| Overall Rating | Gold - expired |
|---|---|
| Overall Score | 74.38 |
| Liaison | Lisa Kilgore |
| Submission Date | March 1, 2018 |
| Executive Letter | Download |
Cornell University
PA-12: Assessing Employee Satisfaction
| Status | Score | Responsible Party |
|---|---|---|
|
1.00 / 1.00 |
Linda
Croll Howell Director for HR Analytics HR |
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indicates that no data was submitted for this field
Has the institution conducted a survey or other evaluation that allows for anonymous feedback to measure employee satisfaction and engagement during the previous three years?:
Yes
Percentage of employees (staff and faculty) assessed, directly or by representative sample (0-100):
100
A brief description of the institution’s methodology for evaluating employee satisfaction and engagement:
Cornell continuously employs unit or campus–wide surveys to drive improvements to the campus climate to foster a productive work environment for faculty, students and staff, including mature workers. Cornell administers a satisfaction survey for all faculty on a 5 year cycle - the most recent of which was administered in fall, 2016. The university conducted a survey for all staff in the fall of 2016. The student PULSE survey is conducted on a bi-annual basis, with the last conducted in the spring, 2017. A new employee acclimation survey was recently started in FY16 which was designed to measure new hire engagement and experiences.
In addition to these organization-wide measures, many other measures of satisfaction are in place on an on-going basis. For example, the university exit survey measures reasons why people leave Cornell, a new hire survey measures acclimation to Cornell after 90 days, which includes satisfaction metrics. Many units on campus also conduct "pulse" surveys of their staff, faculty and students on a regular basis.
A brief description of the mechanism(s) by which the institution addresses issues raised by the evaluation (including examples from the previous three years):
The results of all surveys are shared with senior leadership and action-oriented plans are developed. The most recent Faculty, Academic and Staff surveys were just administered, so results have not yet been fully compiled and shared as of yet. The past staff survey resulted in many new programs for example a streamlined approach to evaluating positions for potential reclassification, a new online career development tool to assist employees with understanding competencies for their next position as well as training and job skill development suggestions. As a result of feedback on the new hire acclimation survey, a Supervisor's Guide to Employee Acclimation and Retention was designed to enhance the new hire orientation process.
Optional Fields
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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