Results from the 2023 Employee Engagement Survey are in! 74% of eligible employees responded to the survey last October and many are wondering – what’s next? This newsletter dives into fostering employee engagement within your team or department, whether or not you have a survey report.
As a leader, you may find yourself managing a team that spans five generations. Supporting your employees solely based on their ‘generation’ minimizes the unique, individual experiences they bring to your team. This issue of Leadership Insights invites you to reflect on generational biases that could arise as you consider the individual needs and accomplishments of each employee.
Thousands of UMN employees participated in the Employee Engagement Follow Up Survey this past fall that gauged their impressions of any action taken on the results from the 2021 Employee Engagement Survey.
Knowing that these surveys are helpful only if action is taken, the Follow Up Survey helps leaders better understand their progress in addressing topics important to those surveyed.
As expected, several themes revealed themselves through the comments with the most common feedback surrounding:
As important as compensation and job titles are for attracting, retaining, and rewarding faculty and staff, they are only part of the things that matter when it comes to keeping employees motivated, engaged, and satisfied with their career. Furthermore, opportunities for raises and promotions are limited and often outside of a supervisor’s control, so focusing on other career development strategies may be more effective.
The world is a bit “topsy-turvy” these days—high inflation, low unemployment, and still people are leaving their jobs in record numbers.
Last fall 75% of faculty and staff responded to the 2021 Employee Engagement Survey. While the survey results show that employee experience and engagement varies widely by campus, college, unit, and department, one thing is clear regardless of location: when managers and leaders address employee engagement, faculty and staff are more likely to be engaged.
Losing a high-performing member of your team or department is a major stressor and can create big problems. With tight budgets and the time it takes to hire and onboard someone new, keeping high performers engaged is vital to retaining them and ensuring your team or department’s success.
The majority of reasons why people leave their jobs could be addressed by their manager. Taking a proactive approach with high-performing employees and checking in with them will help you be able to uncover issues, retain high performing employees, and increase overall engagement.
As the vaccine becomes more widely available there is a sense of cautious optimism for the future. We can begin to imagine what life will be like when more faculty and students return to in person teaching and learning and more staff meet and work face-to-face.
Still we know that our work post-pandemic will not be the same as it was pre-pandemic. Some of our work may continue to be done remotely, some of the systems and processes that were developed to meet the challenges of the pandemic will continue, and there will be new obstacles to address.
Over the past few years, we've invited you to participate in the Employee Engagement Survey in October and we've had strong participation. The survey is now conducted biennially so that leaders, faculty, and staff have more time to use past survey data to take action.
A record 74% of employees responded to the 2019 Employee Engagement survey. Faculty and staff increasingly see the survey as an important tool to share their experience of working at the University.