| Overall Rating | Silver - expired |
|---|---|
| Overall Score | 50.74 |
| Liaison | Catherine Lockhart |
| Submission Date | Sept. 23, 2019 |
Lawrence University
PA-13: Assessing Employee Satisfaction
| Status | Score | Responsible Party |
|---|---|---|
|
0.70 / 1.00 |
Kelsey
McCormick Sustainability Coordinator President's Office |
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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:
70
A brief description of the institution’s methodology for evaluating employee satisfaction and engagement:
Lawrence evaluates employee satisfaction and engagement through surveys. Previously, a staff climate survey would be administered to staff every 2-3 years. As of 2018 a larger Campus Climate Survey, which is distributed to students, staff and faculty, addresses these topics. The 2018 Campus Climate Survey was administered to all students faculty and staff. Individuals received an email with a personalized link to track whether or not they took the survey. Topics of evaluation included Communication & Morale, Job Satisfaction, Sources of Stress, Diversity, and the University Community. Results of the survey are anonymous and are analyzed by the Office of Diversity and Inclusion.
A brief description of the mechanism(s) by which the institution addresses issues raised by the evaluation:
Response to the 2015 staff survey is described below as response to the 2018 Campus Climate Survey have not yet been finalized. Results of the staff survey were analyzed to generate themes and areas for the university to focus on.
Key themes:
1) Create efficiencies in work
2) Establish a clear process and supportive environment to share ideas and feedback.
3) Provide additional training and development opportunities.
4) Create an environment embracing diversity and inclusion.
5) Enhance the performance review process to enhance ongoing feedback to align with the university’s priorities.
Action items were shared with senior leadership to create specific plans within their respective areas to address the feedback. A report to the entire staff was shared in May of 2015 to recap results and action items.
Progress on the key themes:
1) Create efficiencies in work – Each supervisor has made efficiency a focus within their respective areas. Exercises to evaluate necessity and efficiency occur on an ongoing basis.
2) Establish a clear process and supportive environment to share ideas and feedback – The Human Resources service model has been adjusted to provide one point of contact outside of an employee’s home office that they can work with regarding questions and concerns. Each supervisor has provided guidance as to the most efficient ways to share feedback within their office.
3) Provide additional training and development opportunities – The Human Resources Department has championed a new training platform to assist in professional training and development for staff. Other campus departments have also increased programming opportunities to further create a culture of learning.
4) Create an environment embracing diversity and inclusion – We added a Vice President for Diversity & Inclusion to spearhead diversity initiatives across campus in 2016.
5) Enhance the performance review process to enhance ongoing feedback to align with the university’s priorities – This is still ongoing. There are currently multiple options for providing annual feedback, a more formal one to one practice between employees and supervisors is being established in addition to mentorship opportunities within and across departments.
Key themes:
1) Create efficiencies in work
2) Establish a clear process and supportive environment to share ideas and feedback.
3) Provide additional training and development opportunities.
4) Create an environment embracing diversity and inclusion.
5) Enhance the performance review process to enhance ongoing feedback to align with the university’s priorities.
Action items were shared with senior leadership to create specific plans within their respective areas to address the feedback. A report to the entire staff was shared in May of 2015 to recap results and action items.
Progress on the key themes:
1) Create efficiencies in work – Each supervisor has made efficiency a focus within their respective areas. Exercises to evaluate necessity and efficiency occur on an ongoing basis.
2) Establish a clear process and supportive environment to share ideas and feedback – The Human Resources service model has been adjusted to provide one point of contact outside of an employee’s home office that they can work with regarding questions and concerns. Each supervisor has provided guidance as to the most efficient ways to share feedback within their office.
3) Provide additional training and development opportunities – The Human Resources Department has championed a new training platform to assist in professional training and development for staff. Other campus departments have also increased programming opportunities to further create a culture of learning.
4) Create an environment embracing diversity and inclusion – We added a Vice President for Diversity & Inclusion to spearhead diversity initiatives across campus in 2016.
5) Enhance the performance review process to enhance ongoing feedback to align with the university’s priorities – This is still ongoing. There are currently multiple options for providing annual feedback, a more formal one to one practice between employees and supervisors is being established in addition to mentorship opportunities within and across departments.
Optional Fields
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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