CUPA HR
“Embracing Change: Staying Ahead of the Curve”
Keeping Employees Engaged
in a Changing Workplace
Noel Landuyt
nlanduyt@austin.utexas.edu
512-471-9831
Institute for Organizational Excellence
 University of Texas at Austin’s School of Social Work
 Working in this area for over 30 years
 Research Unit History
 Research Work in 35 States
 Multiple Benchmark Groupings
 Last Year:
 Employee Engagement (1/4 Million employees)
 Customer Surveys (1/2 Million customers of services)
 Leadership Excellence (360, Collaboration, Supervision)
 Measurement is a Science
 “Soft Measures” to Hard Numbers
What is Engagement?
30%
Fully Engaged
Passively Engaged
50%
Disengaged
Actively Disengaged
20%
3 Key Engagement Strategies
Survey of Employee Engagement
 Engagement Research as it relates to:
 Organizational Learning
 Turnover
 Utilization of Leave Time
 Measurement is a Science
 “Soft Measures” to Hard Numbers (Perceptions??)
 What you don’t know might hurt you.
 Engagement Increased Importance in Public Sector
Instrument Features
 10 Demographic and 71 Standard Items
 Coded for Multiple Organizational Breakdowns
 Up to 20 Additional Items (specific your organization)
 Custom Links and Pull-ins
 Available Formats:
 Online (English and Spanish)
 Hardcopy (English and Spanish)
 Online for Visually Impaired Reader
Instrument Reporting
 Overall Executive Summary and Data Report
 Each Coded Area Exec Summary & Data Report (pdf)
 Overall Summary Data in Excel
 All Coded Areas Summary Data in Excel
 Benchmarks:
 Over time
 Similar Size
 All Respondents
 Higher Education
Reporting Illustrations
Reporting Illustrations
Illustration: UTSA
• Profile
• Survey Promotion
• Website
• Roll back
• Executive Leadership
• Mid Management
• Town Hall
• Website: http://www.utsa.edu/hr/soe/2008/
Enhanced Performance Through Organizational Learning
Moynihan and Landuyt (2009), How Do Public Organizations Learn? Bridging
Cultural and Structural Perspectives. Public Administration Review . V69, N6.
Turnover Intention in State Government
 Factors decreasing probability of likelihood of intent to
leave.
 Loyalty: 1 unit increase on scale = 1.2% decrease.
 Empowerment: 1 unit increase on scale = 4%
decrease.
 Job Satisfaction: 1 unit increase on scale = 5%
decrease.
Moynihan and Landuyt (2008), Explaining Turnover Intention in State Government:
Examining Roles of Gender, Life Cycle, and Loyalty. Review of Public Personnel
Administration. 28(2).
Various other research topics:
 Employee Retention/Turnover
 Knowledge Integration and Information Transfer
 Burnout
 Team Work
 Quality
 Organizational Induced Learned Helplessness
 Employee Voice
 Social and Organizational Capital
Case Study
Profile
Texas Organization
Approximately 1000 FTE
Highly Educated Workforce
Case Study
• Utilization of Sick Leave
• Turnover
• Survey of Employee Engagement
1
2
3
Strongly
Disagree
Disagree
Neutral
Divided into 2 Groups
4
Agree
5
Strongly
Agree
Findings: Pride In Work
No Real Difference (5 hours)
Group
Dissatisfied
Satisfied
Average # of Hours of
Sick Leave Utilization
63
58
Findings: Benefits
No Real Difference (5 hours)
Group
Dissatisfied
Satisfied
Average # of Hours of
Sick Leave Utilization
64
59
Findings: Supervision
Difference of 22 hours
Group
Dissatisfied
Satisfied
Average # of Hours of
Sick Leave Utilization
80
58
Findings: Organizational Mission
Difference of 24 hours
Group
Dissatisfied
Satisfied
Average # of Hours of
Sick Leave Utilization
81
57
Findings: Pay
Difference of 24 hours
Group
Dissatisfied
Satisfied
Average # of Hours of
Sick Leave Utilization
74
50
Findings: Job Satisfaction
Difference of 28 hours
Group
Dissatisfied
Satisfied
Average # of Hours of
Sick Leave Utilization
84
56
Findings: Valued Employee
Difference of 34 hours (approaching a work week)
Group
Dissatisfied
Satisfied
Average # of Hours of
Sick Leave Utilization
88
54
Findings: Ethical Behavior
Difference of 34 hours (approaching a work week)
Group
Dissatisfied
Satisfied
Average # of Hours of
Sick Leave Utilization
93
59
Findings: Harassment
Difference of 51 hours
Group
Dissatisfied
Satisfied
Average # of Hours of
Sick Leave Utilization
110
59
Findings: Turnover
Difference of 50 hours
Group
Left
Stayed
Average # of Hours of
Sick Leave Utilization
107
57
Utilization of Leave Time and Turnover
Pride in Work
Benefits
Supervision
Mission
Pay
Job Satisfaction
Valued
Ethical Behavior
Harassment
Turnover
Dissatisfied
58 Hours
59
58
57
50
56
54
59
59
Stayed
57
Satisfied
63 Hours
64
80
81
74
84
88
93
110
Left
107
Difference
5 Hours
5
22
24
24
28
34
34
51
50
Landuyt (2009) – Employee Attitudes, Leave Utilization and Turnover - Internal
Working Paper
3 Key Engagement Strategies
Noel Landuyt
nlanduyt@austin.utexas.edu
512-471-9831