Organizational Effectiveness

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1 Carolina Survey Organizational Effectiveness Results

2 DIS DIS DIS Clarity The University has specific and measurable goals I am clear on the 3-5 priorities that are most important to improving the University over the next three years I believe in the University s mission The University s priorities provide clear guidance for decision-making and execution in my unit Alignment The University s priorities have been communicated clearly enough that people throughout the University have the right context for decision-making and execution in their area Our senior leadership team (Chancellor, Provost, Vice Chancellors and Deans) is cohesive and aligned around our priorities * Roles Decisions are generally made at the right level in the University (e.g., not everything needs to be elevated to the Chancellor, critical strategic decisions are not being made on In the University we have the right distribution of decisionmaking roles between central administration, colleges, and departments Structure The University s organizational structure is aligned with our mission The University s organizational structure helps rather than hinders achieving our goals On balance we have the right spans of control (i.e., number of direct reports per manager) and the right number of layers in our organization (i.e., Chancellor is layer 1) * Decision Processes I understand how decisions are made at the University Once University administration finalizes a decision, it moves quickly to act on the decision that was made There are effective processes for making University-wide decisions; e.g., right sequence/timing of interactions, appropriate use of committees, effective transition from decision to action, etc., when making University-wide decisions *

3 DIS DIS DIS Mgmt Processes In general, our management processes are integrated and effective (e.g., strategy development, resource allocation, budgeting/ operating planning, and performance tracking processes) * Our resource allocation process ensures resources are aligned with our strategic priorities and most important initiatives * The University has translated our strategy into specific initiatives with clear milestones and accountabilities * Operational Processes Our human resources processes are effective and add value to the University Our information technology activities are effective and add value to the University commensurate with their cost Other administrative support activities (finance, procurement, etc.) are effective and add value to the University Our facilities/utilities services organization is effective and adds value to the University Our research support activities are effective and add value to the University People Development & Deployment The University has the talent we need for future success Our high performing staff employees are in the jobs where they can have the most impact In general, people with decision authority have the skills and experience to make good decisions The University is effective at helping individuals develop to their full potential (e.g., through training, career opportunities, mentoring, etc.) Faculty resources (and their respective fields of study) are aligned with the vision & strategy of the University The members of our senior leadership team (Chancellor, Provost, Vice Chancellors and Deans) are each highly effective in their roles

4 DIS DIS DIS Performance Culture My co-workers take personal responsibility for the results they produce in their jobs The University has a clear and unique identity which inspires our faculty and staff University employees consistently demonstrate behaviors focused on driving exceptional performance University employees are motivated to achieve ambitious goals University employees focus their energy on fulfilling our collective mission, not on internal politics University employees would rather act than have extended analysis and discussion University employees consistently demonstrate mutual trust and teamwork Each member of the University s leadership team consistently demonstrates behaviors in keeping with University values People at all levels of the University consistently demonstrate personal leadership When there is a conflict, our people usually make the decision which is in the best interests of the University overall, rather than for individuals or specific groups Leadership Each member of our senior leadership team (Chancellor, Provost, Vice Chancellors and Deans) consistently demonstrates behaviors which support effective decision-making and execution * All things considered, UNC-Chapel Hill is a highly effective organization UNC-Chapel Hill needs to change significantly to be successful in the next 5 years How likely would you be to recommend UNC-Chapel Hill as a place to work to a friend or relative (0 = Would not recommend; 10 = would highly recommend) % 11% 19% 19% 9% 10% 4% 5% 3% 2% 3%

5 DIS DIS DIS Performance Mgmt People s individual performance objectives are simple, understandable and consistently drive action I am held accountable for the results I produce or don t produce in my job My supervisor fairly evaluates my performance My co-workers take personal responsibility for the results they produce in their jobs Info. Information needed to make and execute decisions is readily available to the right people at the right time Change The University anticipates the challenges of making changes and puts measures in place to address them * When we implement change at the University, we take into account the capabilities of the organization and the complexities of implementation * The University creates the capactiy (people, time, and resources) to effect change * Change efforts encourage and support individuals to take ownership of their goals * When going through changes at the University, it is clear who is responsible for decisions and outcomes * There is a way to track whether elements of change efforts at the University are delivering expected results * Steps are taken in a timely manner to correct course if certain elements of change efforts aren t delivering expected results * The University institutionalizes lessons learned during change efforts * Once a change is agreed upon, senior leaders are visibly committed to achieving that change * Management inspires, motivates and supports our employees to play their role and alter their behaviors to achieve the change * Once the University has decided to change, it executes quickly and effectively *

6 Office of Human Resources 104 Airport Drive Chapel Hill, NC CB# 1045 hr.unc.edu

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