1. Northwest Technical College Employee Engagement Survey Results

2. Uses of an Engagement Survey All organizations have strengths, weaknesses, and capabilities Focus improvement efforts on the work environment within the College. Create an opportunity for faculty and staff to share their point of view regarding the work environment Promote action on the results that will promote action to improve the work environment at NTC

3. Employee Engagement Definition

4. Employee Engagement A personal connection that employees have to their job, company, manager or team that motivates them to excel in their work.

5. Engagement Survey Responses Participants were asked to select the response that most accurately reflected their level of agreement for each statement. The responses were based upon a rating scale of 1 to 6 as follows: 6Strongly Agree 5Agree 4Slightly Agree 3Slightly Disagree 2Disagree 1Strongly Disagree

6. Partly Engaged: These individuals have moderate to high level of motivation and commitment to the organization. While not highly engaged in their work, they are solid contributors who can be counted on to work hard and occasionally take initiative beyond basic job expectations. Employees in this category can be counted on by their managers, but don’t exhibit the drive or consistency typical in Highly Engaged employees. Research indicates typical organizations have 30% of the workforce in this category. Overall Engagement Definitions Along for the Ride: These individuals have a moderate to low level of commitment to the organization. They will show up for work, do their job as directed and respond as asked, particularly when failure to do so would have a negative consequence. However, they will not typically go to great lengths to excel in their work, help others with projects or take initiative. Research indicates typical organizations have 40% of the workforce in this category. Actively Disengaged: These individuals tend to have a low level of motivation and commitment to the organization. They will typically put in minimal effort and avoid or refuse to give additional effort. The biggest concern is that their behaviors can have a negative impact on morale or efficiencies. This negative impact frequently manifests in conflicts with supervisors and co-workers and in ongoing negative commentary regarding the organization, team or other aspects of the job. Research indicates typical organizations have 10% of the workforce in this category. Highly Engaged: These individuals are highly motivated and are generally quite committed to the organization. They can often be seen helping others with their workloads, volunteering for additional projects, and seeking to do their jobs better and improve the performance of the team and organization. They are often viewed as having potential for higher levels of leadership and responsibility. Research indicates typical organizations have 20% of the workforce in this category.

7. 7 Overall Engagement Scoring Key

8. 1.Trust in Leadership – How do employees perceive their senior leaders? Do leaders demonstrate behaviors or traits that positively impact engagement such as authenticity, communication, presence, and honesty? 2.Manager Relationship – Do managers or supervisor relate to employees in a positive and open manner? Do they take an active interest in getting to know their employees? 3.Discretionary Effort – Are employees willing to put in extra effort to accomplish a task or to be more successful in their jobs? 4.Utilization of Strengths and Talents – Do employees understand their unique talents and strengths and seek to use them in their work? 5.Development Opportunities – Do employees recognize that they have opportunities to learn and grow within the organization? Are those opportunities supported by their supervisor and leaders? 6.Pride in Organization – Are employees proud of the organization they work for? Do they recommend it as a good place to work and do they intend to stay? 7.Connection to Organization’s Success – Do employees fully understand their roles within the organization and how their job is important? Do they feel committed to the organization’s purpose and strategy? 8.Job Satisfaction – Do employees like the jobs they do? 9.Co-Worker Relationships – Do employees trust and feel connected to co-workers, team members, and others they work with daily? Key Driver Definitions

9. Key Drivers Scoring Key

10. High Achiever These individuals are steady performers who are great at their jobs but usually do not aspire to senior leadership roles. They are likely individual contributors who value their career and their work-life. They may sometimes feel less appreciated then High Potentials because they may not be promoted or have opportunities for promotion. High Potential These individuals know their talents and have confidence in themselves. They have the technical skills for their jobs and the relationship, emotional intelligence and leadership skills to employ those technical skills well. They are well-networked. They have a need for constant growth, learning and development. They want to continue to be challenged by new opportunities to be successful or build upon their skills. Scoring Key High Achiever and High Potential5.00 to 6.00

11. Summary

12. Participation Summary Northwest Technical College Survey Dates: Friday, November 21 st through Tuesday, December 9 th Participation Rates: 61 out of 71 individuals participated (86%)

13. Great Participation Rate! Strongest Drivers: Discretionary Effort Connection to Organization Success NTC is “almost there” in many drivers of Engagement Employees appear “placed well” 92% of employees agree they are using “motivated skills” at work 90% of employees feel their job allows them to use their “best” skills and talents 92% of employees Agree or Strongly Agree that they want to stay at NTC 86% of employees Agree or Strongly Agree that they want to stay in their current career The Good News! Northwest Technical College

14. Employees believe they are working hard 97% of employees say they do more than what is required in their jobs 97% of employees feel their peers see them as “high achievers” 95% of employees feel they set high standards 90% of employees feel senior leaders encourage innovation 89% of employees feel senior leaders talk about how employees help the organization reach its goals 21% of Managers are doing a great job in Engaging employees 4.5 gain in FTE’s is quite possible by improving the other 79% More Good News! Northwest Technical College

15. The Other News Engagement Grade Overall = B - Weakest Engagement Drivers Trust in Leaders Manager Relationships Development Opportunities

16. Northwest Technical College The Other News Manager Issues 74% agree that their supervisors communicate openly and honestly 79% agree that supervisors help them see growth opportunities Development Issues 72% agree that there are “on-the-job” opportunities for growth 25% are not aware of growth opportunities 20% do not know how to take advantage of these opportunities

17. Overall Employee Engagement Score Northwest Technical College 4.74 (out of 6.0) Partly Engaged

18. Overall Employee Engagement LevelCountPercent Highly Engaged 915% Partly Engaged4675% Along for the Ride 610% Actively Disengaged 00% Comments: HE, AFTR, AD lower than national average PE much higher than national average Northwest Technical College Average Score: 4.74

19. Employee Engagement by Key Driver

20. Engagement Score by Key Driver (sorted by results) Northwest Technical College Key Driver Average Score Trust in Leadership 4.24 Manager Relationship 4.46 Development Opportunities 4.60 Co-Worker Relationships 5.05 Job Satisfaction 5.11 Pride in Organization 5.16 Utilization of Strengths 5.26 Connection to Organization's Success 5.44 Discretionary Effort 5.49 Overall Engagement 4.74 Count 61

21. Trust in Leadership Northwest Technical College Keep It Up: Scores suggest leaders consistently demonstrate behaviors that help create a culture of highly engaged employees. Leaders are perceived as being honest, approachable, caring, competent, achievement-oriented, and authentic.

22. Trust in Leadership Northwest Technical College LevelCountPercent Keep It Up711% Almost There4066% Shaky Ground10 16% Derailing4 7% Average Score: 4.24

23. Manager Relationships Northwest Technical College Keep It Up: Scores suggest managers consistently demonstrate behaviors that help create a team of highly engaged employees. Managers are perceived as caring, approachable, and honest. They provide frequent unsolicited positive feedback, and seek to help employees use their natural talents in their current jobs as well as grow and develop in the future.

24. Manager Relationships Northwest Technical College LevelCountPercent Keep It Up1321% Almost There3151% Shaky Ground13 21% Derailing4 7% Average Score: 4.46 Comment: Good News/Bad News 72% of Supervisors are doing a good job in engagement—21% are doing GREAT! 28% of Supervisors are lowering engagement for employees

25. Discretionary Effort Northwest Technical College Keep It Up: A critical mass of employees possess a strong internal drive to “stretch” their capabilities, search for ways to continually improve job performance, and seek to exceed job requirements.

26. Discretionary Effort Northwest Technical College LevelCountPercent Keep It Up3354% Almost There2744% Shaky Ground1 2% Derailing0 0% Average Score: 5.49

27. Utilization of Strengths and Talents Northwest Technical College Keep It Up: A critical mass of employees report a high level of self-awareness of their natural talents, and often seek ways to use them in their work.

28. Utilization of Strengths and Talents Northwest Technical College LevelCountPercent Keep It Up2439% Almost There3456% Shaky Ground3 5% Derailing0 0% Average Score: 5.26 Comment: 95% of employees feel they are using “motivated skills” at work!

29. Development Opportunities Northwest Technical College Keep It Up: A critical mass of employees report feeling very supported in their professional growth and development. They are already aware of internal opportunities to learn and grow.

30. Development Opportunities Northwest Technical College LevelCountPercent Keep It Up1321% Almost There3557% Shaky Ground10 16% Derailing3 5% Average Score: 4.60

31. Pride in Organization Northwest Technical College Keep It Up: A critical mass of employees report feeling very proud of the organization, recommend it highly as a place to work and plan to stay.

32. Pride in Organization Northwest Technical College LevelCountPercent Keep It Up2948% Almost There2744% Shaky Ground3 5% Derailing2 3% Average Score: 5.16

33. Connection to Organization’s Success Northwest Technical College Keep It Up: A critical mass of employees sees a direct line of sight between their work and the organization’s success. They believe their role is vitally important and are highly committed to the success of the entire organization.

34. Connection to Organization’s Success Northwest Technical College LevelCountPercent Keep It Up3557% Almost There2439% Shaky Ground1 2% Derailing1 2% Average Score: 5.44

35. Job Satisfaction Northwest Technical College Keep It Up: Employees report a great deal of job satisfaction. They really enjoy what they do and want to keep doing more of it.

36. Job Satisfaction Northwest Technical College LevelCountPercent Keep It Up2541% Almost There3049% Shaky Ground3 5% Derailing3 5% Average Score: 5.11

37. Co-Worker Relationships Northwest Technical College Keep It Up: Employees report that they have great working relationships, there is a high degree of trust and they get along very well with teammates.

38. Co-Worker Relationships Northwest Technical College LevelCountPercent Keep It Up1830% Almost There4066% Shaky Ground2 3% Derailing1 2% Average Score: 5.05

39. Key Driver Summary Northwest Technical College Key Driver Keep It Up Almost There Shaky GroundDerailing Trust in Leadership11%66%16%7% Manager Relationship21%51%21%7% Discretionary Effort54%44%2%0% Utilization of Strengths39%56%5%0% Development Opportunities21%57%16%5% Pride in Organization48%44%5%3% Connection to Org Success57%39%2% Job Satisfaction41%49%5% Co-Worker Relationships30%66%3%1%

40. Employee Engagement by Demographic Group

41. 1.Education 2.Length of Service 3.Gender 4.Generation 5.Bargaining Unit Demographic Groups

42. Results by Education Northwest Technical College EducationAASBABSMS Not ReportedGrand Total Trust in Senior Leadership 4.61 3.56 4.01 4.75 3.93 4.24 Manager Relationship 4.78 3.81 4.27 5.13 4.15 4.46 Discretionary Effort 5.78 5.25 5.44 5.67 5.37 5.49 Utilization of Strengths 5.47 5.20 5.14 5.55 5.00 5.26 Development Opportunities 4.27 4.90 4.05 5.37 4.27 4.60 Pride in Organization 5.78 4.25 4.69 5.58 5.19 5.16 Connection to Org Success 5.67 5.17 5.05 5.83 5.41 5.44 Job Satisfaction 5.78 4.08 4.82 5.61 4.87 5.11 Co-Worker Relationships 5.56 4.67 4.54 5.53 4.94 5.05 Overall Engagement 5.04 4.27 4.47 5.26 4.50 4.74 Count3413122161 Note: There was not enough data (less than 3 responses) to report AS, BSED, EDD, MBA, MED or MSC results.

43. Results by Length of Service Comments: Pride in Organization jumps almost 1 point after 2 years Job Satisfaction jumps almost.75 after 2 years Northwest Technical College Length of Service 1 to 2 years 3 to 5 years 6 to 10 years 11 to 20 years 21 years or greater Grand Total Trust in Leadership 3.97 4.27 4.70 3.80 4.14 4.24 Manager Relationship 4.38 4.65 3.88 4.49 4.46 Discretionary Effort 5.30 5.62 5.54 5.48 5.42 5.49 Utilization of Strengths 5.20 5.24 5.39 5.09 5.30 5.26 Development Opportunities 4.44 4.64 4.36 4.51 5.05 4.60 Pride in Organization 4.57 5.40 5.25 5.07 5.31 5.16 Connection to Org Success 5.20 5.69 5.38 5.30 5.56 5.44 Job Satisfaction 4.73 5.48 5.06 4.93 5.19 5.11 Co-Worker Relationships 5.07 5.26 4.98 4.89 5.03 5.05 Overall Engagement 4.55 4.87 4.89 4.43 4.79 4.74 Count10141691261 Note: There was no data for Less than 1 year.

44. Results by Gender Northwest Technical College GenderFemaleMaleGrand Total Trust in Senior Leadership 4.33 4.05 4.24 Manager Relationship 4.66 4.06 4.46 Discretionary Effort 5.60 5.25 5.49 Utilization of Strengths 5.40 4.99 5.26 Development Opportunities 4.79 4.20 4.60 Pride in Organization 5.19 5.10 5.16 Connection to Org Success 5.51 5.30 5.44 Job Satisfaction 5.29 4.73 5.11 Co-Worker Relationships 5.09 4.98 5.05 Overall Engagement 4.87 4.48 4.74 Count412061

45. Results by Generation Northwest Technical College GenerationGen X Baby BoomerGrand Total Trust in Senior Leadership 3.97 4.32 4.24 Manager Relationship 4.21 4.55 4.46 Discretionary Effort 5.36 5.53 5.49 Utilization of Strengths 5.19 5.29 5.26 Development Opportunities 4.36 4.67 4.60 Pride in Organization 4.96 5.22 5.16 Connection to Org Success 5.29 5.49 5.44 Job Satisfaction 4.98 5.15 5.11 Co-Worker Relationships 5.13 5.03 5.05 Overall Engagement 4.55 4.81 4.74 Count154661

46. Results by Bargaining Unit Comments: Faculty are most engaged Northwest Technical College Bargaining Unit AFSCME- 203 (Service) AFSCME-206 (Clerical) AFSCME-207 (Technical) Mn Asso of Professional Empl MN State College FacultyGrand Total Trust in Senior Leadership 3.42 3.40 4.96 3.44 4.47 4.24 Manager Relationship 4.83 3.83 5.04 3.68 4.64 4.46 Discretionary Effort 5.11 5.17 5.75 5.62 5.54 5.49 Utilization of Strengths 4.53 4.60 5.60 5.20 5.38 5.26 Development Opportunities 3.93 3.63 3.70 4.20 4.92 4.60 Pride in Organization 5.44 4.94 4.58 4.29 5.36 5.16 Connection to Org Success 5.44 5.33 4.50 5.19 5.59 5.44 Job Satisfaction 4.44 4.22 4.67 4.62 5.44 5.11 Co-Worker Relationships 5.00 4.33 4.50 4.48 5.32 5.05 Overall Engagement 4.44 4.08 4.87 4.18 4.95 4.74 Count3661 Note: There was not enough data (less than 3 responses) to report Commissioner’s Plan, Excluded Administrators or Middle Management Association results.

47. High Achiever and High Potential

48. Comments: 92% of employees believe they are high achievers 37% aspire to leadership positions—what are the opportunities? High Achiever and High Potential Northwest Technical College CategoriesCountPercent Both HA & HP1626% High Achievers (HA) Only2846% High Potential (HP) Only711% Neither HA or HP1016%

49. Written Comments Summary

50. Written Comments – Key Themes (in order of # of comments) How personally connected to your job and motivated to excel in work: Northwest Technical College Self-motivation, source of personal pride –“My desire to excel is great” Students –“I am very motivated by the fact that the better I am at my job, the more I can assist students with success” Sense of community –“I feel strongly connected to my work as I have many years of history with the college” –“I honestly have a strong sense of commitment to NTC, our students, and employees. I feel very connected to the college…”

51. Written Comments – Key Themes (in order of # of comments) What factors are most likely to increase sense of connection to job and motivate to excel: Northwest Technical College Appreciation/Positive Feedback −“Being given positive feedback, job well done, thank you once in a while” −“Its important that people above me tell me that they appreciate the work I do and that I have made a difference” Senior leaders who sincerely care, provide a direction, communicate more −“I do not feel connected to senior leadership at all. We need better communication and processes” −“The most important factor for my team is a clear indication that top leadership supports our success” Increased development opportunities −“I would enjoy the opportunity to explore, experience, and bring back new technologies” −I would like the opportunity to develop and expand student services to increase retention and student success”

52. Recommendations

53. Trust in leadership needs to be improved in these ways: –Keep employees more informed –Involve employees (appropriately) in decisions—communicate more clearly about input vs. dialog vs. decision-making –Improve relationships with supervisors—engage supervisors so they will be link to employees Create and encourage development opportunities –37% of employees want to be leaders –92% of employees want to stay with NTC –Leaders/Supervisors must encourage/educate that “Up is not the only way” –Help employees explore “unofficial” leadership positions Recommendations (page 1 of 2) Northwest Technical College

54. Supervisors must do more to engage employees –There are great supervisors (21%) who clearly can engage employees--How can they can be role models? –28% of supervisors do NOT engage employees Recommendations (page 2 of 2) Northwest Technical College