UCL – Have your say
HR User Group October 2009
Background and methodology

Survey ran from the 9 – 27 March

This was the second UCL employee
engagement survey run, first was in 2005.

Questionnaire designed through a combination
of existing questions, ORC benchmark
questions and steering group guidance

On-line methodology used with paper
contingency for staff without access to a PC

Staff summary, full narrative and benchmarking
reports provided – on website
Key strengths
 There is a great deal of pride in working for UCL,
staff consider that UCL is a good place to work and
most are satisfied in the job that they do
 The majority of respondents felt that they are kept
well informed about is going on within UCL
 The opportunities for training and skills development
are good
 Many staff feel valued and recognised for the work
they do and are happy to go the extra mile at work
when required
 Many staff felt there was flexibility in how and when
they do their work
Areas for improvement
 The perceived fairness of the grading review and
promotion processes
 The quality of the working environment in some
areas
 Clarity and awareness of goals and objectives and
the ability to manage workloads
 The degree to which appraisals enhance
performance and lead to the development of skills
 Consistency in managing poor performance
Positive comparisons to the
Perspectives benchmark
47. I am kept well informed about what UCL is
doing
% diff to BM
76
56. I would recommend UCL as a good place to
work
17
79
23. Considering my duties and responsibilities, I
feel my pay is fair
16
58
30. I am given a real opportunity to improve my
skills at UCL
8
18
5
3
24
24
13
5
57. I am proud to work for UCL
80
0%
% positive
20%
% neutral
40%
% negative
17
60%
80%
3
100%
26
2
4
63
26
1
20
14
14
Least positive comparisons to the
Perspectives benchmark
55. I feel that my goals and objectives are aligned
to those of UCL
64
15. My last appraisal led to my developing my
skills and/or improving my performance
30
43
37
60. I suggest ideas to improve our ways of doing
things
73
3. I receive regular and constructive feedback on
my performance
20
20
42
29
42. I have personally experienced behaviour that I
consider to be bullying/harassment/unfair
treatment in the last two years at UCL
20%
% neutral
40%
% negative
-17
-17
6
29
-13
-13
-11
79
0%
% positive
6
% diff to BM
60%
80%
100%
1
2
3
4
5
Employee engagement index
SAY
56. I would recommend UCL as a
good place to work
79
16 5
57. I am proud to work for UCL
80
17 3
60. I suggest ideas to improve our
ways of doing things
73
59. I feel a strong sense of
belonging to UCL
20
60
28
6
11
% diff to BM
26
1
14
2
-13
3
4
2
STAY
58. I feel a strong sense of
belonging to my
department/division
STRIVE
5
68
61. I am happy to go the extra mile
at work when required
14
6
94
0%
% positive
19
20%
% neutral
40%
52
60%
80% 100%
% negative
Engagement Index Score: 76%
4
Open comments
2010 comments were received to the free text question (If you were
Dean/Head of Corporate Support Service, Faculty Manager for the day,
what would you improve?)
Theme
Number
% of comments
Communication
428
21%
Work environment/facilities/equipment
273
14%
Management
215
11%
Training/career development
145
7%
Teamwork/teambuilding
121
6%
Resources/staffing
111
6%
Equality/fairness
85
4%
Policies/procedures
82
4%
IT/System
73
4%
Morale/recognition/being valued
71
4%
Nothing/don’t know
65
3%
Pay/benefits
64
3%
Transparency/openness
64
3%
Workload
60
3%
Communication
The full results of the survey have been presented to:
 Provost's Senior Management Team.
 Staff Survey Working Group (which includes trade union
representatives)
 Stress Resilience and Wellbeing working group (STRaW),
 LGBT issues group
 HR users group.
Deans and Heads of Corporate Support Services tasked to
have local meetings to discuss Faculty or Divisional results and
agree priority areas for local action by end Oct.
Information from the survey is being used to inform development
of the updated Race Equality Plan, Disability Equality Plan and
Gender Equality Plan
Next steps – Action Plan
Initiative
Desired outcome
1 Review the academic promotion and job
evaluation/grading process in light of the
results of the staff survey
Improve the transparency and usability of the
processes and communication regarding the
equity of outcomes.
2 Organisational structures to be reviewed to
optimise support in managing workloads
UCL to have organisational structures in
place which
remove duplication of effort
remove single points of failure
ensure effective management of workloads
and performance
provide cover for leave etc.
3 Greater consultation on and communication
of prioritisation of infrastructural
improvements and improved working
conditions within available resources
Greater understanding amongst staff of the
logic underpinning priorities for improvement
of the estate and improvements as they are
completed
Next steps – Action Plan
Initiative
Desired outcome
4 Leadership training for UCL’s senior
academic and administrative managers to
include improving communications and
effective management of change
Improved leadership skills and a more visible
cohort of senior managers leading and
explaining change effectively
5 Refresher training for managers at all levels
on managing and maximising performance
A perceived improvement amongst staff of
the management of (under) performance
6 A review of the quality of objective setting
within appraisal and improved support to staff
and managers in setting stretching objectives
Enhanced motivation and understanding of
the links between individual and
organisational performance. Enhanced
faculty/divisional and institutional
performance