MBA 687: Employee Engagement Surveys Response Rate The survey response rate is the first indication of the level of employee engagement in any organization. Of the 140 employees invited to take the survey, 40 responded, which is a response rate of 28.5%. As a rule, rates higher than 50% are best, while rates lower than 40% may indicate trust problems within the organization, lack of faith in leadership, and employees’ reluctance to engage in improvement efforts until leadership demonstrates a clear commitment to change. Company Data 1. Years of service with this organization Less than 1: 52.5% of respondents 1–2: 27.5% of respondents 3–5: 15% of respondents 6–10: 2.5% of respondents 11–15: 0 16+: 0 Prefer not to answer: 2.5% of respondents 2. My race/ethnic identification African American or Black: 60% of respondents Hispanic or Latino/a/x: 12.5% of respondents Anglo American or White: 12.5% of respondents Asian: 5% of respondents American Indian or Pacific Islander: 0 Multiracial or Other: 7.5% of respondents Prefer not to answer: 2.5% of respondents 3. I am currently in a supervisory role Yes: 7.5% of respondents No: 90% of respondents Prefer not to answer: 2.5% of respondents 4. I received a merit increase during the past two years Yes: 7.5% of respondents No: 90% of respondents Prefer not to answer: 5% of respondents 5. I received a promotion during the past two years Yes: 7.5% of respondents No: 90% of respondents Prefer not to answer: 2.5% of respondents 6. I plan to be working for this organization in one year Yes: 60% of respondents No: 12.5% of respondents Prefer not to answer: 27.5% of respondents Employee Engagement Questions Professional Development: • In the last six months, my manager has talked to me about my progress, and we developed goals to help me grow. o 36% agreement • I am satisfied with the on-the-job training I have received. o 27% agreement • There is adequate cross-training in my department. o 36% agreement Company Vision, Values, and Mission: • I am familiar with the company’s vision and values. o 26% agreement • I have a clear understanding of the organization’s direction. o 36% agreement • The organization is changing for the better. o 26% agreement Teamwork or Workgroup: • I receive the support I need from employees in my workgroup to do my job effectively. o 89% agreement • My coworkers make me feel that I am part of the team. o 78% agreement • I trust my coworkers. o 83% agreement • My workgroup cooperates to get the job done. o 73% agreement Senior Leader/Middle Manager: • Senior leaders focus on creating a positive team atmosphere. o 36% agreement • Senior leaders are open, honest, and transparent. o 36% agreement • Senior leaders encourage and empower me to take initiative and suggest improvements. o 26% agreement • My middle manager is open, honest, and transparent. ...

1. MBA 687: Employee Engagement Surveys
Response Rate
The survey response rate is the first indication of the level of
employee engagement
in any organization. Of the 140 employees invited to take the
survey, 40 responded,
which is a response rate of 28.5%. As a rule, rates higher than
50% are best, while
rates lower than 40% may indicate trust problems within the
organization, lack of
faith in leadership, and employees’ reluctance to engage in
improvement efforts
until leadership demonstrates a clear commitment to change.
Company Data
1. Years of service with this organization
Less than 1: 52.5% of respondents
1–2: 27.5% of respondents
3–5: 15% of respondents
6–10: 2.5% of respondents
11–15: 0
16+: 0
Prefer not to answer: 2.5% of respondents
2. My race/ethnic identification
African American or Black: 60% of respondents

2. Hispanic or Latino/a/x: 12.5% of respondents
Anglo American or White: 12.5% of respondents
Asian: 5% of respondents
American Indian or Pacific Islander: 0
Multiracial or Other: 7.5% of respondents
Prefer not to answer: 2.5% of respondents
3. I am currently in a supervisory role
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
4. I received a merit increase during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 5% of respondents
5. I received a promotion during the past two years
Yes: 7.5% of respondents
No: 90% of respondents
Prefer not to answer: 2.5% of respondents
6. I plan to be working for this organization in one year
Yes: 60% of respondents
No: 12.5% of respondents

3. Prefer not to answer: 27.5% of respondents
Employee Engagement Questions
Professional Development:
• In the last six months, my manager has talked to me about my
progress, and
we developed goals to help me grow.
o 36% agreement
• I am satisfied with the on-the-job training I have received.
o 27% agreement
• There is adequate cross-training in my department.
o 36% agreement
Company Vision, Values, and Mission:
• I am familiar with the company’s vision and values.
o 26% agreement
• I have a clear understanding of the organization’s direction.
o 36% agreement
• The organization is changing for the better.
o 26% agreement
Teamwork or Workgroup:
• I receive the support I need from employees in my workgroup
to do my job
effectively.

4. o 89% agreement
• My coworkers make me feel that I am part of the team.
o 78% agreement
• I trust my coworkers.
o 83% agreement
• My workgroup cooperates to get the job done.
o 73% agreement
Senior Leader/Middle Manager:
• Senior leaders focus on creating a positive team atmosphere.
o 36% agreement
• Senior leaders are open, honest, and transparent.
o 36% agreement
• Senior leaders encourage and empower me to take initiative
and suggest
improvements.
o 26% agreement
• My middle manager is open, honest, and transparent.
o 70% agreement
Culture:
• This company is a team-oriented organization.
o 36% agreement

5. • This company challenges the status quo and seeks continuous
improvement.
o 18% agreement
• Employees have a strong sense of personal responsibility for
the
performance of their department and the performance of the
company.
o 80% agreement
• Overall, people care about my well-being at work.
o 34% agreement
Work Environment:
• I see the connection between the work I do and the benefits
received by
customers.
o 65% agreement
• I have enough authority to make the decisions I need to make.
o 36% agreement
Communications:
• I usually hear about important changes through management
communication
rather than rumors.
o 36% agreement
• In my workgroup or team, my opinions count.
o 72% agreement

6. Diversity:
• The company tries to promote a work environment free from
discrimination
and harassment.
o 41% agreement
• The environment at the company is supportive of the
expression of different
opinions, styles, and perceptions.
o 18% agreement
• I am satisfied with the company’s efforts to support and
encourage
differences.
o 34% agreement
Productivity:
• The technology, tools, and resources I have access to allow me
to be as
productive as possible.
o 83% agreement
• Staffing levels have kept up with the increasing customer
base, workload, and
infrastructure.
o 26% agreement
• Deadlines set by senior management are realistic.
o 18% agreement

7. • I am given the opportunity to do my best work.
o 26% agreement
Performance Management:
• I have a clear understanding of work expectations.
o 60% agreement
• My performance has a significant and direct impact on my
pay.
o 26% agreement
MBA 687 LEADERS SELF EVALUATIONS
Note: Individuals rate their skill levels on the following scale:
Not Skilled | Minimally Skilled | Somewhat Skilled | Skilled |
Very Skilled
Title: Vice President
Job Summary
Leads departments and operations for an entire organization and
creates its overall vision,
mission, values, beliefs, and strategic goals. Directs and
evaluates other executive leaders'
work and the success of the organization. Maintains awareness
of external and internal
competitive landscapes, opportunities for expansion, customers,
markets, and new industry
developments and standards. Manages the strategic plan that

8. guides the direction of a
team's business and collaboratively works with the executive
management team to identify,
prioritize, and act upon company needs, focusing on integration
strategies to ensure optimal
efficiency. This position requires competencies such as analytic
and strategic thought, vision,
orientation to detail, customer focus, talent management,
resource management, and
leadership skills.
Vice President Self-Assessment:
As I reflect on this past year, I have driven business expansion
from startup and evaluated the
organization’s success. This past year, we identified ways to
increase revenue and decrease
costs by 10%. I analyzed financial reports with the accounting
manager, prepared new
operating budgets, and greenlit pilot projects using AI and
chatbots to compete in an
increasingly digital economy. My understanding of the external
factors affecting the
organization will help us think ahead and be ready for changes
in the market. My most
tremendous success was bridging the gap between the
company’s day-to-day running and
the board of directors' sweeping visions. Since taking on the
new role, I realize my leadership
skills come from years of experience and knowledge throughout
life. This wisdom has
impacted my judgments, decisions, and actions. I have learned
to focus on a clear purpose
and mission. I have consistently shown commitment and
motivation since joining the
company, and I want us to succeed. I am a leader who focuses
on meeting set deadlines and

9. objectives on time. I realize that I can be too controlling in a
project, and I don't give other
team members enough room to contribute or develop their ideas.
I must learn to give others
more space and let them take the initiative, too. Maybe I should
try harder to promote the
company's culture and values within my team. While I regularly
hold meetings with this in
mind, I should focus on boosting team spirit and collaboration. I
am often frustrated, and I
find it hard to communicate when faced with other leaders'
behaviors. Despite the challenges
we faced this past year, I am incredibly proud of what my team
and I have accomplished
during the past year.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency

10. I have
not
learned
this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance
I have a good
amount of
experience
demonstrating
this
competency
independently
I always
demonstrate
this

11. competency
and could
provide
guidance/
training to
others
Leadership Skills ✔
Strategic
Thinking Skills
✔
People
Management Skills
✔
Change
Management Skills
✔
Communication
Skills
✔
Ethical Practice ✔
Tech Savvy
/Computer Skills
✔
Fostering
Teamwork

12. ✔
Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔
Title: Sales Manager
Job Summary
Leads the sales and marketing functions, including strategic
planning, budgeting, forecasting,
and maintaining scalable processes that differentiate and
highlight the value proposition
from concept to execution for all business areas. Drives
profitable revenue and market share
growth through domestic and international marketing programs
to email, print/digital, CMS,
and social media platforms. This person is highly collaborative
and works cross-functionally
to devise campaigns that engage, inform, and motivate to raise

13. brand awareness. Manages
and coaches inside sales and outside sales teams.
Sales Manager Self-Assessment:
After taking the time to evaluate my performance, I would like
to highlight a few of my best
achievements from the past year. At the beginning of the period,
I spearheaded the launch of
our organization's first sales industry research report. My
promotional efforts helped secure
a speaking engagement at two national sales conferences, which
will help the company meet
its annual objective of increasing industry exposure and
promoting our customer value
proposition. Additionally, I assisted in overhauling our website
content with IT and helped
procure a new data partner. As a result, our paid search efforts’
ROI has increased by 120%
year over year and influenced $6 million in our latest service
line sales. Because of this year's
marketing strategy's ambitious nature, there were times when I
pushed my team hard to
perform at their best, put in extra hours, and deliver on highly
demanding projects. While I
would never compromise on my drive for results, I must take
the time to give more
thoughtful and considerate feedback to members of my team.
This quarter, I noticed that I could have delegated and
communicated strategic goals to our
team better. Passing more projects to the outside sales team will
help me become more
efficient while also providing them more opportunities for skill -
building and career
development. Additionally, I believe meeting with the VP, call
center, and sales team bi-

14. weekly instead of monthly will help improve cross-department
communication and ensure
marketing campaigns are better aligned with overall company
goals.
By the end of next quarter, my goal is to improve my cross-
cultural practices by taking an
online training session. I've been working more closely with the
call center team in the past
few months and want to collaborate more effectively to
understand and achieve our team
goals.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency
I have
not
learned
this

15. skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance
I have a good
amount of
experience
demonstrating
this
competency
independently
I always
demonstrate
this
competency
and could
provide
guidance/

16. training to
others
Leadership Skills ✔
Strategic
Thinking Skills
✔
People
Management Skills
✔
Change
Management Skills
✔
Communication
Skills
✔
Ethical Practice ✔
Tech Savvy
/Computer Skills
✔
Fostering
Teamwork
✔

17. Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔
Title: Accounting Manager
Job Summary
Manages accounting functions, including analyzing various
accounting functions (A/R, A/P,
cost, and accounting) to understand what makes clients
profitable, ensures accurate
transaction records, evaluates financial processing, and controls
transaction processes.
Manages sub-ledger agreements (inventory, AR, sales, COGS)
to the general ledger and
investigates and corrects any variances. This person sets the
example of integrity, ensuring
monies and assets are protected against unauthorized use or
removal and loss due to a
criminal act or breach of trust. Works cross-functionally,

18. multitasks, problem solves, thinks
of the big picture, and focuses on process improvements to
improve efficiency and follow
generally accepted accounting principles (GAAP). Coaches
accounting associates and works
with operating managers to ascertain their need for accounting
data.
Accounting Manager Self-Assessment:
After taking the time to evaluate my performance, I would like
to highlight a few of my best
achievements from the past year. At the beginning of the period,
I Initiated corrective actions
for maintaining accounting records, improving record accuracy
by 75%. The accounting team
implemented an accounting records maintenance system,
replacing the old, inefficient one. I
spearheaded our organization's new digital timekeeping system,
replacing the outdated
process and eliminating "paper" timekeeping. We continuously
met audit standards this
year, and this is for two years in a row, owing to exceptional
account management skills. This
quarter, I noticed that I have not been delegating enough work
to other team members and
have challenges communicating strategic goals to our team.
Passing more projects to the
accounting team will help me become more efficient while also
providing them more
opportunities for skill building and career development.
By the end of next quarter, my goal is to streamline the
accounting systems by implementing
standard operating procedures for each subsystem. It is
important not to build silos and
understand the big picture and our team goals. I am working on

19. transactional accounting
improvement, but I also think a strategic approach is necessary.
I have worked closely with
the customer success coordinator/team leader, but I would like
to address with top
leadership the communication breakdown, the top-down
approach, and ways to collaborate
more frequently. I can offer my professional opinion on where
best to align finance and
accounting programs to the strategic plan and on building action
plans to support overall
business success.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency
I have
not
learned

20. this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance
I have a good
amount of
experience
demonstrating
this
competency
independently
I always
demonstrate
this
competency
and could
provide

21. guidance/
training to
others
Leadership Skills ✔
Strategic
Thinking Skills
✔
People
Management Skills
✔
Change
Management Skills
✔
Communication
Skills
✔
Ethical Practice ✔
Tech Savvy
/Computer Skills
✔
Fostering
Teamwork

22. ✔
Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔
Title: Customer Success Manager
Job Summary
Manages the customer success function and provides input on
strategic customer plans to
help identify areas where the company can improve overall
service delivery, quality, and
excellence. Develops customer relationships that promote
retention and loyalty. Creates
department policies and procedures that optimize the customer
experience. This person has
the highest accountability level for call center supervision and
performs basic human
resource tasks such as hiring and training staff. Coaches the
customer success

23. coordinator/team leader in improving service efforts, scoring
performance, and developing
support strategies based on customer feedback.
Customer Success Manager Self-Assessment:
In the past year as a call center manager for the company, I've
increased the customer
satisfaction rate by 37% through overseeing day-to-day contact
center operations and
business planning, employee development, operational
efficiency, and service excellence. I
worked with the customer success coordinator to revise the
existing cold call script and
added a stronger value proposition, resulting in an increased
call time average. We started
interfacing closely with the sales department to ensure
alignment and spent a great deal of
time "QC-ing" or monitoring queues and tracking inbound call
performance. I coached our
customer success coordinator on performance metrics, including
inbound calls, call waiting,
and abandonment rates. We started working on creating a new
customer service training
manual and quality assurance form. I empowered the customer
success coordinator to work
with the accounting team on the new timekeeping
implementation.
After reflecting on my performance, I noticed that while my
ability to build rapport with
employees and customers helps me as a manager, I will need to
delegate more to the
customer success coordinator as the business grows. I began
serving as the backup trainer
and assisted in onboarding nine new representatives, all of
whom finished their first quarter

24. meeting performance standards. Given this experience and my
commitment to continued
growth, I think there is room for improvement. I want to shift
the call center culture to a
more employee-centric workplace where our employees are
happy, comfortable, and valued.
I am aware of the possibility that the various technological
advancements in AI voice
processing, customer analysis, and chatbots may improve
customer satisfaction; however, it
could also make some employees redundant. I am unsure if our
employees see leadership as
approachable and observant or sensitive to what the agent is
trying to tell us, even indirectly.
If we can fix this, we can improve business performance and
reduce turnover.
Skill Level: Not
Skilled:
Minimally
Skilled:
Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency

25. I have
not
learned
this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance
I have a good
amount of
experience
demonstrating
this
competency
independently
I always
demonstrate

26. this
competency
and could
provide
guidance/
training to
others
Leadership Skills ✔
Strategic
Thinking Skills
✔
People
Management Skills
✔
Change
Management Skills
✔
Communication
Skills
✔
Ethical Practice ✔
Tech Savvy
/Computer Skills
✔

27. Fostering
Teamwork
✔
Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔
Title: Customer Success Coordinator/Team Leader
Job Summary
Provides industry-leading customer care, order assistance,
technical customer service, and
customer success team leadership while engaging in real-time
troubleshooting of inbound
Tier II and Tier III customer requests by email and telephone.
Coaches employees in all
customer service and contract sales facets, manages the
customer care escalation chain, and

28. works with the customer success manager to improve overall
service delivery improvement,
quality, and excellence. This person has a high level of
accountability for call monitoring to
improve service efforts and scoring performance and develops
support strategies based on
customer feedback. Works with a knowledge-sharing mindset,
works with a sense of
urgency, works cross-functionally, is a problem solver, and
thinks outside the box while
troubleshooting the root cause of all customer success center
problems to identify the
action(s) required to resolve the customer’s issue immediately.
Serves as customer success
trainer.
Customer Success Coordinator/Team Leader Commentary:
In the past year as lead agent in the call center for the company,
I've worked with my
manager to increase customer satisfaction rate by 37% through
revising the existing cold call
script, adding stronger value propositions, and focusing on
quality control QC-ing and agent
dashboards. I spent time with agents, communicating
performance expectations on inbound
calls, call waiting, and abandonment rates. I monitored calls
using our new quality assurance
form. I handled 15–20 customer requests to speak with a
supervisor per day and positively
resolved the issues. I assisted my manager in 36 employee
evaluations, detailing
observations of positive performance, opportunities for
improvement, and specific details of
supervisor calls taken for the week. I demonstrated the ability to
handle 50 or more calls a
day as the lead customer success agent, too. By decreasing my

29. talk time by 15 seconds per
call, I believe I can increase my call-per-hour rate by at least
10% next quarter without
negatively impacting customer satisfaction. I also worked with
the accounting manager and
her team to implement the new digital timekeeping system and
train all agents.
After reflecting on my performance, I noticed that while my
ability to work with employees at
all company levels is one of my best skills, I understand our
customers. I am ready to take on
more HR-related responsibilities. I began serving as the lead
customer success trainer and
helped my manager onboard nine new representatives. I would
like to understand the call
center's company goals and work with my manager to shift the
call center culture to a more
employee-centric workplace. Many call center workers have
been here less than two years
(27.5 %), and most call centers run an average 30–45%
turnover. Let's focus on retention. I
believe that additional sales training and education about our
products would help me
increase my up-selling performance in line with company
expectations. I want to discuss a
potential promotion to assistant customer success manager.
Skill Level: Not
Skilled:
Minimally
Skilled:

30. Somewhat
Skilled:
Skilled: Very
Skilled:
Your level of
experience
demonstrating
each competency
I have
not
learned
this
skill
I have little
experience
demonstrating
this
competency
and need
substantial
direction to
perform it
effectively
I have some
experience
demonstrating
this
competency
but still need
guidance

31. I have a good
amount of
experience
demonstrating
this
competency
independently
I always
demonstrate
this
competency
and could
provide
guidance/
training to
others
Leadership Skills ✔
Strategic
Thinking Skills
✔
People
Management Skills
✔
Change
Management Skills
✔

32. Communication
Skills
✔
Ethical Practice ✔
Tech Savvy
/Computer Skills
✔
Fostering
Teamwork
✔
Visioning ✔
Self-Awareness and
Emotional
Intelligence (EQ)
✔
Cross-Cultural
Awareness
✔
Learning Agility ✔