Transcript Staff Survey

APT & Classified Council
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Survey objectives and conception:
 Solicit employee feedback to generate agendas
 Use data to inform the governance process
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Approvals:
 Office of Research & Graduate Studies (exempt
from IRB)
 Executive leadership at UAA
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Administration
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Criteria:
 Brief
 Qualitative and quantitative components
 Assess satisfaction and ascertain priorities
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13 items rated on a 1-5 Lickert Scale
Employees select top 3 priorities from the
same list
Free responses
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July & August, 2012 administration
Invitation to participate sent out via dynamic
listserv to all classified and exempt
employees
 Approximately 1300
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353 responses
27% response rate
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Quantitative analysis:
 Metrics of central tendency
 T-test analyses
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Qualitative analysis:
 Categorical identification
 Inform and give meaning to the quantitative
findings
5.00
4.00
3.00
2.00
1.00
0.00
4.50
4.00
3.50
3.00
2.50
2.00
1.50
1.00
0.50
0.00
Classified
Exempt
600
500
400
300
200
100
0
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
Classified
0.00%
Exempt
SATISFACTION RATING
(LOW TO HIGH)
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Healthcare
Parking
Governance & I. DecisionMaking
Compensation
Communication
Professional Development
Facilities
Workplace Culture
Diversity
Retirement
Leave Benefits
Safety
Tuition Waiver
PRIORITY RANKING
(HIGH TO LOW)
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Healthcare
Compensation
Workplace Culture
Communication
Governance & I. DecisionMaking
Professional Development
Retirement
Leave Benefits
Tuition Waiver
Safety
Parking
Diversity
Facilities
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Healthcare
 Satisfied with plan, dissatisfied with cost
 Cost increases disproportionate to salary adjustments
 Ongoing support for wellness programs
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Compensation
 Request for merit and step increases
 Clear process to audit jobs to ensure appropriate grade
assignments
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Professional development
 Mentoring
 Increased opportunities
 Inter-departmental communication and exchanges
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Communication
 Better communication between MAUs and community
campuses
 Transparency from administration and governance
 Direct communication from administration rather than
“trickling down” through Deans & Directors
 Ongoing opportunities to participate in surveys
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Leave benefits
 Request to combine annual and sick leave
 Additional cash-in options
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Parking
 Cost
 Space
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Unbiased /external grievance process
Supervisor evaluations
Changes to leave accrual and cash-out
options
Workload & staffing
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Agenda development & planning
Ongoing communication
 With staff
 With administration
 Between campuses & departments
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Continued assessment