Employee Engagement
Survey Results
Bemidji State University
Table of Contents
Definitions
Engagement by Key Drivers
Engagement by Demographic Groups
High Achiever and High Potential
 Recommendations
 Appendix A. Resources




Employee Engagement
Definition
Employee Engagement
A personal connection that employees
have to their job, organization,
manager or team that motivates them
to excel in their work.
Engagement Survey Responses
Participants were asked to select the response that most
accurately reflected their level of agreement for each
statement. The responses were based upon a rating
scale of 1 to 6 as follows:
6
5
4
3
2
1
Strongly Agree
Agree
Slightly Agree
Slightly Disagree
Disagree
Strongly Disagree
Overall Engagement Definitions
Highly Engaged:
These individuals are highly motivated and are generally quite committed to
the organization. They can often be seen helping others with their workloads, volunteering for
additional projects, and seeking to do their jobs better and improve the performance of the team
and organization. They are often viewed as having potential for higher levels of leadership and
responsibility. Research indicates typical organizations have 20% of the workforce in this category.
Partly Engaged:
These individuals have moderate to high level of motivation and commitment
to the organization. While not highly engaged in their work, they are solid contributors who can
be counted on to work hard and occasionally take initiative beyond basic job expectations.
Employees in this category can be counted on by their managers, but don’t exhibit the drive or
consistency typical in Highly Engaged employees. Research indicates typical organizations have
30% of the workforce in this category.
Along for the Ride:
These individuals have a moderate to low level of commitment to the
organization. They will show up for work, do their job as directed and respond as asked,
particularly when failure to do so would have a negative consequence. However, they will not
typically go to great lengths to excel in their work, help others with projects or take initiative.
Research indicates typical organizations have 40% of the workforce in this category.
Actively Disengaged:
These individuals tend to have a low level of motivation and commitment
to the organization. They will typically put in minimal effort and avoid or refuse to give additional
effort. The biggest concern is that their behaviors can have a negative impact on morale or
efficiencies. This negative impact frequently manifests in conflicts with supervisors and co-workers and
in ongoing negative commentary regarding the organization, team or other aspects of the job.
Research indicates typical organizations have 10% of the workforce in this category.
Overall Engagement Scoring Key
Scoring Key
Highly Engaged
Partly Engaged
Along for the Ride
Actively Disengaged
5.50
3.76
2.01
1.00
to
to
to
to
6.00
5.49
3.75
2.00
Key Driver Definitions
1.
Trust in Leadership – How do employees perceive their senior leaders? Do leaders
2.
Manager Relationship – Do managers or supervisor relate to employees in a positive and
3.
Discretionary Effort – Are employees willing to put in extra effort to accomplish a task or to
4.
Utilization of Strengths and Talents – Do employees understand their unique talents and
demonstrate behaviors or traits that positively impact engagement such as authenticity,
communication, presence, and honesty?
open manner? Do they take an active interest in getting to know their employees?
be more successful in their jobs?
strengths and seek to use them in their work?
5.
Development Opportunities – Do employees recognize that they have opportunities to
6.
Pride in Organization – Are employees proud of the organization they work for? Do they
7.
Connection to Organization’s Success – Do employees fully understand their roles within
8.
Job Satisfaction – Do employees like the jobs they do?
9.
Co-Worker Relationships – Do employees trust and feel connected to co-workers, team
learn and grow within the organization? Are those opportunities supported by their supervisor
and leaders?
recommend it as a good place to work and do they intend to stay?
the organization and how their job is important? Do they feel committed to the organization’s
purpose and strategy?
members, and others they work with daily?
Key Drivers Scoring Key
Scoring Key
Keep It Up
Almost There
Shaky Ground
Derailing
5.50
3.76
2.01
1.00
to
to
to
to
6.00
5.49
3.75
2.00
High Achiever
These individuals are steady performers who are great at their jobs but
usually do not aspire to senior leadership roles. They are likely individual
contributors who value their career and their work-life. They may sometimes
feel less appreciated then High Potentials because they may not be promoted
or have opportunities for promotion.
High Potential
These individuals know their talents and have confidence in themselves. They
have the technical skills for their jobs and the relationship, emotional
intelligence and leadership skills to employ those technical skills well. They are
well-networked. They have a need for constant growth, learning and
development. They want to continue to be challenged by new opportunities to
be successful or build upon their skills.
Scoring Key
High Achiever and High Potential
5.00 to 6.00
Bemidji State University
Participation Summary
Survey Dates:
• Friday, November 21st through Tuesday,
December 9th
Participation Rates:
• 314 out of 506 individuals participated (62%)
Bemidji State University
The Good News!
• Discretionary Effort is highest driver—Most employees
•
•
•
•
report exceeding job requirements
Employees feel connected to the organization’s success—
they own the success of the organization (2nd highest
driver)
98% of employees report that usually or most of the time
they are using their best talents at work
“Excluded Administrators” employee group have highest
engagement level = 5.33 (almost highly engaged)
26% of your managers are GREAT Engagement Managers
Bemidji State University
More Good News!
• BSU is poised to be able to increase engagement--50%
of partly engaged employees can easily become MORE
engaged
 Fully Engaged Employees are 20% MORE PRODUCTIVE than
Partly Engaged employees SO….
 This could add approximately 22 FTE’s without hiring another
staff member!
• 98% of employees report they are working beyond
expectations
Bemidji State University
The Other News
• Overall Engagement Grade = B• Three lowest rated drivers: Trust in Senior Leadership,
Relationship with Mgr & Developmental Opportunities
• Trust driver:
 Only 1 employee group had average over 5.0
 Trust issues most evident in:
o AFSCME Craft = 3.42
o Inter Faculty Org = 3.70
o MAPE = 3.75
 Over 1/3 of employees disagree that senior leaders
o Identify ways to involve employees in decisions
o Communicate openly and honestly
o Know how to position organization for success
o Are accessible and available
Bemidji State University
The Other News
• Relationship with Manager or Supervisor:
 Over 20% of employees disagree that:
o My mgr includes me on decisions
o My helps me see growth opportunities
o My mgr helps me feel good about my job
• Developmental Opportunities driver:
 All but 1 employee group had average under 5.0
 Fewest opportunities seen by:
o AFSCME Craft = 3.46
o Middle Management = 4.07
o Non-Unit = 4.07
• Job Satisfaction least in AFSCME Service, Middle Mgt
• 21% of your managers are Poor Engagement Managers
Bemidji State University
Overall Employee Engagement Score
4.66
(out of 6.0)
Partly Engaged
Scoring Key
Highly Engaged
5.50 to 6.00
Partly Engaged
3.76 to 5.49
Along for the Ride
2.01 to 3.75
Actively Disengaged
1.00 to 2.00
Bemidji State University
Overall Employee Engagement
Level
Count
Percent
Highly Engaged
48
15%
Partly Engaged
223
71%
41
13%
2
1%
Along for the Ride
Actively Disengaged
Average Score: 4.66
Comments:
•Highly engaged lower than national average
•Partly engaged higher than national average
•Actively disengaged lower than national average
Employee Engagement by
Key Driver
Bemidji State University
Engagement Score by Key Driver
(sorted by results)
Key Driver
Trust in Senior Leadership
Development Opportunities
Manager Relationship
Co-Worker Relationships
Job Satisfaction
Pride in Organization
Utilization of Strengths
Connection to Organization's Success
Discretionary Effort
Overall Engagement
Count
Average
Score
3.98
4.53
4.59
4.89
5.04
5.05
5.14
5.35
5.40
4.66
314
Bemidji State University
Trust in Senior Leadership
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Keep It Up: Scores suggest senior leaders consistently demonstrate behaviors that help
create a culture of highly engaged employees. Leaders are perceived as being honest,
approachable, caring, competent, achievement-oriented, and authentic.
Almost There: Scores suggest leaders consistently demonstrate behaviors that help
create a culture of partly engaged employees. They are often but not consistently
perceived as honest, approachable, caring, competent, achievement-oriented, and
authentic.
Shaky Ground: Scores suggest leaders often fail to demonstrate behaviors that help
create a culture of engaged employees. They are sometimes perceived as
unapproachable, unwilling to share organizational information, unconcerned about
employees, unauthentic, and/or lacking business acumen.
Derailing: Scores suggest leaders fail to demonstrate behaviors that help create a
culture of engaged employees. They are perceived to be unapproachable, unwilling to
share organizational information, unconcerned about employees, lacking business
acumen, and/or not “walking the talk”.
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Trust in Senior Leadership
Level
Count
Percent
Keep It Up
23
7%
Almost There
174
55%
Shaky Ground
87
Derailing
30
Average Score: 3.98
28%
10%
Bemidji State University
Manager Relationships
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Keep It Up: Scores suggest managers consistently demonstrate behaviors that help create
a team of highly engaged employees. Managers are perceived as caring, approachable, and
honest. They provide frequent unsolicited positive feedback, and seek to help employees use
their natural talents in their current jobs as well as grow and develop in the future.
Almost There: Scores suggest managers consistently demonstrate behaviors that help
create a team of partly engaged employees. They are often but not consistently perceived as
caring, honest, and approachable. They sometimes provide unsolicited positive feedback,
and sometimes seek to help employees use their natural talents in their current jobs as well
as grow and develop in the future.
Shaky Ground: Scores suggest managers often fail to demonstrate behaviors that create a
team of engaged employees. They are sometimes perceived as unapproachable, insincere,
and/or uncaring. They do not usually provide unsolicited positive feedback. They likely talk
about development opportunities only during performance appraisal times.
Derailing: Scores suggest managers fail to demonstrate behaviors that help create a team
of engaged employees. They are perceived to be unapproachable, insincere, and/or
uncaring. They rarely provide positive feedback and do not initiate discussions about
development opportunities.
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Manager Relationships
Level
Count
Percent
Keep It Up
82
26%
Almost There
166
53%
Shaky Ground
51
16%
Derailing
15
5%
Average Score: 4.59
Bemidji State University
Discretionary Effort
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Keep It Up: A critical mass of employees possess a strong internal drive to
“stretch” their capabilities, search for ways to continually improve job
performance, and seek to exceed job requirements.
Almost There: Many employees report being willing to “stretch” their
capabilities, strive for ways to perform better, and/or exceed job requirements.
Shaky Ground: Employees sometimes report being unwilling to “stretch”
their capabilities, do not strive for ways to perform better, and/or do not seek
to exceed job requirements.
Derailing: A critical mass of employees does not possess an internal drive to
“stretch” their capabilities, do not seek ways to perform their jobs better, and
do just enough to meet job requirements.
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Discretionary Effort
Level
Count
Percent
Keep It Up
155
49%
Almost There
153
49%
Shaky Ground
4
Derailing
2
Average Score: 5.40
1%
1%
Bemidji State University
Utilization of Strengths and Talents
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Keep It Up: A critical mass of employees report a high level of self-awareness
of their natural talents, and often seek ways to use them in their work.
Almost There: Many employees report being self-aware of their natural
talents, and seek ways to use them in their work.
Shaky Ground: Employees do not report a high level of self-awareness of their
natural talents and are uncertain how to use them in their work.
Derailing: A critical mass of employees report that they are not aware of their
natural talents, and do not seek ways to use them in their work.
Bemidji State University
Utilization of Strengths and Talents
Level
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Count
Percent
Keep It Up
93
30%
Almost There
214
68%
Shaky Ground
7
Derailing
0
Average Score: 5.14
2%
0%
Bemidji State University
Development Opportunities
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Keep It Up: A critical mass of employees report feeling very supported in their
professional growth and development. They are already aware of internal
opportunities to learn and grow.
Almost There: Many employees report there is support for professional growth
and they are somewhat aware of internal opportunities for learning and
development.
Shaky Ground: Employees feel somewhat unsupported in professional growth
and/or see few internal opportunities for learning and development.
Derailing: A critical mass of employees does not feel unsupported in their
professional growth and do not see internal opportunities for learning and
development.
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Development Opportunities
Level
Count
Percent
Keep It Up
64
20%
Almost There
188
60%
Shaky Ground
48
Derailing
14
Average Score: 4.53
15%
4%
Bemidji State University
Pride in Organization
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Keep It Up: A critical mass of employees report feeling very proud of the
organization, recommend it highly as a place to work and plan to stay.
Almost There: Employees generally feel proud of the organization, would
recommend it to others as a place to work, and intend to stay.
Shaky Ground: Employees are not particularly proud of the organization,
may not recommend it to others as a place to work, and may not stay.
Derailing: Employees do not feel proud of the organization, do not
recommend it to others as a place to work and intend to leave.
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Pride in Organization
Level
Count
Percent
Keep It Up
125
40%
Almost There
154
49%
Shaky Ground
28
9%
Derailing
7
Average Score: 5.05
2%
Bemidji State University
Connection to Organization’s Success
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Keep It Up: A critical mass of employees sees a direct line of sight between
their work and the organization’s success. They believe their role is vitally
important and are highly committed to the success of the entire organization.
Almost There: Employees generally feel there is some connection between
their role and the organization’s success. They believe their role is important
and feel committed to the success of the entire organization.
Shaky Ground: Employees are not clear about how their individual role
connects to the success of the organization. They are slightly to moderately
committed to the success of the organization as a whole.
Derailing: A critical mass of employees does not see how their role connects to
the success of the organization. They are not committed to the success of the
organization as a whole.
Bemidji State University
Connection to Organization’s Success
Level
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Count
Percent
Keep It Up
162
52%
Almost There
139
44%
Shaky Ground
8
Derailing
5
Average Score: 5.35
3%
2%
Bemidji State University
Job Satisfaction
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Keep It Up: Employees report a great deal of job satisfaction. They really
enjoy what they do and want to keep doing more of it.
Almost There: Employees are satisfied with their jobs. They enjoy their work
and express some desire to stay with it.
Shaky Ground: Employees are somewhat dissatisfied with their jobs. They
do not report much job satisfaction and express some desire to leave it behind.
Derailing: Employees report a great deal of job dissatisfaction. They do not
enjoy what they do and want to do less of it.
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Job Satisfaction
Level
Count
Percent
Keep It Up
108
34%
Almost There
176
56%
Shaky Ground
23
7%
Derailing
7
Average Score: 5.04
2%
Bemidji State University
Co-Worker Relationships
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Keep It Up: Employees report that they have great working relationships, there
is a high degree of trust and they get along very well with teammates.
Almost There: Employees report good working relationships and generally trust
their co-workers. They get along with their teammates.
Shaky Ground: Employees report average to below average working
relationships. They are uncertain if they can trust their co-workers and do not
regularly enjoy working together.
Derailing: Employees do not trust their co-workers. Team relationships are
likely strained and employees do not enjoy working together.
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Co-Worker Relationships
Level
Count
Percent
Keep It Up
75
24%
Almost There
200
64%
Shaky Ground
31
Derailing
8
Average Score: 4.89
10%
3%
Bemidji State University
Key Driver Summary
Key Driver
Trust in Senior Leadership
Manager Relationship
Discretionary Effort
Utilization of Strengths
Development Opportunities
Pride in Organization
Connection to Org Success
Job Satisfaction
Co-Worker Relationships
Keep It Almost Shaky
Up
There Ground Derailing
7%
55%
28%
10%
26%
53%
16%
5%
49%
49%
1%
1%
30%
68%
2%
0%
20%
60%
15%
4%
40%
49%
9%
2%
52%
44%
3%
2%
34%
56%
7%
2%
24%
64%
10%
3%
Employee Engagement by
Demographic Group
Demographic Groups
1. Education
2. Length of Service
3. Gender
4. Generation
5. Bargaining Unit
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Results by Education
Education
Trust in Senior Leadership
Manager Relationship
Discretionary Effort
Utilization of Strengths
Development Opportunities
Pride in Organization
Connection to Org Success
Job Satisfaction
Co-Worker Relationships
AA
4.61
5.31
5.67
5.53
5.33
5.56
5.67
5.00
5.22
BA
4.42
4.89
5.46
5.43
4.88
5.58
5.58
5.25
5.33
BS DMA EDD
3.85 4.03 3.69
4.67 4.58 4.43
5.23 5.80 5.28
4.91 5.44 5.13
4.22 5.16 4.90
4.87 4.87 4.89
5.14 5.60 5.39
4.76 5.27 5.28
5.11 4.53 4.78
JD
5.19
4.92
5.67
5.33
4.87
5.44
5.67
5.11
4.78
MA MBA
3.88 4.36
4.50 4.99
5.50 5.44
5.24 5.07
4.72 4.90
5.17 5.22
5.31 5.67
4.91 5.44
4.67 5.11
Overall Engagement
5.20
4.99
4.55
5.15
4.63
4.79
4.58
4.95
MED MFA
3.56 2.92
4.81 4.58
5.33 5.73
5.47 5.36
4.33 4.84
4.56 5.07
5.33 5.40
5.44 5.20
4.67 4.13
4.60
4.44
MS
4.08
4.50
5.22
5.27
4.69
5.04
5.47
5.00
4.83
PhD
3.89
4.38
5.52
5.19
4.70
4.77
5.28
5.24
4.77
4.68
4.60
Note: There was not enough data (less than 3 responses) to report BFA, BSN or MSED results.
Not
Report Grand
ed
Total
4.02 3.98
4.64 4.59
5.37 5.40
5.07 5.14
4.31 4.53
5.20 5.05
5.36 5.35
4.96 5.04
4.92 4.89
4.66
4.66
314
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Results by Length of Service
Length of Service
Trust in Senior Leadership
Manager Relationship
Discretionary Effort
Utilization of Strengths
Development Opportunities
Pride in Organization
Connection to Org Success
Job Satisfaction
Co-Worker Relationships
Overall Engagement
Count
Less
than 1
year
4.49
4.75
5.56
4.98
4.27
5.08
5.21
4.99
4.96
1 to 2
years
4.40
4.93
5.52
5.30
4.84
5.18
5.53
5.17
4.96
3 to 5
years
3.93
4.60
5.43
5.14
4.26
5.43
5.57
5.23
4.86
4.79
34
4.93
42
4.67
28
6 to 10 11 to 20 21 to 30 31 years Grand
years years
years or greater Total
3.92
3.93
3.57
3.76
3.98
4.59
4.57
4.32
4.39
4.59
5.44
5.28
5.30
5.35
5.40
5.25
5.02
5.09
5.16
5.14
4.57
4.40
4.58
4.73
4.53
4.95
4.97
4.85
5.24
5.05
5.33
5.23
5.35
5.31
5.35
5.02
5.04
4.76
5.24
5.04
4.85
4.94
4.76
4.96
4.89
4.65
75
4.60
62
4.45
48
4.60
25
Comments:
•New employees report working harder than others
•The longer employees work at BSU, the more trust declines
•The longer employees work at BSU, the more their Discretionary Effort declines
4.66
314
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Results by Gender
Gender
Trust in Senior Leadership
Manager Relationship
Discretionary Effort
Utilization of Strengths
Development Opportunities
Pride in Organization
Connection to Org Success
Job Satisfaction
Co-Worker Relationships
Overall Engagement
Count
Female
4.19
4.73
5.47
5.17
4.60
5.12
5.42
5.07
4.91
Male
3.75
4.43
5.33
5.10
4.44
4.96
5.27
5.00
4.86
4.77
167
4.54
147
Grand Total
3.98
4.59
5.40
5.14
4.53
5.05
5.35
5.04
4.89
4.66
314
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Results by Generation
Generation
Trust in Senior Leadership
Manager Relationship
Discretionary Effort
Utilization of Strengths
Development Opportunities
Pride in Organization
Connection to Org Success
Job Satisfaction
Co-Worker Relationships
Overall Engagement
Count
Gen Y
4.85
5.13
5.37
5.18
4.79
5.27
5.31
5.10
5.39
Gen X
4.03
4.60
5.38
5.05
4.52
5.02
5.34
4.97
4.90
5.08
17
4.66
88
Baby
Boomer
3.88
4.56
5.41
5.16
4.49
5.05
5.36
5.04
4.84
4.63
194
Comments:
•Gen Y have highest engagement—not by much
Veterans
4.06
4.41
5.49
5.27
4.73
5.00
5.24
5.27
4.89
4.68
15
Grand
Total
3.98
4.59
5.40
5.14
4.53
5.05
5.35
5.04
4.89
4.66
314
Bemidji State University
Scoring Key
Keep It Up
5.50 to 6.00
Almost There
3.76 to 5.49
Shaky Ground 2.01 to 3.75
Derailing
1.00 to 2.00
Results by Bargaining Unit
AFSCME202 (Craft)
Bargaining Unit
AFSCME203
(Service)
AFSCME206
(Clerical)
Inter
AFSCME- Commissi Excluded
Faculty
207
oner's Administrat Organizati
(Technical)
Plan
ors
on
Middle
Mgmt
Assoc
Mn Asso of
Professional
Empl
Non-Unit
University
Administrative
Grand
Total
Trust in Senior Leadership
3.42
3.90
4.12
3.97
4.13
5.14
3.70
3.95
3.75
3.86
4.41
3.98
Manager Relationship
4.69
3.97
4.71
5.06
4.31
5.40
4.31
4.48
4.85
4.67
4.91
4.59
Discretionary Effort
4.90
5.39
5.33
5.42
5.22
5.65
5.46
5.19
5.48
5.56
5.43
5.40
Utilization of Strengths
4.66
5.12
5.02
5.20
4.80
5.35
5.21
5.11
5.23
4.87
5.16
5.14
Development Opportunities
3.46
4.17
4.32
4.95
4.30
5.19
4.60
4.07
4.44
4.07
4.80
4.53
Pride in Organization
4.97
5.33
5.13
5.42
5.33
5.44
4.85
4.93
5.25
5.22
5.14
5.05
Connection to Org Success
5.03
5.47
5.36
5.54
5.22
5.75
5.24
5.19
5.53
5.33
5.47
5.35
Job Satisfaction
5.03
4.53
4.89
5.08
4.83
5.35
5.16
4.59
5.03
5.11
4.98
5.04
Co-Worker Relationships
4.95
4.81
4.99
5.08
4.83
5.23
4.63
4.74
5.10
5.22
5.22
4.89
Overall Engagement
4.34
4.44
4.69
4.87
4.55
5.33
4.51
4.51
4.71
4.62
4.90
4.66
Count
13
12
47
8
6
16
126
9
52
314
20
3
Note: There was not enough data (less than 3 responses) to report Health Non-professionals or Minnesota
Nurses Association results.
High Achiever and
High Potential
Bemidji State University
High Achiever and High Potential
Categories
Both HA & HP
High Achievers (HA) Only
High Potential (HP) Only
Neither HA or HP
Count Percent
62
20%
120
38%
48
15%
84
27%
Neither
HA or
HP
27%
HP Only
15%
Comments:
•Over 1/3 of workforce have an “Individual Contributor” mentality
•Less than 1/5 of workforce aspire solely to “senior leadership”
•35% are interested in leadership opportunities—are they available?
Both HA
& HP
20%
HA Only
38%
Written Comments Summary
Bemidji State University
Written Comments – Key Themes
(in order of times mentioned)
How personally connected to your job and motivated to
excel in work:
• Engagement comes from self-motivation, pride of
performance, making a difference
– “I am motivated because I know I am making a difference”
– “As a matter of personal pride, I am motivated to perform my job
as well as possible”
• Engagement comes from students—teaching, service,
watching them grow
– “Working with college students has to be one of the most
rewarding jobs”
– “I am deeply connected to the students and their success in their
education and future employment”
Bemidji State University
Written Comments – Key Themes
(in order of times mentioned)
What factors are most likely to increase sense of
connection to job and motivate to excel:
•
•
•
•
Appreciation/Positive Feedback
Leaders who sincerely care, communicate openly,
include staff/faculty in decisions, and tell us where
we are going
Opportunities for professional development—on the
job mostly
Reducing conflict and “bickering” in the community—
Build back a greater sense of community connection
Recommendations
Bemidji State University
Recommendations-in order of priority (page 1 of 2)
• Work to increase trust level
o Find ways to involve employees in decisions
o Communicate more openly and honestly
o Show how you are positioning organization for success
o Become more accessible and available
• Managers are in a good position to aid senior leaders
in building trust
• Managers must:
o Find ways to include employees in decisions
o Help employees see growth opportunities
o Help employees feel good about their work
Bemidji State University
Recommendations (page 2 of 2)
• Look for ways to encourage/offer on-the-job opportunities
for development
– Educate staff members that “up is not the only way”
– Find ways to provide informal leadership opportunities
• Find ways to re-engage and tap into experienced
employees
• Employees are proud of the work they are doing and see
themselves integral to the success of BSU—but need more
authentic appreciation
Appendix
A. Resources
Bemidji State University
A. Resources
Leadership Development/Coaching (offered by the Bailey Group)
Engaging Conversations Workshop (offered by the Bailey Group)
Articles (available upon request from the Bailey Consulting Group)
•Engaging Conversations: Encouraging a Culture of Dialogue, The Bailey
Consulting Group, Barb Krantz Taylor. 2007.
•Motivating Employees to go above and beyond, Harvard Business Review,
Lauren Keller Johnson. 2006.
•Managers: A Key factor in Employee Retention and Engagement,
MasteryWorks, Inc. Caela Farren. 2006
•The Leaders Role in Engagement: Power point presentation by Beverly Kaye
Websites:
http://www.thebaileygroup.com
http://www.engagementexchange.com
http://www.keepem.com
A-1