|Submission Date||Sept. 25, 2018|
Illinois Institute of Technology
PA-12: Assessing Employee Satisfaction
|0.62 / 1.00||
Assistant Director of Sustainability
Office of Campus Energy & Sustainability
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?:
Percentage of employees (staff and faculty) assessed, directly or by representative sample (0-100):
A brief description of the institution’s methodology for evaluating employee satisfaction and engagement:
Illinois Tech conducts the Staff Speak Survey in even numbered years, with the last in the fall of 2016 and the next scheduled for the fall of 2018.
100% of staff are invited to participate in the Staff Speak Survey. Of the 751 invitations sent, 466 responded - a 62% response rate.
The Staff Speak Survey contains 66 items - 61 items rated on a scale of 1 (strongly disagree) to 5 (strongly agree) and five open-ended questions. The 61 scaled questions cover the following areas, which are listed alphabetically:
Career Progressions, Culture, Engagement, Image & Reputation, The Job, Organizational Operations, Organizational Strategy, Recognition & Appreciation, Senior Leadership, Teamwork & Communication, Training & Development
The 2016 survey was administered in the fall, with the initial announcement on November 16, 2016, and a start date of November 28. The final survey reminder was sent on December 13, 2016, with the survey closing on December 16, 2016.
A brief description of the mechanism(s) by which the institution addresses issues raised by the evaluation (including examples from the previous three years):
As of 2016, the Illinois Tech President’s Staff Advisory Council (StaffAC) is responsible for the Staff Speak Survey with administration and analysis support provided by Illinois Tech’s Center for Research and Service (CRS).
After the StaffAC received the results from the CRS, focus groups were held to discuss overall results in more detail with staff, as well as unit-specific focus groups where development areas differed from overall university-wide areas. Developmental priorities are the three areas with the lowest category scores.
Once focus groups concluded, a thematic analysis was performed. The Council used the thematic results to establish recommendations for the President to address the developmental areas presented on the survey. Once the President approved the recommendations, the StaffAC met with all vice presidents, vice provosts, and deans to discuss the recommendations, then proceeded to follow up with specific departments to make sure recommendations were implemented.
Example: Revision of the Staff Awards & Holiday Party
Previously, the university recognized work anniversaries in an invitation-only ceremony in mid-November; presented up to three staff awards (exemplary employee with 3 years of service or less, exemplary employee with more than 3 years of service, and exemplary team accomplishment) in February/March; and held a Holiday Party at the beginning of December.
Based upon survey feedback, the StaffAC proposed and received approval to work with Human Resources and the Quality of Work/Life Committee to combine the three events into one, which resulted in an afternoon of celebration for staff accomplishments. Prior to the 2017 December Holiday Party, an open-to-all service award ceremony was held and, beginning in 2018, up to four revised collaboration-focused awards will be distributed to recognize cross-departmental collaboration efforts. Staff receiving a service or collaboration award may invite family and friends to the ceremony and bring them to the holiday party.
The StaffAC is also working with the Vice President of Administration and Associate Vice President of Human Resources to enable managers across the university to provide more individual recognition as part of their department practices.
Example: Communication with/from Senior Leadership
Previously, staff at the university felt disengaged from upper administration and the strategic direction of the university.
Based upon survey feedback, the StaffAC proposed and received approval to host Town Hall meetings throughout the year at which senior administrators would provide an overview of the key responsibilities and most pressing issues in their areas and answer questions - some of which were submitted anonymously, while other were asked during the Q&A segment of the Town Hall.
To address disconnection from the university’s strategic direction, the StaffAC partnered with the University Faculty Council to co-sponsor a series of “Future of Higher Education” forums in which faculty and staff participants surfaced ideas and developed recommendations for updating the strategic plan.
The website URL where information about the programs or initiatives is available:
Additional documentation to support the submission:
The information presented here is self-reported. While AASHE
staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.
The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution and complete the Data Inquiry Form.