Employee Engagement. Our Experience at the University of Calgary

Transcription

1 Employee Engagement Our Experience at the University of Calgary Karen Chown Director, Academic Leadership Development & Organizational Effectiveness University of Calgary

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3 A staggering 87% of employees worldwide are not engaged. Source: Gallup Research 2016

4 Only 27 % of employees are highly engaged The level of engagement has remained stagnant since Source: Conference Board of Canada 2016

5 Only 34% of university faculty and staff are engaged in their jobs. Source: The Engaged University, Gallup

6 A lower rate than most other industries, 4 in 10 professors say that someone's talked to them about their progress in the last six months. Source: The Engaged University, Gallup

7 Measuring, managing, and actively improving engagement is directly linked to business outcomes, and is essential to Universities competing in today s economy.

8 Implications of a 5% increase in engagement $1.9 million positive annual impact to bottom line $1 m in lower turnover costs $776,000 in higher tuition and associated revenue Source: Wasilowki, Stuart, Employee in Higher Education: The Financial Impact of Engagement in Higher Education 2016

9 Highly engaged faculty and staff members can make the difference between students who thrive and ones who fail to grow. Graduates are 1.4x more likely to be thriving in five key elements of wellbeing if a professor cared about them as a person. Source: The Engaged University, Gallup

10 Higher Education institutions that offer development opportunities to their employees are 2x as likely to have less turnover than those that do not 80% see a correlation between staff engagement and retention 71% see a correlation between faculty engagement and retention 2016 Employee Engagement and Retention in Higher Education Survey 10

11 Audience Poll 11

12 Higher Education & Measurement of Employee Engagement 2016 Employee Engagement and Retention in Higher Education Survey, Human Capital Media Research 12

13 Employee engagement strongly relates to key organizational outcomes in any economic climate and across all verticals. Employees who are engaged are loyal and productive. Employee Engagement Performance Outcome lower absenteeism 37% lower turnover (in high-turnover organizations) lower turnover (in low-turnover organizations) Difference between bottom Quartile and Top Quartile 25% 65% Higher productivity 21% Higher customer metrics 10% Gallup, Inc,

14 What is engagement? Employee engagement and job satisfaction are not the same A measurement of an employee s emotional commitment to an organization; it takes into account the amount of discretionary effort an employee expends on behalf of the organization ADP Research Institute, Employee Satisfaction vs. Employee Engagement 14

15 UCalgary

16 Why? Key driver to achieve University of Calgary s strategic vision ( ) Championed by Dr. Elizabeth Cannon, early in her tenure as President Benchmark 16

17 How? Retained external consultants through RFP process Involvement of academics to endorse methodology Korn Ferry/Hay Group Participation Anonymous survey 90 questions Demographic data Alternative methods to submit re: accessibility Benchmarks Commitment to communication and action 17

18 Our journey Survey First Baseline Second Significant Improvement Third Significant Improvement Fourth Exceeds Public Sector Norms 18

19 So we have the survey results, now what? 19

20 Core Survey Talent Solutions Communication of Results Informal measurement Action Planning 20

21 Transparency Campus & faculty/unit Town Halls President s Performance Plan Website: full results for every Faculty/Unit Report to Community 21

22 Translating to Action Engagement Committees Action Plans Implementation 22

23 Support Leader tool kit Focus Groups HR guidance collaboration across faculties/units 23

24 Accountability Leaders Performance Plans Healthy Competition Data analytics to support HR practices The Next Survey! 24

25 Above engagement and enablement norms Total U of C 2015 Top Quartile Public Sector ENABLEMENT (0-100) Total U of C 2011 Public Sector norm Total U of C 2013 Total U of C 2017 North American norm ENGAGEMENT (0-100) 2017 Korn Ferry Hay Group 25

26 University Actions Taken Respect in the Workplace Program Connect to Perform Professional & Leadership Development Career Opportunities Recognition Strategy WorkLife and WellBeing Portfolio

27 Faculty/Unit Initiatives New employee buddy program Regular forums with leaders Recognition and celebration events Restructuring Collegiality enhancement Internal newsletters Connectivity programming 27

28 Culture eats strategy for breakfast. - Peter Drucker 28

29 Respect: A Shift in Culture % % % 38%

30 Major Shifts 30

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33 A Cultural Shift Championed by Our Leaders Measured by our Engagement Scores 33

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35 Lessons Learned 35

36 Lessons Learned Needs top level leadership support Communication Modeling the way Accountability matters Link to leader goals Ongoing transparency is critical... Even when the results aren t great Integrate into talent management policies and practices Recruitment, succession planning, performance management, onboarding, training & development, diversity & equity Interdisciplinary efforts required Provide support 36

37 Next Steps Keeping momentum for change More collaboration across units Accountability deep into the organization Governance??? Commitment in face of new leadership? Alignment of individual goals with Eyes High Pulse Surveys 37

38 Programs used to improve employee engagement

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40 Thank you We d love your feedback Please take the time to complete the session evaluation. Karen Chown Karen.chown@ucalgary.ca

41 Thank you Karen Chow We d love your feedback Please take the time to complete the session evaluation.