| Overall Rating | Gold |
|---|---|
| Overall Score | 68.39 |
| Liaison | Marianne Martin |
| Submission Date | Sept. 22, 2021 |
University of Colorado Boulder
PA-13: Assessing Employee Satisfaction
| Status | Score | Responsible Party |
|---|---|---|
|
1.00 / 1.00 |
Leslie
Kavanaugh Organization Development Specialist ORGANIZATION AND EMPLOYEE DEVELOPMENT • DIVERSITY & INCLUSIVE EXCELLENCE |
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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:
68
A brief description of the institution’s methodology for evaluating employee satisfaction and engagement:
The survey consists of 54 items across 11 categories of engagement. Staff and faculty received different versions of the survey instrument with some overlap of items. CU Boulder partnered with Arthur J Gallagher, a third party consulting organization, to administer the survey and provide data analysis and reporting access.
A brief description of the mechanism(s) by which the institution addresses issues raised by the evaluation:
CU Boulder Human Resources facilitates two key teams charged with translating survey findings into action plans: the Employee Engagement Champions group with representatives from colleges, schools, and departments; and the Strategic Resources & Support Engagement Task Force representing the departments under the campus Executive Vice Chancellor and Chief Operating Officer. Both groups received training on key engagement concepts, extensive briefings on the data, and prepared recommendations for action. Additionally, all campus leaders (Chancellor, Provost, COO, Deans, and Vice Chancellors) received individual briefings on their area’s engagement results.
Examples of engagement actions departments have taken to address 2020 survey findings:
- Succession planning initiatives to train next generation of leaders (internal promotional & advancement)
- Mentorship program to foster career growth, sense of belonging, affinity, retention
- Organizational restructure and hiring to address workload and resource imbalances
- Revamping internal orientation processes and procedures to improve employee onboarding experience
Examples of engagement actions departments have taken to address 2020 survey findings:
- Succession planning initiatives to train next generation of leaders (internal promotional & advancement)
- Mentorship program to foster career growth, sense of belonging, affinity, retention
- Organizational restructure and hiring to address workload and resource imbalances
- Revamping internal orientation processes and procedures to improve employee onboarding experience
Optional Fields
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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