| Overall Rating | Silver |
|---|---|
| Overall Score | 51.59 |
| Liaison | Maria Mendes |
| Submission Date | Aug. 4, 2022 |
Red River College Polytechnic
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:
In fall 2019, RRC Polytech invited all college employees to complete an employee engagement survey as the first step of an ongoing employee engagement initiative. Over 1,600 employees participated – 79% of full-time employees, 50% of part-time employees, 61% of casual and/or contract employees. In February 2020, the results were presented college-wide and the data was used to inform discussions for employee focus groups hosted in November 2020 .
To keep engagement and feedback channels open, we now have an employee pulse survey that goes out 2 – 4 times as year to all active staff (employees and instructors) which assesses overall satisfaction and solicits feedback on specific topical issues (e.g. COVID protocols). The response rate for each of the last two pulse surveys was about 41%.
To keep engagement and feedback channels open, we now have an employee pulse survey that goes out 2 – 4 times as year to all active staff (employees and instructors) which assesses overall satisfaction and solicits feedback on specific topical issues (e.g. COVID protocols). The response rate for each of the last two pulse surveys was about 41%.
A brief description of the mechanism(s) by which the institution addresses issues raised by the evaluation:
The results of the first employee survey were used to identify issues of concerns to address through focus groups to get a deeper understanding of some of the issues staff face.
In addition, to build on the feedback received, the college gathered a group of Culture Champions from all areas of the college who are playing an important role in shaping our future actions. To perform at their best, organizations need to create opportunities for employees to thrive while aligning with their strategic goals. How employees define and shape their workplace culture is critical to the success of an organization, and our Culture Champions help implement and sustain cultural change. As well, Culture Champions help ensure dialogue across the College is captured as we move through our corporate engagement initiative. Rather than a solely top-down approach, action planning, solutions, and more is being generated from this group of employees at a grassroots level.
Regular pulse surveys are also part of our ongoing and continuous effort towards employee engagement - results are reported to various leadership groups and any issues or actionable items are then further directed through designated channels (e.g. working groups) for additional consideration and action planning. Many questions were designed specifically to inform short- and long-term action planning (e.g. COVID protocols and team action plans).
Finally, based on the feedback and engagement, teams will be developing action plans to best support each other – this means celebrating what we’re already doing well, brainstorming ways we can improve, and taking steps to make change happen. Accountability is a cornerstone of engagement and it’s up to each of us to help steer our course moving forward.
In addition, to build on the feedback received, the college gathered a group of Culture Champions from all areas of the college who are playing an important role in shaping our future actions. To perform at their best, organizations need to create opportunities for employees to thrive while aligning with their strategic goals. How employees define and shape their workplace culture is critical to the success of an organization, and our Culture Champions help implement and sustain cultural change. As well, Culture Champions help ensure dialogue across the College is captured as we move through our corporate engagement initiative. Rather than a solely top-down approach, action planning, solutions, and more is being generated from this group of employees at a grassroots level.
Regular pulse surveys are also part of our ongoing and continuous effort towards employee engagement - results are reported to various leadership groups and any issues or actionable items are then further directed through designated channels (e.g. working groups) for additional consideration and action planning. Many questions were designed specifically to inform short- and long-term action planning (e.g. COVID protocols and team action plans).
Finally, based on the feedback and engagement, teams will be developing action plans to best support each other – this means celebrating what we’re already doing well, brainstorming ways we can improve, and taking steps to make change happen. Accountability is a cornerstone of engagement and it’s up to each of us to help steer our course moving forward.
Optional Fields
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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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 or simply email your inquiry to stars@aashe.org.