. University of Portsmouth Results and Analysis

Careers in Research Online Survey (CROS) 2013. University of Portsmouth Results and Analysis Careers in Research Online Survey (CROS) 2013 University of Portsmouth Results and Analysis Report prepared February 2014 Research staff from 68 UK institutions were asked for their views on working conditions,

More information

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION

DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION DESERT COMMUNITY COLLEGE DISTRICT DIRECTOR OF TUTORING AND ACADEMIC SKILLS CENTER (TASC) AND SUPPLEMENTAL INSTRUCTION (SI) BASIC FUNCTION Under the direction of the Executive Dean of Institutional Effectiveness,

More information

A9. What is the total number of employees worldwide including Denmark by headcount?

A9. What is the total number of employees worldwide including Denmark by headcount? SURVEY OF EMPLOYMENT PRACTICES OF MULTINATIONAL COMPANIES OPERATING IN DENMARK Home-based English version Please select a language: SECTION A: INTRODUCTION English... 1 Danish... 2 First page: EMPLOYMENT

More information

Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES

Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES Chapter 2 Theoretical Framework JOB SATISFACTION OF EMPLOYEES What is employee satisfaction? Employee satisfaction is the individual employee s general attitude towards the job. It is also an employee

More information

Would I Follow Me? An Introduction to Management Leadership in the Workplace

Would I Follow Me? An Introduction to Management Leadership in the Workplace Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.

More information

HUMAN RESOURCES ANALYST, GENERALIST, Req. #:PS100516 (Location: San Rafael, CA)

HUMAN RESOURCES ANALYST, GENERALIST, Req. #:PS100516 (Location: San Rafael, CA) POSITION: CLASS CODE: HUMAN RESOURCES ANALYST, GENERALIST, Req. #:PS100516 (Location: San Rafael, CA) 91148/Exempt SALARY RANGE: $62, 653.50- $ 75,699.00 annually, plus excellent benefits (37.5 hour workweek)

More information

Quick Guide. For Administrators. Based on TIP 52 Clinical Supervision and Professional Development of the Substance Abuse Counselor

Quick Guide. For Administrators. Based on TIP 52 Clinical Supervision and Professional Development of the Substance Abuse Counselor Quick Guide For Administrators Based on TIP 52 Clinical Supervision and Professional Development of the Substance Abuse Counselor Contents Why a Quick Guide?...2 What Is a TIP?...3 Benefits and Rationale...4

More information

Fall 2015 Student Leader Academy Educational Sessions Program Proposal

Fall 2015 Student Leader Academy Educational Sessions Program Proposal Fall 2015 Student Leader Academy Educational Sessions Program Proposal Student Involvement would like to invite you to submit a program proposal to host an educational session at our Annual Student Leader

More information

2013 Federal Employee Viewpoint Survey Interpretation of Results

2013 Federal Employee Viewpoint Survey Interpretation of Results Federal Employee Viewpoint Survey Interpretation of Results Interpretation of Results: OMB results on the Federal Employee Viewpoint Survey (FEVS) identify key strengths and current challenges facing the

More information

U.S. Office of Personnel Management 2015 Federal Employee Viewpoint Survey Results for the U.S. Environmental Protection Agency

U.S. Office of Personnel Management 2015 Federal Employee Viewpoint Survey Results for the U.S. Environmental Protection Agency 1 U.S. Office of Personnel Management 2015 Federal Employee Viewpoint Survey Results for the U.S. Environmental Protection Agency The Office of Personnel Management s Federal Employee Viewpoint Survey

More information

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE

HHS MENTORING PROGRAM. Partnering for Excellence MENTORING PROGRAM GUIDE HHS MENTORING PROGRAM Partnering for Excellence MENTORING PROGRAM GUIDE November 17, 2008 TABLE OF CONTENTS Page I. VISION STATEMENT.... 2 II. MISSION STATEMENT. 2 III. INTRODUCTION...2 IV. PROGRAM OBJECTIVES.

More information

(Pilot Version) THRIVE @ CC Hiring Managers Onboarding Toolkit

(Pilot Version) THRIVE @ CC Hiring Managers Onboarding Toolkit (Pilot Version) THRIVE @ CC Hiring Managers Onboarding Toolkit Contents Description of Onboarding What is Onboarding? Benefits of Effective Onboarding CC s Onboarding Program Overview Thrive at CC Purpose/Goal

More information

UCR Core Competency Model Behavioral Indicators

UCR Core Competency Model Behavioral Indicators UCR Core Competency Model Behavioral Indicators Rev. 03/20/2013 COMMUNICATION Shares and receives information using clear oral, written, and interpersonal communication skills. Behavioral Indicator-Operational

More information

Role of Manager. Our goal for today is for you to understand your critical role in onboarding your new staff. To do that you must:

Role of Manager. Our goal for today is for you to understand your critical role in onboarding your new staff. To do that you must: Role of Manager Our goal for today is for you to understand your critical role in onboarding your new staff. To do that you must: Understand your role in the process Know the resources you can tap into

More information

Performance Management Review Process Draft for Management Consultation Review

Performance Management Review Process Draft for Management Consultation Review Draft for Management Consultation Review Policy 505: Performance Management Review Process Policy Category: Professional Development Who Is Covered: All employees whose position is designated to be in

More information

MSLA Course Descriptions 2013-2014

MSLA Course Descriptions 2013-2014 MSLA Office 303.871.6308 www.law.du.edu/msla msla@law.du.edu MSLA Course Descriptions 2013-2014 L 4420 Legal Practice Seminar Law as a Business This course provides an overview of the business functions

More information

Disclaimer notice. University of Ottawa

Disclaimer notice. University of Ottawa University of Ottawa Disclaimer notice This document only includes background information provided strictly for information, and its content may change without notice. It does not replace the provisions

More information

Analysis of State of Vermont. Employee Engagement Survey Results 2013. January 2014

Analysis of State of Vermont. Employee Engagement Survey Results 2013. January 2014 Analysis of State of Vermont Employee Engagement Survey Results 2013 January 2014 Prepared by: Douglas Pine, Ph.D. Vermont Department of Human Resources Table of Contents Introduction... 5 Methodology...

More information

Embracing Diversity & Inclusion

Embracing Diversity & Inclusion Embracing Diversity & Inclusion Understanding the law is just the first step toward addressing legal challenges. Attorneys also need to understand their clients and the communities they serve. To make

More information

Health Provider Retention Toolkit

Health Provider Retention Toolkit Health Provider Retention Toolkit Sally Buck and Angie LaFlamme November 9, 2014 The Center s Purpose 2 The National Rural Health Resource Center (The Center) is a nonprofit organization dedicated to sustaining

More information