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November 16, 2016
Josh Rosenberg | Senior Assessment ConsultantDr. David Mason | OD Consultant
Employee Engagement ResultsMCCCD
Presented by:
Executive Debrief
® Leadership Intelligence
wise.com-decision// +1.801.515.6500// USA West 450 South, Springville, UT 84663 815
Next Steps6.
Key Findings5.
Comment and Accountability Analyses4.
AnalysisEngagement 3.
Overall Scores2.
The Engagement Lens1.
The Engagement Experience
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MCCCD-Employee Engagement
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Satisfaction
Engagement
The Engagement Experience
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Satisfaction
ConnectionImpactGrowthAutonomyMeaning
CIGAM
The Engagement Experience
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Execute business impact and need to be resolvedNegative perceptions that have a direct •Clear findings that are beyond debate•
Explain Findings that contradict reality •communicationFindings that result from a lack of •
Explore themFindings that raise issues rather than resolve •Findings where there is considerable debate •
Turning Feedback into Results
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below the benchmark of 75% points 38Participation is
represent the populationThe survey participation rate was low but enough to
12,029Anticipated Responses
%37Participation Rate4,482
Actual Responses
p. 14Participation
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Not Applicablet Know / ’Don
6
AgreeStrongly AgreeNeutralDisagree
DisagreeStrongly
54321
Score Calculation Format
Favorable scores are calculated by combining the 4s and 5s
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Overall Score
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Dimension Summary
*Results may not add up to 100% due to rounding.
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Highest Scores
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Lowest Scores
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differencesubstantial a =exceeds 0.4 score that -dA •
score between 0.2 and 0.4 = a moderate difference-dA •
score between 0 and 0.2 = a minor difference from the norm-dA •
determines if the significance is meaningful.calculation d test measures statistical significance and a Cohen's -A t
Statistical Testing
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Benchmarks
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Benchmarks
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Engagement Analysis
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p. 33Engagement Anchor Questions
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You quit, stay, and corrupt.Look for ways to find blame.Speak poorly about the company and leaders.Make sarcastic jokes about work.Bored and frustrated at work.
You are putting in the time.Pay is the primary reason why you stay.Do just enough to get by and not get in trouble.Spend significant time taking care of personal needs.Generally feel underutilized.
You are committed to your job.Rarely stretched by assignments.Respond well to leadership.Stick to what you know and take few risks.
the “strong and steady.”–Meet expectations
You love your job!Work can be stressful but is also rewarding and fun.Take personal satisfaction in the quality of your work. Feel stretched beyond your comfort zone.Constantly learning and taking calculated risks.
(n=202)Fully Disengaged
(n=602)Opportunity Group
(n=2,028)Key Contributor
(n=1,641)Fully Engaged%100
%90
%80
%70
%60
50%
%40
30%
20%
%10
0%
%37
45%
13%
%5
Engagement Index
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2015
Benchmark
DecisionWise
Engagement Index Benchmark p. 35
Fully DisengagedOpportunity GroupKey ContributorFully Engaged
MCCCD
%100
%90
%80
%70
%60
%50
%40
30%
%20
10%
0%
%37
45%
%13
%5 %416%
50%
%30
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p. 3Engagement Driver Analysis
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p. 3Engagement Driver Analysis
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Comment Analysis
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Comment Strengths
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Comment Opportunities
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Accountability Analysis
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Accountability
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Key Themes
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are making an impactin their work and feel they Employees find meaning
Key Findings
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Meaning and Impact–Key Findings
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supervisorsworkers and -to their co
Employees are connected
Key Findings
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Relationship with Coworkers–Key Findings
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onboardingtraining they received while
when asked about the Many employees score low
Key Findings
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Onboard Training–Key Findings
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MCCCD–Item 52
My College/Unit–Item 37
Onboard Training by Tenure–Key Findings
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relating to stressscores on survey items Supervisors have low
Key Findings
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(n=3842)
(n=640)
(n=3842)
(n=640)
(n=3842)
(n=640)
Supervisor Stress–Key Findings
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would like from MCCCDeffective as employees
Communication is not as
Key Findings
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Communication-Key Findings
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their collegenot particularly by MCCCD,
valued by the organization; Many employees do not feel
Key Findings
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Feeling Valued–Key Findings
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Turning Feedback into Results
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• Improving the new employee Onboarding Experience
• Providing better performance management tools and resources for supervisors to successfully coach and develop their team members.
• Communicating in a clear and integrated fashion.
The survey identified three areas of focus. Over the course of the next (fiscal/calendar) year the Chancellor’s Executive Council (CEC) and I are committed to addressing the following developmental opportunities:
Next Steps
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Overall Scores by College
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Colleges-Engagement Index p. 35
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Accountability by College
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