Bemidji State University

1. Employee Engagement Survey Results Bemidji State University

2. Table of Contents • Definitions • Engagement by Key Drivers • Engagement by Demographic Groups • High Achiever and High Potential • Recommendations • Appendix A. Resources

3. Employee EngagementDefinition

4. Employee Engagement A personal connection that employees have to their job, organization, manager or team that motivates them to excel in their work.

5. Engagement Survey Responses • Participants were asked to select the response that most accurately reflected their level of agreement for each statement. The responses were based upon a rating scale of 1 to 6 as follows: • 6 Strongly Agree • 5 Agree • 4 Slightly Agree • 3 Slightly Disagree • 2 Disagree • 1 Strongly Disagree

6. Overall Engagement Definitions Highly Engaged: These individuals are highly motivated and are generally quite committed to the organization. They can often be seen helping others with their workloads, volunteering for additional projects, and seeking to do their jobs better and improve the performance of the team and organization. They are often viewed as having potential for higher levels of leadership and responsibility. Research indicates typical organizations have 20% of the workforce in this category. Partly Engaged: These individuals have moderate to high level of motivation and commitment to the organization. While not highly engaged in their work, they are solid contributors who can be counted on to work hard and occasionally take initiative beyond basic job expectations. Employees in this category can be counted on by their managers, but don’t exhibit the drive or consistency typical in Highly Engaged employees. Research indicates typical organizations have 30% of the workforce in this category. Along for the Ride:These individuals have a moderate to low level of commitment to the organization. They will show up for work, do their job as directed and respond as asked, particularly when failure to do so would have a negative consequence. However, they will not typically go to great lengths to excel in their work, help others with projects or take initiative. Research indicates typical organizations have 40% of the workforce in this category. Actively Disengaged:These individuals tend to have a low level of motivation and commitment to the organization. They will typically put in minimal effort and avoid or refuse to give additional effort. The biggest concern is that their behaviors can have a negative impact on morale or efficiencies. This negative impact frequently manifests in conflicts with supervisors and co-workers and in ongoing negative commentary regarding the organization, team or other aspects of the job. Research indicates typical organizations have 10% of the workforce in this category.

7. Overall Engagement Scoring Key

8. Key Driver Definitions • Trust in Leadership – How do employees perceive their senior leaders? Do leaders demonstrate behaviors or traits that positively impact engagement such as authenticity, communication, presence, and honesty? • Manager Relationship– Do managers or supervisor relate to employees in a positive and open manner? Do they take an active interest in getting to know their employees? • Discretionary Effort– Are employees willing to put in extra effort to accomplish a task or to be more successful in their jobs? • Utilization of Strengths and Talents– Do employees understand their unique talents and strengths and seek to use them in their work? • Development Opportunities– Do employees recognize that they have opportunities to learn and grow within the organization? Are those opportunities supported by their supervisor and leaders? • Pride in Organization – Are employees proud of the organization they work for? Do they recommend it as a good place to work and do they intend to stay? • Connection to Organization’s Success – Do employees fully understand their roles within the organization and how their job is important? Do they feel committed to the organization’s purpose and strategy? • Job Satisfaction– Do employees like the jobs they do? • Co-Worker Relationships– Do employees trust and feel connected to co-workers, team members, and others they work with daily?

9. Key Drivers Scoring Key

10. High Achiever These individuals are steady performers who are great at their jobs but usually do not aspire to senior leadership roles. They are likely individual contributors who value their career and their work-life. They may sometimes feel less appreciated then High Potentials because they may not be promoted or have opportunities for promotion. These individuals know their talents and have confidence in themselves. They have the technical skills for their jobs and the relationship, emotional intelligence and leadership skills to employ those technical skills well. They are well-networked. They have a need for constant growth, learning and development. They want to continue to be challenged by new opportunities to be successful or build upon their skills. High Potential

11. Bemidji State University Participation Summary • Survey Dates: • Friday, November 21st through Tuesday, December 9th • Participation Rates: • 314 out of 506 individuals participated (62%)

12. Bemidji State University The Good News! • Discretionary Effort is highest driver—Most employees report exceeding job requirements • Employees feel connected to the organization’s success—they own the success of the organization (2nd highest driver) • 98% of employees report that usually or most of the time they are using their best talents at work • “Excluded Administrators” employee group have highest engagement level = 5.33 (almost highly engaged) • 26% of your managers are GREAT Engagement Managers

13. Bemidji State University More Good News! • BSU is poised to be able to increase engagement--50% of partly engaged employees can easily become MORE engaged • Fully Engaged Employees are 20% MORE PRODUCTIVE than Partly Engaged employees SO…. • This could add approximately 22 FTE’s without hiring another staff member! • 98% of employees report they are working beyond expectations

14. Bemidji State University The Other News • Overall Engagement Grade = B- • Three lowest rated drivers: Trust in Senior Leadership, Relationship with Mgr & Developmental Opportunities • Trust driver: • Only 1 employee group had average over 5.0 • Trust issues most evident in: • AFSCME Craft = 3.42 • Inter Faculty Org = 3.70 • MAPE = 3.75 • Over 1/3 of employees disagree that senior leaders • Identify ways to involve employees in decisions • Communicate openly and honestly • Know how to position organization for success • Are accessible and available

15. Bemidji State University The Other News • Relationship with Manager or Supervisor: • Over 20% of employees disagree that: • My mgr includes me on decisions • My helps me see growth opportunities • My mgr helps me feel good about my job • Developmental Opportunities driver: • All but 1 employee group had average under 5.0 • Fewest opportunities seen by: • AFSCME Craft = 3.46 • Middle Management = 4.07 • Non-Unit = 4.07 • Job Satisfaction least in AFSCME Service, Middle Mgt • 21% of your managers are Poor Engagement Managers

16. Bemidji State University Overall Employee Engagement Score 4.66 (out of 6.0) Partly Engaged

17. Bemidji State University Overall Employee Engagement Average Score: 4.66 • Comments: • Highly engaged lower than national average • Partly engaged higher than national average • Actively disengaged lower than national average

18. Employee Engagement by Key Driver

19. Bemidji State University Engagement Score by Key Driver (sorted by results)

20. Bemidji State University Trust in Senior Leadership Keep It Up: Scores suggest senior leaders consistently demonstrate behaviors that help create a culture of highly engaged employees. Leaders are perceived as being honest, approachable, caring, competent, achievement-oriented, and authentic. Almost There: Scores suggest leaders consistently demonstrate behaviors that help create a culture of partly engaged employees. They are often but not consistently perceived as honest, approachable, caring, competent, achievement-oriented, and authentic. Shaky Ground: Scores suggest leaders often fail to demonstrate behaviors that help create a culture of engaged employees. They are sometimes perceived as unapproachable, unwilling to share organizational information, unconcerned about employees, unauthentic, and/or lacking business acumen. Derailing: Scores suggest leaders fail to demonstrate behaviors that help create a culture of engaged employees. They are perceived to be unapproachable, unwilling to share organizational information, unconcerned about employees, lacking business acumen, and/or not “walking the talk”.

21. Bemidji State University Trust in Senior Leadership Average Score: 3.98

22. Bemidji State University Manager Relationships Keep It Up: Scores suggest managers consistently demonstrate behaviors that help create a team of highly engaged employees. Managers are perceived as caring, approachable, and honest. They provide frequent unsolicited positive feedback, and seek to help employees use their natural talents in their current jobs as well as grow and develop in the future. Almost There: Scores suggest managers consistently demonstrate behaviors that help create a team of partly engaged employees. They are often but not consistently perceived as caring, honest, and approachable. They sometimes provide unsolicited positive feedback, and sometimes seek to help employees use their natural talents in their current jobs as well as grow and develop in the future. Shaky Ground: Scores suggest managers often fail to demonstrate behaviors that create a team of engaged employees. They are sometimes perceived as unapproachable, insincere, and/or uncaring. They do not usually provide unsolicited positive feedback. They likely talk about development opportunities only during performance appraisal times. Derailing: Scores suggest managers fail to demonstrate behaviors that help create a team of engaged employees. They are perceived to be unapproachable, insincere, and/or uncaring. They rarely provide positive feedback and do not initiate discussions about development opportunities.

23. Bemidji State University Manager Relationships Average Score: 4.59

24. Bemidji State University Discretionary Effort Keep It Up: A critical mass of employees possess a strong internal drive to “stretch” their capabilities, search for ways to continually improve job performance, and seek to exceed job requirements. Almost There: Many employees report being willing to “stretch” their capabilities, strive for ways to perform better, and/or exceed job requirements. Shaky Ground: Employees sometimes report being unwilling to “stretch” their capabilities, do not strive for ways to perform better, and/or do not seek to exceed job requirements. Derailing: A critical mass of employees does not possess an internal drive to “stretch” their capabilities, do not seek ways to perform their jobs better, and do just enough to meet job requirements.

25. Bemidji State University Discretionary Effort Average Score: 5.40

26. Bemidji State University Utilization of Strengths and Talents Keep It Up: A critical mass of employees report a high level of self-awareness of their natural talents, and often seek ways to use them in their work. Almost There: Many employees report being self-aware of their natural talents, and seek ways to use them in their work. Shaky Ground: Employees do not report a high level of self-awareness of their natural talents and are uncertain how to use them in their work. Derailing: A critical mass of employees report that they are not aware of their natural talents, and do not seek ways to use them in their work.

27. Bemidji State University Utilization of Strengths and Talents Average Score: 5.14

28. Bemidji State University Development Opportunities Keep It Up: A critical mass of employees report feeling very supported in their professional growth and development. They are already aware of internal opportunities to learn and grow. Almost There: Many employees report there is support for professional growth and they are somewhat aware of internal opportunities for learning and development. Shaky Ground: Employees feel somewhat unsupported in professional growth and/or see few internal opportunities for learning and development. Derailing: A critical mass of employees does not feel unsupported in their professional growth and do not see internal opportunities for learning and development.

29. Bemidji State University Development Opportunities Average Score: 4.53

30. Bemidji State University Pride in Organization Keep It Up: A critical mass of employees report feeling very proud of the organization, recommend it highly as a place to work and plan to stay. Almost There: Employees generally feel proud of the organization, would recommend it to others as a place to work, and intend to stay. Shaky Ground: Employees are not particularly proud of the organization, may not recommend it to others as a place to work, and may not stay. Derailing: Employees do not feel proud of the organization, do not recommend it to others as a place to work and intend to leave.

31. Bemidji State University Pride in Organization Average Score: 5.05

32. Bemidji State University Connection to Organization’s Success Keep It Up: A critical mass of employees sees a direct line of sight between their work and the organization’s success. They believe their role is vitally important and are highly committed to the success of the entire organization. Almost There: Employees generally feel there is some connection between their role and the organization’s success. They believe their role is important and feel committed to the success of the entire organization. Shaky Ground: Employees are not clear about how their individual role connects to the success of the organization. They are slightly to moderately committed to the success of the organization as a whole. Derailing: A critical mass of employees does not see how their role connects to the success of the organization. They are not committed to the success of the organization as a whole.

33. Bemidji State University Connection to Organization’s Success Average Score: 5.35

34. Bemidji State University Job Satisfaction Keep It Up: Employees report a great deal of job satisfaction. They really enjoy what they do and want to keep doing more of it. Almost There: Employees are satisfied with their jobs. They enjoy their work and express some desire to stay with it. Shaky Ground: Employees are somewhat dissatisfied with their jobs. They do not report much job satisfaction and express some desire to leave it behind. Derailing: Employees report a great deal of job dissatisfaction. They do not enjoy what they do and want to do less of it.

35. Bemidji State University Job Satisfaction Average Score: 5.04

36. Bemidji State University Co-Worker Relationships Keep It Up: Employees report that they have great working relationships, there is a high degree of trust and they get along very well with teammates. Almost There: Employees report good working relationships and generally trust their co-workers. They get along with their teammates. Shaky Ground: Employees report average to below average working relationships. They are uncertain if they can trust their co-workers and do not regularly enjoy working together. Derailing: Employees do not trust their co-workers. Team relationships are likely strained and employees do not enjoy working together.

37. Bemidji State University Co-Worker Relationships Average Score: 4.89

38. Bemidji State University Key Driver Summary

39. Employee Engagement by Demographic Group

40. Demographic Groups • Education • Length of Service • Gender • Generation • Bargaining Unit

41. Bemidji State University Results by Education Note: There was not enough data (less than 3 responses) to report BFA, BSN or MSED results.

42. Bemidji State University Results by Length of Service • Comments: • New employees report working harder than others • The longer employees work at BSU, the more trust declines • The longer employees work at BSU, the more their Discretionary Effort declines

43. Bemidji State University Results by Gender

44. Bemidji State University Results by Generation • Comments: • Gen Y have highest engagement—not by much

45. Bemidji State University Results by Bargaining Unit Note: There was not enough data (less than 3 responses) to report Health Non-professionals or Minnesota Nurses Association results.

46. High Achiever and High Potential

47. Bemidji State University High Achiever and High Potential • Comments: • Over 1/3 of workforce have an “Individual Contributor” mentality • Less than 1/5 of workforce aspire solely to “senior leadership” • 35% are interested in leadership opportunities—are they available?

48. Written Comments Summary

49. Bemidji State University Written Comments – Key Themes (in order of times mentioned) How personally connected to your job and motivated to excel in work: • Engagement comes from self-motivation, pride of performance, making a difference • “I am motivated because I know I am making a difference” • “As a matter of personal pride, I am motivated to perform my job as well as possible” • Engagement comes from students—teaching, service, watching them grow • “Working with college students has to be one of the most rewarding jobs” • “I am deeply connected to the students and their success in their education and future employment”

50. Bemidji State University Written Comments – Key Themes (in order of times mentioned) What factors are most likely to increase sense of connection to job and motivate to excel: • Appreciation/Positive Feedback • Leaders who sincerely care, communicate openly, include staff/faculty in decisions, and tell us where we are going • Opportunities for professional development—on the job mostly • Reducing conflict and “bickering” in the community—Build back a greater sense of community connection