Voice Project Survey Report (c) Voice Project Pty Ltd & Access Macquarie Ltd – Overview Of Results...

Voice Project Survey Report (c) Voice Project Pty Ltd & Access Macquarie Ltd – Overview Of Results Page 1

March 2006

Overall Report ForMacquarie University

Part 1 – High-Level Results


Table of ContentsTable of ContentsSection

Executive Summary

Guidelines For Interpreting Results

Demographics

Your Results

High-Level Weather Map

Risk Analysis

Summarised Open-Ended Responses

See Part 2 for detailed breakdown of results and full listing of open-ended responses sorted by Division/Office/Area

Slide

3

17

29

33

48

55

62


Executive SummaryExecutive Summary



• Macquarie University should be congratulated for undertaking the “Your Say” staff survey at a time when the higher education sector is already under the microscope from AUQA and the Federal Government Higher Education Workplace Reforms. While clearly employee surveying fits easily within quality management (surveying establishes processes for employee involvement and feedback, enables assessment of the quality of management practices and employee satisfaction, and provides a tool for the measurement of continuous improvement), and while employee surveying is common practice within similarly sized private-sector organisations, Macquarie is among only a small group of universities who are leading the way within the higher education sector by undertaking organisation-wide employee surveying of a broad range of human resource management practices.

• By several measures, the implementation to-date of the “Your Say” survey should be considered a success:

– A strong response rate of 74% was achieved,

– The above response rate was achieved without having to use any extended time with the survey open to obtain further responses,

– Three-quarters of staff took time to provide detailed text responses.


• The 2006 “Your Say” staff survey was based on a core set of questions drawn from the standard Voice Climate Survey and a number of tailored questions specific to Macquarie University. The survey comprised a total of:

– 126 agree/disagree questions,

– 2 open-ended questions, and

– 13 demographic questions.

• The survey was conducted primarily using an online survey, although a small number of paper surveys were also completed.

• The survey was “live” for a period of approximately 3 weeks. The survey was officially launched at the Vice Chancellor’s “town hall” meeting on March 8th and closed on April 3rd.

• 1409 usable surveys were returned from an estimated 1896 continuing and fixed term staff, for a 74% response rate.

• The margin of error for the overall sample is approximately ±1.2%.

• The average time to complete the survey was 20-25 minutes.




• There are several strengths of Macquarie University identified by the survey:Overall staff show a healthy level of employee engagement (73% Fav,

75%ile Rank, 70% Fav Uni Bench). Staff like the kind of work they do (85% Fav, 80%ile Rank, 84% Fav Uni Bench). Staff are proud to tell people they work for Macquarie University (80% Fav, 68%ile Rank, 77% Fav Uni Bench). Staff show a strong overall intention to stay at Macquarie University (65% Fav, 76%ile Rank, 63% Fav Uni Bench).

Staff understand their goals and objectives and what is required of them in their jobs (82% Fav, 56%ile Rank, 80% Fav Uni Bench), and also understand how their jobs contribute to the overall success of Macquarie University (86% Fav, 59%ile Rank). Staff believe they have enough autonomy in their day-to-day work (85% Fav).

Staff believe they have good working relationships with their co-workers (87% Fav, 47%ile Rank, 88% Fav Uni Bench), and believe their co-workers give them help and support (80% Fav, 46%ile Rank, 83% Fav Uni Bench).



• Strengths of Macquarie University (cont’d):Staff believe sexual harassment is prevented and discouraged (86% Fav,

44%ile Rank, 85% Fav Uni Bench).Staff believe in the work done by Macquarie University (82% Fav, 67%ile

Rank).In comparison to other universities, Macquarie University scored noticeably

higher in the areas of:Support for teaching evaluation (67% Fav, 56% Fav Uni Bench),

encouragement of teaching evaluation (79% Fav, 73% Fav Uni Bench) and support for achieving teaching goals (57% Fav, 49% Fav Uni Bench),

Frequency of performance evaluation (60% Fav, 50% Fav Uni Bench),Satisfaction with benefits (77% Fav, 68% Fav Uni Bench),Research being high quality (69% Fav, 60% Fav Uni Bench),Training and development of staff (60% Fav, 52% Fav Uni Bench).



• The open-ended text responses demonstrated significant numbers of staff identifying strengths in the areas of :The campus environment is pleasant and welcoming (27% of respondents

commenting).Provision of support and flexible study options to maximise the student

experience (17%).Highly qualified and talented staff, both academic and general (16%).High quality research that is well supported by the University (15%).A willingness to embrace change and try new ways of doing things (15%).A great location within easy reach of many facilities (15%).A high level of teamwork and a collegial atmosphere (10%).



• Possible areas for improvement include:Many staff believe communication across all sections of Macquarie

University could be improved (14% Fav, 10%ile Rank, 19% Fav Uni Bench). Many staff also believe knowledge and information are not always shared throughout Macquarie University (19% Fav, 10%ile Rank, 23% Fav Uni Bench). Some staff feel there is little cooperation between different sections in Macquarie University (23% Fav, 11%ile Rank, 29% Fav Uni Bench.

Some staff believe they have little input into everyday decision-making in Macquarie University (32% Fav, 32%ile Rank, 41% Fav Uni Bench), and believe they are not always encouraged to give feedback about things that concern them (44% Fav, 21%ile Rank, 61% Fav Uni Bench). Some staff feel they are not consulted before decisions that affect them are made (29% Fav, 22%ile Rank, 41% Fav Uni Bench).

Only a minority of staff understand the overall strategy (33% Fav, 13%ile Rank, 43% Fav Uni Bench) and vision (40% Fav, 16%ile Rank, 48% Fav Uni Bench) senior management have for the university.



• Possible areas for improvement (cont’d):Many staff feel change in Macquarie University could be handled better

(22% Fav, 12%ile Rank, 28% Fav Uni Bench). Many staff also feel the way Macquarie University is run has not improved over the last year (26% Fav, 11%ile Rank, 49% Fav Uni Bench). Less then half of all survey respondents believe Macquarie University is innovative (45% Fav, 29%ile Rank, 49% Fav Uni Bench). Only a small minority of respondents believe Macquarie University learns from its mistakes and successes (25% Fav, 11%ile Rank, 34% Fav Uni Bench).

Some staff have little confidence in the ability of senior management (43% Fav, 16%ile Rank, 48% Fav Uni Bench), and do not believe senior management are good role models for staff (33% Fav, 13%ile Rank, 39% Fav Uni Bench). Many staff feel senior management do not keep people informed about what’s going on (34% Fav, 19%ile Rank, 41% Fav Uni Bench), and also feel senior management do not listen to other staff (26% Fav, 11%ile Rank, 32% Fav Uni Bench).



• Possible areas for improvement (cont’d):Some staff believe there are few clear policies and procedures for how

work is to be done (42% Fav, 11%ile Rank, 48% Fav Uni Bench), and believe it is unclear who has responsibility for different tasks (29% Fav, 6%ile Rank, 34% Fav Uni Bench). Many staff feel the policies and procedures are inefficient and poorly designed (22% Fav, 6%ile Rank, 33% Fav Uni Bench).

Some staff believe Macquarie University could do better at selecting the right people for the right jobs (30% Fav, 21%ile Rank, 34% Fav Uni Bench). Some staff feel managers in Macquarie University are not clear about the type of people the University needs to employ (34% Fav, 10%ile Rank, 40% Fav Uni Bench).

Many staff believe there is insufficient time and effort spent on career planning (23% Fav, 27%ile Rank, 20% Fav Uni Bench). Some staff feel they are not given opportunities to develop skills needed for career progression (46% Fav, 44%ile Rank, 41% Fav Uni Bench), nor do they believe there are enough opportunities for their careers to progress in Macquarie University (37% Fav, 38%ile Rank).



• The open-ended text responses demonstrated significant numbers of staff identifying the following areas for improvement:Many staff believe state of facilities, such as buildings and parking on the

campus could be improved (22% of respondents commenting).Better cross-department communication (19%).A more supportive and communicative senior management team (15%).More efficient and clear processes and procedures (15%).Better responsiveness to the needs of all students (11%).



• This report uses statistically derived measures of importance to determine possible priorities for intervention. When examining the University’s performance on issues that appeared to be important, the biggest gaps (and hence possibly the highest priorities) appear to be:

– Improving top-down and bottom-up communication, and ensuring senior management remain visible and approachable,

– Improving recruitment processes and practices in order to employ the right people for the right jobs,

– Ensuring policies and procedures are understood and well-designed,

– Ensuring knowledge and information are shared across of the University,

– Strengthening a performance focus and encouraging the achievement of positive results throughout the University,

– Encouraging entrepreneurship,

– Encouraging staff to provide feedback about things that concern them,

– Increasing the availability of career opportunities for staff, and devoting sufficient time to planning for these opportunities,

– Improving the quality and amount of technology available, and ensuring staff are aware of how to use it.



• Differences in results across different units and demographic categories include:

– There were no areas that were clearly more satisfied than the average, but the areas showing the most consistently positive responses were (in descending order) the Australian Centre for Educational Studies, Macquarie International, Div of Linguistics and Psychology, Vice Chancellor’s Office, Buildings and Grounds Office, Div of Society, Culture, Media and Philosophy, and the Div of Information and Communication Sciences.

– Staff from Information Technology Services are clearly the most dissatisfied overall.

– Executives and Heads of Divisions and Offices and HEW 1-3 staff gave the most consistently positive responses. No classification was noticeably less satisfied than most others.

– Part-time staff are more satisfied than full-time staff. Staff employed on a fixed-term basis are slightly more satisfied than staff employed on a continuing basis.



• Differences in results across different units and demographic categories include (cont’d):

– Staff of Aboriginal or Torres Strait Islander descent are more satisfied than other staff.

– No substantial differences were found in satisfaction levels between the majority of staff and those staff who have a disability, have a non-English speaking background, have dependent children, or who have caring responsibilities.

– No substantial differences were found between males and females.

– Staff 60 and above are more satisfied overall, whilst staff under 30 reported the lowest levels of employee engagement, and staff in the 40-49 age group reported the lowest overall satisfaction levels with a broad range of management practices.

– Staff with less than 2 years service appear more satisfied than other staff.



• These critical steps must now be undertaken regarding the implementation of this employee survey:

– Results need to be circulated and explained to the upper and middle management levels within Macquarie University, combined with a discussion of meaning, implications and likely next steps in the use of the results.

– High level results of this survey need to be communicated to staff, along with a brief explanation of the actions and next steps that will be taken in response to the survey.

– More detailed action planning must be scheduled, either as an independent initiative associated with the survey or embedded within existing ongoing organisational planning.


Guidelines For Interpretation Of Results

Guidelines For Interpretation Of Results


• Main employees from Macquarie University who worked on the project were:

– Tim Sprague, Director Human Resources

– Wayne Bleakley, Manager Policy & Communications

– Gaby Laudams, Manager Consulting Services

• The members of Voice Project who worked on the project were:

– Sarah Locke, Consultant

– Louise Metcalf, Principal Consultant

– Dr Peter Langford, Director

CreditsCredits


• This report on the Macquarie University Voice Climate Survey:

– Assesses multiple indicators of Macquarie University’s performance across a broad range of HR and general management practices

– Estimates the relative importance of these practices for maximising (1) employee engagement and (2) bottom line results

– Benchmarks the performance of various organisational units within Macquarie University

– Benchmarks performance against other universities in our database– Benchmarks performance against our normative database compiled from several

hundred organisations from a wide range of professions and industries broadly representing the Australian economy

• The Voice Climate Survey, benchmarking data and the design of this report have been developed through an ongoing research program called Voice Project at Macquarie University (for more information visit www.voiceproject.com.au or email [email protected])

• Copyright warning: Copyright for the survey, items and benchmark data shown in this report belong to Voice Project Pty Ltd and Access Macquarie Ltd. The survey, items and benchmark data cannot be reused or distributed to others without the written permission of the Director of Voice Project.

Background of SurveyBackground of Survey

mailto:[email protected]


• This report contains various levels of information. When compiling such a report there is always a trade-off between providing lots of information versus keeping the report simple and user-friendly. We manage this trade-off by providing the detail towards the end of the report, and highlights of the results towards the front of the report

• The highlights of results include the following:• A performance overview using “traffic lights” that

shows at a glance the areas of excellent, good and poor performance

• Graphs such as the one shown to the right are used to show how various organisational units or levels performed in comparison to other units or levels

Performance – How To InterpretPerformance – How To Interpret

Performance OverviewPerformance Overview

TalentTalent

TeamworkTeamwork

Rewards &Recognition


Role ClarityRole Clarity

PerformanceAppraisal


ResourcesResources

ProcessesProcesses

Work/LifeBalance

Work/LifeBalance

DiversityDiversity

SafetySafety

WellnessWellness

Communication& Cooperation


Recruitment &Selection


SupervisionSupervision

Learning &Development

Learning &Development

Participation &Involvement


Bottom Line Results IndexBottom Line Results Index

OrganisationPerformance


CustomerSatisfaction


Change &Innovation

Change &Innovation

Employee Engagement IndexEmployee Engagement Index

IntentionTo Stay

IntentionTo Stay

OrganisationCommitment


JobSatisfaction

JobSatisfaction

Overall % Fav Casual Part-time

Responses: 174 20 89

Employee Engagement Index 78% 61% 79% - Job Satisfaction 87% 72% 89% - Organisation Commitment 80% 66% 79% - Intention to Stay 68% 47% 69%

Bottom Line Results Index 75% 64% 75% - Change & Innovation 65% 48% 65% - Customer Satisfaction 77% 70% 78% - Organisation Performance 82% 73% 82%

Leadership 68% 68% 62%Organisation Direction 67% 55% 63%Organisation Purpose 88% 83% 85%Ethics 81% 78% 79%Communication & Cooperation 55% 52% 58%Supervision 77% 80% 76%Learning & Development 71% 65% 70%Role Clarity 92% 83% 93%Rewards & Recognition 61% 49% 62%


• This report presents information about both performance and importance for the items and scales within the Voice climate survey

• At the most basic level of reporting for scale and items scores is the commonly used “agreement index” (represented by “% Fav”) that shows the percentage of people who responded favourably (i.e., with either an “Agree” or “Strongly Agree”) to the survey items. “Traffic lights” are used to indicate whether the percentage is “Poor”, “Good” or “Excellent” based on commonly used, but nevertheless arbitrary, cut-offs of “< 50%”, “50-80%” and “>= 80%” Fav responses

• At the next level, the distribution of responses for each item and scale is shown (i.e., what proportion of respondents gave “Strongly Disagree”, “Disagree”, “Mixed”, “Agree” or “Strongly Agree”)


SD D M A SA

AgreeDisagree/

Mixed

73 My work gives me a feeling of personal

accomplishment1% 4.1 77% 77%

74 I feel a sense of loyalty and commitment to TSC 1% 4.0 74% 58%

75 I am likely to still be working here in two years

time2% 3.8 61% 64%

76 I like the kind of work I do 1% 4.4 89% 91%

77 Overall, I am satisfied with my job 1% 4.0 76% 72%

% Response Frequency

Mean %FavItem %N/A %ile Rank

SD D M A SA

AgreeDisagree/

MixedPoor (<50%)Good (50-80%)Excellent (>=80%)

Bottom QuartileMid 50%Top Quartile

Good

<=80% Fav

<=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor


• For each item and scale, the percentage of respondents who did not give an answer, or who answered “Not applicable” is shown in the column labelled “%N/A”. Analyses on all items and scales did not include these responses

• For each item and scale, a “mean” is also shown. The mean is the average score on the 1-to-5 scale where 1 = “Strongly Disagree” and 5 = “Strongly Agree”

• The % Fav statistics are shown using the same “traffic lights” described on the previous page

• Where external benchmark data are available, the percentile rank (represented by “%ile Rank”) of your organisation is shown. The percentile rank shows the percentage of organisations in our benchmark database whose performance you exceed – so, a score of 91% means you scored better than 91% of organisations in our database (nb. the percentile rank is based on the Mean scores)

• The %ile rank is colour-coded using traffic lights, with red representing the bottom quartile, yellow the mid-50%, and green the top quartile


%N/A Mean % Fav

Aust Uni Aus Econ Impact On

% ile Employee

Rank Engagement

0% 4.0 78%2% 3.8 68%2% 4.3 86%0% 4.4 90%0% 4.5 94%0% 3.3 25%1% 3.5 63%0% 4.2 85%1% 4.2 84%1% 3.9 76%3% 3.5 58%0% 4.3 91%2% 3.8 78%0% 3.9 34%0% 3.6 63%0% 4.2 90%

79%68%86%87%88%59%78%73%89%76%75%69%74%83%51%88%


• The report also estimates the importance of each of the scales and items for driving (1) employee engagement and (2) bottom line results. Importance is estimated using correlations (denoted statistically with an “r”).

• The report shows importance using blue bar graphs – the longer and darker a bar, the more likely it is that that management practice is an important driver of either employee engagement or bottom line results (eg, if leadership and employee engagement were highly correlated, improving leadership may improve employee engagement). It is important to note, however, that correlation does not prove causality.

• Importance estimates are only shown for groups with 30 or more respondents because the statistics behind these estimates are more robust when larger numbers of responses are included.

• Sometimes no bar is shown because it’s not appropriate to calculate a correlation between two variables when one of the variables is either the same as the other variable or was calculated from the other variable (e.g., job satisfaction is used to calculate employee engagement so no correlation is shown between these scales).

Importance – How To InterpretImportance – How To Interpret

High Correlation (r > .50)Medium Correlation (.40 < r < .50)Low Correlation (r < .40)

Impact On Impact On

Employee Bottom Line

Engagement ResultsScale Scores

Employee Engagement 3% 3.9 73% 73%Bottom Line Results 4% 3.7 65% 41%

Leadership 3% 3.1 36% 17%Organisational Direction 2% 3.5 55% 37%Values Alignment 2% 4.0 79% 67%Ethics 1% 3.8 67% 44%Results Focus 1% 4.0 78% 47%Communication & Cooperation 3% 2.7 22% 13%Participation & Involvement 4% 2.8 36% 30%Supervision 1% 3.8 66% 32%Recruitment & Selection 2% 2.9 31% 9%Learning & Development 1% 3.2 45% 24%Career Opportunities 6% 2.8 30% 38%Role Clarity 1% 4.2 86% 62%Performance Appraisal 8% 3.3 45% 32%Rewards & Recognition 2% 3.5 58% 57%Processes 1% 3.6 62% 52%Resources 1% 3.7 66% 45%Technology 2% 3.6 60% 48%Facilities 3% 3.2 44% 26%Diversity 3% 3.9 74% 29%Safety 3% 4.1 81% 70%Work/Life Balance 3% 3.8 70% 33%Wellness 3% 3.7 67% 47%Teamwork 3% 4.2 83% 43%Talent 3% 4.0 76% 66%Motivation & Initiative 4% 3.8 70% 62%Job Satisfaction 3% 4.0 77% 67%Organisational Commitment 3% 3.8 69% 53%Intention to Stay 4% 4.0 74% 88%Change & Innovation 5% 3.4 47% 39%Customer Satisfaction 4% 4.0 80% 53%Organisational Performance 4% 3.9 74% 43%

Scale Scores

Employee Engagement 3% 3.9 73% 73%Bottom Line Results 4% 3.7 65% 41%

Leadership 3% 3.1 36% 17%Organisational Direction 2% 3.5 55% 37%Values Alignment 2% 4.0 79% 67%Ethics 1% 3.8 67% 44%Results Focus 1% 4.0 78% 47%Communication & Cooperation 3% 2.7 22% 13%Participation & Involvement 4% 2.8 36% 30%Supervision 1% 3.8 66% 32%Recruitment & Selection 2% 2.9 31% 9%Learning & Development 1% 3.2 45% 24%Career Opportunities 6% 2.8 30% 38%Role Clarity 1% 4.2 86% 62%Performance Appraisal 8% 3.3 45% 32%Rewards & Recognition 2% 3.5 58% 57%Processes 1% 3.6 62% 52%Resources 1% 3.7 66% 45%Technology 2% 3.6 60% 48%Facilities 3% 3.2 44% 26%Diversity 3% 3.9 74% 29%Safety 3% 4.1 81% 70%Work/Life Balance 3% 3.8 70% 33%Wellness 3% 3.7 67% 47%Teamwork 3% 4.2 83% 43%Talent 3% 4.0 76% 66%Motivation & Initiative 4% 3.8 70% 62%Job Satisfaction 3% 4.0 77% 67%Organisational Commitment 3% 3.8 69% 53%Intention to Stay 4% 4.0 74% 88%Change & Innovation 5% 3.4 47% 39%Customer Satisfaction 4% 4.0 80% 53%Organisational Performance 4% 3.9 74% 43%


• The outcome variables used to estimate importance are:

– Employee Engagement Index– Bottom Line Results Index

• The Employee Engagement Index is the average of the three scales:

– Job Satisfaction– Organisational Commitment– Intention To Stay

• The Bottom Line Results Index is the average of the three scales:

– Change & Innovation– Customer Satisfaction– Organisation Performance

Importance – How To InterpretImportance – How To Interpret

Employee EngagementIndex

OrganisationalCommitment


IntentionTo Stay

IntentionTo Stay

JobSatisfaction

JobSatisfaction

Bottom Line ResultsIndex

OrganisationPerformanceOrganisationPerformance

Change &InnovationChange &Innovation

CustomerSatisfactionCustomer

Satisfaction


Importance – How To InterpretImportance – How To Interpret• Regression analyses are also used

as another method of estimating the key drivers of organisational outcomes. Regression analyses search for the combination of scales that can best predict employee engagement and bottom line results

• The arrow to the left of the diagram shows the relative importance of the scales

Rewards &RecognitionRewards &

Recognition

Learning &DevelopmentLearning &

Development

PerformanceManagementPerformanceManagement

Work/LifeBalance

Work/LifeBalance

Change &InnovationChange &Innovation

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

=

+

+

+

+

Hypothetical ExampleHypothetical Example

Incr

easi

ng

Im

po

rtan

ce


IntentionTo Stay

IntentionTo Stay



JobSatisfaction

JobSatisfaction


Importance

Performance

HigherLower

Lower

Higher

PromotePromoteMaintainMaintain

PrioritisePrioritiseLimitLimit

Work/Life Balance

Resources

Wellness

Facilities

Technology

Processes

Organisational Direction

Safety

Teamwork

PerformanceAppraisal Ethics

Diversity

Role Clarity

Talent

Career Opportunities

Supervision

ValuesAlignment

Results Focus

Recruitment& Selection

Leadership

Motivation& Initiative

Participation & Involvement

Learning & Development

Communication & Cooperation


Gap Analysis – How To InterpretGap Analysis – How To Interpret• The gap analysis compares performance on

management practices with estimated importance of those practices, highlighting areas where performance is high on important practices, as well as areas where performance is low on important practices.

• The gap analysis shows relative performance and importance. The graph shows "higher" and "lower" performance – not "high" and "low" performance. As such, gap analyses do not enable comparison of one organisation or organisational unit against another.

• The vertical axis on the gap analysis shows the “Performance" of an organisation across all the survey issues. "Performance" is determined by how favourable staff rated the organisation.

• The horizontal axis shows the “Importance" of the issues for the specific organisation. "Importance" is assessed by calculating the correlation of scores on the survey issues with a weighted average of outcome measures included in the survey.

• The cross-hairs on the gap analysis indicate the means for performance and importance.


Weather Map – How To InterpretWeather Map – How To Interpret

• Demographics collected in the survey are shown across the top of the columns. Scales are shown along the left hand side

• Number of people responding in each demographic is shown below the column titles

• The % Fav statistics are shown using the same “traffic lights” described on previous pages that is, where the percentage is valued at “Poor”, “Good” or “Excellent” and colour coded accordingly

• Vertical stripes of a given colour, that are largely uninterrupted, indicate opinions based on the demographic to which the staff member belongs

• Horizontal stripes of a given colour, that are largely uninterrupted, indicate issues that are most likely to be organisation wide

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

PoorOverall % Fav Supervisor of StaffManager Department/ServiceAdmin Clerk

Responses: 83 20 50 12

Employee Engagement Index 80% 66% 84% 84%Bottom Line Results Index 82% 77% 81% 89%

Leadership 74% 74% 72% 77%Organisation Direction 75% 66% 75% 88%Organisation Purpose 95% 92% 96% 97%Ethics 92% 86% 93% 97%Communication & Cooperation 43% 28% 43% 64%Supervision 86% 78% 88% 90%Learning & Development 76% 66% 80% 75%Role Clarity 90% 88% 93% 83%Rewards & Recognition 61% 46% 67% 58%Processes 66% 47% 75% 61%Resources 79% 73% 79% 86%Diversity 88% 86% 89% 85%Safety 88% 86% 86% 98%Wellness 73% 68% 77% 67%Teamwork 88% 82% 89% 92%Job Satisfaction 91% 78% 97% 83%Organisation Commitment 80% 73% 81% 85%Intention To Stay 68% 47% 73% 82%Change & Innovation 62% 49% 62% 80%Customer Satisfaction 91% 93% 91% 89%Organisation Performance 92% 89% 91% 100%Results Focus 83% 78% 84% 88%


• When reporting the scores for the scales and items, we also extract the following subsets of items/questions to highlight some key results:

– Top 10 and Bottom 10 Items on % Fav (i.e., the items on which people had the most positive and negative views)

– Top and Bottom 10 Items Compared to Uni % Fav Bench (i.e., the items on which you performed best and worst in comparison to other universities in our database)

– Top 10 and Bottom 10 Items on All Industry %ile Rank (i.e., the items on which you performed best and worst in comparison to other organisations in our benchmarking/normative database)

– Top 10 Gaps for Performance vs Importance (i.e., the areas where performance was rated low in comparison to the relative importance of the issue)

– Top 10 Items Impacting Engagement (i.e., those items correlating most highly with the Employee Engagement Index)

– Top 10 Items Impacting Results (i.e., those items correlating most highly with the Bottom Line Results Index)

Top 10 & Bottom 10 ItemsTop 10 & Bottom 10 Items

Top 10 Items on % Fav

94 I am aware of the mission of this organisation

84 I am aware of the salary packaging options that are available

6 I am aware of the established Core Values of this organisation

29 I understand how my job contributes to the overall success of this organisation


DemographicsDemographics



Groups with less than 10 responses are not separately analysed elsewhere in this reportGroups with less than 10 responses are not separately analysed elsewhere in this report

Division/Office/AreaNumber of Responses Head Count

Response Rate

Macquarie University Overall 1409 1896 74%

Australian Centre for Educational Studies

66 117 56%

Division of Economic & Financial Studies

124 164 76%

Division of Environmental & Life Sciences

148 230 64%

Division of Humanities 70 119 59%

Division of Information & Communication Sciences

132 170 78%

Division of Law 38 63 60%

Division of Linguistics & Psychology

178 256 70%

Division of Society, Culture, Media & Philosophy

56 96 58%

Macquarie Graduate School of Management

29 43 67%

Other Academic Areas 6 0

Building Grounds Office 12 52 23%

Centre for Flexible Learning 31 33 94%

Division/Office/AreaNumber of Responses Head Count

Response Rate

Centre for Professional Development

10 22 45%

Financial Services 30 48 63%

Human Resources 25 27 93%

Information Technology Services

37 45 82%

International Office & Macquarie International

54 64 84%

Public Relations & Marketing Unit

7 13 54%

Registrar's Office 82 122 67%

Research Office 16 26 62%

The University Library 56 111 50%

Vice Chancellor's Office 39 75 52%

Other General Staff Areas 27 0

Not Known 136



Classification LevelNumber of Responses

Academic A 65

Academic B 149

Academic C 169

Academic D 84

Academic E 69

HEW 1 - 3 16

HEW 4 - 6 265

HEW 7 - 9 254

HEW 10 39

Executive and Heads of Divisions and Offices

18

Other 117

Not Known 164

Employment StatusNumber of Responses

Part-time 199

Full-time 1089

Not Known 121

Employment BasisNumber of Responses

Fixed-Term 297

Continuing/Permanent 989

Not Known 123

ATSI DescentNumber of Responses

No 1260

Yes 12

Not Known 137

First Language Not EnglishNumber of Responses

No 988

Yes 288

Not Known 133

Person with a DisabilityNumber of Responses

No 1235

Yes 42

Not Known 132

Require Workplace AdjustmentNumber of Responses

No 1255

Yes 16

Not Known 138


Length of ServiceNumber of Responses

Less than 2 years 217

2 - 5 years 359

5 - 10 years 226

More than 10 years 440

Not Known 167

AgeNumber of Responses

Under 30 136

30 - 39 254

40 - 49 346

50 - 59 386

60 and above 96

Not Known 191


Dependent ChildrenNumber of Responses

No 734

Yes 522

Not Known 153

Carer of Persons Other than Children

Number of Responses

No 1108

Yes 136

Not Known 165

GenderNumber of Responses

Male 528

Female 704

Not Known 177


Your ResultsYour Results


Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor


IntentionTo Stay

IntentionTo Stay

OrganisationCommitmentOrganisationCommitment

JobSatisfaction

JobSatisfaction

Performance OverviewPerformance Overview

TalentTalent

Motivation &Initiative

Motivation &Initiative

OrganisationalDirection

OrganisationalDirection

LeadershipLeadership

EthicsEthics

OrganisationalPurpose


Results FocusResults Focus

Rewards &RecognitionRewards &

Recognition




ResourcesResources

ProcessesProcesses

TechnologyTechnology

FacilitiesFacilities

DiversityDiversity

SafetySafety





CareerOpportunities

CareerOpportunities

SupervisionSupervision

Learning &DevelopmentLearning &

Development





CustomerSatisfactionCustomer

SatisfactionChange &InnovationChange &Innovation


IntentionTo Stay

IntentionTo Stay



JobSatisfaction

JobSatisfaction

EntrepreneurshipEntrepreneurship

TeachingTeaching

WorkloadWorkload

ResearchResearch

CommunityEngagementCommunityEngagement TeamworkTeamwork

Work/LifeBalance

Work/LifeBalance

WellnessWellness


Importance

Performance

Gap AnalysisGap Analysis

HigherLower

Lo

we

rH

igh

er

PromotePromoteMaintainMaintain

PrioritisePrioritiseLimitLimit

Ideally, management practices should rest in the oval where there is a good matchbetween performance and importance

Work/Life Balance

Resources

Wellness

Facilities

Technology

Processes

Communication & Cooperation


Organisational Direction

Safety

Community Engagement

Teamwork


Ethics

Diversity

Role ClarityTalent

Career Opportunities

Supervision

Organisational Purpose


Results Focus

Recruitment& Selection

Leadership

Motivation& Initiative


Workload

Learning & Development

Entrepreneurship

Research

Teaching


Predicting EngagementPredicting Engagement• A regression analysis was

conducted to produce the formula to the right showing the combination of scales that best predicted employee engagement

• The colours in the circles to the right show how you performed on the scales and the overall index


• The results from this regression analysis should be interpreted in combination with the importance ratings shown elsewhere in this report that are based on correlational analyses




CareerOpportunities

CareerOpportunities

=+

+

+

nb. Calculation based on linear regression using stepwise method with .01 entry and .05 removal requirements with missing values being replaced with mean. Model development continued until change in R-square is less than 1%. Not including the following scales as independent variables: Job Satisfaction, Organisation Commitment, Intention To Stay.

Incr

easi

ng

Im

po

rtan

ceTeamworkTeamwork

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor


IntentionTo Stay

IntentionTo Stay



JobSatisfaction

JobSatisfaction


+


Predicting ResultsPredicting Results• A regression analysis was

conducted to produce the formula to the right showing the combination of scales that best predicted bottom line results

• The colours in the circles to the right show how you performed on the scales and the overall index


• The results from this regression analysis should be interpreted in combination with the importance ratings shown elsewhere in this report that are based on correlational analyses

TechnologyTechnology

WellnessWellness



ProcessesProcesses

=+

+

+

Incr

easi

ng

Im

po

rtan

ce

nb. Calculation based on linear regression using stepwise method with .01 entry and .05 removal requirements with missing values being replaced with mean. Model development continued until change in R-square is less than 1%. Not including the following scales as independent variables: Customer Satisfaction, Change & Innovation, Organisation Performance.

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor






Change &Innovation

Change &Innovation



LeadershipLeadership

+

+


PerformancePerformance ImportanceImportance

High Correlation (r > .50)Medium Correlation (.40 < r < .50)

Low Correlation (r < .40)

PerformanceOverview

PerformanceOverview

Scale Scores

Employee Engagement 7% 4.0 73% 70% 75% - Job Satisfaction 5% 4.1 78% 76% 74% - Organisational Commitment 6% 4.0 75% 71% 68% - Intention to Stay 9% 3.8 65% 63% 76%

Bottom Line Results 15% 3.3 51% 54% 18% - Change & Innovation 16% 2.8 29% 40% 13% - Customer Satisfaction 14% 3.5 59% 60% 21% - Organisation Performance 15% 3.6 65% 61% 27%

Leadership 5% 2.9 34% 40% 13%Organisational Direction 5% 3.1 45% 52% 16%Organisational Purpose 6% 4.1 78% 63%Ethics 5% 3.8 71% 74% 46%Results Focus 2% 3.6 62% 63% 18%Communication & Cooperation 3% 2.5 19% 24% 9%Participation & Involvement 2% 2.8 35% 47% 22%Supervision 1% 3.7 66% 70% 32%Recruitment & Selection 7% 3.0 36% 42% 15%Learning & Development 3% 3.3 51% 49% 33%Career Opportunities 5% 2.9 36% 38%Role Clarity 1% 4.1 80%Performance Appraisal 11% 3.3 56%Rewards & Recognition 4% 3.4 57%

Processes 3% 2.8 31% 38% 7%Resources 3% 3.4 57% 59% 29%Technology 4% 3.2 48% 25%Facilities 9% 2.9 37% 46% 12%Workload 4% 2.9 38%Research 40% 3.6 62% 56%Teaching 50% 3.8 70% 63%Community Engagement 40% 3.4 53% 52%Entrepreneurship 41% 3.0 40% 42%Diversity 9% 3.8 69% 70% 22%Safety 8% 3.7 69% 65% 43%Work/Life Balance 5% 3.6 64%Wellness 5% 3.3 52% 52% 17%

Teamwork 5% 4.1 82% 84% 43%Talent 6% 4.0 74% 75% 58%Motivation & Initiative 8% 3.9 68% 60%

Organisation unit: Excellent >=80% Legend >=80% >=75%

Whole of Macquarie Univ Good 50-80% SD D M A SA 50-80% 25-75%

Number of responses: Poor <50% <50% <25%

1409 Uni All Industry Impact On Impact On

%N/A Mean % Fav % Fav %ile Employee Bottom

Bench Rank Engagement Line Results













Top 10 Items on %

Fav

98 I have good working relationships with my co-workers

5% 4.3 87% 88% 47%

81 Sexual harassment is prevented and discouraged

11% 4.2 86% 85% 44%

37 I understand how my job contributes to the overall success of Macquarie University

1% 4.2 86% 59%

108 I like the kind of work I do 5% 4.3 85% 84% 80%

39 I have enough autonomy in my day to day work

1% 4.2 85%

36 I understand my goals and objectives and what is required of me in my job

1% 4.1 82% 80% 56%

10 I believe in the work done by Macquarie University

3% 4.2 82% 67%

99 My co-workers give me help and support

5% 4.1 80% 83% 46%

111 I am proud to tell people that I work for Macquarie University

5% 4.2 80% 77% 68%

73 I am encouraged to evaluate my teaching

52% 4.0 79% 73%


Top 10 Items

Compared to Uni % Fav Bench

74 I am given enough support to evaluate my teaching effectively

53% 3.7 67% 56%

41 My performance is reviewed and evaluated often enough

8% 3.5 60% 50% 48%

49 I am satisfied with the benefits I receive (super, leave, etc)

3% 3.9 77% 68% 74%

68 Research by co-workers within my work unit is of a high quality

42% 3.9 69% 60%

31 There is a commitment to ongoing training and development of staff

1% 3.5 60% 52% 55%

70 I am given enough support to achieve my teaching goals

52% 3.4 57% 49%

112 I feel emotionally attached to Macquarie University

7% 3.7 63% 56% 70%

125 The future for Macquarie University is positive

11% 3.8 71% 64% 31%

67 Research is regarded favourably within my work unit

36% 4.1 77% 71%

73 I am encouraged to evaluate my teaching

52% 4.0 79% 73%




Top 10 Items Compared to Uni %

Fav Bench

Top 10 Items Compared to Uni %

Fav Bench








Top 10 Items on All

Industry %ile Rank

108 I like the kind of work I do 5% 4.3 85% 84% 80%

115 I would like to still be working in Macquarie University in five years time

9% 3.8 65% 61% 79%

107 My work gives me a feeling of personal accomplishment

5% 4.0 79% 74% 75%

49 I am satisfied with the benefits I receive (super, leave, etc)

3% 3.9 77% 68% 74%

114 I am likely to still be working in Macquarie University in two years time

9% 4.0 74% 73% 74%

112 I feel emotionally attached to Macquarie University

7% 3.7 63% 56% 70%

113 I am willing to put in extra effort for Macquarie University

6% 4.1 79% 78% 70%

116 I can see a future for me in Macquarie University

10% 3.6 56% 54% 68%


5% 4.2 80% 77% 68%


3% 4.2 82% 67%




Top 10 Items on All Industry %ile RankTop 10 Items on All Industry %ile Rank








Bottom 10 Items on

% Fav

17 There is good communication across all sections of Macquarie University

2% 2.3 14% 19% 10%

18 Knowledge and information are shared throughout Macquarie University

3% 2.5 19% 23% 10%

53 Our policies and procedures are efficient and well-designed

4% 2.6 22% 33% 6%

117 Change is handled well in Macquarie University

11% 2.7 22% 28% 12%

19 There is co-operation between different sections in Macquarie University

4% 2.6 23% 29% 11%

33 Enough time and effort is spent on career planning

6% 2.6 23% 20% 27%

120 Macquarie University is good at learning from its mistakes and successes

22% 2.7 25% 34% 11%

118 The way Macquarie University is run has improved over the last year

21% 2.7 26% 49% 11%

4 Senior management listen to other staff

8% 2.7 26% 32% 11%

22 I am consulted before decisions that affect me are made

1% 2.6 29% 41% 22%




Bottom 10 Items on % Fav

Bottom 10 Items on % Fav








Bottom 10 Items

Compared to Uni % Fav Bench


21% 2.7 26% 49% 11%

21 I am encouraged to give feedback about things that concern me

1% 3.0 44% 61% 21%

22 I am consulted before decisions that affect me are made

1% 2.6 29% 41% 22%

60 The buildings, grounds and facilities I use are in good condition

3% 3.1 46% 58% 15%


4% 2.6 22% 33% 6%

7 I am aware of the overall strategy senior management has for Macquarie University

6% 2.8 33% 43% 13%


22% 2.7 25% 34% 11%

20 I have input into everyday decision-making in Macquarie University

4% 2.7 32% 41% 32%

62 The buildings, grounds and facilities I use are regularly upgraded

9% 2.6 30% 39% 14%

5 I am aware of the vision senior management has for the future of Macquarie University

6% 3.0 40% 48% 16%




Bottom 10 Items Compared to Uni

% Fav Bench

Bottom 10 Items Compared to Uni

% Fav Bench








Bottom 10 Items on

All Industry %ile Rank

52 In Macquarie University it is clear who has responsibility for what

2% 2.8 29% 34% 6%


4% 2.6 22% 33% 6%

84 Bullying and abusive behaviours are prevented and discouraged

9% 3.3 54% 60% 10%


3% 2.5 19% 23% 10%


2% 2.3 14% 19% 10%

29 Managers in Macquarie University are clear about the type of people we need to employ

9% 3.0 34% 40% 10%


8% 2.7 26% 32% 11%


21% 2.7 26% 49% 11%


22% 2.7 25% 34% 11%

61 The condition of the buildings, grounds and facilities I use is regularly reviewed

17% 2.8 36% 41% 11%




Bottom 10 Items on All Industry %ile

Rank

Bottom 10 Items on All Industry %ile

Rank








Top 10 Gaps

Performance vs Importance


2% 2.3 14% 19% 10%


4% 2.6 22% 33% 6%

2 Senior management are good role models for staff

6% 3.0 33% 39% 13%

1 I have confidence in the ability of senior management

3% 3.2 43% 48% 16%

27 Macquarie University is good at selecting the right people for the right jobs

5% 2.9 30% 34% 21%


3% 2.5 19% 23% 10%

16 Macquarie University has a strong focus on achieving positive results

3% 3.7 65% 61% 21%


8% 2.7 26% 32% 11%

96 I feel emotionally well at work 5% 3.5 58% 57% 23%

78 I am given enough support to enable me to be entrepreneurial

41% 2.8 34% 32%




Top 10 Gaps Performance vs

Importance

Top 10 Gaps Performance vs

Importance








Top 10 Items

Impacting Engagement

126 Overall, Macquarie University is successful

10% 3.8 76% 70% 32%

125 The future for Macquarie University is positive

11% 3.8 71% 64% 31%

124 The goals and objectives of Macquarie University are being reached

25% 3.3 49% 49% 20%


3% 4.2 82% 67%

96 I feel emotionally well at work 5% 3.5 58% 57% 23%

123 Customers are satisfied with our products and/or services

18% 3.5 58% 58% 25%

47 Macquarie University fulfils its obligations to me

4% 3.4 55% 51% 42%


22% 2.7 25% 34% 11%

9 I believe in the values of Macquarie University

9% 4.0 74% 58%

35 There are enough opportunities for my career to progress in Macquarie University

5% 2.9 37% 38%




Top 10 Items Impacting

Engagement

Top 10 Items Impacting

Engagement








Top 10 Items

Impacting Results

1 I have confidence in the ability of senior management

3% 3.2 43% 48% 16%

2 Senior management are good role models for staff

6% 3.0 33% 39% 13%


5% 4.2 80% 77% 68%

16 Macquarie University has a strong focus on achieving positive results

3% 3.7 65% 61% 21%

27 Macquarie University is good at selecting the right people for the right jobs

5% 2.9 30% 34% 21%


8% 2.7 26% 32% 11%

3 Senior management keep people informed about what's going on

3% 2.8 34% 41% 19%


4% 2.6 22% 33% 6%

28 Managers in Macquarie University know the benefits of employing the right people

7% 3.2 45% 52% 16%


2% 2.3 14% 19% 10%




Top 10 Items Impacting Results

Top 10 Items Impacting Results








High Level Weather MapHigh Level Weather Map


Weather MapWeather MapDivision/

Office/Area Division/

Office/Area

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Overall % Fav Australian Centre for Educational StudiesDivision of Economic & Financial StudiesDivision of Environmental & Life SciencesDivision of HumanitiesDivision of Information & Communication SciencesDivision of LawDivision of Linguistics & PsychologyDivision of Society, Culture, Media & PhilosophyMacquarie Graduate School of ManagementBuilding Grounds Office Centre for Flexible Learning

Responses: 1409 66 124 148 70 132 138 138 56 29 12 31

Employee Engagement 73% 83% 66% 76% 82% 71% 68% 77% 82% 69% 78% 73%

- Job Satisfaction 78% 88% 76% 82% 90% 78% 77% 84% 90% 76% 75% 78% - Organisational Commitment 75% 87% 62% 76% 83% 71% 64% 78% 82% 68% 77% 72%

- Intention to Stay 65% 74% 59% 69% 74% 65% 62% 68% 75% 62% 83% 68%

Bottom Line Results 51% 69% 37% 47% 57% 48% 43% 62% 56% 57% 60% 51% - Change & Innovation 29% 46% 17% 19% 36% 29% 30% 40% 31% 18% 38% 30% - Customer Satisfaction 59% 81% 47% 61% 65% 53% 41% 69% 67% 75% 67% 59% - Organisation Performance 65% 80% 47% 61% 70% 63% 57% 77% 71% 77% 75% 65%

Leadership 34% 45% 22% 27% 30% 31% 28% 44% 32% 38% 23% 36%

Organisational Direction 45% 52% 38% 38% 57% 35% 48% 48% 36% 31% 35% 41%Organisational Purpose 78% 89% 57% 79% 85% 79% 71% 82% 78% 79% 87% 81%

Ethics 71% 78% 58% 69% 78% 79% 59% 78% 65% 66% 50% 71%Results Focus 62% 71% 53% 67% 68% 64% 52% 75% 71% 67% 61% 65%

Communication & Cooperation 19% 25% 17% 17% 20% 20% 13% 26% 19% 6% 27% 14%Participation & Involvement 35% 38% 27% 33% 28% 36% 27% 40% 33% 40% 37% 40%

Supervision 66% 71% 64% 68% 68% 78% 49% 80% 58% 64% 71% 60%

Recruitment & Selection 36% 47% 30% 39% 34% 34% 30% 47% 41% 31% 34% 34%Learning & Development 51% 62% 42% 61% 49% 53% 49% 57% 51% 48% 57% 57%

Career Opportunities 36% 42% 35% 43% 45% 39% 34% 39% 43% 48% 33% 28%Role Clarity 80% 89% 70% 86% 84% 84% 74% 86% 79% 83% 83% 83%

Performance Appraisal 56% 68% 58% 59% 59% 62% 59% 62% 69% 73% 43% 65%

Rewards & Recognition 57% 64% 53% 61% 57% 59% 49% 59% 67% 57% 57% 53%Processes 31% 30% 20% 29% 32% 32% 23% 36% 40% 47% 31% 49%

Resources 57% 62% 55% 53% 50% 64% 64% 59% 62% 59% 56% 49%Technology 48% 51% 39% 53% 47% 62% 48% 53% 59% 46% 60% 39%

Facilities 37% 34% 51% 25% 23% 44% 18% 24% 27% 75% 44% 40%Workload 38% 32% 36% 29% 30% 45% 25% 36% 40% 52% 47% 41%

Research 62% 66% 54% 70% 64% 70% 54% 68% 64% 35% 100% 43%

Teaching 70% 87% 67% 73% 73% 67% 57% 75% 78% 80% 60% 50%Community Engagement 53% 75% 40% 53% 62% 43% 37% 63% 63% 42% 77% 55%

Entrepreneurship 40% 48% 29% 44% 38% 39% 18% 49% 45% 40% 52% 39%Diversity 69% 75% 57% 79% 72% 82% 55% 76% 66% 64% 77% 74%

Safety 69% 69% 63% 77% 64% 80% 53% 69% 71% 60% 85% 84%

Work/Life Balance 64% 58% 55% 60% 52% 66% 62% 68% 61% 66% 92% 77%Wellness 52% 52% 45% 50% 48% 53% 64% 55% 52% 56% 65% 55%

Teamwork 82% 94% 73% 83% 75% 91% 61% 90% 75% 69% 89% 80%Talent 74% 87% 66% 77% 67% 85% 42% 81% 74% 70% 75% 75%

Motivation & Initiative 68% 78% 57% 74% 60% 75% 37% 76% 75% 64% 67% 59%


Weather MapWeather MapDivision/

Office/Area (cont’d)

Division/ Office/Area

(cont’d)

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

PoorResponses: 1409 66 124 148 70 132 138 138 56 29 12 31





Leadership 34% 45% 22% 27% 30% 31% 28% 44% 32% 38% 23% 36%




Supervision 66% 71% 64% 68% 68% 78% 49% 80% 58% 64% 71% 60%







Research 62% 66% 54% 70% 64% 70% 54% 68% 64% 35% 100% 43%



Safety 69% 69% 63% 77% 64% 80% 53% 69% 71% 60% 85% 84%


Teamwork 82% 94% 73% 83% 75% 91% 61% 90% 75% 69% 89% 80%Talent 74% 87% 66% 77% 67% 85% 42% 81% 74% 70% 75% 75%


Centre for Professional DevelopmentFinancial ServicesHuman ResourcesInformation Technology ServicesInternational OfficeMacquarie InternationalRegistrar's OfficeResearch OfficeThe University Library Vice Chancellor's Office Other General Staff Areas

10 30 25 37 13 41 82 16 56 39 27

55% 68% 81% 43% 59% 72% 66% 63% 76% 80% 77%50% 63% 85% 43% 49% 83% 70% 60% 80% 85% 67%65% 75% 83% 52% 75% 77% 76% 70% 81% 90% 76%50% 64% 74% 35% 53% 54% 52% 57% 69% 66% 89%

45% 57% 61% 20% 60% 62% 49% 66% 45% 58% 54%21% 27% 34% 6% 42% 50% 24% 41% 27% 37% 43%47% 65% 66% 26% 67% 56% 54% 79% 47% 60% 49%67% 77% 82% 26% 70% 81% 68% 77% 61% 78% 71%

15% 34% 49% 14% 47% 57% 30% 48% 38% 48% 33%37% 41% 50% 30% 73% 67% 40% 79% 58% 59% 43%82% 71% 83% 60% 87% 89% 79% 92% 82% 81% 86%67% 84% 66% 55% 72% 79% 69% 72% 74% 82% 66%53% 55% 38% 28% 64% 66% 51% 63% 56% 61% 47%23% 17% 19% 12% 8% 14% 11% 25% 19% 26% 25%23% 29% 44% 18% 22% 48% 35% 50% 48% 45% 35%70% 43% 76% 38% 56% 66% 56% 42% 57% 72% 63%23% 25% 32% 14% 24% 57% 38% 21% 32% 34% 32%56% 40% 46% 19% 56% 61% 48% 36% 60% 50% 41%47% 19% 19% 5% 18% 42% 28% 23% 37% 33% 27%82% 69% 74% 60% 78% 87% 80% 73% 84% 73% 79%64% 32% 43% 18% 44% 56% 41% 49% 45% 46% 47%61% 40% 62% 36% 48% 60% 52% 46% 59% 61% 59%23% 28% 18% 12% 31% 46% 27% 35% 34% 30% 24%50% 62% 61% 24% 72% 64% 50% 47% 71% 63% 50%47% 54% 37% 14% 33% 40% 42% 53% 42% 44% 37%27% 56% 49% 44% 36% 46% 48% 42% 36% 53% 35%40% 39% 55% 35% 41% 38% 38% 21% 47% 46% 57%59% 67% 43% 21% 88% 64% 27% 88% 51% 68% 43%79% 10% 15% 0% 33% 59% 100% 51% 75% 46%65% 47% 39% 15% 75% 69% 46% 48% 57% 63% 52%39% 19% 22% 14% 79% 72% 34% 63% 32% 45% 38%60% 52% 67% 40% 56% 80% 60% 62% 65% 74% 59%70% 67% 61% 43% 80% 77% 60% 68% 80% 65% 68%52% 71% 76% 60% 75% 59% 71% 69% 74% 72% 73%43% 53% 64% 37% 52% 58% 55% 27% 53% 58% 59%83% 87% 81% 60% 92% 88% 86% 81% 83% 85% 72%73% 82% 65% 43% 74% 80% 79% 79% 71% 79% 64%80% 66% 65% 41% 90% 81% 69% 65% 60% 83% 56%


Weather MapWeather MapClassification

Level Classification

Level

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

PoorResponses: 1409 66 124 148 70 132 138 138 56 29 12 31





Leadership 34% 45% 22% 27% 30% 31% 28% 44% 32% 38% 23% 36%




Supervision 66% 71% 64% 68% 68% 78% 49% 80% 58% 64% 71% 60%







Research 62% 66% 54% 70% 64% 70% 54% 68% 64% 35% 100% 43%



Safety 69% 69% 63% 77% 64% 80% 53% 69% 71% 60% 85% 84%


Teamwork 82% 94% 73% 83% 75% 91% 61% 90% 75% 69% 89% 80%Talent 74% 87% 66% 77% 67% 85% 42% 81% 74% 70% 75% 75%


All Academic StaffAll General StaffAcademic AAcademic BAcademic CAcademic DAcademic EHEW 1 - 3 HEW 4- 6 HEW 7- 9 HEW 10 Executive and Heads of Divisions and Offices Other

536 574 65 149 169 84 69 16 265 254 39 18 117

75% 72% 78% 75% 74% 74% 74% 81% 70% 71% 77% 82% 72%83% 73% 84% 81% 82% 84% 86% 79% 71% 75% 74% 87% 83%72% 78% 76% 71% 72% 69% 72% 87% 75% 79% 87% 93% 74%69% 64% 73% 72% 67% 69% 63% 77% 66% 60% 70% 65% 58%

49% 53% 55% 51% 47% 46% 47% 73% 57% 48% 54% 62% 56%25% 33% 31% 30% 23% 18% 23% 61% 38% 26% 32% 38% 36%59% 58% 61% 58% 59% 58% 60% 72% 63% 52% 59% 69% 60%62% 69% 71% 63% 61% 62% 59% 88% 71% 65% 71% 80% 71%

29% 37% 37% 31% 26% 19% 33% 57% 37% 34% 45% 67% 46%42% 46% 44% 42% 39% 39% 49% 71% 44% 47% 50% 78% 52%75% 80% 76% 72% 79% 75% 74% 95% 79% 81% 83% 94% 85%69% 72% 73% 67% 70% 66% 72% 88% 70% 73% 77% 87% 78%65% 58% 66% 63% 66% 67% 58% 78% 61% 55% 48% 61% 71%16% 20% 19% 15% 16% 15% 14% 37% 23% 16% 18% 33% 25%29% 39% 30% 27% 28% 30% 35% 52% 36% 40% 56% 65% 40%67% 63% 71% 74% 61% 62% 68% 82% 63% 62% 69% 65% 80%36% 35% 43% 38% 36% 30% 30% 54% 31% 36% 44% 54% 46%50% 52% 44% 49% 50% 56% 51% 67% 53% 49% 54% 60% 56%41% 31% 33% 38% 43% 45% 46% 52% 31% 31% 28% 52% 36%80% 81% 79% 79% 82% 79% 82% 95% 81% 81% 81% 82% 79%61% 49% 53% 65% 62% 64% 52% 57% 49% 48% 46% 69% 63%57% 57% 49% 55% 55% 62% 66% 56% 53% 60% 68% 69% 55%28% 30% 31% 27% 28% 29% 24% 59% 32% 27% 24% 35% 42%53% 61% 59% 57% 53% 46% 51% 73% 63% 57% 65% 52% 60%49% 45% 50% 51% 53% 48% 37% 58% 50% 40% 39% 44% 55%31% 41% 34% 27% 30% 27% 43% 28% 40% 42% 46% 48% 47%27% 44% 44% 24% 20% 25% 39% 74% 49% 39% 39% 30% 56%60% 65% 66% 55% 60% 65% 63% 69% 71% 60% 66% 76% 70%73% 57% 65% 71% 74% 75% 77% 60% 59% 54% 54% 80% 62%52% 56% 47% 51% 53% 50% 56% 51% 57% 53% 68% 81% 56%35% 45% 38% 26% 32% 40% 46% 61% 45% 41% 67% 58% 56%71% 66% 71% 69% 71% 71% 80% 83% 63% 67% 76% 89% 75%67% 70% 66% 64% 68% 71% 69% 85% 70% 69% 72% 82% 72%51% 74% 63% 51% 48% 47% 55% 85% 78% 70% 71% 69% 76%45% 56% 57% 44% 40% 46% 49% 83% 59% 51% 49% 61% 65%79% 84% 83% 78% 77% 78% 84% 94% 84% 84% 85% 89% 84%74% 75% 78% 75% 70% 77% 76% 90% 75% 73% 84% 83% 74%65% 70% 72% 67% 61% 65% 68% 85% 71% 68% 68% 85% 74%


Weather MapWeather MapEmploy. Status Employ. Status

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

PoorResponses: 1409 66 124 148 70 132 138 138 56 29 12 31





Leadership 34% 45% 22% 27% 30% 31% 28% 44% 32% 38% 23% 36%




Supervision 66% 71% 64% 68% 68% 78% 49% 80% 58% 64% 71% 60%







Research 62% 66% 54% 70% 64% 70% 54% 68% 64% 35% 100% 43%



Safety 69% 69% 63% 77% 64% 80% 53% 69% 71% 60% 85% 84%


Teamwork 82% 94% 73% 83% 75% 91% 61% 90% 75% 69% 89% 80%Talent 74% 87% 66% 77% 67% 85% 42% 81% 74% 70% 75% 75%


Part-time Full-time Fixed-TermContinuing/ Permanent No Yes No Yes

199 1089 297 989 1260 12 988 288

76% 72% 75% 72% 73% 83% 73% 75%85% 77% 82% 77% 79% 83% 79% 78%78% 74% 78% 74% 75% 93% 75% 75%65% 66% 64% 66% 65% 72% 64% 70%

61% 50% 61% 49% 51% 64% 50% 55%41% 28% 42% 26% 29% 42% 27% 40%67% 57% 65% 57% 59% 67% 59% 60%74% 64% 75% 63% 66% 84% 65% 67%

43% 32% 45% 31% 34% 63% 33% 38%49% 44% 50% 44% 45% 48% 43% 50%82% 78% 81% 78% 78% 91% 79% 77%77% 70% 78% 69% 71% 78% 70% 76%69% 61% 70% 59% 62% 72% 61% 65%26% 18% 23% 17% 19% 24% 17% 24%41% 34% 40% 34% 35% 57% 35% 36%81% 63% 79% 62% 66% 85% 67% 63%44% 35% 46% 34% 36% 52% 36% 39%57% 51% 59% 49% 52% 64% 51% 56%43% 35% 39% 35% 36% 61% 36% 37%84% 80% 83% 80% 80% 88% 80% 81%57% 55% 59% 55% 55% 82% 56% 53%62% 56% 63% 55% 57% 69% 58% 54%35% 30% 36% 29% 30% 53% 30% 34%66% 55% 65% 54% 57% 61% 57% 57%54% 46% 52% 45% 47% 74% 46% 51%40% 37% 45% 35% 37% 63% 35% 46%49% 36% 53% 33% 38% 53% 35% 45%71% 60% 72% 58% 62% 62% 62% 60%69% 71% 72% 70% 70% 66% 71% 66%62% 52% 55% 53% 53% 60% 55% 49%48% 39% 46% 38% 40% 43% 40% 41%77% 68% 77% 67% 69% 77% 69% 70%75% 68% 70% 69% 69% 75% 69% 69%80% 62% 74% 61% 65% 77% 65% 64%64% 50% 64% 48% 52% 52% 50% 58%87% 81% 89% 80% 82% 97% 83% 80%81% 74% 82% 73% 75% 78% 76% 70%78% 66% 77% 65% 68% 82% 69% 65%

First Language

Not English

First Language

Not English

Employ. Basis

Employ. Basis

ATSI Descent

ATSI Descent


Weather MapWeather MapPerson with a

Disability

Person with a

Disability

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

PoorResponses: 1409 66 124 148 70 132 138 138 56 29 12 31





Leadership 34% 45% 22% 27% 30% 31% 28% 44% 32% 38% 23% 36%




Supervision 66% 71% 64% 68% 68% 78% 49% 80% 58% 64% 71% 60%







Research 62% 66% 54% 70% 64% 70% 54% 68% 64% 35% 100% 43%



Safety 69% 69% 63% 77% 64% 80% 53% 69% 71% 60% 85% 84%


Teamwork 82% 94% 73% 83% 75% 91% 61% 90% 75% 69% 89% 80%Talent 74% 87% 66% 77% 67% 85% 42% 81% 74% 70% 75% 75%


Carer of Other than

Children

Carer of Other than

Children

Require W’place Adjust.


Depend. Children Depend. Children

No Yes No Yes No Yes No Yes

1235 42 1255 16 734 522 1108 136

73% 72% 73% 66% 71% 76% 73% 74%79% 72% 79% 73% 78% 80% 79% 72%75% 75% 75% 75% 75% 77% 75% 79%65% 68% 66% 51% 62% 70% 65% 72%

51% 55% 51% 63% 51% 53% 52% 54%29% 35% 29% 41% 30% 30% 29% 34%59% 58% 59% 69% 58% 62% 59% 63%66% 72% 66% 77% 66% 67% 66% 65%

34% 33% 34% 36% 34% 35% 35% 35%45% 56% 45% 61% 46% 44% 45% 47%78% 82% 78% 71% 79% 77% 78% 81%71% 70% 71% 60% 71% 73% 72% 68%62% 65% 62% 78% 62% 62% 62% 59%19% 15% 19% 19% 18% 19% 19% 20%36% 22% 35% 25% 37% 34% 36% 33%66% 58% 66% 66% 67% 65% 67% 61%37% 35% 37% 37% 38% 36% 37% 36%52% 45% 52% 58% 52% 52% 53% 47%36% 31% 36% 31% 36% 36% 36% 34%80% 78% 80% 85% 81% 80% 81% 80%56% 52% 56% 54% 55% 57% 56% 52%57% 50% 57% 59% 58% 56% 58% 51%31% 20% 30% 39% 31% 30% 30% 31%57% 46% 57% 64% 57% 57% 57% 56%47% 45% 47% 68% 47% 48% 48% 43%38% 30% 37% 36% 37% 38% 38% 33%38% 33% 38% 39% 40% 36% 39% 35%62% 51% 62% 64% 64% 59% 62% 60%70% 73% 70% 78% 70% 71% 70% 72%53% 52% 53% 58% 56% 50% 54% 49%40% 27% 40% 41% 42% 39% 41% 34%70% 57% 69% 61% 70% 69% 71% 61%69% 58% 69% 44% 68% 70% 69% 64%65% 63% 65% 73% 67% 62% 66% 56%52% 48% 52% 54% 54% 50% 53% 46%82% 85% 82% 79% 83% 81% 83% 77%75% 77% 75% 91% 75% 75% 75% 72%68% 67% 68% 84% 70% 67% 69% 66%


Weather MapWeather Map

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

PoorResponses: 1409 66 124 148 70 132 138 138 56 29 12 31





Leadership 34% 45% 22% 27% 30% 31% 28% 44% 32% 38% 23% 36%




Supervision 66% 71% 64% 68% 68% 78% 49% 80% 58% 64% 71% 60%







Research 62% 66% 54% 70% 64% 70% 54% 68% 64% 35% 100% 43%



Safety 69% 69% 63% 77% 64% 80% 53% 69% 71% 60% 85% 84%


Teamwork 82% 94% 73% 83% 75% 91% 61% 90% 75% 69% 89% 80%Talent 74% 87% 66% 77% 67% 85% 42% 81% 74% 70% 75% 75%


Male Female Under 30 30 - 39 40 - 49 50 - 59 60 and above Less than 2 years2 - 5 years 5 - 10 yearsMore than 10 years

528 704 136 254 346 386 96 217 359 226 440

71% 75% 68% 71% 73% 75% 78% 76% 70% 72% 75%77% 80% 79% 76% 78% 77% 89% 80% 76% 78% 79%72% 79% 73% 73% 73% 80% 82% 77% 73% 76% 77%63% 68% 54% 64% 69% 69% 62% 70% 62% 61% 69%

49% 54% 57% 54% 47% 52% 58% 60% 53% 49% 48%26% 33% 38% 36% 25% 28% 32% 41% 34% 26% 24%59% 59% 60% 59% 55% 61% 72% 64% 59% 57% 59%62% 70% 73% 68% 61% 67% 71% 76% 66% 64% 62%

33% 37% 45% 41% 32% 31% 33% 51% 38% 30% 27%41% 49% 45% 47% 42% 46% 53% 53% 44% 42% 44%77% 79% 78% 80% 75% 80% 83% 84% 79% 76% 77%73% 71% 72% 74% 71% 70% 78% 78% 75% 69% 67%59% 64% 67% 65% 59% 61% 69% 65% 62% 62% 61%19% 19% 24% 18% 15% 21% 23% 27% 19% 14% 17%34% 37% 42% 39% 33% 35% 34% 46% 36% 33% 32%66% 67% 79% 68% 63% 64% 67% 75% 68% 63% 62%36% 38% 52% 43% 33% 34% 34% 52% 38% 36% 30%51% 53% 61% 51% 50% 48% 61% 54% 52% 52% 51%37% 36% 40% 39% 35% 33% 40% 42% 36% 35% 35%79% 82% 83% 81% 79% 81% 86% 80% 80% 81% 81%55% 56% 62% 60% 57% 51% 51% 63% 57% 55% 52%56% 58% 63% 60% 56% 54% 58% 64% 58% 54% 55%28% 32% 35% 33% 27% 29% 33% 35% 30% 29% 29%56% 59% 67% 57% 52% 58% 62% 60% 59% 54% 57%49% 46% 53% 50% 46% 44% 51% 49% 47% 46% 47%40% 35% 43% 39% 36% 36% 32% 42% 41% 32% 35%38% 39% 59% 38% 32% 36% 41% 53% 42% 28% 32%61% 64% 77% 62% 57% 61% 71% 67% 65% 58% 60%70% 71% 61% 68% 68% 73% 79% 70% 66% 68% 73%47% 60% 57% 50% 49% 57% 62% 55% 52% 51% 55%40% 41% 48% 34% 38% 43% 50% 52% 41% 37% 38%73% 67% 76% 70% 69% 67% 74% 82% 71% 64% 65%68% 70% 73% 68% 67% 68% 74% 70% 68% 66% 70%62% 67% 80% 63% 62% 62% 68% 77% 67% 59% 59%51% 53% 70% 51% 47% 50% 64% 67% 57% 44% 46%81% 84% 86% 82% 80% 83% 87% 88% 81% 81% 81%72% 78% 80% 73% 72% 76% 81% 81% 74% 71% 75%66% 71% 77% 67% 66% 68% 75% 73% 69% 66% 68%

Age Age Gender Gender Length of Service

Length of Service


Risk AnalysisRisk Analysis


Risk AnalysisRisk AnalysisDivision/

Office/AreaDivision/

Office/Area

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Responses: 1409 66 124 148 70 132 138 138 56 29 12 31

Diversity 81 Sexual harassment is prevented and discouraged

86% 93% 72% 89% 92% 95% 77% 88% 94% 88% 100% 100%

82 Discrimination is prevented and discouraged

76% 79% 66% 87% 79% 87% 64% 85% 80% 73% 83% 83%


54% 60% 43% 70% 57% 78% 36% 61% 29% 46% 50% 61%

Safety 86 We are given all necessary safety equipment and training

67% 58% 65% 72% 68% 81% 62% 63% 74% 61% 92% 77%

87 Staff are aware of their occupational health and safety responsibilities

69% 67% 65% 78% 63% 77% 46% 67% 71% 48% 83% 94%

Wellness 96 I feel emotionally well at work 58% 64% 50% 60% 60% 63% 71% 65% 52% 59% 67% 65%

97 I am able to keep my job stress at an acceptable level

53% 52% 45% 56% 47% 52% 68% 59% 50% 59% 67% 58%

Intention To Stay 114 I am likely to still be working in Macquarie University in two years time

74% 76% 69% 79% 84% 77% 82% 77% 77% 69% 92% 74%

Australian Centre for Educational StudiesDivision of Economic & Financial StudiesDivision of Environmental & Life SciencesDivision of HumanitiesDivision of Information & Communication SciencesDivision of LawDivision of Linguistics & PsychologyDivision of Society, Culture, Media & PhilosophyMacquarie Graduate School of ManagementBuilding Grounds Office Centre for Flexible Learning

66 124 148 70 132 138 138 56 29 12 31

93% 72% 89% 92% 95% 77% 88% 94% 88% 100% 100%

79% 66% 87% 79% 87% 64% 85% 80% 73% 83% 83%

60% 43% 70% 57% 78% 36% 61% 29% 46% 50% 61%

58% 65% 72% 68% 81% 62% 63% 74% 61% 92% 77%

67% 65% 78% 63% 77% 46% 67% 71% 48% 83% 94%

64% 50% 60% 60% 63% 71% 65% 52% 59% 67% 65%

52% 45% 56% 47% 52% 68% 59% 50% 59% 67% 58%

76% 69% 79% 84% 77% 82% 77% 77% 69% 92% 74%


Risk AnalysisRisk AnalysisDivision/

Office/Area (cont’d)

Division/ Office/Area

(cont’d)

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Centre for Professional DevelopmentFinancial ServicesHuman ResourcesInformation Technology ServicesInternational OfficeMacquarie InternationalRegistrar's OfficeResearch OfficeThe University Library Vice Chancellor's Office Other General Staff Areas

10 30 25 37 13 41 82 16 56 39 27

89% 77% 84% 70% 85% 92% 78% 93% 82% 92% 83%

78% 54% 68% 46% 62% 90% 69% 67% 69% 84% 60%

33% 39% 60% 14% 31% 65% 48% 33% 55% 56% 38%

70% 52% 63% 44% 77% 67% 54% 75% 79% 57% 65%

70% 80% 64% 40% 85% 78% 59% 56% 80% 63% 72%

40% 50% 68% 31% 46% 66% 57% 31% 46% 64% 64%

40% 53% 64% 34% 46% 59% 55% 33% 52% 56% 60%

50% 73% 83% 38% 58% 68% 67% 67% 78% 78% 92%

Responses: 1409 66 124 148 70 132 138 138 56 29 12 31


86% 93% 72% 89% 92% 95% 77% 88% 94% 88% 100% 100%


76% 79% 66% 87% 79% 87% 64% 85% 80% 73% 83% 83%


54% 60% 43% 70% 57% 78% 36% 61% 29% 46% 50% 61%


67% 58% 65% 72% 68% 81% 62% 63% 74% 61% 92% 77%


69% 67% 65% 78% 63% 77% 46% 67% 71% 48% 83% 94%



53% 52% 45% 56% 47% 52% 68% 59% 50% 59% 67% 58%


74% 76% 69% 79% 84% 77% 82% 77% 77% 69% 92% 74%


Risk AnalysisRisk AnalysisClassification

LevelClassification

Level

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Responses: 1409 66 124 148 70 132 138 138 56 29 12 31


86% 93% 72% 89% 92% 95% 77% 88% 94% 88% 100% 100%


76% 79% 66% 87% 79% 87% 64% 85% 80% 73% 83% 83%


54% 60% 43% 70% 57% 78% 36% 61% 29% 46% 50% 61%


67% 58% 65% 72% 68% 81% 62% 63% 74% 61% 92% 77%


69% 67% 65% 78% 63% 77% 46% 67% 71% 48% 83% 94%



53% 52% 45% 56% 47% 52% 68% 59% 50% 59% 67% 58%


74% 76% 69% 79% 84% 77% 82% 77% 77% 69% 92% 74%

All Academic StaffAll General StaffAcademic AAcademic BAcademic CAcademic DAcademic EHEW 1 - 3 HEW 4- 6 HEW 7- 9 HEW 10 Executive and Heads of Divisions and Offices Other

536 574 65 149 169 84 69 16 265 254 39 18 117

87% 86% 83% 84% 86% 89% 97% 79% 84% 87% 95% 100% 88%

80% 73% 72% 79% 78% 83% 90% 93% 70% 74% 82% 94% 81%

56% 51% 64% 54% 54% 48% 64% 86% 49% 51% 59% 78% 65%

66% 67% 66% 63% 67% 67% 66% 87% 65% 70% 54% 78% 66%

64% 70% 57% 61% 64% 74% 68% 81% 73% 66% 72% 78% 75%

56% 58% 66% 53% 50% 60% 62% 88% 60% 54% 54% 67% 68%

48% 56% 55% 48% 44% 49% 51% 81% 58% 52% 51% 61% 65%

77% 74% 77% 78% 79% 77% 72% 88% 78% 69% 79% 72% 66%



Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Responses: 1409 66 124 148 70 132 138 138 56 29 12 31


86% 93% 72% 89% 92% 95% 77% 88% 94% 88% 100% 100%


76% 79% 66% 87% 79% 87% 64% 85% 80% 73% 83% 83%


54% 60% 43% 70% 57% 78% 36% 61% 29% 46% 50% 61%


67% 58% 65% 72% 68% 81% 62% 63% 74% 61% 92% 77%


69% 67% 65% 78% 63% 77% 46% 67% 71% 48% 83% 94%



53% 52% 45% 56% 47% 52% 68% 59% 50% 59% 67% 58%


74% 76% 69% 79% 84% 77% 82% 77% 77% 69% 92% 74%

Part-time Full-time Fixed-TermContinuing/ Permanent No Yes No Yes

199 1089 297 989 1260 12 988 288

88% 86% 89% 86% 86% 100% 86% 87%

86% 75% 83% 75% 76% 82% 76% 76%

67% 52% 67% 51% 54% 55% 53% 58%

70% 66% 65% 67% 66% 82% 66% 67%

73% 68% 69% 68% 68% 75% 68% 70%

72% 55% 68% 55% 58% 58% 57% 64%

66% 51% 65% 49% 53% 50% 51% 61%

74% 75% 70% 76% 75% 75% 74% 78%

Employ. Status

Employ. Status

Employ. Basis

Employ. Basis

ATSI Descent

ATSI Descent

First Language

Not English

First Language

Not English



Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Responses: 1409 66 124 148 70 132 138 138 56 29 12 31


86% 93% 72% 89% 92% 95% 77% 88% 94% 88% 100% 100%


76% 79% 66% 87% 79% 87% 64% 85% 80% 73% 83% 83%


54% 60% 43% 70% 57% 78% 36% 61% 29% 46% 50% 61%


67% 58% 65% 72% 68% 81% 62% 63% 74% 61% 92% 77%


69% 67% 65% 78% 63% 77% 46% 67% 71% 48% 83% 94%



53% 52% 45% 56% 47% 52% 68% 59% 50% 59% 67% 58%


74% 76% 69% 79% 84% 77% 82% 77% 77% 69% 92% 74%

Person with a

Disability

Person with a

Disability



Depend. ChildrenDepend. Children

Carer of other than

Children

Carer of other than

Children

No Yes No Yes No Yes No Yes

1235 42 1255 16 734 522 1108 136

87% 79% 87% 81% 88% 85% 87% 79%

77% 62% 77% 73% 76% 78% 78% 65%

55% 40% 55% 44% 55% 56% 56% 51%

67% 58% 67% 47% 65% 67% 67% 61%

69% 49% 68% 44% 68% 68% 68% 66%

59% 55% 59% 50% 59% 58% 59% 52%

53% 52% 53% 63% 56% 51% 55% 45%

75% 68% 75% 47% 72% 78% 74% 80%


GenderGender


Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Good

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

>=80% Fav

>=80% Fav

50-80%Fav

50-80%Fav

<50%Fav

<50%Fav

Legend

Excellent

Poor

Responses: 1409 66 124 148 70 132 138 138 56 29 12 31


86% 93% 72% 89% 92% 95% 77% 88% 94% 88% 100% 100%


76% 79% 66% 87% 79% 87% 64% 85% 80% 73% 83% 83%


54% 60% 43% 70% 57% 78% 36% 61% 29% 46% 50% 61%


67% 58% 65% 72% 68% 81% 62% 63% 74% 61% 92% 77%


69% 67% 65% 78% 63% 77% 46% 67% 71% 48% 83% 94%



53% 52% 45% 56% 47% 52% 68% 59% 50% 59% 67% 58%


74% 76% 69% 79% 84% 77% 82% 77% 77% 69% 92% 74%

AgeAge

Male Female Under 30 30 - 39 40 - 49 50 - 59 60 and above Less than 2 years2 - 5 years 5 - 10 yearsMore than 10 years

528 704 136 254 346 386 96 217 359 226 440

88% 85% 89% 87% 86% 85% 93% 93% 87% 81% 86%

79% 74% 81% 75% 77% 76% 79% 86% 77% 70% 74%

59% 53% 69% 53% 54% 53% 60% 72% 57% 49% 49%

66% 67% 73% 64% 67% 62% 72% 65% 65% 67% 67%

66% 70% 65% 67% 66% 70% 73% 66% 67% 66% 71%

58% 59% 69% 54% 55% 57% 73% 73% 60% 53% 52%

53% 55% 70% 52% 49% 49% 75% 69% 58% 44% 48%

71% 78% 63% 76% 76% 78% 73% 75% 71% 72% 79%

Length of Service

Length of Service





Two open-ended questions were asked:

1. Q127 List the three greatest strengths of Macquarie University

2. Q128 List three ways Macquarie University could be improved

• The following pages summarise the themes arising from these open-ended questions and provide example responses

• See Part 2 of the report for a listing of open-ended responses sorted by Division/Office/Area

Open-Ended ResponsesOpen-Ended Responses


Q127 List the three greatest strengths of Macquarie University

Overall, 72% of respondents answered this question

A. Campus Grounds 27%

B. Customer Satisfaction 17%

C. Talent 16%

D. Research 15%

E. Change and Innovation 15%

F. Location 15%

G. Teamwork/Collegiality 10%


Percentage Of RespondentsCommenting On The Issue

Most Common IssuesCommented On



Q127 List the three greatest strengths of Macquarie University

Legend >=20% of people commenting10-20% of people commenting5-10% of people commenting

Ove

rall

M

ac

qu

arie

Un

iv

Co

mm

enti

ng

Au

st.

Ce

ntr

e fo

r E

du

ca

tio

na

l S

tud

ies

Div

isio

n o

f E

con

om

ic a

nd

F

ina

nc

ial

Stu

die

s

Div

isio

n o

f E

nv

iro

nm

en

tal

an

d L

ife

Sci

en

ce

s

Div

isio

n o

f H

um

an

itie

s

Div

isio

n o

f In

form

atio

n a

nd

C

om

mu

nic

ati

on

S

cie

nc

es

Div

isio

n o

f L

aw

Div

isio

n o

f L

ing

uis

tic

s a

nd

P

syc

ho

log

y

Div

isio

n o

f S

oc

iety

, Cu

ltu

re,

Me

dia

an

d

Ph

ilo

so

ph

y

Ma

cq

uar

ie

Gra

du

ate

Sch

oo

l o

f M

an

ag

em

en

t

Bu

ild

ing

G

rou

nd

s O

ffic

e

Cen

tre

fo

r F

lex

ible

Le

arn

ing

Responses: 1093 62 91 130 63 109 31 143 51 24 9 24

Campus Grounds 27% 24% 27% 30% 30% 32% 39% 24% 19% 28% 67% 39%Customer Satisfaction 17% 30% 13% 27% 23% 16% 32% 16% 18% 17% 8% 13%Talent 16% 25% 19% 22% 17% 14% 18% 17% 16% 21% 25% 13%Research 15% 22% 8% 30% 24% 28% 11% 20% 26% 7% 8% 3%Change & Innovation 15% 19% 10% 15% 19% 16% 13% 19% 23% 7% 8% 16%Location 15% 16% 21% 21% 11% 26% 24% 7% 7% 34% 17% 6%Teamwork/Collegiality 10% 13% 17% 18% 17% 10% 11% 15% 12% 3% 8% 16%Diversity 9% 12% 13% 5% 13% 8% 11% 12% 23% 7% 0% 13%Organisation Commitment 9% 16% 4% 13% 16% 5% 8% 8% 9% 7% 8% 23%Organisation Performance 7% 16% 11% 3% 0% 8% 16% 6% 4% 10% 8% 10%Teaching 7% 15% 9% 14% 19% 5% 5% 10% 9% 7% 0% 3%Work/Life Balance 7% 7% 5% 11% 10% 9% 0% 9% 14% 7% 0% 0%Internationalism 6% 4% 8% 5% 10% 5% 5% 8% 7% 0% 0% 3%Wellness 4% 4% 2% 5% 9% 2% 8% 6% 7% 7% 0% 3%Leadership 3% 3% 2% 2% 6% 0% 3% 5% 5% 10% 8% 3%Community Engagement 3% 9% 0% 1% 10% 4% 3% 3% 5% 3% 0% 10%Entrepreneurship/Commercialisation 3% 6% 2% 3% 1% 5% 3% 4% 4% 0% 0% 0%Job Satisfaction 3% 4% 2% 5% 6% 2% 3% 3% 7% 7% 8% 0%Resources 2% 1% 2% 3% 0% 5% 5% 4% 4% 3% 0% 3%Motivation 2% 4% 2% 3% 6% 3% 3% 3% 2% 3% 0% 6%



Q127 List the three greatest strengths of Macquarie University (cont’d)

Legend >=20% of people commenting10-20% of people commenting5-10% of people commenting

Ove

rall

M

ac

qu

arie

Un

iv

Co

mm

enti

ng

Au

st.

Ce

ntr

e fo

r E

du

ca

tio

na

l S

tud

ies

Div

isio

n o

f E

con

om

ic a

nd

F

ina

nc

ial

Stu

die

s

Div

isio

n o

f E

nv

iro

nm

en

tal

an

d L

ife

Sci

en

ce

s

Div

isio

n o

f H

um

an

itie

s

Div

isio

n o

f In

form

atio

n a

nd

C

om

mu

nic

ati

on

S

cie

nc

es

Div

isio

n o

f L

aw

Div

isio

n o

f L

ing

uis

tic

s a

nd

P

syc

ho

log

y

Div

isio

n o

f S

oc

iety

, Cu

ltu

re,

Me

dia

an

d

Ph

ilo

so

ph

y

Ma

cq

uar

ie

Gra

du

ate

Sch

oo

l o

f M

an

ag

em

en

t

Bu

ild

ing

G

rou

nd

s O

ffic

e

Cen

tre

fo

r F

lex

ible

Le

arn

ing

Responses: 1093 62 91 130 63 109 31 143 51 24 9 24

Campus Grounds 27% 24% 27% 30% 30% 32% 39% 24% 19% 28% 67% 39%Customer Satisfaction 17% 30% 13% 27% 23% 16% 32% 16% 18% 17% 8% 13%Talent 16% 25% 19% 22% 17% 14% 18% 17% 16% 21% 25% 13%Research 15% 22% 8% 30% 24% 28% 11% 20% 26% 7% 8% 3%Change & Innovation 15% 19% 10% 15% 19% 16% 13% 19% 23% 7% 8% 16%Location 15% 16% 21% 21% 11% 26% 24% 7% 7% 34% 17% 6%Teamwork/Collegiality 10% 13% 17% 18% 17% 10% 11% 15% 12% 3% 8% 16%Diversity 9% 12% 13% 5% 13% 8% 11% 12% 23% 7% 0% 13%Organisation Commitment 9% 16% 4% 13% 16% 5% 8% 8% 9% 7% 8% 23%Organisation Performance 7% 16% 11% 3% 0% 8% 16% 6% 4% 10% 8% 10%Teaching 7% 15% 9% 14% 19% 5% 5% 10% 9% 7% 0% 3%Work/Life Balance 7% 7% 5% 11% 10% 9% 0% 9% 14% 7% 0% 0%Internationalism 6% 4% 8% 5% 10% 5% 5% 8% 7% 0% 0% 3%Wellness 4% 4% 2% 5% 9% 2% 8% 6% 7% 7% 0% 3%Leadership 3% 3% 2% 2% 6% 0% 3% 5% 5% 10% 8% 3%Community Engagement 3% 9% 0% 1% 10% 4% 3% 3% 5% 3% 0% 10%Entrepreneurship/Commercialisation 3% 6% 2% 3% 1% 5% 3% 4% 4% 0% 0% 0%Job Satisfaction 3% 4% 2% 5% 6% 2% 3% 3% 7% 7% 8% 0%Resources 2% 1% 2% 3% 0% 5% 5% 4% 4% 3% 0% 3%Motivation 2% 4% 2% 3% 6% 3% 3% 3% 2% 3% 0% 6%


Strength A: Campus Grounds (27%)

• The grounds, open space

• Pleasant grounds - easily accessible for most

• Beautiful campus

• Its campus which is relaxing and revitalising

• Trees, wildlife, open spaces

• A green oasis in suburbia

• Beautiful grounds, enormous natural physical resources

• Campus environment, spacious, rural-like

• The surroundings of natural bush land

• Lots of student facilities

• The campus is still open, fresh and on a human scale. It is welcoming and energising

• Attractive campus and own railway station

• Beautiful external environment

• Fantastic grounds - where else can you go to work and see wildlife outside your office?



Strength B: Customer Satisfaction (17%)

• The flexibility of undergraduate study options

• MU is still a flexible and friendly place for students to study

• Internal support for outstanding postgraduate and postdoctoral candidates

• Providing flexibility for students to study a range of different subjects across the University and hence become more well-rounded individuals

• Care of students

• Its flexible curriculum

• The wide range of subject/units provided allowing for real student choice

• Student focused

• Commitment to students

• Diversity in learning

• Its effort to maintain small group teaching with attention to individual students from diverse backgrounds

• Financial support of postgraduate students

• Supportive for students



Strength C: Talent (16%)

• Its people - staff (both academic and administrative) and their knowledge - they're our future ambassadors

• There are some very good academics on the staff

• Intellectual capital = quality people

• Skills of staff

• Terrific general and administrative staff

• Good balance of experienced and new staff

• Some very gifted personnel with proven achievements

• Very good reputation of its academic and administrative staff

• Excellent achievements of a number of staff

• Good lecturers

• Strength of its staff

• Macquarie's got great staff

• Generally good quality staff

• My department has many high achieving and dedicated staff



Strength D: Research (15%)

• Interesting research opportunities

• A few clumps of excellent researchers

• Emphasis on research and internal funding support for it

• Research areas of excellence

• Research grant support for new staff

• Research-oriented - provides the corresponding necessary resources to encourage such a culture

• Emphasis on research

• Macquarie research has been more daring, more willing to venture outside the trodden path

• Quality of research

• Strong commitment to research

• Internal research grants

• Fascinating research programs

• Research profile



Strength E: Change and Innovation (15%)

• Innovative approach to e-learning

• Refreshingly innovative nature

• Devolved financial arrangements make innovations possible

• Innovation in products

• Young and innovative staff

• Only 40 years old, it can take on board new ideas

• MQ provides an innovative environment to explore new ideas

• Sits on top the Innovative Universities list - gives it some clout

• The University appears to look to the future and encompass changing times

• Willingness to explore potential opportunities

• Innovation of new methods/ideas

• A willingness to innovate and change from the top

• A forthright VC with a positive attitude towards Macquarie

• Willingness to change

• Its commitment to innovation and positive improvement



Strength F: Location (15%)

• Technology precinct

• Location in Sydney’s north-western suburbs

• Its physical location

• Northern suburbs – attracting good citizens

• Close proximity to education savvy pool of potential students

• Large, single campus institution

• Well-located

• Location (away from the city has its advantages)

• Location and potential facilities/resources available

• Geographical position in Sydney’s technology belt

• Good central location

• Location to business

• Location and interaction with the community it is located in

• Geographic position

• Close to facilities (Macquarie shopping)



Strength G: Teamwork/Collegiality (10%)

• Friendly staff - administrative and academic

• Collegiality among academic staff

• Collegial work environment

• The staff are hard working and cooperative

• I enjoy working with the people in my department

• The relationship between the co-workers in my department is like a family environment

• Collegiality among department staff

• Close community

• The staff - very friendly and always willing to give 100% to assist other staff and students

• Good working culture in most units/departments

• Warm and nice culture

• Civil and collegial organisational climate

• I have a great working relationship with my colleagues



Q128 List three ways Macquarie University could be improved

Overall, 74% of respondents answered this question

A. Facilities 22%

B. Communication and Cooperation 19%

C. Leadership 15%

D. Processes 15%

E. Customer Satisfaction 11%


Percentage Of RespondentsCommenting On The Issue

Most Common IssuesCommented On



Q128 List three ways Macquarie University could be improved

Legend >=20% of people commenting

10-20% of people commenting


Overall Macquarie Univ CommentingAust. Centre for Educational StudiesDivision of Economic and Financial StudiesDivison of Environmental and Life SciencesDivision of HumanitiesDivison of Information & Communication SciencesDivison of LawDivision of Linguistics and PsychologyDivision of Society, Culture, Media and PhilosophyMacquarie Graduate School of ManagementBuilding Grounds OfficeCentre for Flexible Learning

Responses: 1131 59 108 132 65 111 35 148 53 23 8 27

Facilities 22% 43% 16% 26% 24% 14% 32% 46% 21% 17% 33% 39%Communication and Cooperation 19% 10% 13% 20% 16% 21% 16% 21% 28% 21% 8% 23%Leadership 15% 12% 27% 19% 17% 13% 13% 11% 26% 3% 8% 16%Processes 15% 13% 15% 22% 17% 21% 18% 9% 25% 3% 8% 16%Customer Satisfaction 11% 15% 14% 14% 13% 11% 13% 15% 11% 7% 17% 16%Research 9% 21% 9% 20% 14% 14% 16% 15% 12% 14% 0% 0%Technology 8% 15% 8% 5% 6% 9% 3% 7% 2% 0% 0% 32%Rewards and Recognition 8% 10% 10% 5% 14% 8% 5% 6% 2% 7% 8% 10%Resources 8% 3% 5% 13% 17% 8% 11% 7% 11% 7% 17% 6%Particiaption and Involvement 8% 4% 10% 14% 10% 11% 13% 7% 11% 7% 17% 16%Diversity 7% 4% 11% 4% 10% 3% 16% 7% 16% 10% 8% 3%Recruitment and Selection 6% 9% 10% 5% 6% 2% 18% 8% 11% 7% 0% 0%Teaching 6% 12% 7% 13% 19% 4% 8% 6% 9% 14% 0% 0%Workload 5% 18% 8% 7% 7% 8% 3% 5% 5% 3% 8% 3%Career Opportunities 5% 7% 6% 3% 4% 3% 5% 4% 2% 3% 0% 3%Community Engagement 4% 7% 3% 6% 7% 9% 0% 2% 7% 7% 0% 0%Restructure 4% 3% 5% 16% 1% 2% 5% 1% 9% 7% 0% 3%Reduce Bureaucracy 4% 4% 5% 8% 4% 8% 5% 4% 11% 7% 0% 3%Organisation Direction 4% 3% 4% 3% 4% 10% 0% 2% 5% 7% 17% 0%Change and Innovation 3% 4% 2% 3% 3% 5% 3% 1% 2% 3% 8% 3%



Q128 List three ways Macquarie University could be improved (cont’d)

Legend >=20% of people commenting



Responses: 1131 59 108 132 65 111 35 148 53 23 8 27

Facilities 22% 43% 16% 26% 24% 14% 32% 46% 21% 17% 33% 39%Communication and Cooperation 19% 10% 13% 20% 16% 21% 16% 21% 28% 21% 8% 23%Leadership 15% 12% 27% 19% 17% 13% 13% 11% 26% 3% 8% 16%Processes 15% 13% 15% 22% 17% 21% 18% 9% 25% 3% 8% 16%Customer Satisfaction 11% 15% 14% 14% 13% 11% 13% 15% 11% 7% 17% 16%Research 9% 21% 9% 20% 14% 14% 16% 15% 12% 14% 0% 0%Technology 8% 15% 8% 5% 6% 9% 3% 7% 2% 0% 0% 32%Rewards and Recognition 8% 10% 10% 5% 14% 8% 5% 6% 2% 7% 8% 10%Resources 8% 3% 5% 13% 17% 8% 11% 7% 11% 7% 17% 6%Particiaption and Involvement 8% 4% 10% 14% 10% 11% 13% 7% 11% 7% 17% 16%Diversity 7% 4% 11% 4% 10% 3% 16% 7% 16% 10% 8% 3%Recruitment and Selection 6% 9% 10% 5% 6% 2% 18% 8% 11% 7% 0% 0%Teaching 6% 12% 7% 13% 19% 4% 8% 6% 9% 14% 0% 0%Workload 5% 18% 8% 7% 7% 8% 3% 5% 5% 3% 8% 3%Career Opportunities 5% 7% 6% 3% 4% 3% 5% 4% 2% 3% 0% 3%Community Engagement 4% 7% 3% 6% 7% 9% 0% 2% 7% 7% 0% 0%Restructure 4% 3% 5% 16% 1% 2% 5% 1% 9% 7% 0% 3%Reduce Bureaucracy 4% 4% 5% 8% 4% 8% 5% 4% 11% 7% 0% 3%Organisation Direction 4% 3% 4% 3% 4% 10% 0% 2% 5% 7% 17% 0%Change and Innovation 3% 4% 2% 3% 3% 5% 3% 1% 2% 3% 8% 3%

Centre for Professional DevelopmentFinancial ServicesHuman ResourcesInformation Technology ServicesInternationalOffice Macquarie InternationalRegistrar's OfficeResearch OfficeThe University Library Vice Chancellor's Office Other General Staff Areas

9 32 18 31 11 36 66 15 49 34 20

0% 5% 16% 11% 0% 29% 13% 38% 30% 15% 26%10% 35% 24% 16% 38% 32% 35% 13% 27% 33% 26%50% 24% 12% 21% 15% 7% 20% 6% 21% 13% 11%20% 16% 8% 11% 15% 22% 24% 19% 14% 28% 11%0% 11% 0% 3% 8% 24% 13% 6% 20% 10% 15%

10% 5% 4% 3% 0% 0% 1% 6% 2% 10% 4%0% 14% 12% 26% 8% 20% 7% 25% 25% 10% 7%

40% 22% 16% 21% 8% 10% 10% 6% 5% 13% 7%10% 5% 12% 5% 8% 5% 8% 38% 13% 3% 11%10% 11% 4% 8% 8% 5% 5% 13% 7% 3% 4%10% 14% 4% 13% 15% 5% 7% 13% 11% 10% 4%0% 11% 0% 13% 15% 7% 4% 13% 11% 5% 4%0% 3% 4% 0% 0% 7% 2% 6% 4% 0% 4%

10% 8% 0% 3% 0% 5% 1% 13% 0% 3% 4%10% 16% 12% 3% 0% 5% 6% 6% 5% 18% 7%10% 3% 0% 3% 23% 7% 1% 0% 2% 13% 7%0% 3% 4% 5% 8% 5% 4% 0% 5% 5% 0%0% 3% 4% 0% 15% 7% 1% 0% 0% 0% 4%

30% 0% 8% 5% 0% 5% 7% 0% 5% 5% 4%20% 0% 8% 8% 23% 7% 6% 0% 4% 5% 0%


Improvement A: Facilities (22%)

• Priority parking is a must

• Improve the physical environment - especially offices and learning spaces

• Buildings and facilities need to be upgraded

• Easier access to transport even though that will be resolved, but still a long wait until the railway is completed

• The entire campus needs to have all areas air conditioned

• Free staff parking

• Decide on building/environmental changes and stick to it

• Teaching and office spaces are swelteringly hot and terribly overcrowded

• Improve staff conditions especially in relation to basic elements such as staff parking so that we can park and get to our classes without the stress of taking up to 40 minutes to find a car parking space

• Refurbishment of old buildings

• More recurrent maintenance and cleaning of established buildings and high use areas

• Since Commerce building erected in 2005, parking issue is critical



Improvement B: Communication and Cooperation (19%)

• Better communication between management and the divisions/departments

• Better communications across and within divisions

• More access to information

• Being kept informed about IT policies at Divisional and University levels

• Communication with teaching staff when new services are planned for them

• Better information flowing down to divisions

• Greater transparency between academic/general staff and management

• Improved cross-sectional communication to understand what people are doing in the IT space

• Break down some of the silos some divisions have constructed

• Better relations between Divisional and School heads

• Better cross-disciplinary interaction

• More communication and collaboration between departments (to avoid insular communities and to make use of the knowledge that exists on campus)

• Provision of public forum for opinion interchange



Improvement C: Leadership (15%)

• More focused senior management team

• Change of management style

• Too many levels of management

• Improve quality of senior management

• Reduce the level of micro-management by senior officers of the University

• Remove the us and them approach of management

• Better information from senior management

• Radical overhaul of its management structure

• Lack of support from management

• Abandoning the patronizing attitude of the senior management towards the staff

• Less controlling management style

• Senior management who listen to staff concerns

• Professionalism in management

• More transparent and robust management



Improvement D: Processes (15%)

• Relieve administrative burden on academic staff

• More administrative support

• Transparency at all levels, especially for the promotions process

• Support for democratic processes

• Streamlined accounting and financial administration

• A more realistic and strategically driven budget model

• Simplifying work processes

• There is far too much administrative paperwork, even for simple processes

• Administration needs to improve efficiency

• Inefficient processes create work for everyone

• Travel policy is too complex

• Improve Visa processes

• Timetable defining IP protection process

• Significantly reduce the amount of paperwork

• Documented standard working procedures



Improvement E: Customer Satisfaction (11%)

• More vibrant campus life and activities for students

• Improved access to student administration for postgraduate students

• Respond to the needs of local students - the UAI cutoffs have soared in recent years - make more places available to local students over and above HECS quotas, at an affordable fee which reflects the realistic marginal cost of the place

• Less focus on extracting money from fee-paying students and pushing them through

• More HECS places for HSC students

• Getting rid of restrictive study patterns

• Value undergraduates more highly

• More support for overseas students

• Better social life

• Maintain good customer services

• Stronger student focus i.e. more facilities, particularly around orientation


Date post:	14-Dec-2015
Category:	Documents
Upload:	bryana-engelbert
View:	222 times
Download:	0 times

Voice Project Survey Report (c) Voice Project Pty Ltd & Access Macquarie Ltd – Overview Of Results...

Documents