1. The University of Western Australia working life survey July 2009 high-level results Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 1

2. PASSION Index Technology Facilities Processes Safety Resources PURPOSE Cross-Unit Cooperation Cross-Unit Cooperation Recruitment & Selection Recruitment & Selection Involvement Learning & Development Learning & Development Rewards & Recognition Rewards & Recognition Performance Appraisal Performance Appraisal Career Opportunities Career Opportunities Supervision Leadership Results Focus Organisation Direction Ethics Mission & Values Role Clarity Diversity Talent Motivation & Initiative Teamwork Research Workload Teaching Work/Life Balance Wellness PARTICIPATIONPROPERTYPEOPLEPEACEUNIVERSITY Organisation Commitment Job Satisfaction Intention To Stay PROGRESS Index Organisation Objectives Change & Innovation Customer Satisfaction Medium >=80% 50<80% <50% High Low Legend Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 2 performance overview Community Engagement Entrepreneur- ship Flexibility

3. gap analysis Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 3 higherlower higher maintain promote limit prioritise Practices towards the right (higher “importance”) have a greater impact on Passion and Progress based on your data. Ideally, practices should rest in the oval where there is a good match between performance and importance. Practices in the bottom right corner are potential priorities for action.

4. Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 4 comparison to 2006

9. Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 9 open-ended responses

10. Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 10 open-ended responses

11. Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 11 open-ended responses

12. Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 12 recommendations & next steps

13. Providing greater support for staff to pursue entrepreneurial activities Increasing staff confidence in senior management through continuing leadership development and greater consultation and communication with staff Improving staff’s perceptions of being listened to, by demonstrating greater receptiveness to their ideas and suggestions Managing resources and workloads to improve the emotional wellbeing of staff Reviewing and improving policies and procedures to increase the efficiency and transparency of processes Creating more opportunities for staff to progress their career within UWA Ensuring managers in UWA are clear about the type of people they need to employ Providing adequate resources and support for staff to achieve their teaching and research goals When examining your performance on issues that appeared to be important, the highest priorities appear to be: Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 13 recommendations

14. Results need to be circulated and explained to the upper and middle management levels, combined with a discussion of meaning, implications and likely next steps in the use of the results High-level results of this survey need to be communicated to staff, along with a brief explanation of the actions and next steps that will be taken in response to the survey More detailed action planning must be scheduled, either as an independent initiative associated with the survey or embedded within existing ongoing organisational planning These critical steps must now be undertaken regarding the implementation of this survey: Voice Project Survey Report, (c) Voice Project Pty Ltd, Page 14 next steps

15. Recommended areas of focus Leadership Cross-unit cooperation Flexibility Local issue for each faculty

16. Where to go http://www.hr.uwa.edu.au/publications/discussion_docs/working_life_surveys/2009 Rod.dewsbury@uwa.edu.au 6488 1729