creating a culture of engagement and other trends in higher...

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Creating a Culture of Engagement and Other Trends In Higher Education

NJ CUPA HR2015 Winter Session

February 13, 2015

Eileen Filliben Edmunds, JD/MBA

Agenda

• Introduction• Great Colleges to Work

For® program• Employer of Choice /

Culture of Engagement• Employee Engagement• Other Trends• Q&A

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ProfileEileen Edmunds, JD/MBAManaging PartnerModernThink

• Attorney turned Advocate for proactive people strategies to improve performance and reduce risk

• Former corporate governance, commercial litigation and employment lawyer

• Dynamic, strategic-thinking author and speaker o Converting Employee Engagement Theory into Actiono Creating a Welcoming and Inclusive Environmento Implementing a Balanced Scorecard to Create a

Sustainable Advantage • JD / MBA from the University of Virginia• Has 6’8” husband who dressed as Leprechaun for

ModernThink’s St. Patrick’s Day party

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ModernThink Background• Organizational development and management

consulting firmo Workplace culture and qualityo Stakeholder engagemento Strategic planning

• City, State and Regional Best Place to Work programs• Great Colleges to Work For® program• Highly customized work within higher education

o Individual institutionso Systems

• Student Engagement / Title IX

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ModernThink developed higher education specific culture survey

with a blue ribbon panel.

The Chronicle and ModernThink launched the Great Colleges

program in 2008with 89 institutions.

43,000 Faculty & Staff surveyed annually from a typical total of 300

institutions; over 1,000 unique institutions have

participated to date.

Great Colleges Background

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Faculty/Staff SurveyAudience: Full-time Administration,Faculty, Exempt & Non-exempt Staff,and Adjuncts.

Size of Survey Audience: Depends onnumber of employees in each jobcategory. Up to 400 or 600 randomlyselected for survey sample.

Administration: Welcome Call andsupport throughout with Great CollegesTeam.

Survey Format: Online.

Timing: March 16 - April 13 (four weeks).

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15 Core Survey DimensionsJob Satisfaction/Support Policies, Resources &

EfficiencyFaculty, Administration & Staff Relations

Teaching Environment Participation in College Governance Internal Communications

Career Development, Research & Scholarship

Connection to Institution & Pride Collaboration

Compensation & Benefits Supervisor/Department Chair Relationship Fairness

Facilities & Security Confidence in Senior Leadership Respect & Appreciation

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Institutional Questionnaire (“IQ”)

What is it? Online survey of your institution’s policies and management practices

Who completes it ? Team approach recommended

Time Investment? 20 to 40 hours

When? February 20 – April 13

Next Year? Many answers pre-populated, so simply update

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Recognition• 12 Recognition Categories based on

the survey themes and responses tothe benefits component of the survey

• Segmented by 4-year and 2-yearcollege categories

• Divided by Student Enrollment Size –o Small (500-2,999),o Medium (3,000 - 9,999 students)

ando Large (more than 10,000 students)

• Institutions can be recognized in oneor more categories

• Special acknowledgement goes tothose institutions honored in multiplerecognition areas. Honor Rollrecognition goes to the top teninstitutions in each 4-year sizecategory and the top four institutionsin each 2-year size category.

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Participation ReportsParticipation in the program includes 3 free reports including 2 one-page graphical summary shows your institution’s overall survey results within 15 different themes by all 3 job categoriesYou will also receive benchmarking data to compare your institution’s results against the Honor Roll as well as Carnegie Classification.

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Detailed Reports

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2015 TimelineDate Activity

February 16 Deadline for Registration in Great Colleges

February 20 – April 13 Members complete IQ

March 6 Deadline to Oversample or Customize

March 16 – April 13 Survey Live Period

July Announcement of Great Colleges Recognition

August/September Participation Reports Delivered

September/October Detailed Reports / Consulting Delivered

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Questions?

Comments?

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Employer of Choice / Culture of Engagement

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Employer of Choice

• Perceived EXTERNALLY to be a great place to work

• Perceived INTERNALLY to be a great place to work

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PredictorsBAROMETER: All things considered, this is a great place towork.

Overall, my department is a good place to work.Our culture is special - something you don’t find just

anywhere.I am provided the resources I need to be effective in my

job.Policies and practices give me flexibility to balance

work/life.There is regular and open communication among F/A/S.F/A/S work together to ensure the success of programs.I am paid fairly for my work.

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The Honor RollSurvey Statement

HonorRoll

Not Recognized

1 My department has adequate faculty/staff to achieve our goals. 57 37

2 Senior leadership regularly models this institution’s values. 83 63

3 The role of faculty in shared governance is clearly stated and publicized. 78 57

4 Senior leadership provides a clear direction for this institution’s future. 75 53

5 Senior leadership communicates openly about important matters. 75 51

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Survey StatementHonor

RollNot

Recognized

6 Our review process accurately measures my job performance. 69 53

7 There’s a sense that we’re all on the same team at this institution. 74 46

8 I can speak up or challenge a traditional way of doing something without fear of harming my career. 71 61

9 At this institution, we discuss and debate issues respectfully to get better results. 73 50

10 We have opportunities to contribute to important decisions in my department. 78 68

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The Honor Roll

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Reflection

What is the difference between

a good place to work anda great place to work?

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Workplace Competencies

LeadershipCapabilityCredibility

AlignmentCollaborationContribution

CommunicationTransparentInteractive

RespectAcknowledgment

Fairness

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Fairness

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Senior Leadership's Influence

“ Trust in executives can have more than twice the impact onengagement levels than trust in immediate managers does. However,consistent with past studies, employees are more likely to trust theirimmediate managers than the executives in their organization.”

“As an executive, you have significant impact on the engagementlevels of people you rarely see – or may have never met. You need tospeak with passion about engagement and business results, but if youdon’t have the trust of the workforce your message will be lost or twisted.Communication needs to be a priority – in frequency, appropriateness,and depth (the “what” and “why”). You also must be diligent in holdingyourself and your peers accountable for building a culture that fuelshigh performance and engagement.”

Blessing White’s 2011 Engagement Report

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Communication by SLs

• 92% use small group meetings• 91% conduct “State of the University”

addresses• 82% hold some type of office hours• 77% participate in Town Hall Meetings

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SL Small Group Meetings -Monthly

50%44% 50%

31%

50%

41%

54%

62%

25%

30%

35%

40%

45%

50%

55%

60%

65%

70%

Honor Roll Small Medium Large

4-year2-year

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Senior Leader Visibility• Rounding• Brown bag lunches• Friday newsletters• Twitter

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Sharing re:Senior LeaderBest Practices

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Fairness

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• For the first time in five years, leading salary surveys reported that increases in faculty salary increases surpassed the rate of inflation.*

• Gap is widening between associate and full-time professors.

Salaries and Pay Raises

Proprietary work product. * American Association of University Professors (AAUP), “Losing Focus: The Annual Report on the Economic Status of the Profession, 2013-14”, ACADEME, March-April 2014

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Salaries and Pay Raises

Annual Average Percent Raise for each Job Category

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“I am regularly recognizedfor my contributions.”

Acknowledgement/ Recognition

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•96% of institutions participating in Great Colleges have years-of-service recognition.

• “. . .tenure-based rewards systems have virtually no impact on organization performance.”*

Recognition

Proprietary work product. * Bersin, Josh, “New Research Unlocks the Secret of Employee Recognition,” Forbes.com, June 13, 2012

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• Best practices in recognition:o Specific results and behaviorso Peer-to-peer as well as top down o Share storieso Easy, frequent, immediateo Tie in to institution’s values and goals

Recognition

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Percentage of institutions that reported having a dedicated plan to recruit a diverse workforce.

Recruiting For Diversity

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• Success factors include:o Concerted effort of faculty, staff and

stakeholderso Expanded dialogueo Appreciation of assets and experience

brought by a diverse workforce

Recruiting for Diversity

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Sharing re: RespectBest Practices

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Fairness

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Connect Your People to Your Institution

• Do your employees know why they matter or why what they do matters?

• Do your employees understand what their colleagues do, how the various pieces fit together and how the institution works?

• Think about performance in the context of contribution.

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Survey StatementHonor

RollNot

Recognized

6 Our review process accurately measures my job performance. 69 53

7 There’s a sense that we’re all on the same team at this institution. 74 46

8 I can speak up or challenge a traditional way of doing something without fear of harming my career. 71 61

9 At this institution, we discuss and debate issues respectfully to get better results. 73 50

10 We have opportunities to contribute to important decisions in my department. 78 68

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The Honor Roll

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Employee Affinity Groups

48%

23%

41%

68%

25%

10%

17%

60%

5%

15%

25%

35%

45%

55%

65%

75%


4-year2-year

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Mentoring Programs

73%

43%

48%

76%

67%

45%

37%

75%

30%35%40%45%50%55%60%65%70%75%80%


4-year2-year

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Training Hours

67%

33%

OtherOrientation

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Hours of Training at 4-yrs

0

5

10

15

20

25

30

35

40

45


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23

42

22

8 7

13

7

1916

19

5

FT FacultyPT Fac / AdjNon-Exempt

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• Adjuncts gaining new traction• Largest and fastest-growing segment of

post-secondary instructional workforce• Some believe that Congress should take

a serious look at adjuncts’ struggles• Others are lobbying for the treatment of

adjuncts to be a criterion in accreditationstandards

Part-time Faculty

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Part-time Faculty

Average Percentage of Faculty Members by Carnegie Classificationworking part-time or part-time, non-tenure track

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Sharing re: AlignmentBest Practices

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Fairness

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Social Media• Colleges and universities are keeping up Facebook,

Twitter, YouTube, Instagram, Flickr, Vimeo, Spotify andFoursquare

• One Pinterest strategy focuses on eleven boards thattout the accomplishments of faculty, staff and studentsand that raise awareness about University programs

• Another school’s YouTube page includes news releases,graduation videos, educational videos, campus tours,student-produced videos and the President’s State ofthe School Address

• Once college uses Flickr to post photos of collegeevents, art shows, talent contents and trainings

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Employee Surveys - Annually

70%

59%

53%

59%

67%

50%

54%

62%

40%

45%

50%

55%

60%

65%

70%

75%

80%


4-year2-year

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• Measure key HR and other metrics around campus becauseyou can't manage what you don't measure

• Boost recruitment and retention of top, diverse faculty and staffwith recognition

• Enhance strategic planning by benchmarking against peersand leveraging industry best practices to improve service andultimately boost loyalty. Survey results can also be used foraccreditation.

• Improve awareness and outcomes by understanding both yourinstitution’s strengths and its weaknesses so that you can buildon what's working well and eliminate obstacles

• Build better communication and trust by soliciting and thenacting on feedback and benchmarking comparisons

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Benefits of Employee Surveys

L _ _ _ _ C _

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L _ T _ _ C _

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L _ T _ _ C E

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L _ T _ U C E

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L _ T T U C E

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L E T T U C E

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Listen

Silent

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“The world is becoming more technologicallycomplex, interdependent, and culturally diverse,which makes the building of relationships more andmore necessary to get things accomplished, and atthe same time, more difficult.

Relationships are the key to good communication;good communication is the key to successful taskaccomplishment...”

Edgar ScheinHumble Inquiry

Relationships and Communication

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Sharing re: Communication

Best Practices

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Employee EngagementCUPA-HR

Employee engagement is the act of committing - rationally or emotionally - to something or someone within the organization. Engaged employees hold a positive emotional connection to

their work. They value, enjoy and believe in their jobs, managers, teams, and organizations.

Research has shown that employee engagement is fundamental to individual productivity and retention as well as organizational

performance.

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• Emotional attachment to job, colleagues and organization that profoundly influences willingness to stay and contribute at highest levels

• An employee's involvement with, commitment to, and satisfaction with work

• Willingness to exert discretionary effort

Employee Engagement

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The service-profit chain

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EngagedEmployees

Engagedcustomers

Creating sustainable profit and

growth

• Recruit engage and retain the best people

• Generate alignment with strategy

• Create an engaging place to work• Effective and engaging

leadership• Powerful, engaging

management• Recognition and rewards• Development and growth of

your people• True dialogue

• Strong focus on the customer• Brand strength – internal and

external• Generate customer satisfaction• Enhance customer loyalty and

advocacy• Improve customer retention rates

• Sales growth• Profit growth• Earnings per share growth

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EngagedFaculty& Staff

Engagedstudents

Better Outcomes

• Recruit engage and retain the best people

• Generate alignment with strategy• Create an engaging place to

work• Effective and engaging

leadership• Powerful, engaging

management• Recognition and rewards• Development and growth of

your people• True dialogue

• Strong focus on the student• Brand strength – internal and

external• Generate student satisfaction• Enhanced student loyalty and

advocacy

• Higher graduation rates• Reputation boost• Higher number of applicants – job

and students

The engagement-outcome chain

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Employee Engagement

33%

49%

18%

Average

EngagedNot EngagedActively Disengaged

Gallup 2010

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67%

26%7%

World Class


Employee Engagement

33%

49%

18%

Average


Gallup 2010

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67%

26%7%

World Class


Employee Engagement

33%

49%

18%

Average


Gallup 2010

9:1 2:1

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A Highly Engaged Workforce

• 70% more likely to exceed performance expectations

• Miss 27% fewer days of work due to illness

• 38% higher customer satisfaction scores

• 22% higher productivity

• 27% more profitable

• Lower voluntary turnoverProprietary work product Sources: Columbia Univ., SHRM, Watson Wyatt Worldwide

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Sharing re: EngagementBest Practices

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Other

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o Most text in the Institutional Questionnaireso Campuses – both large and small - are on the

fore-front of “green initiatives”o Pride in achievement and collective missiono Unique to campuses and geographic locations

Sustainability and Green Initiatives

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• Trends and best practiceso Full time Sustainability Officero Bottle fill stations o LED light fixtureso LCD displays to eliminate papero Expanded recycling programso Bike sharingo Car sharing (ala Zip car)

Sustainability and Green Initiatives

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MOOCs

3% 4%8%

25%

0%

7%

9%5%

0%

5%

10%

15%

20%

25%

30%

35%


4-year2-year

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MOOCs• Employee professional development• Recruitment tool, especially for international

students or underrepresented minorities• Self-paced, competency-based learning

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• Hiring specific Title IX officers, some with JD backgrounds

• Campuses focused on policy and practice revision • New training programs for students• Conducting campus climate surveys

Title IX

Questions?

Comments?

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“Continuous improvement is better than delayed perfection.”

- Mark Twain

Additional Resources

Eileen Filliben Edmunds, JD/[email protected]

302.764.4477

Suzi [email protected]

302.764.4477

www.ModernThink.com76

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