| Overall Rating | Gold - expired |
|---|---|
| Overall Score | 80.17 |
| Liaison | Mike Wilson |
| Submission Date | May 5, 2020 |
University of Victoria
PA-13: Assessing Employee Satisfaction
| Status | Score | Responsible Party |
|---|---|---|
|
0.75 / 1.00 |
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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:
75
A brief description of the institution’s methodology for evaluating employee satisfaction and engagement:
Three very large portfolios were surveyed in 2018/2019 at UVic. These were the office of Vice-President Finance and Operations (VPFO) and Vice-President External Relations (VPEX), and the Division of Student Affairs (STUA) within the Vice-President Academic and Provost Portfolio.
The VPFO and External Relations assessment was conducted through an online survey with three follow-ups comprised of a total of 60 questions assessing satisfaction with:
- Leadership
- Quality of work
- Teamwork
- Coaching and feedback
- Autonomy
There were also questions included on overall happiness and willingness to recommend, as well as an open-ended section which generated over 1,000 comments.
The STUA assessment was administered in a similar way, but the focus was slightly shifted to gain feedback across five main themes:
- Leadership in the unit, department and division
- Work and work environment
- Management and supervision
- Teamwork in the unit and across the division
- Professional development
In both assessments, response rates were extremely high and generally positive.
The VPFO and External Relations assessment was conducted through an online survey with three follow-ups comprised of a total of 60 questions assessing satisfaction with:
- Leadership
- Quality of work
- Teamwork
- Coaching and feedback
- Autonomy
There were also questions included on overall happiness and willingness to recommend, as well as an open-ended section which generated over 1,000 comments.
The STUA assessment was administered in a similar way, but the focus was slightly shifted to gain feedback across five main themes:
- Leadership in the unit, department and division
- Work and work environment
- Management and supervision
- Teamwork in the unit and across the division
- Professional development
In both assessments, response rates were extremely high and generally positive.
A brief description of the mechanism(s) by which the institution addresses issues raised by the evaluation:
Online surveys were distributed by email to each employee’s university email address. Results were collected by the survey program, and analyzed by Gustavson School of Business faculty member and Director Dr. Mark Colgate. Findings and results were discussed and shared with the leaders of each Vice-President portfolio whose staff participated in the employee satisfaction survey.
As a result of the feedback from VPFO and External Relations survey, a coaching/mentoring program was implemented and customized to address the needs identified by staff. In addition, “lunch and learn” programs were also implemented to further staff professional development, and increase staff engagement and colleague connections. The actions taken were determined by the staff themselves, as they were collectively able to review the results in a large meeting and come to an agreement on how their career life could be further enhanced and improved.
After the STUA assessment was complete, the STUA Executive team reviewed the results and pulled key areas of focus for each department. Action plans were then incorporated into all leadership goal documents for 2018/2019, and were aimed specifically to address areas of focus identified by the STUA Executive team. The STUA identifies the assessment process as an important opportunity to acknowledge success and make improvements in the division.
As a result of the feedback from VPFO and External Relations survey, a coaching/mentoring program was implemented and customized to address the needs identified by staff. In addition, “lunch and learn” programs were also implemented to further staff professional development, and increase staff engagement and colleague connections. The actions taken were determined by the staff themselves, as they were collectively able to review the results in a large meeting and come to an agreement on how their career life could be further enhanced and improved.
After the STUA assessment was complete, the STUA Executive team reviewed the results and pulled key areas of focus for each department. Action plans were then incorporated into all leadership goal documents for 2018/2019, and were aimed specifically to address areas of focus identified by the STUA Executive team. The STUA identifies the assessment process as an important opportunity to acknowledge success and make improvements in the division.
Optional Fields
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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