| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 60.39 |
| Liaison | Christina Olsen |
| Submission Date | March 30, 2021 |
British Columbia Institute of Technology
PA-13: Assessing Employee Satisfaction
| Status | Score | Responsible Party |
|---|---|---|
|
1.00 / 1.00 |
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Has the institution conducted a survey or other evaluation that allows for anonymous feedback to measure employee satisfaction and engagement during the previous three years?:
Yes
Percentage of employees assessed, directly or by representative sample:
100
A brief description of the institution’s methodology for evaluating employee satisfaction and engagement:
BCIT conducts an annual Engagement Survey in the fall. 42% of employees responded for a representative sample of academic and non-academic staff.
Employee engagement is a good gauge of organizational health and it is a measure of BCIT’s commitment to be a people-focused organization. We think regularly measuring employee engagement will help the Institute remain focused on the things that matter most to BCIT employees and given the extraordinary challenges 2020 presented, it was especially important to invite employee feedback.
The 2020 Pulse Check survey asked the same questions as the 2019 survey, with four additional questions related to COVID-19 impacts. The survey was available to all active employees of BCIT to complete online.
The overall employee engagement score represents the percentage of BCIT employees who are engaged. Engagement is determined by how they answer the six Say-Stay-Strive questions. This is based on research/validation that demonstrates that certain employee behaviours (Say, Stay, Strive behaviours) are linked to better organizational results (thus validates why it is important to focus on these behaviours and that they are linked to organizational success). Examples include: Talent (better retention, lower absenteeism, better wellness), Operational (higher productivity, better safety), Customer (higher customer satisfaction scores, higher NPS, better customer retention), Financial (better revenue/sales growth, better operating margin/income, better total shareholder returns).
Employee engagement is a good gauge of organizational health and it is a measure of BCIT’s commitment to be a people-focused organization. We think regularly measuring employee engagement will help the Institute remain focused on the things that matter most to BCIT employees and given the extraordinary challenges 2020 presented, it was especially important to invite employee feedback.
The 2020 Pulse Check survey asked the same questions as the 2019 survey, with four additional questions related to COVID-19 impacts. The survey was available to all active employees of BCIT to complete online.
The overall employee engagement score represents the percentage of BCIT employees who are engaged. Engagement is determined by how they answer the six Say-Stay-Strive questions. This is based on research/validation that demonstrates that certain employee behaviours (Say, Stay, Strive behaviours) are linked to better organizational results (thus validates why it is important to focus on these behaviours and that they are linked to organizational success). Examples include: Talent (better retention, lower absenteeism, better wellness), Operational (higher productivity, better safety), Customer (higher customer satisfaction scores, higher NPS, better customer retention), Financial (better revenue/sales growth, better operating margin/income, better total shareholder returns).
A brief description of the mechanism(s) by which the institution addresses issues raised by the evaluation:
The results were presented to the BCIT community at the Employee Engagement Townhall via Zoom on January 21, 2021. Attendees were invited to participate in breakout discussions with Institute leaders. Leaders were available to answer questions on engagement initiatives, hear ideas and suggestions, and gather specific feedback on several areas of engagement.
Locally, leaders have been asked to collaboratively identify several engagement initiatives for fiscal year 2021/22. Local engagement action plans are to be submitted to Organizational Development.
The Organizational Development team will collaboratively identify several engagement initiatives at the Institute level, expected to positively improve engagement. The Institute’s Engagement Action Plan is confidential and will be shared internally by April 30, 2021 and there will be a few progress reports throughout 2021/22.
Locally, leaders have been asked to collaboratively identify several engagement initiatives for fiscal year 2021/22. Local engagement action plans are to be submitted to Organizational Development.
The Organizational Development team will collaboratively identify several engagement initiatives at the Institute level, expected to positively improve engagement. The Institute’s Engagement Action Plan is confidential and will be shared internally by April 30, 2021 and there will be a few progress reports throughout 2021/22.
Optional Fields
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Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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