Providing staff with tools they need to succeed 
Citi Performing Arts Center in Boston, 
Mass. is one of the nation’s lead...
In recent years, Citi Center has undergone many internal changes. In 2006, the organization adopted a “Balanced Scorecard”...
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Citi center case study employee feedback


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Citi center case study employee feedback

  1. 1. Providing staff with tools they need to succeed Citi Performing Arts Center in Boston, Mass. is one of the nation’s leading nonprofit performing arts centers, providing diverse performing arts and education programming for a wide range of audiences. To monitor development needs of its staff and increase employee engagement, Citi Center surveys employees and also extends survey capabilities throughout the organization. At a Glance Situation • No benchmarks for employee development and engagement • Little knowledge of the support and tools employees need to be successful Survey Results • Surveys completed after the reorganization helped gauge understanding of goals and mission • Broader access to a survey tool helps all employees gather feedback Smarter Decisions • Revamped performance evaluations and improved communications led to a 30–80% improvement in job satisfaction as well as understanding goals and expectations • Investing in new desktop technology and offering tech tips at brown-bag lunches Visit today “You won’t know if you’re successful in fostering staff development if you don’t measure satisfaction and gather feedback. SurveyMonkey helps us decide how to communicate with our employees and give them the tools they need to do a great job—which makes us a stronger organization.” – Josiah A. Spaulding, Jr., President and CEO, Citi Performing Arts Center Employee Engagement Case Study
  2. 2. In recent years, Citi Center has undergone many internal changes. In 2006, the organization adopted a “Balanced Scorecard” approach, which uses performance metrics to help achieve Citi Center’s goals. A year later, its office made significant upgrades to its technology, and in 2011 implemented more organizational changes as it refreshed its strategy. Identifying how employees were responding to these changes, and what tools and support they needed to succeed, required accurate, timely feedback—but the Citi Center team had little data to support its staff development goals. “We weren’t a culture that collected data,” explains Sue Dahling Sullivan, chief of staff for Citi Performing Arts Center. “We were limited to spreadsheets and paper surveys. It was an antiquated process—we had no benchmarks for gauging our employee development, and if our responses to their needs were improving over time.” Citi Center began using SurveyMonkey to get employee feedback on organizational changes, their knowledge of Citi Center’s goals and mission, and which tools they needed to help meet these goals. Doing surveys over time helped Citi Center executives, including managers, gauge how well employees were doing to meet the center’s goals. The center’s voluntary staff-driven HR Task Force, which develops employee activities, uses SurveyMonkey to gather feedback from colleagues on everything from the best costume at the annual Halloween party to RSVPs for events. “Even employees who don’t see themselves as metrics-oriented love using SurveyMonkey,” Sullivan says. “Because it’s easy for everyone to access, we can let everyone do their own surveys. They’ve become critical for staff development and for meeting our strategic goals.” Learn more about how SurveyMonkey can help your entire team make smarter decisions. Visit today. Visit today What changes did you make based on survey feedback? When we were going through a reorganization, we wanted to make sure our employees understood why we were making changes, and see if their knowledge of our strategic plan was changing over time. We created benchmarking surveys to track progress. One outcome was a revamp of our performance evaluations, which has helped boost employee satisfaction on various criteria by 30-80%. Our technology survey also helped guide upgrades—we bought better desktop hardware and software, and also got the staff to share tips at brown-bag lunches. – Josiah A. Spaulding, Jr.