| Overall Rating | Gold |
|---|---|
| Overall Score | 76.52 |
| Liaison | Maria Kirrane |
| Submission Date | July 28, 2022 |
University College Cork - National University of Ireland, Cork
PA-13: Assessing Employee Satisfaction
| Status | Score | Responsible Party |
|---|---|---|
|
1.00 / 1.00 |
John
O'Halloran Deputy President and Registrar Office of the Deputy President and Registrar |
"---"
indicates that no data was submitted for this field
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:
On conclusion of Staff Wellbeing & Development workshops in May/June annually, an anonymous survey is issued to get feedback on our programmes, events, supports and activities and what staff would like to see in place the following year to support their wellbeing and development. Survey results are available for the last 6 years.
The survey is issued to all UCC staff and all responses are assessed. Responses for the past 2 years have been 74 and 120 respectively. Staff are given 2 to 3 weeks to complete the questionnaire and reminded at intervals to complete the survey. The breakdown of staff who participated in 2021 survey is as follows:
• 77% - full time & 23% part-time
• 80% female
• Administrative staff = 62%
• Academic staff = 29%
• Research & Technical = 9%
UCC’s Wellbeing and Development Unit invites feedback on all programmes using Level 1 of Kirkpatrick evaluation method for most programmes by gathering information on staff reaction to the programmes. Longer programmes use Level 2 and Level 3 of the model to get feedback on how the training programmes have impacted on their roles and records any behaviour changes.
Participants on Digital Badge programmes submit a reflective piece with information on the impact of the training. Staff wellbeing & Development invites feedback on all programmes, through online evaluation forms which are reviewed and acted upon by the team where appropriate. The team receive ongoing feedback from colleagues with regular feedback from management and the HR Business teams.
Sample Responses
When asked how participation has impacted their role / work practices / wellbeing, the replies included:
• Improved confidence, reduced stress, sense of comradery, broadened network
• Better working relationships, developed as a manager
• More productive & better organised
• Increased wellbeing & Fitness
The survey is issued to all UCC staff and all responses are assessed. Responses for the past 2 years have been 74 and 120 respectively. Staff are given 2 to 3 weeks to complete the questionnaire and reminded at intervals to complete the survey. The breakdown of staff who participated in 2021 survey is as follows:
• 77% - full time & 23% part-time
• 80% female
• Administrative staff = 62%
• Academic staff = 29%
• Research & Technical = 9%
UCC’s Wellbeing and Development Unit invites feedback on all programmes using Level 1 of Kirkpatrick evaluation method for most programmes by gathering information on staff reaction to the programmes. Longer programmes use Level 2 and Level 3 of the model to get feedback on how the training programmes have impacted on their roles and records any behaviour changes.
Participants on Digital Badge programmes submit a reflective piece with information on the impact of the training. Staff wellbeing & Development invites feedback on all programmes, through online evaluation forms which are reviewed and acted upon by the team where appropriate. The team receive ongoing feedback from colleagues with regular feedback from management and the HR Business teams.
Sample Responses
When asked how participation has impacted their role / work practices / wellbeing, the replies included:
• Improved confidence, reduced stress, sense of comradery, broadened network
• Better working relationships, developed as a manager
• More productive & better organised
• Increased wellbeing & Fitness
A brief description of the mechanism(s) by which the institution addresses issues raised by the evaluation:
The annual survey is an important tool for the Wellbeing & Development unit and is used to enhance, develop and improve programmes. Results from the survey are used by the team in planning for the next year. The team has an agile approach and actively seeks feedback on how to best support staff. The unit has regular engagement with senior management and HR Business and the survey results are communicated to stakeholders.
The wellbeing programme and initiatives are informed by staff surveys including the EDI survey and by Employee Assistance Service reports which highlight the main supports sought by staff. Programmes are delivered by a mixture of internal and external experts to address these issues. The Wellbeing team provide induction training and individual and team interventions to foster a culture of staff wellbeing. A monthly programme of wellbeing activities is circulated to all staff and HR staff receive monthly wellbeing bulletins.
The university has been recognised nationally for its commitment to staff wellbeing. In 2018, UCC became the first Irish university to be awarded the IBEC Keep Well Standard. The university contributed nationally to the HE Wellbeing Symposium in 2021.
UCC has led the way with innovative wellbeing staff supports including becoming the first university to introduce a coaching panel of professional coaches available to support staff wellbeing.
UCC’s commitment to staff wellbeing was central to business continuity during the Covid-19 pandemic with the following Wellbeing protocols being adopted for Hybrid working and working from home.
Meeting Timings
• Core hours under Athena Swan for meetings (10am-4pm) while noting not all can do this at present with challenges of working from home
• Build in time (i.e., morning or afternoon weekly) to allow for no meetings to allow research/preparation to be undertaken (at local level)
Meeting Duration
• 45 minutes rather than a standard hour with 15 mins break prior to the next meeting
• Focus and encourage a more decision-focused culture in meetings
Meeting Agenda
• An item ‘Staff Wellbeing’ (what practices are working in your area, what practices should continue, what practices need tweaking or adopting) be added to local agendas of meetings
Email protocol
• Introduce email protocol - advising staff not to send emails after 6pm but to wait until following morning
The wellbeing programme and initiatives are informed by staff surveys including the EDI survey and by Employee Assistance Service reports which highlight the main supports sought by staff. Programmes are delivered by a mixture of internal and external experts to address these issues. The Wellbeing team provide induction training and individual and team interventions to foster a culture of staff wellbeing. A monthly programme of wellbeing activities is circulated to all staff and HR staff receive monthly wellbeing bulletins.
The university has been recognised nationally for its commitment to staff wellbeing. In 2018, UCC became the first Irish university to be awarded the IBEC Keep Well Standard. The university contributed nationally to the HE Wellbeing Symposium in 2021.
UCC has led the way with innovative wellbeing staff supports including becoming the first university to introduce a coaching panel of professional coaches available to support staff wellbeing.
UCC’s commitment to staff wellbeing was central to business continuity during the Covid-19 pandemic with the following Wellbeing protocols being adopted for Hybrid working and working from home.
Meeting Timings
• Core hours under Athena Swan for meetings (10am-4pm) while noting not all can do this at present with challenges of working from home
• Build in time (i.e., morning or afternoon weekly) to allow for no meetings to allow research/preparation to be undertaken (at local level)
Meeting Duration
• 45 minutes rather than a standard hour with 15 mins break prior to the next meeting
• Focus and encourage a more decision-focused culture in meetings
Meeting Agenda
• An item ‘Staff Wellbeing’ (what practices are working in your area, what practices should continue, what practices need tweaking or adopting) be added to local agendas of meetings
Email protocol
• Introduce email protocol - advising staff not to send emails after 6pm but to wait until following morning
Optional Fields
Additional documentation to support the submission:
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.