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.
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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
Northwest Technical College
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!
Northwest Technical College
• 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!
Northwest Technical College
Northwest Technical College
The Other News
• Engagement Grade Overall = B -• Weakest Engagement Drivers
Trust in LeadersManager RelationshipsDevelopment Opportunities
Northwest Technical College
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
Northwest Technical College
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
Northwest Technical College
Average Score: 4.74
Employee Engagement by Key Driver
Engagement Score by Key Driver (sorted by results)
Northwest Technical College
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
Northwest Technical College
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
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
Northwest Technical College
Level Count Percent
Keep It Up 7 11%
Almost There 40 66%
Shaky Ground 10 16%
Derailing 4 7%Average Score: 4.24
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
Manager Relationships
Northwest Technical College
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
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
Northwest Technical College
Level Count Percent
Keep It Up 13 21%
Almost There 31 51%
Shaky Ground 13 21%
Derailing 4 7%
Average Score: 4.46
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
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
Northwest Technical College
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
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
Northwest Technical College
Level Count Percent
Keep It Up 33 54%
Almost There 27 44%
Shaky Ground 1 2%
Derailing 0 0%Average Score: 5.49
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
Utilization of Strengths and Talents
Northwest Technical College
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
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
Northwest Technical College
Level Count Percent
Keep It Up 24 39%
Almost There 34 56%
Shaky Ground 3 5%
Derailing 0 0%Average Score: 5.26
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
Comment: 95% of employees feel they are using “motivated skills” at work!
Development Opportunities
Northwest Technical College
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
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
Northwest Technical College
Level Count Percent
Keep It Up 13 21%
Almost There 35 57%
Shaky Ground 10 16%
Derailing 3 5%Average Score: 4.60
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
Pride in Organization
Northwest Technical College
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
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
Northwest Technical College
Level Count Percent
Keep It Up 29 48%
Almost There 27 44%
Shaky Ground 3 5%
Derailing 2 3%Average Score: 5.16
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
Connection to Organization’s Success
Northwest Technical College
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
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
Northwest Technical College
Level Count Percent
Keep It Up 35 57%
Almost There 24 39%
Shaky Ground 1 2%
Derailing 1 2%Average Score: 5.44
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
Job Satisfaction
Northwest Technical College
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
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
Northwest Technical College
Level Count Percent
Keep It Up 25 41%
Almost There 30 49%
Shaky Ground 3 5%
Derailing 3 5%Average Score: 5.11
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
Co-Worker Relationships
Northwest Technical College
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
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
Northwest Technical College
Level Count Percent
Keep It Up 18 30%
Almost There 40 66%
Shaky Ground 2 3%
Derailing 1 2%Average Score: 5.05
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
Key Driver Summary
Northwest Technical College
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
Northwest Technical College
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
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
Northwest Technical College
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
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
Northwest Technical College
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
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
Northwest Technical College
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
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
Northwest Technical College
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
Bargaining Unit
AFSCME-203
(Service)AFSCME-206
(Clerical)AFSCME-207 (Technical)
Mn Asso of Professional
Empl
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
Northwest Technical College
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:
Northwest Technical College
• 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:
Northwest Technical College
• 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)
Northwest Technical College
• 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