"Student Affairs and Academic Support 2017 Workplace Survey Results," presentation by Nathan Strong, Kim Pruitt and Stacey Bradley delivered at the monthly division meeting March 24, 2017.

1. STUDENT AFFAIRS AND
ACADEMIC SUPPORT
2017 Workplace
Survey
Results

2. GOALS OF WORKPLACE SURVEY
• Compare the 2012 Workplace Survey results to the
2017 Workplace Survey results
• Celebrate successes and improvements
• Identify further areas for improvement
• Develop action plans
Goal: Create meaningful changes to the work environment
that enhance employee engagement and effectiveness and
are sustainable over time.

3. RESPONDENT
DEMOGRAPHICS
Basic respondent
demographic information
by position and
department

4. NUMBER OF RESPONDENTS
2012 Respondents
2017 Staff
Breakdown
2017
Respondents
2017 Respondents
to 2017 Staff
Breakdown
Total 386 897* 394 44%
Staff Members (includes temps) 765 358 47%
Graduate Students 132 36 27%
Manages Others 184 132 33% of 394 resp.
Does not Manage Others 202 262 67% of 394 resp.
Housing & Student
Development
191 481 114 24%
Student Life 92 114 109 96%
Enrollment Management 71 253 132 52%
University 101/NRC 14 32 23 72%
Office of the VP 12 17 16 94%
*~160 employees had no access to
survey

5. RESPONDENTS BY DEPARTMENT
394 Total
Respondents
358 Staff Members
36 Graduate
Students

6. RESPONDENTS BY POSITION
262 Employee
93
Manager/Supervisor
35 Department
Director
4 Sr. Leadership
(AVP)

7. RESPONDENTS BY DEPARTMENT
AND POSITION
Reflects a
good span
of employee
and
manager
participation
in this
survey.

8. PROFESSIONAL DEVELOPMENT
DATA
Actual Training Attendance of
Supervisors Required to Attend
LEAD
#
Complet
ed
LEAD 101
(66%)
LEAD2 16
ELP 9
PAL 5
Total Required to Attend LEAD 152

9. LENGTH OF SERVICE AND
TURNOVER
Length of service and
turnover data from survey
results, internal data and
exit interviews

10. RESPONDENT LENGTH OF SERVICE
BY POSITION
269 Respondents < 5
yrs.
68% of total survey
respondents

11. RESPONDENTS LENGTH OF SERVICE
BY DEPARTMENT
74% <5yrs
59% <5yrs
32% <5yrs
47% <5yrs

12. TURNOVER

13. EXIT INTERVIEW: REASONS FOR
LEAVING
From the USC
Exit Interview
Survey Data:
119 employees,
“check all that apply”
1/31/2012 to
2/22/2017
Other: 13 out of
26 Transferred to
another
department.

14. LEADERSHIP
PERCEPTIONS
Respondent perceptions of
Senior Leadership

15. 2012 TO 2017 SENIOR LEADERSHIP
PERCEPTION

16. VP PERCEPTION BY POSITION
Average
Perception Gap
Between Sr.
Leadership and
Employee = 1.36
Total
Respondents
Checking
“Unsure”
Open to
new ideas &
suggestions
47
Deeply
cares about
employees
38
Makes
employee
developmen
38

17. AVP PERCEPTION BY POSITION
Average
Perception Gap
Between
Sr. Leadership
and Employee =
2.23
Total
Respondents
Checking
“Unsure”
Open to
new ideas &
suggestions
70
Deeply
cares about
employees
59
Makes
employee
developmen
67

18. DIVISION PERCEPTION Respondent perception of
the division

19. 2012 TO 2017 DIVISION
PERCEPTION
Average Total Scores
2012 2017 Diff.
3.61 3.65 .04

20. DIVISION PERCEPTION BY
POSITION

21. JOB PERCEPTION Respondent perceptions of
their jobs

22. 2012 TO 2017 JOB PERCEPTION
Average Total Scores
2012 2017 Diff.
3.94 3.95 .01

23. JOB PERCEPTION BY POSITION

24. SUPERVISOR / MANAGER
PERCEPTION
Respondent perception of
their supervisor/manager

25. 2012 TO 2017 PERCEPTION OF
DIRECT SUPERVISORS/MANAGERS
Improved in 33 out of 35 questions (94%) from 2012 to 2017

26. Perception of
Direct
Supervisors/
Managers
Sorted by
Rating
Difference
to
Reflect
Improvemen
ts
My Manager… 2017 2012 # Difference % Variance
places employee interests first. 3.71 3.46 0.25 7%
accurately evaluates employee potential. 3.91 3.67 0.24 7%
accurately evaluates employee performance. 3.98 3.74 0.24 6%
makes sacrifices for direct reports. 3.81 3.60 0.21 6%
sets realistic performance expectations. 4.12 3.93 0.19 5%
lets upper management know about the effectiveness of his/her employees. 3.90 3.72 0.18 5%
rewards and recognizes achievement. 3.80 3.63 0.17 5%
encourages and manages innovation. 4.02 3.88 0.14 4%
is open to new ideas. 4.15 4.02 0.13 3%
provides adequate freedom to do my job. 4.35 4.22 0.13 3%
cares about employees. 4.31 4.18 0.13 3%
breaks down projects into manageable components. 3.89 3.77 0.12 3%
adapts well to changing circumstances. 4.05 3.94 0.11 3%
creates clear work plans and timetables. 3.84 3.73 0.11 3%
demonstrates the ability to think analytically. 4.23 4.13 0.10 2%
obtains information, resources, and technology for his/her staff. 4.07 3.97 0.10 3%
is effective at persuading employees to move in the desired direction. 3.90 3.80 0.10 3%
puts people in the right roles at the right times. 3.82 3.72 0.10 3%
displays a commitment to diversity in the workplace. 4.12 4.03 0.09 2%
clearly articulates organizational goals. 3.96 3.87 0.09 2%
encourages employee development. 4.12 4.03 0.09 2%
appropriately handles crises. 4.12 4.04 0.08 2%
demonstrates honesty and integrity. 4.21 4.13 0.08 2%
respects employees as individuals. 4.24 4.17 0.07 2%
helps find solutions to problems. 4.10 4.05 0.05 1%
possesses good job skills for his/her position. 4.20 4.15 0.05 1%
inspires others. 3.77 3.73 0.04 1%
has a good reputation in the organization. 4.13 4.10 0.03 1%
clearly communicates performance expectations. 3.97 3.94 0.03 1%
listens carefully to the views and opinions of others. 4.00 3.97 0.03 1%
trusts employees to do their job. 4.22 4.19 0.03 1%
accepts responsibility for successes and failures. 3.98 3.95 0.03 1%
provides high quality informal feedback. 3.79 3.77 0.02 1%
holds people accountable for their work. 4.00 4.01 -0.01 0%
identifies and articulates a long-term vision for the future. 3.71 3.78 -0.07 -2%

27. THEMES AND
CONCLUSIONS
Derived from survey data
and comments

28. 2012 Focus
Areas
Action Reaction Survey Results
Supervisor
Training
LEAD Supervisory
Training and Policy
created
66% of required, completed
LEAD
17 completed LEAD 2
9 completed ELP
5 completed PAL
Improved perceptions of Direct
Supervisors/Managers in 94%
of the Manager questions
(slides 32-36)
EPMS
Completion
Universal review
date
Completion
statistics
95%* received a timely EPMS
in 2016 vs. 50% in 2012 and
2011
(*Some of the 5% may have met by default due to
medical leave & other unavailability beyond their
control)
The consistency and quality of
the review and performance
management process is
favorable.
Knowledge
about Other
Areas
Communication
strategy
Stay Informed-weekly e-
newsletter
What’s Dennis Reading-
biweekly
PD Picks-biweekly
Staff Notes-occasional
Division Directors’ Meetings
Let’s Chat
Improved communication
survey results
Multiple communication
sources may not be meeting
the needs of all employees;
filtered
Employees receiving or giving

29. Supervisor Training and
Development
66% of required supervisors
have achieved their LEAD
Management Development
Program certificate
Learn, Educate and Develop with LEAD
 Manager & Supervisor
perceptions improved in 33 out of
35 questions (94%)
 95% of staff received a timely
EPMS in 2017 vs. 50% in 2012
 Employees perceive the quality
of their formalized review process
has improved
Coach and develop employees by providing specific,
timely, two-
way, positive and constructive, informal feedback.
Make training
KEEP GOING

30. Communication Strategy
improved the perception of
effective communication by
16%
46% to 62%
Stay Informed-weekly e-newsletter
What’s Dennis Reading Breakfast and
e-newsletter features
PD Picks-biweekly in the e-
newsletter
Staff Notes featured in the e-
newsletter
Division Directors’ Meetings
Divisional Meetings
Let’s Chat
ideaPOP!
Annual Recognition Breakfast
Ensure accessible and consistent in content & delivery
to all employees.
Create back and forth communication channels, up
and down the org
KEEP GOING

31. GEMS and Division Recognition
Peer-to-Peer Recognition Programs
GEMS had a 38% Utilization Rate in
2016
GEMS: Gamecocks Who Excel at
Magnificent Service
Exemplary Service to the Carolina
Community Award
Outstanding Service to Students Award
Continuing Excellence Awards (2)
New Staff Member of the Year Awards (2)
Graduate Assistant of the Year Award
Outstanding Faculty and Staff Partner
Award (2)
Unsung Hero Award
Promote throughout the division & ensure accessible
to all, especially
in underutilized areas. Celebrate achievement at dept.
KEEP GOING

32. Succession Planning
Ensures leadership continuity in pivotal
positions, retains and develops intellectual
and knowledge capital of the future and
encourages individual advancement.
Identify potential turnover in
pivotal positions and risk to
division & University
Identify high potential/high
performing employees currently
ready or eager and capable of
developing
Develop employees through
training and individual
development plans
Analyze and address existing high
turnover and its impact on goals
and objectives
Succession planning is not a one-time event. It evolves
with the
vision, strategic goals and the capacity of the human
KEEP GOING