1. UCSF Campus Life Services Organizational Climate Survey
Presentation of Results
CLS Management Group
19 October 2006

2. Agenda Introduction Survey Methodology Sample Profile Key Findings
Results by Survey Category
Key Drivers of “Overall, I am a satisfied CLS employee”
Next steps 2

3. Introduction: Survey Objectives
Gauge employee opinion on the following areas:
Communication
Work Environment
Leadership
Business Practices
Training and Development
Compensation/Job Satisfaction
Community/Diversity
Trend scores from 2005 to 2006
Provide tools and recommendations 3

4. Service Excellence Chain
Employee Retention
External Service Value
Customer Loyalty
Customer Satisfaction
Employee Satisfaction
Employee Productivity 4

5. Survey Methodology
Online survey instrument with electronic invitations sent out by Sterling Research in August 2006
Parallel paper surveys for respondents without easy internet access
Sixty-seven questions, including six open-ended questions.
Fielded for almost three weeks (August 1st through August 18th)
299 responses, or about 52% response rate 5

6. Agenda Introduction Survey Methodology Sample Profile Key Findings
Results by Survey Category
Key Drivers of “Overall, I am a satisfied CLS employee”
Next steps 6

7. Sample Profile: Number of Respondents
The number of Career respondents decreased 7.8% from 2005 to 2006 7

8. Sample Profile: Percent of Career Respondents by Location
*Based on 270 Career respondents for 2006 8

9. Sample Profile: Percent of Respondents by Employment Status
*Based on 299 total respondents for 2006 9

10. Sample Profile: Percent of Respondents by Position
*Based on 299 total respondents for 2006 10

11. Sample Profile: Number of Respondents by Work Unit11

12. Sample Profile: Number of Respondents by Work Unit - Ranked12

13. Sample Profile: Respondents by Work Unit Roll-up13

14. Agenda Introduction Survey Methodology Sample Profile Key Findings
Results by Survey Category
Key Drivers of “Overall, I am a satisfied CLS employee”
Next steps 14

15. Key Findings
The 2006 mean score for “Overall, I am a satisfied CLS employee” for Career respondents is 3.83 out of 5.0.
This is not statistically different from the 2005 mean score of 3.95.
Overall satisfaction ratings do not differ statistically by employment status or position.
Sixty-nine percent of Career employees strongly agree/agree (25%/44%) with the statement “Overall, I am a satisfied CLS employee.” 15

16. Overall scores did not vary widely by roll-up.
Key Findings
Overall scores did not vary widely by roll-up.
The roll-up unit Programs and Services rated Overall Satisfaction highest compared to other roll-up units with 3.98 (where n=54).
The lowest mean score for Overall Satisfaction given by a roll-up unit is 3.71 from DMMS (where n=99). 16

17. Key Findings by Topic 17

18. Agenda Introduction Survey Methodology Sample Profile Key Findings
Results by Survey Category
Key Drivers of “Overall, I am a satisfied CLS employee”
Next steps 18

19. Measures quality of top-down and bottom-up flows of communication
Employees indicated that they understand well how their job contributes to their work unit’s mission
CLS appears to be doing a better job in communicating information necessary for employees to be effective in their jobs
Employees voiced some concern over the timeliness and completeness of communication of “essential information” 19

20. Total Career Respondents: Communication
Denotes statistically significant difference 20

21. Measures quality of top-down and bottom-up flows of communication
“The weak link in our unit’s communication is ‘timing.’ In a rush to disseminate information, our customer service staff are not always informed of the changes before the customers. This creates embarrassing situations with customers and makes staff feel out of the loop.”
“Communication to and from front line can stand improvement.” 21

22. Work Environment
Measures emotional (teamwork, trust and respect) and physical work environment
Employees believe coworkers treat them with respect and value their contributions
Employees also gave high marks to managers for helping them manage work-life balance
Employees rate the level of trust and cooperation in CLS as a whole is quite low, yet they believe there is a higher degree of trust in their individual work units
Employees indicated rated the safety and adequacy of their physical environment more highly than in 2005. 22

23. Total Career Respondents: Work Environment
Denotes statistically significant difference 23

24. Work Environment
Measures emotional (teamwork, trust and respect) and physical work environment
“Our management team listens only to the customers, not knowing that there are two sides to a story.”
“I have noticed an improvement in the spirit of cooperation from management and most important the staff.”
“New managers should be held to a high standard for expressing respect for those they work with and those who they supervise.” 24

25. Measures quality of manager-subordinate relations
Leadership
Measures quality of manager-subordinate relations
Employees indicate feeling generally appreciated and respected by their managers
Employees seem happier with the way they are treated than with the way others in their area are treated
There is a great amount of awareness behind the mission, vision, values and goals of the work unit and CLS 25

26. Total Career Respondents: Leadership
Denotes statistically significant difference 26

27. Measures quality of manager-subordinate relations
Leadership
Measures quality of manager-subordinate relations
“The person I report to is very supportive in all areas of my work.”
“There’s plenty of room to improve our recognition of excellent performers.”
“Some of them are not always receptive to alternate suggestions about certain issues, and it seems that some decisions have been arbitrary.” 27

28. Business Practices
Measures employee understanding of relationship of unit with customers and performance measurement at a unit level
Employees feel customer service is prioritized in CLS units.
Scores indicating knowledge of customer service measurement are surprisingly low.
Other low scoring areas concern employees’ understanding of departmental-level goal clarity and performance measurement. 28

29. Total Career Respondents: Business Practices
Denotes statistically significant difference 29

30. Business Practices
Measures employee understanding of relationship of unit with customers and performance measurement at a unit level
“Customer service is one of our top priorities in our department.”
“We truly are responsive to our customers as best we can. I really do believe that.”
“If the customer wants something that is not on our list of objectives, we come up with justifications not to do it. However, if the customer wants something that we already have planned we use the customer survey to support the change.” 30

31. Training and Development
Measures adequacy of training, preparedness and appropriateness of skill individuals have for their jobs.
Employees understand well how to use the tools for their daily work.
Particularly low scoring areas concern career advancement opportunities and adequate orientation and training 31

32. Total Career Respondents: Training and Development32

33. Training and Development
Measures adequacy of training, preparedness and appropriateness of skill individuals have for their jobs.
“One of the best things about my job is the encouragement and opportunity to learn new skills.”
“Career development within CLS is a joke. The movement up in CLS is next to nothing. Qualified employees have applied to jobs, and an outsider always gets it...Getting promoted within your current job works, moving up in CLS does not.” 33

34. Compensation / Job Satisfaction
Key indicator questions about working at UCSF and satisfaction with compensation
Overall job satisfaction is roughly the same as 2005.
Employees report feeling more valued as a member of their work units versus 2005. 34

35. Total Career Respondents: Compensation/Job Satisfaction
Denotes statistically significant difference 35

36. Compensation / Job Satisfaction
Key indicator questions about working at UCSF and satisfaction with compensation
I am very satisfied working for UCSF, great place to work. I could use a salary increase.”
“I could probably make more money elsewhere (outside the university), but enjoy the environment and the benefits. In the long run though I may have to move on for economic reasons.” 36

37. Measures tolerance and acceptance in the work environment
Community/Diversity
Measures tolerance and acceptance in the work environment
UCSF is viewed as a very tolerant and accepting place to work.
Perceptions of fairness, in particular, improved over 2005. 37

38. Total Career respondents: Community/Diversity38

39. Measures tolerance and acceptance in the work environment
Community/Diversity
Measures tolerance and acceptance in the work environment
“Working in this community and the diversity in our work environment is fun.”
“We do not have diversity in upper management.” 39

40. Agenda Introduction Survey Methodology Sample Profile Key Findings
Results by Survey Category
Key Drivers of “Overall, I am a satisfied CLS employee”
Next steps 40

41. Top Drivers of Satisfaction*
The survey items with the greatest impact on employee overall satisfaction are as follows (in order of importance):
I feel valued as a member of the CLS community
I feel valued as a member of my work unit
I can offer constructive comments and make recommendations to leaders in my work unit without fear of negative consequences
My performance is evaluated fairly
My work unit routinely measures work unit performance goal achievement
There is a spirit of cooperation within my work unit
My work unit actively supports my participation in training and education programs related to my job responsibilities
*Top drivers determined by Pearson’s product moment coefficient of correlation 41

42. What are Employees Saying?
Value me
Listen to me
Treat me fairly
Help me understand our unit’s goals
Help us work together
Give me opportunities to continue to learn 42

43. Bottom Drivers of Satisfaction
Customer service is an important priority in my work unit
I know how to use the tools, systems, and equipment I have to do my work
I received an adequate amount of orientation and training when I began my present job
My workload is manageable
My work conditions are safe
Fair compensation is # 29 out of 51. 43

44. Key Drivers of Satisfaction
Higher impact on satisfaction
Maintain
Strengths
Less important and more satisfied
More important and more satisfied
Higher satisfaction
Primary Opportunities
Secondary Opportunities
Less important and less satisfied
Less important and more satisfied 44

45. Quadrant Analysis – Total Career Respondents
Customer service is priority
Feel valued as member of work unit
Recommend CLS to others
Know how to use tools, systems, equipment
Feel valued in CLS
Workload is manageable
Received adequate orientation
Compensation is fair 45

46. CLS Strengths Business Practices Communication Work Environment
My work unit establishes annual work unit performance goals
My work unit routinely takes action to improve services and products based on customer feedback
My work unit routinely measures customer satisfaction with services and products delivered
Communication
I can offer constructive comments and make recommendations to leaders in my work unit without fear of negative consequences
I know where to get the information I need to be effective in my job
Work Environment
The person I report to supports my efforts to balance my work life and personal life
Leadership
My responsibilities are clear
Training and Development
My job makes good use of my skills and abilities 46

47. CLS Primary Opportunities
Leadership
People in my work unit are recognized for creativity and innovation
The person I report to gives me praise for a job well done
The person I report to gives me useful suggestions to develop my skills
My performance is evaluated fairly
My work unit effectively addresses staff related issues
I am satisfied in my involvement in decisions that affect my work
I person I report to is a good communicator
Training and Development
The person I report to gives me opportunities to develop new skills and to support my career development
My work unit actively supports my participation in training and education programs related to my job responsibilities
Motivated employees have the opportunity for career development within CLS
The training I receive in my work unit is valuable for improving my job performance 47

48. CLS Primary Opportunities
Compensation/Job Satisfaction
I feel valued as a member of my work unit
I feel valued as a member of the CLS community
Work Environment
There is a spirit of cooperation within my work unit
There is a climate of trust in my work unit
Communication
My work unit’s leadership communicates essential information to all levels of the organization
I receive essential information on a timely basis
Business Practices
My work unit routinely measures work unit performance goal achievement 48

49. Agenda Introduction Survey Methodology Sample Profile Key Findings
Results by Survey Category
Key Drivers of “Overall, I am a satisfied CLS employee”
Next steps 49

50. Next Steps – CLS Management Team
Review survey results carefully, especially areas of primary opportunities
Pick several key issues to pay particular attention to in 2007
Obtain more employee input
Develop an improvement plan 50

51. In Your Toolbox Rewards and recognition programs
Leadership development 51

52. Rewards and Recognition
Identify behaviors that align with the Mission, Vision, Values and Goals.
Design and implement relevant reward and recognition systems that drive desired results.
Show employees the impact of their ideas
Coaching 52

53. Rewards and Recognition
Support Development
Set Expectations
Follow-Up and Act
Give Timely Feedback
Coach Frequently 53

54. Questions to Consider
What behaviors are you rewarding and recognizing? Are systems in place to consistently reinforce what you are saying is important?
Are senior leaders modeling and applying the values to their day-to-day work? 54

55. Leadership Development
Provide career development support to existing employees
Ensure that managers have good performance feedback skills
Identify and select new employees with both the skills and emotional profile to align with Mission, Vision , Values and Goals 55

56. Questions to Consider
What skill sets are necessary for leaders to improve targeted areas?
How are employees’ strengths assessed, developed and used for the benefit CLS and UCSF as a whole?
What policies, practices and procedures stand in the way of employees working at their peak?
Are employees receiving ongoing performance feedback to help them be more successful in their jobs? 56