2014 Employee Engagement Survey Overview of Total University of Minnesota Results
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1 2014 Employee Engagement Survey Overview of Total University of Minnesota Results 1
2 What is Employee Engagement? A belief in the organization A desire to work to make things better Understanding of and commitment to the broader context and the bigger picture Respect of colleagues 2
3 What is Employee Engagement? Commitment to team success Willingness to go above and beyond when it matters Tendency to say good things about the organization and intention to stay 3
4 What Employee Engagement Is Not Employee satisfaction or happiness Owned by one person or group Irrelevant during times of retrenchment Disconnected from strategic priorities About getting rid of the red An event such as an ice cream social 4
5 The Three Most Important Things to Know About Employee Engagement 1. A survey alone does not create positive change. Involving leaders, faculty, and staff in responding to survey results can create positive change in the work environment. 2. Share your results. Disengagement begins when people who take time to respond to a survey don t hear their results from their leaders. 3. Take action. A few small, simple actions can have a large impact. Be certain to let faculty and staff know when actions were taken based on their survey feedback. 5
6 Engagement Supports Strategic Goals and Priorities Philosophy of engagement (adjective) Engaged leadership Engaged collaboration Engaged teaching, scholarship, and service Engaged supervision and management 6
7 Employee Engagement Model 7
8 Survey Administration Summary 8
9 Engagement Process and Timeline Action Plan 9
10 Faculty and Staff are Invested Faculty and staff want their voices to be heard 2014 response rates were even higher than those from 2013 However, most faculty and staff are still waiting for action to be taken Engagement data provides the opportunity to more proactively address key issues, but data must be shared and discussed at all levels 10
11 Consider the Context What happened between October 2013 and October 2014? Twin Cities strategic planning process Approximately 45% of faculty and 25% of staff with new or transitioning deans Decreases in external funding for research and shifts in enrollment continue to pressure budgets Accelerating changes in how teaching and education are delivered 11
12 Total University Summary of Engagement FACULTY 12
13 Total University Summary of Engagement STAFF 13
14 Most Improved/Declined FACULTY 14
15 Most Improved/Declined STAFF 15
16 Employee Engagement Leads Engagement Leads will help leaders and collaeagues to: Communicate engagement survey data Gather further information from faculty and staff to better understand survey responses Coordinate employee-led action planning groups Participate in Engagement Community of Practice (attend meetings and share resources) Stay current on emerging survey process, updates, and activities to share with the local unit 16
17 Examples of Engagement Consulting Available in Leadership and Talent Development Present survey data to department heads/chairs and administrators Support additional reporting needs Facilitate input sessions to better understand results (root cause analysis) 17
18 Examples of Engagement Consulting Available in Leadership and Talent Development Collaborate with unit on survey data analysis and development of action planning Help design actions to support current strategic priorities Facilitate participatory processes for engagement action Support Engagement Leads 18
19 Employee Engagement Resources z.umn.edu/engagedu Guide to Understanding Employee Engagement Survey Results The Communications Toolkit Resources to Support Action Planning Contact the Employee Engagement Team: 19
20 Three Ways to Boost Your Engagement 1. Review your local survey results. If you haven t seen these results, ask your leaders to share them. (Remember 10 faculty or 10 staff responses are needed to see local results for confidentiality.) 2. Ask questions. If you don t understand your local results or action plan next steps, ask for more information. Ask for progress updates on action plan implementation, too. 3. Take action. Work with your department to take action in one or two issue areas to create a positive work environment. 20
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