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UWA Exit Survey 2010: Insights on Departing Staff Experiences and Retention Factors

The UWA Exit Survey 2010 provides a comprehensive analysis of the experiences and reasons behind staff departures from the University of Western Australia. Involving 183 respondents (approximately 22% of departing employees), the survey presents quantitative and qualitative data, highlighting key themes in job satisfaction, management quality, and opportunities for advancement. While many respondents expressed positive sentiments about their colleagues and working conditions, concerns about career development and management practices emerged. Insights from this survey can inform strategies to enhance employee retention and satisfaction.

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UWA Exit Survey 2010: Insights on Departing Staff Experiences and Retention Factors

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  1. UWA Exit Survey 2010 preliminary report Rod Dewsbury

  2. Exit Survey Quantitative and qualitative Hard copy survey to all departing staff forced choice answers and written comments 183 respondents = about 22% of departing employees Optional Exit Interview – face to face or by phone

  3. Survey Respondents Quite representative of departing employees in general Voluntary turnover (resignation & retirement) 8.3%Cessation of contract 9.1%

  4. Survey Respondents Quite representative of departing employees in general Voluntary turnover (resignation & retirement) 8.3%Cessation of contract 9.1%

  5. Why do exit surveys?

  6. Cartoon used with permission

  7. HighsExits Working LifeInformed of changes that affect me 61% 56% Leaders provide clear vision 57% 72% Professional Development 56% 67% Lows Opportunities for advancement 28%43% Encouraged to participate in change 40% 41% Satisfaction with UWA

  8. HighsExit Working Life I worked well with Colleagues 82% 89% I could manage the level of stress 80% 59% I enjoyed the level of people contact 73% NA I was encouraged to use initiative 73% NA Lows Adequate opportunities to engage in training and development 43% 75% Satisfaction with work area

  9. Exit Working Life Quality of management and supervision 56% 70% Clear expectations of supervisor/head 56% 64% Adequate recognition 64% 53% Local Management - in the middle

  10. I would return 74% I felt I could be effective in my job 73% Quality of working life 66% Immediate working environment 60% Summary statements of job satisfaction

  11. Career Change 49% Promotion 45% Personal (unrelated to job) 41% Personal (job related) 39% Contract not renewed 36% Why do people leave? Responses of influential or highly influential (allows for multiple responses)

  12. Management 36% Positives about UWA 21% Career issues 14% Working conditions 11% Comments – written

  13. Supervisors should have training. People with few "people skills" should not be put into supervisory roles, if ‘x’ was in a good mood, we had a good day The chance of a permanent position and a leadership were very attractive after 15 yrs on different research grant contracts I had a fantastic time working with my team at UWA. I would have stayed, but my relocation has made it impossible.

  14. Career issues PDR – active career planning Use of contracts Mobility Scheme Development Opportunities Supervisor/Manager OSDS – development or training ERMS – advice/mediationInterpersonal Employee Assistance Program Equity and Diversity Services Things to consider…

  15. ERMS faculty contact http://www.hr.uwa.edu.au/hr/hr_contacts MobilitySandy Fitzpatrick (Mon,Wed,Thurs) 6488 7486 OSDS 6488 1504 Employee Assistance ProgramPPC Worldwide 1300 361 008UWA Counselling 6488 2423 Equity and Diversity 6488 3873 Contacts

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