northwest technical college employee engagement survey results

Northwest Technical College

Employee EngagementSurvey Results

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

Employee EngagementDefinition

Employee Engagement

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

Engagement Survey Responses

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.

Overall Engagement Scoring Key

Highly Engaged 5.50 to 6.00Partly Engaged 3.76 to 5.49Along for the Ride 2.01 to 3.75Actively Disengaged 1.00 to 2.00

Scoring Key

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

Key Drivers Scoring Key

Keep It Up 5.50 to 6.00Almost There 3.76 to 5.49Shaky Ground 2.01 to 3.75Derailing 1.00 to 2.00

Scoring Key

High AchieverThese 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 Potential 5.00 to 6.00

Summary

Participation Summary

Survey Dates:• Friday, November 21st through Tuesday,

December 9th

Participation Rates:• 61 out of 71 individuals participated (86%)

• 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!

• 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!

The Other News

• Engagement Grade Overall = B -• Weakest Engagement Drivers

Trust in LeadersManager RelationshipsDevelopment Opportunities

The Other News

• Manager Issues74% 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 opportunities20% do not know how to take advantage of

these opportunities

Overall Employee Engagement Score

4.74 (out of 6.0)

Partly Engaged

Highly Engaged 5.50 to 6.00Partly Engaged 3.76 to 5.49Along for the Ride 2.01 to 3.75Actively Disengaged 1.00 to 2.00

Scoring Key

Overall Employee Engagement

Level Count PercentHighly Engaged 9 15%Partly Engaged 46 75%Along for the Ride 6 10%Actively Disengaged 0 0%Comments:

• HE, AFTR, AD lower than national average• PE much higher than national average

Average Score: 4.74

Employee Engagement by Key Driver

Engagement Score by Key Driver (sorted by results)

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

Trust in Leadership

Scoring Key

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.

Trust in Leadership

Level Count Percent

Keep It Up 7 11%

Almost There 40 66%

Shaky Ground 10 16%

Derailing 4 7%Average Score: 4.24

Scoring Key

Manager Relationships

Scoring Key

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.

Manager Relationships

Level Count Percent

Keep It Up 13 21%

Almost There 31 51%

Shaky Ground 13 21%

Derailing 4 7%

Average Score: 4.46

Scoring Key

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

Discretionary Effort

Scoring Key

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.

Discretionary Effort

Level Count Percent

Keep It Up 33 54%

Almost There 27 44%

Shaky Ground 1 2%

Scoring Key

Utilization of Strengths and Talents

Scoring Key

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.

Utilization of Strengths and Talents

Level Count Percent

Keep It Up 24 39%

Almost There 34 56%

Shaky Ground 3 5%

Scoring Key

Comment: 95% of employees feel they are using “motivated skills” at work!

Development Opportunities

Scoring Key

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.

Development Opportunities

Level Count Percent

Keep It Up 13 21%

Almost There 35 57%

Shaky Ground 10 16%

Scoring Key

Pride in Organization

Scoring Key

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.

Pride in Organization

Level Count Percent

Keep It Up 29 48%

Almost There 27 44%

Shaky Ground 3 5%

Scoring Key

Connection to Organization’s Success

Scoring Key

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.

Connection to Organization’s Success

Level Count Percent

Keep It Up 35 57%

Almost There 24 39%

Shaky Ground 1 2%

Scoring Key

Job Satisfaction

Scoring Key

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.

Job Satisfaction

Level Count Percent

Keep It Up 25 41%

Almost There 30 49%

Shaky Ground 3 5%

Scoring Key

Co-Worker Relationships

Scoring Key

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.

Co-Worker Relationships

Level Count Percent

Keep It Up 18 30%

Almost There 40 66%

Shaky Ground 2 3%

Scoring Key

Key Driver Summary

Key DriverKeep It

UpAlmost There

Shaky Ground Derailing

Trust in Leadership 11% 66% 16% 7%Manager Relationship 21% 51% 21% 7%Discretionary Effort 54% 44% 2% 0%Utilization of Strengths 39% 56% 5% 0%Development Opportunities 21% 57% 16% 5%Pride in Organization 48% 44% 5% 3%Connection to Org Success 57% 39% 2% 2%Job Satisfaction 41% 49% 5% 5%Co-Worker Relationships 30% 66% 3% 1%

Employee Engagement by Demographic Group

1. Education

2. Length of Service

3. Gender

4. Generation

5. Bargaining Unit

Demographic Groups

Results by Education

Scoring Key

Education AAS BA BS MSNot

Reported Grand 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

Count 3 4 13 12 21 61

Note: There was not enough data (less than 3 responses) to report AS, BSED, EDD, MBA, MED or MSC results.

Results by Length of Service

Comments: • Pride in Organization jumps almost 1 point after 2 years• Job Satisfaction jumps almost .75 after 2 years

Scoring Key

Length of Service1 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 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 Count 10 14 16 9 12 61

Note: There was no data for Less than 1 year.

Results by Gender

Scoring Key

Gender Female Male Grand 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 Count 41 20 61

Results by Generation

Scoring Key

Generation Gen XBaby

Boomer Grand TotalTrust 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 Count 15 46 61

Results by Bargaining Unit

Comments: • Faculty are most engaged

Scoring Key

Bargaining Unit

AFSCME-203

(Service)AFSCME-206

(Clerical)AFSCME-207 (Technical)

Mn Asso of Professional

MN State College Faculty Grand 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 Count 36 61

Note: There was not enough data (less than 3 responses) to report Commissioner’s Plan, Excluded Administrators or Middle Management Association results.

High Achiever and High Potential

Comments: •92% of employees believe they are high achievers •37% aspire to leadership positions—what are the opportunities?

High Achiever and High Potential

Categories Count PercentBoth HA & HP 16 26%High Achievers (HA) Only 28 46%High Potential (HP) Only 7 11%Neither HA or HP 10 16%

Written Comments Summary

Written Comments – Key Themes (in order of # of comments)

How personally connected to your job and motivated to excel in work:

• 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…”

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:

• 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”

Recommendations

• 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)

• 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 employee engagement survey results

Documents

employee engagement survey -...

2016 trends in global employee engagement€¦ · 2 2016...

employee engagement survey -...

employee satisfaction & employee engagement

2017 trends in global employee engagement€¦ · 2 2017...

employee engagement customer satisfaction = business...

employee engagement for customer engagement

summary employee engagement analysis report€¦ ·...

strategic employee engagement in organisations · 1....

2017 trends in global employee engagement · 7 2017 trends...

31st january 2015€¦ · 1. employee engagement: how much...

employee engagement abcs - david zinger...employee...

analysis and recommendation of employee engagement...

2016 trends in global employee engagement · 2 2016 trends...

welcome to employee engagement specialist certification ·...

employee engagement vs employee satisfaction

measuring employee engagement efficiently and...

employee engagement a study of employee engagement at topaz

employee engagement employee engagement in indian scenerio...

employee engagement and commitment - wuve.pw · employee...