Division Meeting - Nov. 17, 2020 UofSC Division of Student Affairs and Academic Support "2019-2020 UofSC Community Insights Survey" presented by Nathan Strong and Kim Pruitt, UofSC Human Resources, and Stacey Bradley and Alicia Bervine, Student Affairs and Academic Support "2019-2020 UofSC Community Insights Survey"

1. 2019-2020
UofSC COMMUNITY INSIGHTS SURVEY
Division of Student Affairs and Academic Support

2. A HISTORY OF
SELF-REFLECTION
AND
EMPLOYEE-
FOCUSED
INITIATIVES
Division Work Climate Survey
Division Work Climate Survey
UofSC Community Insights
Survey
2011
2017
2019
Division of Student Affairs and Academic Support

3. UofSC COMMUNITY INSIGHTS
SURVEY
Division of Student Affairs and Academic Support

5. 2020 Community Insights Total Responded % Responded
All Employees 5775 2536 44%
Staff 3852 1739 45%
Faculty 1923 797 41%
College/School Respondents 1248
Division Respondents 992
Division of Student Affairs and
Academic Support
733 309 42%
Note: Some respondents chose not to declare their college/division

7. Job Satisfaction / Support
Policies, Resources &
Efficiency
Faculty, Administration &
Staff Relations
Teaching Environment Shared Governance Communication
Professional
Development
Pride Collaboration
Compensation, Benefits &
Work / Life Balance
Supervisors / Department
Chairs
Fairness
Facilities Senior Leadership Respect & Appreciation
15 Core Survey Dimensions
0-44% 45-54% 55-64% 65-74% 75-100%
UNIVERSITY RESULTS

8. Job Satisfaction / Support
Policies, Resources &
Efficiency
Faculty, Administration &
Staff Relations
Teaching Environment Shared Governance Communication
Professional
Development
Pride Collaboration
Compensation, Benefits &
Work / Life Balance
Supervisors / Department
Chairs
Fairness
Facilities Senior Leadership Respect & Appreciation
15 Core Survey Dimensions
0-44% 45-54% 55-64% 65-74% 75-100%
DIVISION OF STUDENT AFFAIRS AND ACADEMIC SUPPORT RESULTS

9. UofSC Overall 2019 Honor Roll >10,000 2019 Carnegie Research DSA&AS
Job Satisfaction / Support 71 83 75 74
Pride 68 87 79 73
Supervisors / Department Chairs 71 81 75 73
Engagement Index 71 86 79 73
UofSC Custom Statements 67 n/a n/a 68
Professional Development 64 80 72 67
Facilities 61 83 74 64
Teaching Environment 57 80 69 63
Compensation, Benefits & Work/Life Balance 60 81 72 57
Respect & Appreciation 52 76 66 55
Collaboration 52 76 65 54
Fairness 51 73 63 54
Innovation Index 52 72 63 53
Policies, Resources & Efficiency 51 74 63 52
Senior Leadership 42 77 64 51
Faculty, Administration & Staff Relations 45 78 63 48
Communication 48 71 61 47
Shared Governance 42 76 63 44

10. UofSC Overall 2019 Honor Roll >10,000 2019 Carnegie Research DSA&AS
Job Satisfaction / Support 71 83 75 74
Pride 68 87 79 73
Supervisors / Department Chairs 71 81 75 73
Engagement Index 71 86 79 73
UofSC Custom Statements 67 n/a n/a 68
Professional Development 64 80 72 67
Facilities 61 83 74 64
Teaching Environment 57 80 69 63
Compensation, Benefits & Work/Life Balance 60 81 72 57
Respect & Appreciation 52 76 66 55
Collaboration 52 76 65 54
Fairness 51 73 63 54
Innovation Index 52 72 63 53
Policies, Resources & Efficiency 51 74 63 52
Senior Leadership 42 77 64 51
Faculty, Administration & Staff Relations 45 78 63 48
Communication 48 71 61 47
Shared Governance 42 76 63 44

11. UofSC
Overall
2019 Honor Roll
>10,000
2019 Carnegie
Research DSA&AS
Innovation Index 52 72 63 53
Engagement Index 71 86 79 73
Index
0-44% 45-54% 55-64% 65-74% 75-100%
DIVISION OF STUDENT AFFAIRS AND ACADEMIC SUPPORT RESULTS
INNOVATION INDEX
My supervisor actively solicits my suggestions/ideas. 68
I can speak up/challenge without fear of harming my
career.
63
My ideas are fully considered. 58
Contribute to important decisions in my department. 58
Changes that affect me are discussed prior to being
implemented.
42
Faculty, administration and staff are meaningfully involved
in institutional planning.
30
ENGAGEMENT INDEX
I understand how my job contributes to this institution's mission. 92
I am given the responsibility and freedom to do my job. 79
I am proud to be part of this institution. 77
My job makes good use of my skills and abilities. 76
Overall, my department is a good place to work. 76
All things considered; this is a great place to work. 71
My ideas are fully considered. 58
UofSC celebrates significant milestones and accomplishments. 57

12. BAROMETER STATEMENTS
Survey Statement
UofSC
% Positive
UofSC
% Negative
DSA&AS
% Positive
25
Overall, my department is a good place
to work
74 8 76
60
All things considered; this is a great
place to work
63 10 71
59
This institution’s culture is special –
something you don’t find just anywhere.
41 28 48
57 This institution is well run. 35 29 40
0-44% 45-54% 55-64% 65-74% 75-100%

13. TOP STATEMENTS
Survey Statement
UofSC
% Positive
UofSC
% Negative
DSA&AS
% Positive
5
I understand how my job contributes to this
institution’s mission 88 4 92
24
I have a good relationship with my
supervisor/department chair. 83 6 84
47
My supervisor/department chair supports my efforts
to balance my work and personal life. 79 7 83
2
I am given the responsibility and freedom to do my
job. 81 5 79
15
My supervisor/department chair regularly models
this institution's values. 75 10 79
1 My job makes good use of my skills and abilities 75 8 76
0-44% 45-54% 55-64% 65-74% 75-100%

14. TOP STATEMENTS
Survey Statement
UofSC
% Positive
UofSC
% Negative
DSA&AS
% Positive
29
The institution takes reasonable steps to provide a
safe and secure environment for the campus. 74 8 78
49
This institution actively contributes to the
community. 76 5 78
25 Overall, my department is a good place to work. 74 8 76
36 I am proud to be a part of this institution 72 6 77
6
I am given the opportunity to develop my skills at
this institution 68 12 76
0-44% 45-54% 55-64% 65-74% 75-100%

15. BOTTOM STATEMENTS
2019 Survey Statement
UofSC
% Positive
UofSC
% Negative
DSA&AS
% Positive
11 I am paid fairly for my work. 35 42 25
42
Faculty, administration and staff are meaningfully involved
in institutional planning. 28 37 30
43
At this institution, we discuss and debate issues
respectfully to get better results. 36 27 34
58
There’s a sense that we’re all on the same team at this
institution. 32 36 34
55
There is regular and open communication among faculty,
administration and staff. 36 29 35
41
Senior leadership communicates openly about important
matters. 35 33 39
57 This institution is well run. 35 29 40
0-44% 45-54% 55-64% 65-74% 75-100%

16. BOTTOM STATEMENTS
Survey Statement
UofSC
% Positive
UofSC
% Negative
DSA&AS
% Positive
71
This institution is making sufficient effort to recruit and retain
diverse faculty and staff. Custom
49 21 41
18 Issues of low performance are addressed in my department. 40 31 42
22
Changes that affect me are discussed prior to being
implemented. 42 26 42
28
My department has adequate faculty/staff to achieve our
goals. 36 41 43
35 Our recognition and awards programs are meaningful to me. 37 34 46
37
Senior leadership shows a genuine interest in the well-being
of faculty, administration and staff. 40 30 48
27
Senior leadership provides a clear direction for this
institution’s future. 39 32 49
70 The institution presently employs a diverse workforce. Custom 57 18 49
0-44% 45-54% 55-64% 65-74% 75-100%

17. DEI
Survey Statement
UofSC
% Positive
UofSC
% Negative
DSA&AS
% Positive
68
The institution supports a work environment where everyone is entitled to
dignity and respect, regardless of … Custom
69 11 68
45
At this institution, people are supportive of their colleagues regardless of
their heritage or background.
66 12 65
54
This institution has clear and effective procedures for dealing with
discrimination.
65 14 65
69
The environment at this institution is supportive of the expression of
different opinions, styles, and perceptions, regardless of… Custom
63 13 62
44
This institution's policies and practices ensure fair treatment for faculty,
administration and staff.
45 23 52
50
This institution places sufficient emphasis on having diverse faculty,
administration and staff.
58 19 50
70 The institution presently employs a diverse workforce. Custom 57 18 49
71
This institution is making sufficient effort to recruit and retain diverse
faculty and staff. Custom
49 21 41
58 There's a sense that we're all on the same team at this institution. 32 36 34
0-44% 45-54% 55-64% 65-74% 75-100%

18. OPEN-ENDED RESPONSES BY FREQUENCY
WHAT DO YOU APPRECIATE MOST ABOUT WORKING AT THIS INSTITUTION?
Interaction with
students
Work
environment
Genuine and
supportive colleagues
Student
focused,
friendly &
hardworking
culture
Management support
Opportunities for
professional
development

19. OPEN-ENDED RESPONSES BY FREQUENCY
WHAT WOULD MAKE THIS INSTITUTION A BETTER PLACE TO WORK?
Better compensation
More
opportunities
for
advancement
Flexibility and
alternative work
schedules
More open
communications
More diversity in
leadership
Treating staff
equitably, not having
favorites

20. DSA&AS OVER UofSC RESULTS
Survey Statement
UofSC
% Positive
UofSC
% Negative
DSA&AS
% Positive
6
I am given the opportunity to develop my skills at this
institution 68 12 76
33
There is a good balance of teaching, service and
research at this institution. 63 12 73
51
There is appropriate recognition of innovative and
high-quality teaching. 58 17 68
32
Our senior leadership has the knowledge, skills and
experience necessary for institutional success. 48 24 61
56 I believe what I am told by senior leadership 42 25 52
21
Senior leadership provides a clear direction for this
institution’s future 39 32 49
0-44% 45-54% 55-64% 65-74% 75-100%

21. DSA&AS UNDER UofSC RESULTS
Survey Statement
UofSC
% Positive
UofSC
% Negative
DSA&AS
% Positive
11 I am paid fairly for my work 35 42 25
7
The institution is making sufficient effort to recruit and retain
diverse faculty and staff. 49 21 41
70
The institution presently employs a diverse workforce.
Custom 57 18 49
50
The institution places sufficient emphasis on having diverse
faculty, administration and staff 58 19 50
0-44% 45-54% 55-64% 65-74% 75-100%

22. DIVISION FOCUS AREAS
Goals and Progress Checks

23. COMMUNICATION AND INFORMATION
2011 2017 2019 *NEW
46% Effectiveness 62% Effective internal
communication in division
• 47% Communications
Average of below
Other data points:
83% I clearly understand the
connection between my work
and UofSC strategy.
75% I understand how my job
contributes to dept. objectives
74% My manager listens
carefully to the views and
opinions of others
58% My manager identifies and
articulates a long-term vision for
the future
• 58% when offered, my ideas
are fully considered
• 54% in my dept. we
communicate openly about
issues that impact each
other’s work
• 42% changes that impact me
are discussed prior to
implementation
• 34% at this institution, we
discuss and debate issues
respectfully to get better
results

24. COMMUNICATION AND INFORMATION
Knowledge about depts.
Unfiltered; directly from
the top; consistent
across div.
Means for employee
input (down to up
communication)
Accessible to all
employees
Student-focused
messaging
2011: Created Stay Informed-weekly e-
newsletter (30% open rate YOY)
Stay Informed dept. best practices section
(currently only events posted)
What’s Dennis Reading-biweekly
PD Picks-biweekly
Staff Notes-occasional
2017: Summary of Division Directors’
Meetings (30% open rate) “Take 3”
Let’s Chat
Focus
Areas
aligned
with
Initiatives
INITIATIVESFOCUS

25. SUPERVISOR TRAINING
2011 2017 2019 *NEW
Improved in 94% of
manager climate survey
questions
73% Supervisor Average
• 84% have a good
relationship with
• 79% regularly models
values
• 73% clear expectations
• 72% I believe what I’m
told
• 69% provides helpful
feedback
• 68% solicits sugg. / ideas
• 67% consistent and fair
74% Average: My
Manager… statements
66% of required,
completed LEAD in 2017
(17 LEAD 2; 9 ELP; 5
PAL)

26. SUPERVISOR TRAINING
Provide employees with
trained managers who
care about their
success.
“Your #1 job is to help
your employees be
successful.”
Participate in LEAD & other
professional development.
Provide more communication and
information to supervisors.
Focus
Areas
aligned
with
Initiatives
FOCUS INITIATIVES

27. PERFORMANCE MANAGEMENT AND FEEDBACK
2011 2017 2019 *NEW
50% received a timely
EPMS.
95% received a timely
EPMS
XX% received a timely
EPMS
81% Sets realistic
performance expectations
74% Clearly communicates
performance expectations
74% Holds people
accountable for their work
71% Accurately evaluates
employee potential
67% Provides high quality
informal feedback
• 69% Receive supervisor
feedback that helps me
• 54% Review process
accurately measures
my job performance
• 42% Issues of low
performance are
addressed in my
department

28. PERFORMANCE MANAGEMENT AND FEEDBACK
Provide employees with
the timely feedback they
need to be successful
Provide timely, specific,
two-way feedback,
outside of EPMS
Ensure 100% of employees receive a
timely EPMS.
LEAD Training: meet employees where
they are (like they would meet a student
where they are)
Focus
Areas
aligned
with
Initiatives
FOCUS INITIATIVES

29. REWARDS AND RECOGNITION
2011 2017 2019 *NEW
GEMS: 55% utilization
rate in 2013
GEMS: 38% utilization
rate in 2016
GEMS: 59% utilization
55% Respect &
Appreciation Average
83% My manager lets upper
management know about the
effectiveness of his/her
employees.
63% My manager rewards
and recognizes achievement
• 65% People are supportive
of their colleagues
regardless of their heritage
or background.
• 53% I am regularly
recognized for my
contributions
• 46% Our recognition /
awards programs are
meaningful to me

30. REWARDS AND RECOGNITION
Provide our employees
with timely and
meaningful recognition.
Consistent utilization of
recognition across
division.
Differentiate between
GEMS and Division
Recognition.
GEMS online
3 new awards created
(Excellence for Collaboration,
Commitment to Innovation,
Commitment to Inclusion)
Monitor usage and market the
program
Focus
Areas
aligned
with
Initiatives
FOCUS INITIATIVES

31. REWARDS AND RECOGNITION
GEMS:
2018…..605
2019…1139
2020…..1167
(as of
11/1/20)
2020 Dept. Recipients Amount 2020 Dept. Utilization Amount
Student Life 344 New Student Orientation 8
Housing 210 TRIO 5
Student Success Center 183 Registrar 5
Student Health Services 93 SAVIP 4
Career Center 81 Visitor Center 4
Admissions 73 Preston Residential College 3
Division of Student Affairs -
VSPA
27 Planning and Assessment 2
Student Conduct 25
Student Disability Resource
Center 2
Financial Aid & Scholarship 19 Enrollment Analytics 1
Dean of Students 16 Green Quad 1
U101/NRC 15 Pre-Professional Advising 1
Substance Abuse Prevention
and Education
8
Not in the Division (Undergraduate
Advising Center, International Student
Programs, Center for Integrative and
Experiential Learning)
25

32. EMPLOYEE TRAINING AND DEVELOPMENT
2011 2017 2019 *NEW
67% Professional
Development Average
79% Manager encourages
employee development
71% Encouraged to
pursue PD to support role
47% I have a mentor
• 76% I am given the
opportunity to develop
my skills at this
institution
• 57% I understand the
necessary requirements
to advance my career

33. EMPLOYEE TRAINING AND DEVELOPMENT
Create divisional
opportunities for
professional
development
Remove barriers for
employees to attend
PD
Form the professional
development committee
Communicate developmental
opportunities to employees
Online meetings and sessions
Some recordings
Focus
Areas
aligned
with
Initiatives
FOCUS INITIATIVES

34. EMPLOYEE TURNOVER
2011 2017 2019 *NEW
23.68% turnover rate 10.41% turnover rate
73% Engagement
Index
Monitor turnover data and use
climate survey data
Concentrate on focus
areas and other identified
internal initiatives
Remote working offered
Compensation and room
for advancement noted
frequently in the
comments and
compensation scored in
the acute area.
Flexible work schedules
enhanced & utilized.

35. EMPLOYEE TURNOVER
Turnover
Rate FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020
UofSC
Columbia
6.63% 6.37% 6.33% 7.07% 9.68% 7.76%
Division
14.36% 23.37% 23.68% 9.58% 10.41% 8.63%
Includes voluntary termination of classified employees
Does not include unclassified staff or faculty, involuntary (layoffs and discharges), and other separations
(retirement, death)

36. STRATEGIC ALIGNMENT
Path to Excellence

37. MODERN THINK SURVEY RECOMMENDATIONS
1. Communicate a high-level
summary of the survey results to
appropriate leadership groups and
to the University as a whole.
2. Review existing communication
structures, processes, and norms to
better determine what is currently
working well and how best to
strengthen the quality of
communication and dialogue.
3. Review and address fairness
concerns regarding performance
management processes and
accountability. Ensure systems and
processes related to ensuring fair
treatment are up-to-date and
consistently communicated.
4. Consider introducing formal
processes to enhance Executive
Council/Senior Leadership visibility,
interaction and relationship with the
goals of fostering a greater sense of
connection to, and confidence in the
capabilities, credibility and alignment
of leadership.
5. Educate, insulate and advocate
regarding University of South
Carolina Shared Governance
1. Educate about UofSC’s shared governance
model, at both the macro and micro levels
2. Insulate from the politics and turmoil at the
Board and State levels
3. Advocate for faculty and staff priorities, issues
and concerns
6. Consider an intentional focus on
specifically defining and articulating
the unique value proposition
(employment brand) of the
University of South Carolina so that
faculty and staff have a greater
sense of alignment and shared
culture.
ALIGNED WITH SA&AS FOCUS AREAS

38. Improve operations through effective practices;
innovation; and an excellent, diverse workforce.
1, 2, 3, 5, 7, 8
Enhance diversity, equity and inclusion at the
university.
1, 2, 4, 5
Advance a safe, civil and nondiscriminatory
campus environment.
1, 2, 4, 8
Optimize recruitment and enrollment efforts to
address changing demographics.
1, 4, 5, 6
Increase student success, timely graduation,
post-graduate employment and graduate school
enrollment. 1, 4, 5, 6
Assist the university in optimizing infrastructure
to foster a superior student experience.
7
1. THE BEST
STUDENTS
2. WORLD-CLASS
FACULTY AND STAFF
3. OUTSTANDING
RESEARCH
4. INCREASE
DIVERSITY
5. INTEGRATED AND
INTEROPERATIVE
SYSTEM
6. COMMUNITY
PARTNERS
7. EXCELLENT
INFRASTRUCTURE
8. WIN WITH
CHARACTER
Student
Affairs and
Academic
Support
Priorities
aligned
with
UofSC
Path to
Excellence

39. X
X
X
X
X
X
x
Improve operations through effective
practices; innovation; and an excellent,
diverse workforce.
Enhance diversity, equity and inclusion
at the university.
Advance a safe, civil and
nondiscriminatory campus
environment.
Optimize recruitment and enrollment
efforts to address changing
demographics.
Increase student success, timely
graduation, post-graduate employment
and graduate school enrollment.
Assist the university in optimizing
infrastructure to foster a superior
student experience.
Key
initiatives
we will
invest in to
support our
strategic
priorities
and the
Path to
Excellence

40. NEXT STEPS
What should we focus on now to achieve our strategic priorities?

41. STRENGTHS – CELEBRATE!
• Commitment to develop
leaders/managers
• Communications from divisional
leadership
• Vast opportunities for employee
professional development
• Formal recognition program
• Employee turnover
• Friendly, respectful, hard-working culture
• Student-focused culture
OPPORTUNITIES
• Diversity in hiring & promotion practices
• Performance expectations (aligned)
• Fair, equitable treatment & manageable
workloads
• Accountability (address low performance)
• Regular feedback and recognition that is
meaningful
• Decision-making processes and
communication
• How decisions are made; when and how
employees can contribute
• Proactive, collaborative communications with all
involved/impacted by changes
• Compensation & career paths
• Flexibility
• Staff resources:
• Operational efficiency
• Employee wellbeing

42. Communication
and information
Supervisor
training
Performance
management &
feedback
Rewards and
recognition
Employee
training and
development
Employee
turnover
Communication
and collaboration
Supervisor and
employee
development
Performance
management,
accountability &
feedback
Diversity, equity,
and inclusion
Prioritization of
initiatives (stop the
“more is better” culture)
Employee
Wellbeing
PAST
FOCUS
AREAS
Shifting
to
NEW
FOCUS
AREAS
SHIFTING
FOCUS

43. Communication
and collaboration
Supervisor and
employee
development
Performance
management,
accountability &
feedback
Diversity, equity,
and inclusion
Prioritization of
initiatives (stop the
“more is better” culture)
Employee
Wellbeing
Improve operations through
effective practices; innovation;
and an excellent, diverse
workforce.
Enhance diversity, equity and
inclusion at the university.
Advance a safe, civil and
nondiscriminatory campus
environment.
Optimize recruitment and
enrollment efforts to address
changing demographics.
Increase student success,
timely graduation, post-graduate
employment and graduate
school enrollment.
Assist the university in
optimizing infrastructure to
foster a superior student
experience.
NEW
FOCUS
AREAS
aligned
with
SAAS
Priorities
and
Climate
Survey
ALIGNING
EFFORTS

44. NEW
FOCUS
AREAS
IN
ACTION
Communication and
collaboration
Supervisor and
employee
development
Performance
management,
accountability &
feedback
Diversity, equity, and
inclusion
Prioritization of
initiatives; efficiency
& effectiveness
Employee Wellbeing
Create a divisional understanding of our priorities,
where we will commit efforts and resources, and how
we measure success
Process for depts. to guide prioritization
Educate and prepare our employees to improve in
these focus areas and deliver on our strategic plan
Develop in areas of prioritization, wellbeing, difficult
conversations, feedback, etc.
Cultivate a diverse, equitable and inclusive campus
culture
Recommendations from DEIA task force, unconscious bias
training for all interviewers, cultural competence, etc.
Participate in organizational efficiency and effectiveness
opportunities
Refine and deploy flexible work practices

45. NEXT STEPS:
Leadership Team
• Provide
divisional
priorities and
strategy to
inform unit and
individual
priorities and
measures of
success across
the division
• Process to guide
prioritization
PD Team
• Align efforts to
these new focus
areas and our
strategic plan
• Work with DEI,
HR, EEO, etc.
as needed
• Topics on
Wellbeing,
Difficult
Conversations,
DEI,
Prioritization
HR
• Refine flexible
work practices
for ongoing use
All Units
• Continue to
identify
opportunities for
organizational
efficiency and
effectiveness
• Continue to
collaborate to
improve the
student
experience

46. THANKS!
ANY QUESTIONS?