institute for organizational excellence university of texas at austin’s school of social work...
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CUPA HR “Embracing Change: Staying Ahead of the Curve” Keeping Employees Engaged in a Changing Workplace Noel Landuyt [email protected] 512-471-9831. Institute for Organizational Excellence University of Texas at Austin’s School of Social Work - PowerPoint PPT PresentationTRANSCRIPT
CUPA HR
“Embracing Change: Staying Ahead of the Curve”
Keeping Employees Engaged in a Changing Workplace
Noel [email protected]
512-471-9831
Institute for Organizational Excellence
University of Texas at Austin’s School of Social Work Working in this area for over 30 years Research Unit History Research Work in 35 States Multiple Benchmark Groupings Last Year:
Employee Engagement (1/4 Million employees) Customer Surveys (1/2 Million customers of services) Leadership Excellence (360, Collaboration, Supervision)
Measurement is a Science “Soft Measures” to Hard Numbers
What is Engagement?
Fully Engaged
Passively Engaged
Disengaged
Actively Disengaged
30%
50%
20%
3 Key Engagement Strategies
Survey of Employee Engagement
Engagement Research as it relates to: Organizational Learning Turnover Utilization of Leave Time
Measurement is a Science “Soft Measures” to Hard Numbers (Perceptions??) What you don’t know might hurt you. Engagement Increased Importance in Public Sector
Instrument Features
10 Demographic and 71 Standard Items Coded for Multiple Organizational Breakdowns Up to 20 Additional Items (specific your organization) Custom Links and Pull-ins Available Formats:
Online (English and Spanish) Hardcopy (English and Spanish) Online for Visually Impaired Reader
Instrument Reporting
Overall Executive Summary and Data Report Each Coded Area Exec Summary & Data Report (pdf) Overall Summary Data in Excel All Coded Areas Summary Data in Excel Benchmarks:
Over time Similar Size All Respondents Higher Education
Reporting Illustrations
Reporting Illustrations
Illustration: UTSA • Profile• Survey Promotion• Website• Roll back• Executive Leadership• Mid Management• Town Hall• Website: http://www.utsa.edu/hr/soe/2008/
Enhanced Performance Through Organizational Learning
Moynihan and Landuyt (2009), How Do Public Organizations Learn? Bridging Cultural and Structural Perspectives. Public Administration Review . V69, N6.
Research
Turnover Intention in State Government
Moynihan and Landuyt (2008), Explaining Turnover Intention in State Government: Examining Roles of Gender, Life Cycle, and Loyalty. Review of Public Personnel Administration. 28(2).
Factors decreasing probability of likelihood of intent to leave.
Loyalty: 1 unit increase on scale = 1.2% decrease. Empowerment: 1 unit increase on scale = 4% decrease. Job Satisfaction: 1 unit increase on scale = 5% decrease.
Research
Research
Various other research topics:
Employee Retention/Turnover Knowledge Integration and Information Transfer Burnout Team Work Quality Organizational Induced Learned Helplessness Employee Voice Social and Organizational Capital
Case StudyProfile
Texas Organization
Approximately 1000 FTE
Highly Educated Workforce
Case Study• Utilization of Sick Leave• Turnover• Survey of Employee Engagement
1 2 3 4 5
Strongly Disagree Neutral Agree StronglyDisagree Agree
Divided into 2 Groups
Findings: Pride In Work
No Real Difference (5 hours)
Group Average # of Hours of Sick Leave Utilization
Dissatisfied 63Satisfied 58
Findings: Benefits
No Real Difference (5 hours)
Group Average # of Hours of Sick Leave Utilization
Dissatisfied 64Satisfied 59
Findings: Supervision
Difference of 22 hours
Group Average # of Hours of Sick Leave Utilization
Dissatisfied 80Satisfied 58
Findings: Organizational Mission
Difference of 24 hours
Group Average # of Hours of Sick Leave Utilization
Dissatisfied 81Satisfied 57
Findings: Pay
Difference of 24 hours
Group Average # of Hours of Sick Leave Utilization
Dissatisfied 74Satisfied 50
Findings: Job Satisfaction
Difference of 28 hours
Group Average # of Hours of Sick Leave Utilization
Dissatisfied 84Satisfied 56
Findings: Valued Employee
Group Average # of Hours of Sick Leave Utilization
Dissatisfied 88Satisfied 54
Difference of 34 hours (approaching a work week)
Findings: Ethical Behavior
Group Average # of Hours of Sick Leave Utilization
Dissatisfied 93Satisfied 59
Difference of 34 hours (approaching a work week)
Findings: Harassment
Group Average # of Hours of Sick Leave Utilization
Dissatisfied 110Satisfied 59
Difference of 51 hours
Findings: Turnover
Group Average # of Hours of Sick Leave Utilization
Left 107Stayed 57
Difference of 50 hours
Utilization of Leave Time and Turnover
Landuyt (2009) – Employee Attitudes, Leave Utilization and Turnover - Internal Working Paper
Research
Dissatisfied Satisfied DifferencePride in Work 58 Hours 63 Hours 5 Hours
Benefits 59 64 5Supervision 58 80 22
Mission 57 81 24Pay 50 74 24
Job Satisfaction 56 84 28Valued 54 88 34
Ethical Behavior 59 93 34Harassment 59 110 51
Stayed Left Turnover 57 107 50
3 Key Engagement Strategies
Noel [email protected]