2017 UC - CUCSA Staff Engagement Survey Human Resources and Staff Assembly January 2018 We provide HR leadership and expertise to create and support a high-performing, inclusive Mission workplace which advances UCR’s mission and strategic objectives . UCR HR is the benchmark in higher education for visionary and innovative HR strategies and Vision exemplary service delivery .
Contents • Introduction • 2015 survey and action plans • Systemwide results • Campus results • Panel discussion • Next steps 2
Background 10,539 51% 4 weeks Survey administration from response rate May 15 – June 9, 2017 total responses +5% from 2015 5,927 40 survey questions Comments made in response to 1 open-ended comment question 10 Topic areas 56% from response rate (2 new in 2017) -2% from 2015 Comment question: campuses and 13 locations surveyed What one or two suggestions do you have that would inviting random valid most improve your campus/location as a place to work? samples of staff 3
Engagement A staff member who is engaged feels connected to the organization and more likely to stay, is motivated, has what they need to deliver and can maintain their level of contribution over time 4
Systemwide Headlines Participation rates improved System-wide response improved 5% from 2015 and 8% from 2012 UCR response improved 6% from 2015 and 11% from 2012 High Points Notable improvement in many areas, but managing change continues to be a significant challenge Systemwide 17 items improved, 6 items declined At UCR 22 items improved, 12 declined 5
Improvements since 2015 Systemwide: Communication, Performance Management, Supervision, • Working Relationships, and Engagement UCR: Communication, Career Development, Performance • Management, Supervision Strengths versus external benchmarks: Systemwide : Supervision, Working Relationships, Diversity & Inclusion • (support for equal opportunity), and Engagement (work flexibility, willingness to recommend UC) UCR: Working Relationships, Supervision (time for training and • development, treats staff with respect, listens to different perspectives) Diversity & Inclusion (support for equal opportunity), Engagement (work flexibility, willingness to recommend UC) and Image/Brand (employees are proud to be associated with UC) 6
Opportunities Systemwide, most categories score below external benchmarks Organizational Change shows the largest negative gap Systemwide areas of decline from 2015: Organizational Change, Image/Brand UCR areas of decline from 2015: Organizational Change, Image/Brand 7
UC Overall vs. 2015 and external norms University of University of California California Universities US National Total Favorable Score Overall 2015 Overall 2012 Staff Norm Norm Working Relationships 76 1 n/a 0 1* Image/Brand 75 -1 n/a -3* -2* 73 n/a n/a n/a -3* Diversity & Inclusion 72 1* 2* -1 -3* Supervision Engagement 70 1 3* -4* -3* Communication 69 2* 7* n/a -2* 69 n/a n/a n/a n/a Wellness 57 0 3* -4* -6* Career Development Performance Management 57 4* 3* n/a -6* Organizational Change 30 -4* -6* n/a -20* Notable improvement in many areas but change management continues to be a challenge Statistically Significant Difference (+) Statistically Significant Difference (-) 8
UC Overall vs. US National Norm: Most/least favorable items U.S. National Norm Top 5 Questions Total Favorable SUPERVISION: My supervisor helps me make time to participate in training and development 72 8* activities. 84 7* ENGAGEMENT: My work schedule allows sufficient flexibility to meet my personal/family needs. 83 3* WORKING RELATIONSHIPS: There is good cooperation between staff in my department. DIVERSITY & INCLUSION: I feel that management at my campus/location supports equal 75 3* opportunity for all employees, of all differences, including, but not limited to, age, gender identity, ethnicity and disability status. SUPERVISION: Please indicate the extent to which you agree with the following statements about 73 3* your supervisor: Listens carefully to different points of view before coming to conclusions. Bottom 5 Questions ORGANIZATIONAL CHANGE: Generally, recent major organizational changes across the UC 27 -24* system have been: Executed well. ORGANIZATIONAL CHANGE: Generally, recent major organizational changes across the UC 32 -24* system have been: Explained well. PERFORMANCE MANAGEMENT: I feel my campus/location does a good job matching pay to 31 -16* performance. 44 -13* ENGAGEMENT: There is usually sufficient staff in my department to handle the workload. ORGANIZATIONAL CHANGE: Generally, recent major organizational changes across the UC 30 -12* system have been: Planned well. Relationships, flexibility, and D&I show overall strength; change management, staffing levels and pay for performance score well below benchmark Statistically Significant Difference (+) Statistically Significant Difference (-) 9
2015 to 2017 trends by campus/location Santa Barbara Trend Ag and Natl Rescs San Francisco Trend Berkeley Lab Trend Los Angeles Trend Santa Cruz Trend San Diego Trend Riverside Trend Berkeley Trend (1,034 vs. 1,363) (1,083 vs. 1,122) (1,583 vs. 1,728) (1,096 vs 1,203) (1,171 vs. 1,126) (174 vs. 234) Merced Trend UCOP Trend (567 vs. 659) Davis Trend Irvine Trend (772 vs. 737) (254 vs. 267) (408 vs. 491) (507 vs. 607) (462 vs. 473) UC (357 vs 529) Overall Trend Trend (9,468 vs. 10,539) Career Development 0 4 -3 4 0 2 1 0 3 1 2 2 0 -1 Communication 2* 4 2 6* 1 2 3 -4 1 2 6* 6* -2 2 Engagement 1 3 -1 2 3 2 1 -3 0 2 2 2 3 4 Image/Brand -1 4 -5* 1 1 3 -1 -2 -2 -1 -1 -1 0 4 Organizational Change -4* 2 -5* 1 0 -6* -3* -3 -9* -5* -4 -1 -3 -4 Performance Management 4* 5 4 3 3 3 5* 7 3 4* 6* 8* 3 4 Supervision 1* 0 0 0 1 0 2 -1 4 2 1 6* 1 3 Working Relationships 1 -3 -4* 2 2 2 2 2 0 3 0 4 1 4 Diversity & Inclusion n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Wellness n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Performance Management consistently improves, Organizational Change declines at most campuses/locations Statistically Significant Difference (+) Statistically Significant Difference (-) 10
UCR in 2015 11
UCR Themes Two years ago, survey identified areas that were working well: • There is good cooperation between my department and other departments at my campus -5 Working Relationships • There is good cooperation between staff in my 4 department • I feel able to openly and honestly communicate my Communication 6 views to supervisors and other leaders 12
UCR Themes …. And areas of opportunity for improvement: • There is usually sufficient staff in my department to Staffing/workload -5 handle the workload • I feel my campus does a good job matching pay to 5 Performance performance Management • I feel my personal contributions are recognized 11 • My campus provides people with the necessary information and resources to manage their own 8 Career careers effectively Development • There are sufficient opportunities for me to receive 2 training to improve my skills in my current job • My campus does an excellent job of keeping Communication employees informed about important organizational -3 matters affecting us 13
UCR Results 2017 14
Results vs. Riverside 2015 Results vs. US National Norm 4 Out Of 8 Categories Have Improved 8 Out Of 9 Categories Are Below Most Improved Most Favorable 1 Supervision 4 Working Relationships 4 2 Career Development 3 Performance Management 3 Least Favorable 4 Most Declined Organizational Change -26* Organizational Change -9* Performance Management -11* 2 Image/Brand -2 Career Development -8* 8 University of US National California Overall Engagement Riverside 2015 Norm 2017 0 -4 -7* 66 Strengths Opportunities Career Development, Performance Management, Organizational Change Supervision Statistically Significant Difference (+) Statistically Significant Difference (-) 15
Strengths and Opportunities University of US National Riverside California Norm % Favorable 2015 Overall 2017 Strengths My supervisor helps me make time to 34 participate in training and development 74 9* 2 10* activities. Our strengths: We should continue to I feel my personal contributions are build on these. 5 63 11* -4 -5* recognized. ⋆ I am confident I can achieve my personal 23 63 7* 0 -4 career objectives within the UC system. ⋆ University of Riverside US National California % Favorable 2015 Overall 2017 Norm Opportunities Generally, recent major organizational 15c changes across the UC system have been: 20 -8* -6* -30* Executed well Our opportunity areas: These are our priority Generally, recent major organizational areas to focus on. 15b changes across the UC system have been: 27 -8* -5* -29* Explained well Generally, recent major organizational 15a changes across the UC system have been: 24 -10* -6* -19* Planned well Statistically Significant Difference (+) Statistically Significant Difference (-) 16
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