STUDENT AFFAIRS AND

ACADEMIC SUPPORT2017 Workplace SurveyResults

GOALS OF WORKPLACE SURVEY• Compare the 2012 Workplace Survey results to the

2017 Workplace Survey results•Celebrate successes and improvements•Identify further areas for improvement•Develop action plans

Goal: Create meaningful changes to the work environment that enhance employee engagement and effectiveness and

are sustainable over time.

RESPONDENT DEMOGRAPHICS

Basic respondent demographic information by position and department

NUMBER OF RESPONDENTS2012

Respondents2017 Staff Breakdown

2017 Respondents

2017 Respondents to

2017 Staff Breakdown

Total 386 897* 394 44%Staff Members (includes temps)

765 358 47%

Graduate Students 132 36 27%Manages Others 184 132 33% of 394 resp.

Does not Manage Others 202 262 67% of 394 resp.

Housing & Student Development

191 481 114 24%

Student Life 92 114 109 96%Enrollment Management 71 253 132 52%University 101/NRC 14 32 23 72%Office of the VP 12 17 16 94%

*~160 employees had no access to survey

RESPONDENTS BY DEPARTMENT

394 Total Respondents 358 Staff Members 36 Graduate Students

RESPONDENTS BY POSITION

262 Employee 93 Manager/Supervisor 35 Department Director 4 Sr. Leadership (AVP)

RESPONDENTS BY DEPARTMENT AND POSITION

Reflects a good span of employee and manager participation in this survey.

PROFESSIONAL DEVELOPMENT DATA

Actual Training Attendance of Supervisors Required to

Attend LEAD

# Comple

tedLEAD 101

(66%)LEAD2 16

ELP 9

PAL 5

Total Required to Attend LEAD 152

LENGTH OF SERVICE AND TURNOVER

Length of service and turnover data from survey results, internal data and exit interviews

RESPONDENT LENGTH OF SERVICE BY POSITION

269 Respondents < 5 yrs.68% of total survey respondents

RESPONDENTS LENGTH OF SERVICE BY DEPARTMENT

74% <5yrs

59% <5yrs32% <5yrs47% <5yrs

TURNOVER

EXIT INTERVIEW: REASONS FOR LEAVING

From the USC Exit Interview Survey

Data:119 employees,

“check all that apply”1/31/2012 to

2/22/2017

Other: 13 out of 26 Transferred to another department.

LEADERSHIP PERCEPTIONS Respondent perceptions

of Senior Leadership

2012 TO 2017 SENIOR LEADERSHIP PERCEPTION

VP PERCEPTION BY POSITION

Average Perception

Gap Between Sr.

Leadership and Employee

= 1.36

Total Respondents Checking “Unsure”Open to new ideas & suggestions

47

Deeply cares about employees

38

Makes employee development a priority

38

AVP PERCEPTION BY POSITION

Average Perception

Gap Between Sr.

Leadership and Employee

= 2.23

Total Respondents Checking “Unsure”Open to new ideas & suggestions

70

Deeply cares about employees

59

Makes employee development a priority

67

DIVISION PERCEPTION Respondent perception of the division

2012 TO 2017 DIVISION PERCEPTION

Average Total Scores

2012 2017 Diff.

 3.61 3.65 .04

DIVISION PERCEPTION BY POSITION

JOB PERCEPTION Respondent perceptions of their jobs

2012 TO 2017 JOB PERCEPTION

Average Total Scores

2012 2017 Diff.

 3.94 3.95 .01

JOB PERCEPTION BY POSITION

SUPERVISOR / MANAGER

PERCEPTIONRespondent perception of their supervisor/manager

2012 TO 2017 PERCEPTION OF DIRECT SUPERVISORS/MANAGERS

Improved in 33 out of 35 questions (94%) from 2012 to 2017

Perception of Direct Supervisors/Managers

Sorted by Rating Difference to Reflect Improvements

My Manager… 2017 2012 # Difference % Varianceplaces employee interests first. 3.71 3.46 0.25 7%accurately evaluates employee potential. 3.91 3.67 0.24 7%accurately evaluates employee performance. 3.98 3.74 0.24 6%makes sacrifices for direct reports. 3.81 3.60 0.21 6%sets realistic performance expectations. 4.12 3.93 0.19 5%lets upper management know about the effectiveness of his/her employees. 3.90 3.72 0.18 5%rewards and recognizes achievement. 3.80 3.63 0.17 5%encourages and manages innovation. 4.02 3.88 0.14 4%is open to new ideas. 4.15 4.02 0.13 3%provides adequate freedom to do my job. 4.35 4.22 0.13 3%cares about employees. 4.31 4.18 0.13 3%breaks down projects into manageable components. 3.89 3.77 0.12 3%adapts well to changing circumstances. 4.05 3.94 0.11 3%creates clear work plans and timetables. 3.84 3.73 0.11 3%demonstrates the ability to think analytically. 4.23 4.13 0.10 2%obtains information, resources, and technology for his/her staff. 4.07 3.97 0.10 3%is effective at persuading employees to move in the desired direction. 3.90 3.80 0.10 3%puts people in the right roles at the right times. 3.82 3.72 0.10 3%displays a commitment to diversity in the workplace. 4.12 4.03 0.09 2%clearly articulates organizational goals. 3.96 3.87 0.09 2%encourages employee development. 4.12 4.03 0.09 2%appropriately handles crises. 4.12 4.04 0.08 2%demonstrates honesty and integrity. 4.21 4.13 0.08 2%respects employees as individuals. 4.24 4.17 0.07 2%helps find solutions to problems. 4.10 4.05 0.05 1%possesses good job skills for his/her position. 4.20 4.15 0.05 1%inspires others. 3.77 3.73 0.04 1%has a good reputation in the organization. 4.13 4.10 0.03 1%clearly communicates performance expectations. 3.97 3.94 0.03 1%listens carefully to the views and opinions of others. 4.00 3.97 0.03 1%trusts employees to do their job. 4.22 4.19 0.03 1%accepts responsibility for successes and failures. 3.98 3.95 0.03 1%provides high quality informal feedback. 3.79 3.77 0.02 1%holds people accountable for their work. 4.00 4.01 -0.01 0%identifies and articulates a long-term vision for the future. 3.71 3.78 -0.07 -2%

THEMES AND CONCLUSIONS Derived from survey data

and comments

2012 Focus Areas

Action Reaction Survey Results

Supervisor Training

LEAD Supervisory Training and Policy created

66% of required, completed LEAD17 completed LEAD 29 completed ELP5 completed PAL

Improved perceptions of Direct Supervisors/Managers in 94% of the Manager questions (slides 32-36)

EPMS Completion

Universal review dateCompletion statistics

95%* received a timely EPMS in 2016 vs. 50% in 2012 and 2011(*Some of the 5% may have met by default due to medical leave & other unavailability beyond their control)

The consistency and quality of the review and performance management process is favorable.

Knowledge about Other Areas

Communication strategy

Stay Informed-weekly e-newsletterWhat’s Dennis Reading-biweeklyPD Picks-biweeklyStaff Notes-occasionalDivision Directors’ MeetingsLet’s Chat

Improved communication survey results

Multiple communication sources may not be meeting the needs of all employees; filtered

Recognition Program

GEMS and Division Awards

GEMS: 55% utilization rate in 2013 to 38% utilization rate in 2016

Employees receiving or giving GEMS are happy; some note not consistently applied Communicate all recognition programs & awards available & peer to peer

Supervisor Training and Development

66% of required supervisors have achieved their LEAD Management Development Program certificate

Learn, Educate and Develop with LEAD

Manager & Supervisor perceptions improved in 33 out of 35 questions (94%)

95% of staff received a timely EPMS in 2017 vs. 50% in 2012

Employees perceive the quality of their formalized review process has improved

Coach and develop employees by providing specific, timely, two- way, positive and constructive, informal feedback. Make training accessible to all employees & allow them to apply their new skills.

KEEP GOING

Communication Strategy

improved the perception of effective communication by

16% 46% to 62%

Stay Informed-weekly e-newsletterWhat’s Dennis Reading Breakfast and e-newsletter featuresPD Picks-biweekly in the e-newsletterStaff Notes featured in the e-newsletterDivision Directors’ MeetingsDivisional MeetingsLet’s ChatideaPOP!Annual Recognition Breakfast

Ensure accessible and consistent in content & delivery to all employees. Create back and forth communication channels, up and down the org structure. Share knowledge and information to engage and develop.

KEEP GOING

GEMS and Division Recognition Peer-to-Peer Recognition Programs

GEMS had a 38% Utilization Rate in 2016

GEMS: Gamecocks Who Excel at Magnificent ServiceExemplary Service to the Carolina Community AwardOutstanding Service to Students AwardContinuing Excellence Awards (2)New Staff Member of the Year Awards (2)Graduate Assistant of the Year AwardOutstanding Faculty and Staff Partner Award (2)Unsung Hero Award

Promote throughout the division & ensure accessible to all, especially in underutilized areas. Celebrate achievement at dept. & team levels.

KEEP GOING

Succession Planning Ensures leadership continuity in pivotal

positions, retains and develops intellectual and knowledge capital of the

future and encourages individual advancement.

Identify potential turnover in pivotal positions and risk to division & University Identify high potential/high performing employees currently ready or eager and capable of developing Develop employees through training and individual development plans Analyze and address existing high turnover and its impact on goals and objectives

Succession planning is not a one-time event. It evolves with the vision, strategic goals and the capacity of the human capital available.

KEEP GOING