Summary of Results
University of Minnesota Morris
HumanResources
Office of
1
Survey Administration Summary
When
October 12 – 30, 2015
What
Separate faculty and staff surveys
How
Participation
HumanResources

36 scored questions in each survey

Assess commitment and dedication plus effective environment
Externally managed by Hay Group to ensure confidentiality
All benefits-eligible University of Minnesota faculty and staff
•
2,488 faculty responses (56% participation rate)
•
9,907 staff responses (70% participation rate)
Office of
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Employee Engagement Model
HumanResources
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Engagement Metrics
and Critical Questions
E2 Employee
Engagement Data
2015 Survey
2013 Survey
2016: Align Strategy,
E2 Metrics & Resources
Engagement
HumanResources
E2+
Common
Priorities
2014 Survey
What does three years of E2
Employee Engagement data tell you
about your faculty and staff?
Academic Year 2017
Where can increased employee engagement
advance your highest priorities?
Office of
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How can engagement
metrics further align with
strategic priorities?
Overview of Total University Results
HumanResources
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Faculty
Increased Participation, Communication,
and Action
Faculty and staff set another record for
survey participation
A majority of faculty and staff
participated in a feedback meeting
More faculty and staff said action was
taken on issues raised in the survey
Par cipa on
"I par cipated in a feedback mee ng about the
previous survey results"
"Ac on was taken on issues raised in the last
survey"
2013
2014
2015
2014
2014
2015
2015
80%
68%
70%
70%
62%
57%
60%
52%
50%
80%
80%
70%
60%
56%
60%
70%
47%
50%
56%
60%
50%
45%
40%
40%
40%
40%
30%
30%
30%
20%
20%
20%
10%
10%
10%
35%
30%
0%
0%
0%
Faculty
HumanResources
Staff
24%
Faculty
Staff
Office of
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Faculty
Staff
Faculty
2015 Faculty Scores Went Up Where Action Was Taken
Faculty favorability:
“Action
was in
taken
issues in
raised
the last
survey.”
2015 Change
Facultyon
Confidence
Collegein
/ Campus
Leadership
Team
(TC Colleges and System Campuses)
5 TC colleges & 1 system campus
with > 45% faculty favorability
20
13
Change in Faculty
favorability:
“How would you
rate the overall
trust and
confidence you
have in your
college’s leadership
team?”
9
6
6
-1
A
B
C
D
E
F
System-Wide Avg
(Faculty)
The 6 academic units (5 Twin Cities colleges and 1 system campus) with the highest
percentage of faculty reporting action also reported broad increases in many areas, including:
•
•
•
HumanResources
12
Department strategy and individual alignment with college and department goals
Trust and confidence in college / campus leadership team
Department-level cooperation and teamwork
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Faculty
2015 Faculty Scores Went Up Where Action Was Taken
2013 – 2015 Changes in Faculty Favorability Across Survey Dimensions
6
6
6
4
4
4
4
4
2
2
2
1
1
2
1
0
0
0
0
-1
-2
-2
-1
-1
-1
-1
-2
6 units where
45%+ faculty
reported action
was taken
(faculty scores exceed
2013 on most
dimensions)
-4
-3
-4
-3
-4
-6
-6
-8
-8
-10
-10
-12
-12
-4
-7
(faculty scores
have not
rebounded to
2013 levels)
-7
-10
D1
D2
D3
D4
D5
D6
D7
D8
2
-1
2
4
1
4
4
6
D1: Commitment and Dedication
D2: Clear & Promising Direction
D3: Commitment to Excellence
D4: Confidence in Leaders
HumanResources
D9 D10 D11 D12
1
-2
1
0
D1
D2
D3
D4
D5
D6
D7
D8
-1
-10
-4
-3
-1
-1
-1
0
D5: Development Opportunities
D6: Respect & Recognition
D7: Effective Environment
D8: Authority & Empowerment
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D9 D10 D11 D12
-4
-7
-7
System-Wide
Average
-3
D9: Clear Expectations and Feedback
D10: Collaboration
D11: Support and Resources
D12: Work, Structure, & Process
Faculty
Broad-Based, Modest Increases in 2015 Staff Scores
• System-wide increases of 1-5 points across most survey dimensions
• Increased individual goal alignment and feedback from supervisors
•
“I understand what I can do to support my department’s strategy and goals.” (+9 points
from 2014 and -2 points from 2013)
•
“My manager / supervisor provides clear and regular feedback on how well I do my work.”
(+6 points from 2014 and +2 points from 2013)
• Staff reported that there is still a need to better define goals at the
local level and foster sharing of ideas within and across groups
•
“My department has a strategy and goals that address our most important challenges and
opportunities.” (+1 point from 2014 and -12 points from 2013)
•
“There is good cooperation and sharing of ideas between my department and other
departments.” (-1 point from 2014 and -5 points from 2013)
HumanResources
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University of Minnesota Morris Results
HumanResources
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Survey Scales and Benchmarks
% Favorable Difference
Valid
N
Commitment and Dedication
%
Fav
54
--
19
I feel motivated to go beyond my formal job responsibilities.
17,686
43
I feel proud to work for the University of Minnesota (my campus).
17,674
44
I would recommend the University of Minnesota (my campus) to
peers at other institutions as a great place to work.
17,678
46
Given your choice, how long would you plan to continue working
for the University of Minnesota (your campus)?
17,732 1
%
Neut
24
21
74
19
61
28
71
27
11
22
72
6
7
2013
Same Unit
Results
2014
Same Unit
Results
2015
Total
College /
Unit
2015
Total
Campus
2015
Total
University
+19
+19
-1
+1
0
+47
+47
0
-1
-1
-5
-5
0
+6
+5
+35
+35
-1
+3
-1
-2
-2
0
-2
0
Benchmarks
Percentage Favorable Scale
• Favorable: “Strongly Agree” + “Agree” and “Very Good” + “Good”
• Neutral : “Neither Agree nor Disagree”
• Unfavorable: “Strongly Disagree” + “Disagree” and “Very Poor” + “Poor”
• 2013 Same Unit Results: Results
from this same unit in 2013
• 2014 Same Unit Results: Results
from this same unit in 2014
• 2015 Total University: Current
results across all campuses
Percentage Favorable Difference Scale
Comparison to benchmarks are expressed as percentage-point differences in
percentage favorable scores for the same year (2015):
• “+” shows that your score is above the benchmark
• “-” shows your score falls below the benchmark
• Dashes (“—”) show a comparison is not possible
HumanResources
%
Unfav
Office of
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• 2015 Total Campus: Current results
for your campus only
• 2015 Total College/Unit: Current
results for your college/unit only
Understanding Your Results
• Review the percentage favorable bar chart
using this quick guide to help assess and
prioritize action.
• Consider the size of the group (“Valid N”
column) in terms of the practical significance
of the percentage favorable differences.
• Compare the proportion of neutral and
unfavorable responses for more insight:
•
•
A higher proportion of “neutral” than “unfavorable”
can be an opportunity to shift employee opinion
A higher percentage of “unfavorable” than “neutral”
may indicate action is needed
Quick Guide to Percent Favorable
Assessment
Range
Strength
>70% Favorable
Gather more
information
<60 % Favorable
Action likely
needed
>20% Unfavorable
Clear & Promising Direction
The question
number from
the survey
HumanResources
Valid
N
%
Unfav
55
32
14
56
32
13
My department has a strategy and goals that address our most
important challenges and opportunities.
17,665
40
I have the opportunity to set my goals in alignment with the
strategic priorities of my college and department.
17,636
12
%
Neut
--
29
Office of
%
Fav
43
39
19
Understanding Your Results, cont’d
•
•
•
•
Results include percentage of favorable responses compared to department-specific 2013
and 2014 data (when available), as well as 2015 college/unit, campus, and total University
benchmark data.
Percentage favorable differences between 2013 and 2014 as well as between 2014 and 2015
are unit-specific and may indicate areas of change in a more favorable or unfavorable
direction.
Use the quick guide (bottom right) to assess the range of change between 2013 and 2014 as
well as between 2014 and 2015 in percentage favorable difference.
More information is available in the “Guide to Employee Engagement Survey Data and
Action Planning” at z.umn.edu/EngagedU
Quick Guide to Percent
Favorable Difference
Likelihood of
Meaningful Change
HumanResources
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Range
Low
<5 percentage points above (+) or
below (-) the 2014 data
Medium
>5–10 percentage points above (+)
or below (-) the 2014 data
High
>10 percentage points above (+) or
below (-) the 2014 data
Summary of Engagement - Faculty
HumanResources
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Summary of Engagement - Staff
HumanResources
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Employee Engagement Profile - Faculty
HumanResources
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Employee Engagement Profile - Staff
HumanResources
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Key Strengths - Faculty
Areas in which your work group is currently most successful.
HumanResources
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Key Strengths - Staff
Areas in which your work group is currently most successful.
HumanResources
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Key Opportunities - Faculty
Areas offering the greatest room for improvement.
HumanResources
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Key Opportunities - Staff
Areas offering the greatest room for improvement.
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Results for Key Metric:
Commitment and Dedication - Faculty
Focus: Motivating employee dedication and commitment to excellence
HumanResources
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Results for Key Metric:
Commitment and Dedication - Staff
Focus: Motivating employee dedication and commitment to excellence
HumanResources
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Key Metric: Commitment and Dedication
Clear & Promising Direction - Faculty
Focus: Connecting employees to college/unit strategy and goals
HumanResources
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Key Metric: Commitment and Dedication
Clear & Promising Direction - Staff
Focus: Connecting employees to college/unit strategy and goals
HumanResources
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Key Metric: Commitment and Dedication
Commitment to Excellence - Faculty
Focus: Encouraging high-quality education, research, and services
HumanResources
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Key Metric: Commitment and Dedication
Commitment to Excellence - Staff
Focus: Encouraging high-quality education, research, and services
HumanResources
Office of
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Key Metric: Commitment and Dedication
Confidence in Leaders - Faculty
Focus: Inspiring trust through open communications and leadership support
HumanResources
Office of
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Key Metric: Commitment and Dedication
Confidence in Leaders - Staff
Focus: Inspiring trust through open communications and leadership support
HumanResources
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Key Metric: Commitment and Dedication
Development Opportunities - Faculty
Focus: Supporting employees in developing and achieving career objectives
HumanResources
Office of
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Key Metric: Commitment and Dedication
Development Opportunities - Staff
Focus: Supporting employees in developing and achieving career objectives
HumanResources
Office of
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Key Metric: Commitment and Dedication
Respect & Recognition - Faculty
Focus: Valuing employees and acknowledging their contributions
HumanResources
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Key Metric: Commitment and Dedication
Respect & Recognition - Staff
Focus: Valuing employees and acknowledging their contributions
HumanResources
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Results for Key Metric:
Effective Environment - Faculty
Focus: Supporting employees’ success with the tools and resources of an effective
work environment
HumanResources
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Results for Key Metric:
Effective Environment - Staff
Focus: Supporting employees’ success with the tools and resources of an effective
work environment
HumanResources
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Key Metric: Effective Environment
Authority & Empowerment - Faculty
Focus: Encouraging employee autonomy and innovation to improve work
HumanResources
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Key Metric: Effective Environment
Authority & Empowerment - Staff
Focus: Encouraging employee autonomy and innovation to improve work
HumanResources
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Key Metric: Effective Environment
Clear Expectations and Feedback - Faculty
Focus: Clarifying performance expectations and providing regular feedback
HumanResources
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Key Metric: Effective Environment
Clear Expectations and Feedback - Staff
Focus: Clarifying performance expectations and providing regular feedback
HumanResources
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Key Metric: Effective Environment
Collaboration - Faculty
Focus: Supporting cooperation and sharing of ideas within and across work groups
HumanResources
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Key Metric: Effective Environment
Collaboration - Staff
Focus: Supporting cooperation and sharing of ideas within and across work groups
HumanResources
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Key Metric: Effective Environment
Support and Resources - Faculty
Focus: Ensuring that employees have the skills, information, and resources to do their
job well
HumanResources
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Key Metric: Effective Environment
Support and Resources - Staff
Focus: Ensuring that employees have the skills, information, and resources to do their
job well
HumanResources
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Key Metric: Effective Environment
Work, Structure, & Process - Faculty
Focus: Promoting innovation and equitable distribution of workload
HumanResources
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Key Metric: Effective Environment
Work, Structure, & Process - Staff
Focus: Promoting innovation and equitable distribution of workload
HumanResources
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Survey Follow-Up - Faculty
HumanResources
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Survey Follow-Up - Staff
HumanResources
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Align Strategy, E2 Metrics and Resources
Engagement is the degree
to which employee energy
and motivation for their
work is supported or
hindered by workplace
environment and
experience
Recruiting and retaining
outstanding undergraduate
and graduate students
Engagement
Common
Priorities
Aligning staff
to roles, responsibilities,
and rewards
Achieving
programmatic
fiscal solvency
Recruiting and retaining
field shaping researchers
and teachers
Have you identified and celebrated strengths?
What are the patterns of opportunity for increased engagement?
Where can increased employee engagement advance your highest priorities?
HumanResources
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Helpful Tools and Resources
• Insight2Action (I2A) website (from Hay Group)—accessible by all
managers with a survey report
• Employee Engagement website (z.umn.edu/EngagedU)
• “Guide to Employee Engagement Survey Data and Action Planning”
customizable PowerPoint
• On-demand manager training webinar
• Unit/College/Campus-level resources
• HR Leads and staff
• Employee Engagement Leads*
• Office of Human Resources support
• Leadership and Talent Development consultants
• For more information, contact ee2@umn.edu
*Employees specific to each unit/college/campus. Contact local HR staff for more information.
HumanResources
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