1. Phoenix College Employee Climate Survey Report September 2004

2. Outline

• Study Purpose

• Study Process

• Summary Results

• Conclusions

• Results Comparison

• Recommendations

• Appendix

3. Study Purpose

• Measure employees sense of well-being

• Measure employees sense of satisfaction

• Determine the degree to which MCCCD and Phoenix College is an employer of choice

4. Study Deliverables

• Recommendations regarding survey content and design

• Strategy for engaging the Colleges workforce in the survey process

• Final report including executive summary, summary of the methodology used, college-wide and department results

• Working papers and reports

• Presentation of survey results

5. Study Process

• Employee climate surveys were sent to 1062 possible respondents

• The questionnaire included 78 questions regarding the following factors :

• • Morale and trust

• • Management support

• • Performance feedback/performance management

• • Communication and empowerment

• • College wide vs. department change

• Detailed questions and responses are provided in the Appendix

• The questionnaires were anonymous, printed on security paper, and were returned to our office for analysis

• 400 surveys were returned by the due date

• 396 were entered (4 were returned blank)

6. Study Process

7. Study Process

8. Study Process

9. Study Process

10. Study Process

11. Study Process

12. Study Process

• The response rate was 37% (61% excluding adjunct faculty)

• A 50% response rate is typical of this type of survey

• While disappointed, the sample size is sufficient to generate a 95% confidence level

• Results are statistically valid within +/- .25

• Lower than desired response rate indicates both a level of apathy among employees, as well as a sense of distrust regarding the process.

13. Study Process

• Demographic categories were consolidated into groups representing sufficient data for analysis and conclusions:

• • Position

• • • faculty

• • • non-faculty

• • Age

• • • 18-35

• • • 36-45

• • • 46-55

• • • 55-65+

• • Ethnicity

• • • caucasian

• • • non-caucasian

14. Study Process

• • Gender

• • • male

• • • female

• • Years of Service

• • • 0-1

• • • 2-5

• • • 6-10

• • • 11-15

• • • 16-20

• • • 20+

15. Study Process

• Scores are based on the following key:

• • Strongly Agree = 1

• • Agree = 2

• • Neutral = 3

• • Disagree = 4

• • Strongly Disagree = 5

• Scores less than 3 represent agreement; the lower the score means a more positive reaction

• Scores greater than 3 represent disagreement; the higher the score means a more negative reaction

16. Summary Results

17. Summary Results

18. Summary Results

19. Summary Results

20. Summary Results

21. Summary Results

22. Conclusions

• The results are generally neutral to positive

• Overall we found some patterns to the responses based on demographic information

• • Those younger in age and with fewer years of service averaged more positive scores than the average of the College on:

• • • Morale and Trust

• • • Management Support

• • • Performance Feedback/Performance Management

• • • Change within College and Department

• • Faculty also averaged more positive scores than the average of non-faculty and the College on all factors assessed:

• • • Morale and Trust

• • • Management Support

• • • Performance Feedback/Performance Management

• • • Communication and Empowerment

23. Conclusions

• Areas where scores were greater than neutral, reflecting more negativity and identified as potential problem areas are:

• • Trust in leadership (question 12)

• • Confidence in leadership (question 13)

• • Fair and equitable hiring process (question 20)

• • Employee input considered in decision-making (question 32)

• • Equal respect for all jobs (question 36)

• • Results of climate survey will influence decisions to improve dept/college (question 53)

• • Too much change (question 55)

• • Decision-making involves employees who are most knowledgeable about issue (question 59)

• • Existence of collaborative decision-making among administration and employees (question 60)

• • Cooperation of work groups to minimize duplication of effort (question 63)

24. Conclusions

• The survey provided employees with an opportunity to make any comments they wanted. While the majority of employees made comments, the following reflect those made most frequently:

• • • Frequent Positive Comments

• • Phoenix College is a wonderful place to work

• • Satisfied in college and department

• • Campus and department runs smoothly

• • Specific employees named as outstanding, efficient and great leaders

• • Support given from coworkers

• • Coworkers are approachable and friendly

25. Conclusions

• • • Frequent Negative Comments

• • President does not lead, poor decision maker

• • Mistrust and poor communication with leadership

• • Low morale

• • No vision

• • Racist culture, reverse discrimination

• • Favoritism exhibited in various departments

• • Phoenix College is not a fair place to work

• • Atmosphere less friendly and more strained, depressing place to work

• • President and Deans dont get along and dont work together

• • Disorganization

• • Lack of respect shown to lower ranks

• • Specific employees named as being incompetent and creating a negative climate

• • The District is responsible for negative climate, not the College

• • Substandard facilities

• • President isnt seen around campus

26. Conclusions

• In comparison with other colleges and other governmental organizations that we have surveyed, Phoenix College scores more positive than others

27. Results Comparison

28. Recommendations

• Cultural and managerial changes may need to be made.

• We believe that the management changes will need to be made first, and that cultural changes will follow.

• The College needs to select and place strong Administrators who can lead the College to meet the challenges of future years. The alternative is to provide guidance and direction to current administrators so that they can develop and apply the needed skills. Where appropriate, the College should retain an organizational development specialist to work with the Administration with the objective of improving their working relationships.

• Administrators need to be held accountable for results and they, in turn, need to train their subordinates to establish objectives and be held accountable for meeting them.

• Increase communication with College employees regarding various policies and procedures. Efforts should focus on getting employees to better understand both what is done and why they are done.

29. Recommendations

• The College should review the various initiatives that are underway and establish priorities so that change can be managed.

• Although survey responses were generally neutral to positive, those issues that received the most comment should be targeted for attention in a logical and orderly fashion. The College should share the survey results, along with a plan as to the sequence in which each issue will be addressed and the manner in which it will be addressed. Progress on each issue should be communicated to College employees.

• Where there are positive elements, the College should make every effort to emphasize those as a means of off-setting negative views held by other employees.

30. Appendix