HumanResourcesOffice of

1

2014 Employee Engagement Survey Overview of Total University of Minnesota Results

HumanResourcesOffice of

2

What is Employee Engagement?

• A belief in the organization

• A desire to work to make things better

• Understanding of and commitment to the broader context and the “bigger picture”

• Respect of colleagues

HumanResourcesOffice of

3

What is Employee Engagement?

• Commitment to team success

• Willingness to go above and beyond when it matters

• Tendency to say good things about the organization and intention to stay

HumanResourcesOffice of

4

What Employee Engagement Is Not

• Employee satisfaction or happiness

• Owned by one person or group

• Irrelevant during times of retrenchment

• Disconnected from strategic priorities

• About “getting rid of the red”

• An event such as an ice cream social

HumanResourcesOffice of

5

The Three Most Important Things to Know About Employee Engagement

1. A survey alone does not create positive change. Involving leaders, faculty, and staff in responding to survey results can create positive change in the work environment.

2. Share your results. Disengagement begins when people who take time to respond to a survey don’t hear their results from their leaders.

3. Take action. A few small, simple actions can have a large impact. Be certain to let faculty and staff know when actions were taken based on their survey feedback.

HumanResourcesOffice of

6

Engagement Supports Strategic Goals and Priorities

Philosophy of engagement (adjective)

• Engaged leadership• Engaged collaboration• Engaged teaching, scholarship, and service• Engaged supervision and management

HumanResourcesOffice of

7

Employee Engagement Model

HumanResourcesOffice of

8

Survey Administration Summary

HumanResourcesOffice of

9

Engagement Process and Timeline

Action Plan

HumanResourcesOffice of

10

Faculty and Staff are Invested• Faculty and staff want their voices to be heard

• 2014 response rates were even higher than those from 2013

• However, most faculty and staff are still waiting for action to be taken

• Engagement data provides the opportunity to more proactively address key issues, but data must be shared and discussed at all levels

HumanResourcesOffice of

11

Consider the Context What happened between October 2013 and October 2014?

• Twin Cities strategic planning process

• Approximately 45% of faculty and 25% of staff with new or transitioning deans

• Decreases in external funding for research and shifts in enrollment continue to pressure budgets

• Accelerating changes in how teaching and education are delivered

HumanResourcesOffice of

12

Total University Summary of Engagement FACULTY

HumanResourcesOffice of

13

Total University Summary of Engagement STAFF

HumanResourcesOffice of

14

Most Improved/DeclinedFACULTY

HumanResourcesOffice of

15

Most Improved/DeclinedSTAFF

HumanResourcesOffice of

16

Employee Engagement Leads

Engagement Leads will help leaders and collaeagues to:• Communicate engagement survey data• Gather further information from faculty and staff

to better understand survey responses• Coordinate employee-led action planning groups• Participate in Engagement Community of

Practice (attend meetings and share resources)• Stay current on emerging survey process,

updates, and activities to share with the local unit

HumanResourcesOffice of

17

Examples of Engagement Consulting Available in Leadership and Talent Development

• Present survey data to department heads/chairs and administrators

• Support additional reporting needs• Facilitate input sessions to better understand results

(root cause analysis)

HumanResourcesOffice of

18

Examples of Engagement Consulting Available in Leadership and Talent Development

• Collaborate with unit on survey data analysis and development of action planning

• Help design actions to support current strategic priorities• Facilitate participatory processes for engagement action• Support Engagement Leads

HumanResourcesOffice of

19

Employee Engagement Resourcesz.umn.edu/engagedu

• Guide to Understanding Employee Engagement

Survey Results

• The Communications Toolkit

• Resources to Support Action Planning

• Contact the Employee Engagement Team: EE2@umn.edu

HumanResourcesOffice of

20

Three Ways to Boost Your Engagement

1. Review your local survey results. If you haven’t seen these results, ask your leaders to share them. (Remember—10 faculty or 10 staff responses are needed to see local results for confidentiality.)

2. Ask questions. If you don’t understand your local results or action plan next steps, ask for more information. Ask for progress updates on action plan implementation, too.

3. Take action. Work with your department to take action in one or two issue areas to create a positive work environment.