2014 Great Colleges Survey Overview, Results & Recommendations Task Force • Veronica Anover, Professor, Modern Language Studies • Cathy Baur Associate Vice President, Communications • Annie Macias Director of Business Operations, University Corporation • Kimber Quinney, Civic Learning Faculty Director • Sandra Carrillo Financial Aid Advisor • Steve Ramirez Project Manager • Travis Gregory Associate Vice President, Human Resources & Payroll Services • Jay Rees Web Services Lead & ETC Lead • Kamel Haddad Vice Provost, Planning and Academic Resources Laurie Schmelzer Student Services Professional, CSM • Michelle Hinojosa Director, Human Resources and Payroll, UARSC Laurie Stowell AY 14/15 Academic Senate Chair Professor, School of Education • Bhavisha Talsania Research Analyst • • • Marilyn Huerta Communications Specialist, CEHHS • Stephen Tsui Associate Professor, Physics • Justin Lewis Director, Resources and Operations • Jennifer Williams Deputy Chief of Staff & Director, Campus Climate AGENDA Presentation of 2014 Survey Results Role of the Task Force Recommendations Feedback Wrap Up, Questions, Comments WHY WE ARE HERE • Review the campuswide survey results • Share top ten opportunities for improvement • Discuss and gather feedback on draft recommendations developed by task force • Task force will use your feedback to finalize recommendations presented to the Executive Council SURVEY OVERVIEW Survey Instrument – – – – – 60 core belief statements 12 additional statements 17 item benefits satisfaction component 12 demographic questions 3 open-ended questions Methodology • Online survey administered March 31, 2014 – April 15, 2014 Response Rates • Overall response rate: 35% - 468/1344 Benchmark • 2014 Honor Roll >10,000 Enrollment - Great Colleges to Work For Program Top Ten Statements 1. I understand how my job contributes to this institution's mission. 2. This institution actively contributes to the community. 3. I am proud to be part of this institution. 4. We are good citizens/stewards in our local community. 5. The institution takes reasonable steps to provide a safe and secure environment for the campus. Top Ten Statements 6. I am given the responsibility and freedom to do my job. 7. I have a good relationship with my supervisor/department chair. 8. People at CSUSM understand and value the benefits of a diverse workforce. 9. This institution's benefits meet my needs. 10.My supervisor/department chair supports my efforts to balance my work and personal life. AREAS OF SUCCESS • Faculty and staff report a strong sense of connection to and pride in the mission of the University. There is also a heightened sense of enthusiasm given the youth and growth of the institution. • Faculty and staff very much appreciate the ability to make a difference in the lives of students and in the community/region. Similarly, they appreciate the commitment to being a diverse and inclusive community. • Faculty and staff report high degrees of job fit and appreciate the flexibility and autonomy they have as well as the benefits and the support for work/life balance. AREAS OF SUCCESS • Faculty and Staff report having good relationships with and high regard for their supervisors and senior leaders. They also report a need for greater consistency and enhanced managerial/leadership skills, specifically those regarding communication, performance management and accountability. • While there is a strong sense of community within many departments, the strength of that camaraderie does not consistently translate to strong cross-functional collaboration or a sense of alignment across the University. Bottom Ten Statements 1. I am paid fairly for my work. 2. My department has adequate faculty/staff to achieve our goals. 3. Issues of low performance are addressed in my department. 4. Promotions in my department are based on a person's ability. 5. Changes that affect me are discussed prior to being implemented. Bottom Ten Statements 6. Our recognition and awards programs are meaningful to me. 7. There is regular and open communication among faculty, administration and staff. 8. Our orientation program prepares new faculty, administration and staff to be effective. 9. Faculty, administration and staff are meaningfully involved in institutional planning. 10. Senior leadership communicates openly about important matters. AREAS FOR IMPROVEMENT • Resource constraints particularly those regarding staffing and compensation are pain points for many faculty and staff. • Faculty and staff would like to see greater communication from and with senior leadership, as well as a greater sense of alignment across senior leadership. • Both faculty and staff express a need for improved communications. There is a desire for more transparency regarding the rationale with which decisions are made and an interest in greater participation in those decisions which directly impact their work. AREAS FOR IMPROVEMENT • Staff express a desire for additional training, professional development and career opportunities. • For many, there are concerns regarding accountability, especially as related to the consistency of policies/processes and the inability to deal with low performers and/or conflict. Division Actions Each campus division… • Reviewed the Survey Results • Developed Division Action Plans Division Action Plans are posted: http://www.csusm.edu/greatcollege/divisions/ The Division Action Plans served to inform the task force in developing its list of recommendations. RECOMMENDATIONS Communication & Respect 1. Conduct focus groups to better understand and identify concerns surrounding communication and respect (transparency, trust, efficient and effective processes, and living our values) and explore strategies to properly assess and address those concerns. Incorporate findings into the strategic plan for each division and link back to the Culture of Leadership and our university’s Mission, Vision, and Values. RECOMMENDATIONS Compensation and Benefits 2. Develop a Total Compensation Philosophy for the university (which includes considerations for appropriate market medians, internal and external equity, and our geographical location). 3. Develop a total compensation tool for all employees which includes salary, benefits and retirement. Provide Industry benchmarks. 4. Conduct an equity assessment for all employees using both internal and external benchmarks (along with other Total Compensation Philosophy provisions), and remedy inequities identified utilizing various existing mechanisms such as IRPs, reclassifications, bonuses, etc. (independent of pending job offers). RECOMMENDATIONS Appreciation 5. Conduct focus groups to assess what type of recognition and awards programs will be meaningful to employees and utilize the feedback to establish new recognition programs. 6. Develop a mechanism to assess existing recognition programs and share best practices. RECOMMENDATIONS Talent Development & Management (Performance Management & Professional Development) 7. Develop leadership training courses for all MPPS (to be completed within the first 6 months of appointment or launch of the program). A part of that training should include a “recognition and rewards” section covering compensation, in-range salary promotions, reclassifications and bonuses in order to support the employees they supervise. 8. Develop centrally-funded formal mentorship program(s) for all employees. 9. Establish a centralized pool for professional development and encourage the use of the Employee Training Center. RECOMMENDATIONS Talent Development & Management (Performance Management & Professional Development) 10. Revamp new employee orientation/onboarding program and expand “buddy” program from the MPP Onboarding Program to all employees. Ensure formal orientation plans are in place within each division for new and existing employees. 11. Identify professional development plan/curricular pathway for developing leadership skills or expertise for career advancement. 12. Reassess and compile recommendations to revise the performance evaluation form(s) and process. FEEDBACK & NEXT STEPS: Great College website • Website survey open until COB 10/9 • Task force will review feedback and rankings to determine which 3-5 recommendations to move forward to the Executive Council (Oct.) • Additional communications/follow up/timeline • On-going communications plan QUESTIONS?