Human Resources Office of 1 Summary of Results College of Design Dean’s Reports

Human Resources Office of 2 Survey Administration Summary When October 12 – 30, 2015 What Separate faculty and staff surveys  36 scored questions in each survey  Assess commitment and dedication plus effective environment How Externally managed by Hay Group to ensure confidentiality Participation All benefits-eligible University of Minnesota faculty and staff 2,488 faculty responses (56% participation rate) 9,907 staff responses (70% participation rate)

Human Resources Office of 3 Employee Engagement Model

Human Resources Office of 4 What does three years of E 2 Employee Engagement data tell you about your faculty and staff? 2016: Align Strategy, E 2 Metrics & Resources E 2 Employee Engagement Data Academic Year Survey 2013 Survey 2014 Survey Common Priorities Engagement Where can increased employee engagement advance your highest priorities? E 2+ How can engagement metrics further align with strategic priorities? Engagement Metrics and Critical Questions

Human Resources Office of 5 Overview of Total University Results

Human Resources Office of 6 Faculty Increased Participation, Communication, and Action Faculty and staff set another record for survey participation A majority of faculty and staff participated in a feedback meeting More faculty and staff said action was taken on issues raised in the survey

Human Resources Office of 7 Faculty 2015 Faculty Scores Went Up Where Action Was Taken Change in Faculty favorability: “How would you rate the overall trust and confidence you have in your college’s leadership team?” The 6 academic units (5 Twin Cities colleges and 1 system campus) with the highest percentage of faculty reporting action also reported broad increases in many areas, including: Department strategy and individual alignment with college and department goals Trust and confidence in college / campus leadership team Department-level cooperation and teamwork Faculty favorability: “Action was taken on issues raised in the last survey.” 5 TC colleges & 1 system campus with > 45% faculty favorability

Human Resources Office of 8 Faculty 2013 – 2015 Changes in Faculty Favorability Across Survey Dimensions 6 units where 45%+ faculty reported action was taken (faculty scores exceed 2013 on most dimensions) System-Wide Average (faculty scores have not rebounded to 2013 levels) D1: Commitment and Dedication D2: Clear & Promising Direction D3: Commitment to Excellence D4: Confidence in Leaders D5: Development Opportunities D6: Respect & Recognition D7: Effective Environment D8: Authority & Empowerment D9: Clear Expectations and Feedback D10: Collaboration D11: Support and Resources D12: Work, Structure, & Process 2015 Faculty Scores Went Up Where Action Was Taken

Human Resources Office of 9 Faculty Broad-Based, Modest Increases in 2015 Staff Scores System-wide increases of 1-5 points across most survey dimensions Increased individual goal alignment and feedback from supervisors “I understand what I can do to support my department’s strategy and goals.” (+9 points from 2014 and -2 points from 2013) “My manager / supervisor provides clear and regular feedback on how well I do my work.” (+6 points from 2014 and +2 points from 2013) Staff reported that there is still a need to better define goals at the local level and foster sharing of ideas within and across groups “My department has a strategy and goals that address our most important challenges and opportunities.” (+1 point from 2014 and -12 points from 2013) “There is good cooperation and sharing of ideas between my department and other departments.” (-1 point from 2014 and -5 points from 2013)

Human Resources Office of 10 College of Design Results

Human Resources Office of 11 Benchmarks 2013 Same Unit Results: Results from this same unit in Same Unit Results: Results from this same unit in Total University: Current results across all campuses 2015 Total Campus: Current results for your campus only 2015 Total College/Unit: Current results for your college/unit only Percentage Favorable Scale Favorable: “Strongly Agree” + “Agree” and “Very Good” + “Good” Neutral : “Neither Agree nor Disagree” Unfavorable: “Strongly Disagree” + “Disagree” and “Very Poor” + “Poor” Percentage Favorable Difference Scale Comparison to benchmarks are expressed as percentage-point differences in percentage favorable scores for the same year (2015): “+” shows that your score is above the benchmark “-” shows your score falls below the benchmark Dashes (“—”) show a comparison is not possible Survey Scales and Benchmarks

Human Resources Office of 12 The question number from the survey Understanding Your Results Quick Guide to Percent Favorable AssessmentRange Strength>70% Favorable Gather more information <60 % Favorable Action likely needed >20% Unfavorable Review the percentage favorable bar chart using this quick guide to help assess and prioritize action. Consider the size of the group (“Valid N” column) in terms of the practical significance of the percentage favorable differences. Compare the proportion of neutral and unfavorable responses for more insight: A higher proportion of “neutral” than “unfavorable” can be an opportunity to shift employee opinion A higher percentage of “unfavorable” than “neutral” may indicate action is needed

Human Resources Office of 13 Understanding Your Results, cont’d Results include percentage of favorable responses compared to department-specific 2013 and 2014 data (when available), as well as 2015 college/unit, campus, and total University benchmark data. Percentage favorable differences between 2013 and 2014 as well as between 2014 and 2015 are unit-specific and may indicate areas of change in a more favorable or unfavorable direction. Use the quick guide (bottom right) to assess the range of change between 2013 and 2014 as well as between 2014 and 2015 in percentage favorable difference. More information is available in the “Guide to Employee Engagement Survey Data and Action Planning” at z.umn.edu/EngagedUz.umn.edu/EngagedU Quick Guide to Percent Favorable Difference Likelihood of Meaningful ChangeRange Low<5 percentage points above (+) or below (-) the 2014 data Medium>5–10 percentage points above (+) or below (-) the 2014 data High>10 percentage points above (+) or below (-) the 2014 data

Human Resources Office of 14 Summary of Engagement - Faculty

Human Resources Office of 15 Summary of Engagement - Staff

Human Resources Office of 16 Employee Engagement Profile - Faculty

Human Resources Office of 17 Employee Engagement Profile - Staff

Human Resources Office of 18 Areas in which your work group is currently most successful. Key Strengths - Faculty

Human Resources Office of 19 Areas in which your work group is currently most successful. Key Strengths - Staff

Human Resources Office of 20 Areas offering the greatest room for improvement. Key Opportunities - Faculty

Human Resources Office of 21 Areas offering the greatest room for improvement. Key Opportunities - Staff

Human Resources Office of 22 Results for Key Metric: Focus: Motivating employee dedication and commitment to excellence Commitment and Dedication - Faculty

Human Resources Office of 23 Results for Key Metric: Focus: Motivating employee dedication and commitment to excellence Commitment and Dedication - Staff

Human Resources Office of 24 Key Metric: Commitment and Dedication Focus: Connecting employees to college/unit strategy and goals Clear & Promising Direction - Faculty

Human Resources Office of 25 Key Metric: Commitment and Dedication Focus: Connecting employees to college/unit strategy and goals Clear & Promising Direction - Staff

Human Resources Office of 26 Key Metric: Commitment and Dedication Focus: Encouraging high-quality education, research, and services Commitment to Excellence - Faculty

Human Resources Office of 27 Key Metric: Commitment and Dedication Focus: Encouraging high-quality education, research, and services Commitment to Excellence - Staff

Human Resources Office of 28 Key Metric: Commitment and Dedication Focus: Inspiring trust through open communications and leadership support Confidence in Leaders - Faculty

Human Resources Office of 29 Key Metric: Commitment and Dedication Focus: Inspiring trust through open communications and leadership support Confidence in Leaders - Staff

Human Resources Office of 30 Key Metric: Commitment and Dedication Focus: Supporting employees in developing and achieving career objectives Development Opportunities - Faculty

Human Resources Office of 31 Key Metric: Commitment and Dedication Focus: Supporting employees in developing and achieving career objectives Development Opportunities - Staff

Human Resources Office of 32 Key Metric: Commitment and Dedication Focus: Valuing employees and acknowledging their contributions Respect & Recognition - Faculty

Human Resources Office of 33 Key Metric: Commitment and Dedication Focus: Valuing employees and acknowledging their contributions Respect & Recognition - Staff

Human Resources Office of 34 Results for Key Metric: Focus: Supporting employees’ success with the tools and resources of an effective work environment Effective Environment - Faculty

Human Resources Office of 35 Results for Key Metric: Focus: Supporting employees’ success with the tools and resources of an effective work environment Effective Environment - Staff

Human Resources Office of 36 Key Metric: Effective Environment Focus: Encouraging employee autonomy and innovation to improve work Authority & Empowerment - Faculty

Human Resources Office of 37 Key Metric: Effective Environment Focus: Encouraging employee autonomy and innovation to improve work Authority & Empowerment - Staff

Human Resources Office of 38 Key Metric: Effective Environment Focus: Clarifying performance expectations and providing regular feedback Clear Expectations and Feedback - Faculty

Human Resources Office of 39 Key Metric: Effective Environment Focus: Clarifying performance expectations and providing regular feedback Clear Expectations and Feedback - Staff

Human Resources Office of 40 Key Metric: Effective Environment Focus: Supporting cooperation and sharing of ideas within and across work groups Collaboration - Faculty

Human Resources Office of 41 Key Metric: Effective Environment Focus: Supporting cooperation and sharing of ideas within and across work groups Collaboration - Staff

Human Resources Office of 42 Key Metric: Effective Environment Focus: Ensuring that employees have the skills, information, and resources to do their job well Support and Resources - Faculty

Human Resources Office of 43 Key Metric: Effective Environment Focus: Ensuring that employees have the skills, information, and resources to do their job well Support and Resources - Staff

Human Resources Office of 44 Key Metric: Effective Environment Focus: Promoting innovation and equitable distribution of workload Work, Structure, & Process - Faculty

Human Resources Office of 45 Key Metric: Effective Environment Focus: Promoting innovation and equitable distribution of workload Work, Structure, & Process - Staff

Human Resources Office of 46 Survey Follow-Up - Faculty

Human Resources Office of 47 Survey Follow-Up - Staff

Human Resources Office of 48 Align Strategy, E 2 Metrics and Resources Have you identified and celebrated strengths? What are the patterns of opportunity for increased engagement? Where can increased employee engagement advance your highest priorities? Engagement is the degree to which employee energy and motivation for their work is supported or hindered by workplace environment and experience Common Priorities Engagement Achieving programmatic fiscal solvency Recruiting and retaining field shaping researchers and teachers Recruiting and retaining outstanding undergraduate and graduate students Aligning staff to roles, responsibilities, and rewards

Human Resources Office of 49 Helpful Tools and Resources Insight2Action (I2A) website (from Hay Group)— accessible by all managers with a survey report Employee Engagement website (z.umn.edu/EngagedU)z.umn.edu/EngagedU “Guide to Employee Engagement Survey Data and Action Planning” customizable PowerPoint On-demand manager training webinar Unit/College/Campus-level resources HR Leads and staff Employee Engagement Leads* Office of Human Resources support Leadership and Talent Development consultants For more information, contact *Employees specific to each unit/college/campus. Contact local HR staff for more information.