Overall Rating | Gold - expired |
---|---|
Overall Score | 77.90 |
Liaison | Katie Maynard |
Submission Date | March 4, 2021 |
University of California, Santa Barbara
PA-13: Assessing Employee Satisfaction
Status | Score | Responsible Party |
---|---|---|
0.61 / 1.00 |
Jewel
Persad Sustainability Manager Administration |
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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:
61
A brief description of the institution’s methodology for evaluating employee satisfaction and engagement:
The University of California Staff Engagement Survey was first conducted in 2012 and then again in 2015, 2017, and 2019. It is aimed (a) to understand the current state of engagement of the UC workforce system-wide and how it differs according to key organizational segments and demographics; (b) determine what drives engagement at UC; (c) identify strengths to build on and opportunities to address, that is, be able to create a shortlist of actions to respond to these issues and improve employee engagement across the system; and (d) facilitate Involvement and communication with leaders and employees throughout the process. The survey was developed and administered in consultation with Towers Watson. The next survey is scheduled for the Spring of 2021.
A brief description of the mechanism(s) by which the institution addresses issues raised by the evaluation:
The first University of California Staff Engagement Survey was conducted in 2012. Following the compilation of the survey results, an open meeting was held to share the results. Since then, the University of California conducts a staff engagement survey every two years. Three key engagement drivers are identified every two years which the UC Santa Barbara campus focuses attention and activities on: Career Development, Communication, Performance Management, Wellness and Working Relationships have been key drivers. Over the past five years between 2015 and 2020, a number of programs, improvements, and activities were focused in these areas including but not limited to a new first year employee experience program, a digital employee social media platform, annual service milestone celebration events, an enhanced mentoring program and career development resources, staff communication publications, an updated website for Human Resources, and a new modern performance development and performance evaluation approach.
Optional Fields
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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