Workplace Climate The Highlight Reel

CEACFebruary 22, 2012

Cooperative Extension

Workplace ClimateAligning

Values

Operations

Programming

Workplace ClimateLevels of Oppression: MAP

Personal

CulturalInstitutional

Interpersonal

Workplace Climate

Survey says… Organization contributes… Interventions needed… Policies and expectations…

Workplace Climate

1997

Workplace Climate“The only reason there are women of color in the

offices is because of the grant program. The only reason they have these jobs is because they don’t meet the degree requirement.”

Workplace ClimateStrategic

Alignment Survey - 2004

Respect: 20% of respondents

Straightforwardness: 17% of respondents

Values that build trust:

Improvements needed

Workplace ClimateValues Design Team Survey – 2007

“There are structures in place which divide rather than unite based on position classifications. I don’t quite know how that equates to values, but it is a reality that is an impediment to our best work.”

Workplace ClimateQUALITATIVE ANALYSIS OF

WORK PLACE CLIMATE SURVEY JUNE 2011

Program Development and EvaluationKerry Zaleski and Jeffrey Lewis

PURPOSE To understand the existing

issues affecting workplace climate in CE

To help you in your efforts to ensure that the environment is conducive to working, living and learning

BACKGROUND Survey designed and analyzed by

Rankin and Associates

PDE Unit was asked to look deeper into open-ended questions to better understand staff’s perspective of key organizational issues related to climate

METHODOLOGY Excel spreadsheets with qualitative data

(entered by Rankin) No names attached to attached to # ID

to protect confidentiality Nvivo 09 + manual content analysis Coded and categorized emerging

themes Themes were compared, discussed and

agreed between Kerry and Jeffery

DATA ANALYSIS AND INTERPRETATION

Discussed particular themes, looked deeper into what people were saying

Interpreted meaning from organizational perspective

Used direct quotes to support themes

LIMITATIONS PDE did not design survey No access to raw data- could not

identify CE specific responses No analysis by district or county Data heavily weighted on state staff

(19.3% of CE respondents) Quad counties had only 7% response

rate Disability questions did not include HIV

PARTICIPATION OF CE# of respon-dants

Percent of total

Response rate

UW Ext

577 100% 35%

Coop, Exten.

399 69% 43%

ID % People with disabilities

11%

Women 71%Men 28%Transgender 0%Heterosexual 92%Lesbian, gay, Bi-sexual or queer

4%

PARTICIPATION BY DIFFERENT IDS

PARTICIPATION BY RACE/ETHINC ID

Race/Ethnic ID

% respondents

Response Rate

White/Caucasian

91.7% 38.3%

People of Color 7% 34%African

American/Black

2.3% 25%

Latino/a/Hispanic

1.9% 27.5%

Native American

0.9% 50%

Asian 0.9% 9.1%

0%

2%1% 1% 0%

92%

0%2%

0% 1% 1%Percentage of respondents by

ethnic/racial identity

AfricanAfrican America/Black (not Latino/a ot Hispanic))AsianAsian AmericanSouthease AsianCaucaian/WhiteIndian SubcontinentLatino/a/HispanicMiddle EasternNative American IndianOther

3%3%

86%

2%

1%5%

UWEX Demographics by Race/Ethnic ID

African/American/BlackAsianCaucasian/WhiteLatina/o/HispanicNative American IndianOther/Unknown

Race/Ethnicity

% of Wisconsin population (2010

Census) % of UWEX staffAfrican/

American/Black 6.3% 3.20%Asian 2.30% 3.40%

Caucasian/White 86.20% 85.5%

Latina/o/Hispanic 5.90% 2.40%

Native American Indian 1% 0.60%

Other/Unknown 2.40% 4.90%

DEMOGRAPHIC COMPARISONS

FINDINGS85% of respondents took time to respond

to at least one open-ended question. Questions generating the most response: Reasons for considering leaving and/or

reasons for staying with UWEX (Q8) Job satisfaction and career progression

(Q6) Comfort level with climate (Q4)

TYPES OF RESPONSES Most people who took time to respond

to open answered questions expressed negative concerns

Sometimes this was coupled with positive observations

A few were indifferent about their feelings around climate, or felt the issue were out of anyone’s control

POSITIVES Importance of work Enjoy working with colleagues Benefits

THEMES Elitism, hierarchy and classism Bullying and intimidation Feeling “stuck” Salary Poor leadership/Lack of

accountability

ELITISM, HIERARCHY, CLASSISM

Statements about unfair treatment, condescension, particularly toward classified staff

“Classified staff are like good servants-invisible”

“I usually feel no one really care how I’m doing…”

“People are afraid to speak up” “No on listens. It’s like a dictatorship”

BULLYING AND INTIMIDATION

Discrimination, lack of protection from administration/leaders, blame, deflecting responsibility

Are staff clear about policies, protocol?

“ I have seen an increase in bullying and arrogance by administrators in the division. People are in tears on a frequent basis.”

FEELING “STUCK” Lack of career progression Inability to move up the ladder Stress related to increased work load,

reduction in take home pay Limited in their roles Uncertainty about where organization is

headed No where else to go

SALARY

Second most discussed issue for dissatisfaction

”Salary is way too low for the work performed”

“pay has been stagnant for five years. Cost of things I need to live has increased”

“I am disappointed my career has not proved to be financially productive”

Leadership

• Favoritism• Lack of accountability • Not feeling

valued/appreciated• Lack of support for new

ideas• Voices not being heard• Lack of support for

professional development

• Lack of trust• “out of touch”

Thinking about your role as a leader…

1. How would you know if this was happening in your department?

2. What would you do about it?

3. Why do these issues persist in light of our principles and values?

SOME REASONS WHY IS THIS IMPORTANT People deserve fair treatment and reasonable

opportunities for professional growth Poor climate compromises the quality of work People unable to reach full potential Organization does not make good use of

employee knowledge, experience, creativity, and innovative ideas

Organization not able to reach wider audiences Other?

LET’S LOOK AT ONE OF THE THEMES

Elitism, classism, hierarchical structureColleagues who feel that their workplace contributions are not appreciated, respected or even known by those with more status and power. They are not asked to contribute ideas; their views and perspectives on workplace issues are not solicited or welcomed.They feel “silenced” and treated as less valuable than higher status individuals and are often among our lowest paid colleagues, though not always. They report that higher status colleagues often do not know or seem to care about their experiences of working in the organization.

ELITISM—KEY WORDS

“invisible” “unknown” “silenced” “afraid” “peons” “inferior”

QUESTIONS TO THINK ABOUT…

Now think about your circles of influence in CE—the vertical and horizontal relationships, responsibilities and activities that define your work in the organization.

KEEPING IN MIND THE ASYMMETRICAL POWER RELATIONSHIPS WITHIN YOUR CIRCLES…

Do you know the extent to which elitism is an issue within your circles?

If so, how do you know? What are the policies structures, processes, practices and/or relationships that help you know?

If not, why not and how might you go about finding out whether or not this is an issue?

How do (or would) you respond to and change patterns of elitist behavior within your circles of influence?

What is your role and responsibility for addressing this and other climate issues?

How are you held accountable and by whom?

Workplace ClimateWithin your circle

of influence, what’s your

responsibility?

Workplace ClimateLets not be chicken: Are there

systems or structures in CE that contribute to climate concerns?

Workplace Climate

UW-Extension Policy on Discrimination,

Harassment, and Retaliation

Workplace Climate

Workplace Climate

Workplace Climate

What are the consequences of

not clearly communicating expectations?

Cooperative Extension