1. Human Resources Office of 1 2014 Employee Engagement Survey Overview of Total University of Minnesota Results

2. Human Resources Office of 2 What is Employee Engagement? A belief in the organization A desire to work to make things better Understanding of and commitment to the broader context and the “bigger picture” Respect of colleagues

3. Human Resources Office of 3 What is Employee Engagement? Commitment to team success Willingness to go above and beyond when it matters Tendency to say good things about the organization and intention to stay

4. Human Resources Office of 4 What Employee Engagement Is Not Employee satisfaction or happiness Owned by one person or group Irrelevant during times of retrenchment Disconnected from strategic priorities About “getting rid of the red” An event such as an ice cream social

5. Human Resources Office of 5 The Three Most Important Things to Know About Employee Engagement 1. A survey alone does not create positive change. Involving leaders, faculty, and staff in responding to survey results can create positive change in the work environment. 2. Share your results. Disengagement begins when people who take time to respond to a survey don’t hear their results from their leaders. 3. Take action. A few small, simple actions can have a large impact. Be certain to let faculty and staff know when actions were taken based on their survey feedback.

6. Human Resources Office of 6 Engagement Supports Strategic Goals and Priorities Philosophy of engagement (adjective) Engaged leadership Engaged collaboration Engaged teaching, scholarship, and service Engaged supervision and management

7. Human Resources Office of 7 Employee Engagement Model

8. Human Resources Office of 8 Survey Administration Summary

9. Human Resources Office of 9 Engagement Process and Timeline Action Plan

10. Human Resources Office of 10 Faculty and Staff are Invested Faculty and staff want their voices to be heard 2014 response rates were even higher than those from 2013 However, most faculty and staff are still waiting for action to be taken Engagement data provides the opportunity to more proactively address key issues, but data must be shared and discussed at all levels

11. Human Resources Office of 11 Consider the Context What happened between October 2013 and October 2014? Twin Cities strategic planning process Approximately 45% of faculty and 25% of staff with new or transitioning deans Decreases in external funding for research and shifts in enrollment continue to pressure budgets Accelerating changes in how teaching and education are delivered

12. Human Resources Office of 12 Total University Summary of Engagement FACULTY

13. Human Resources Office of 13 Total University Summary of Engagement STAFF

14. Human Resources Office of 14 Most Improved/Declined FACULTY

15. Human Resources Office of 15 Most Improved/Declined STAFF

16. Human Resources Office of 16 Employee Engagement Leads Engagement Leads will help leaders and collaeagues to: Communicate engagement survey data Gather further information from faculty and staff to better understand survey responses Coordinate employee-led action planning groups Participate in Engagement Community of Practice (attend meetings and share resources) Stay current on emerging survey process, updates, and activities to share with the local unit

17. Human Resources Office of 17 Examples of Engagement Consulting Available in Leadership and Talent Development Present survey data to department heads/chairs and administrators Support additional reporting needs Facilitate input sessions to better understand results (root cause analysis)

18. Human Resources Office of 18 Examples of Engagement Consulting Available in Leadership and Talent Development Collaborate with unit on survey data analysis and development of action planning Help design actions to support current strategic priorities Facilitate participatory processes for engagement action Support Engagement Leads

19. Human Resources Office of 19 Employee Engagement Resources z.umn.edu/engagedu z.umn.edu/engagedu Guide to Understanding Employee Engagement Survey Results The Communications Toolkit Resources to Support Action Planning Contact the Employee Engagement Team: EE2@umn.edu

20. Human Resources Office of 20 Three Ways to Boost Your Engagement 1. Review your local survey results. If you haven’t seen these results, ask your leaders to share them. (Remember—10 faculty or 10 staff responses are needed to see local results for confidentiality.) 2. Ask questions. If you don’t understand your local results or action plan next steps, ask for more information. Ask for progress updates on action plan implementation, too. 3. Take action. Work with your department to take action in one or two issue areas to create a positive work environment.