| Overall Rating | Platinum - expired |
|---|---|
| Overall Score | 85.05 |
| Liaison | Lisa Kilgore |
| Submission Date | March 5, 2020 |
| 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, 2019. 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. The university now conducts an exit survey of retirees to assess their experience and in 2019, the university administered its first Retiree Engagement Survey. Some units have undertaken extensive surveys of their workforce in collaboration with HR Analytics to understand issues related to the 7-dimensions of wellbeing, belonging, and experience. Many units on campus also conduct regular "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. For example, in the 2016 staff survey employee recognition was identified as an area of opportunity. This past year Cornell launched a new recognition platform, which includes the ability to provide formal recognition, including points to purchase items. Past staff surveys have 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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The information presented here is self-reported. While AASHE staff review portions of all STARS reports and institutions are welcome to seek additional forms of review, the data in STARS reports are not verified by AASHE. If you believe any of this information is erroneous or inconsistent with credit criteria, please review the process for inquiring about the information reported by an institution or simply email your inquiry to stars@aashe.org.