1. Employee Opinion Survey Human Resources CAUBO Presentation June 2007 University of Saskatchewan

2. University of Saskatchewan – Human Resources Presentation Overview  About the University of Saskatchewan  Why do an Employee Opinion Survey?  HR in High Performing Organizations  Developing the HR Plan  The Roles of HR  Strategic Initiatives  Moving to a High Performance Culture  Measuring Cultural Change  Development of the Survey  First Year  Second Year  Communication Strategy  Lessons Learned

3. University of Saskatchewan – Human Resources About the University of Saskatchewan  Setting the Context  Transformative Change  Integrated Planning Process  Development of Multi-year Plans  Review of HR / Transformation  Development of Planning Themes

4. University of Saskatchewan – Human Resources Human Resources in High Performing Organizations HR departments need to:  fully link HR strategy and practice to the organization’s strategic priorities  ensure the organization has the people capacity to execute its strategic priorities  measure effectiveness of HR strategy  add value

5. University of Saskatchewan – Human Resources Developing the HR Plan  Critical Assessment of HR Division  Review of HR Best Practices in High Performing Organizations  Strategic Alignment  Measuring Progress  Workplace Assessments  Employee Opinion Surveys

6. University of Saskatchewan – Human Resources The Roles of Human Resources Strategic Partner Administrative Expert Change Agent Resource Champion Adding Value Master the theory and practice of change Improve the efficiency of the work Translate business strategy into action Find the right balance between demand and resources Ulrich

7. University of Saskatchewan – Human Resources Moving to a High Performance Culture  Developing integrated processes to promote a high performance culture through individual, unit, and organizational performance Individual Unit Organization

8. University of Saskatchewan – Human Resources Enabling Culture The right place for the right people Preserve the core Stimulate Progress Recruit Develop Engage Align Reward Strategic Initiatives

9. University of Saskatchewan – Human Resources Assessing and Measuring Cultural Change  More than lip service  The right place for the right people  Alignment and commitment  Open and honest discussions of problems  Data-based decision making  Accountability for results  Return on investment

10. University of Saskatchewan – Human Resources Why do an Employee Opinion Survey ? Yes, leadership is about vision. But leadership is equally about creating a climate where the truth is heard and the brutal facts confronted. There is a huge difference between the opportunity to “have your say” and the opportunity to be heard. The good to great leaders understood this distinction, creating a culture wherein people had a tremendous opportunity to be heard, ultimately for the truth to be heard. Jim Collins – Good to Great

11. University of Saskatchewan – Human Resources Why do an Employee Opinion Survey ?  Employee satisfaction is a key indicator of:  organization success (recruitment and retention)  employee engagement  Our survey questions measure:  Diversity (Wilson)  Employee engagement (Buckingham)  Alignment with values (Izzo)

12. University of Saskatchewan – Human Resources Developing the Survey  Commit to a future described in “Renewing the Dream”  Survey employees for their opinions on work environment issues  diversity, engagement, alignment with values  Confidential, web-based process  Use results to develop and/or improve programs and services to support healthy, productive and diverse workplaces

13. University of Saskatchewan – Human Resources First Year  1122 responses  A base line  Openly shared and broadly communicated  Full report on web-site  Identified issues impeding organization progress  Focus on the importance of effective leadership

14. University of Saskatchewan – Human Resources Second Year  Same questions  Increased response rate by 30%  Compare results to baseline data  Develop action plans by unit  Compare aggregate data across units  Use outcomes to support planning processes

15. University of Saskatchewan – Human Resources Communication Strategy  Critical to effective people strategies  Builds credibility  Key messaging to align with strategy  HR updates  Full results of survey  Communication of action plans

16. University of Saskatchewan – Human Resources Lessons Learned  Don’t create a monster – just do it!  Prepare the organization  Don’t hide the truth  Communicate, communicate, communicate  Move to action

17. University of Saskatchewan – Human Resources Where do we go from here?  Annual survey  Results discussed with senior leaders  Commit to action  Results used for planning purposes

18. University of Saskatchewan – Human Resources Questions?