12132019 Institutional Innovation Advisory Council IIAC Jonathan Hulbert IIAC Chair and Director of Leadership and Organizational Development Council Charge The IIAC is responsible for assessing and analyzing institutional data policies and processes to make recommendations to the Presid ID: 781684
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Slide1
The Campus Culture and Employee Engagement/Satisfaction Study
12/13/2019
Institutional Innovation Advisory Council (IIAC)
Jonathan Hulbert, IIAC Chair and Director of Leadership and Organizational Development
Slide2Council Charge
The IIAC is responsible for assessing and analyzing institutional data, policies, and processes to make recommendations to the President and the Cabinet to help inform their decision-making for the following:
What are the campuses strengths, challenges, opportunities, and threats in terms of organizational culture, employee engagement/satisfaction, workforce development, organizational agility, and institutional innovation and how do they impact institutional performance? What strategies and initiatives can further improve institutional performance by leveraging these factors
?
How do we assess and build institutional capacity (workforce development, organizational structure, process improvement, organizational agility, technology infrastructure,
ect
.) to support new campus initiatives, programs, and strategies identified in the strategic plan?
How can Buffalo State College be more intentionally innovative and agile as an institution to quickly adapt to meet market needs and demands?
Slide3Council Membership
Administrative Team:
William Benfanti, Associate Vice President for Government Relations, Institutional Advancement
Benjamin Christy, Dean, School of Arts and Humanities
Jerod Dahlgren, Communications Director, Marketing and Communications
Rebecca Eggleston, Professional Development Assistant, Professional Development Center
Khaleel Gathers, Deputy CIO and Director of Technology Planning and Outreach, Information Technology
Susan McCartney, Director, Small Business Development Center
Crystal Rodriguez, Chief of Staff, President’s Office
Jocelyn Tejeda, Senior EOP Counselor, Educational Opportunity Program
Jamie Warnes, Manager of Classified Employment and Employee Relations, Human Resource Management
Slide4Council Membership
Research Team:
Jeremy Bohonos, Assistant Professor, Adult Education
John Cabra, Professor, Center for Studies in Creativity
Joaquin Carbonara, Professor, Mathematics
Atta Ceesay, Associate Professor, Political Science
Robert Delprino, Assistant Dean, School of Natural and Social Sciences
Mohan Devgun, Chair and Professor, Engineering Technology
Gerard Puccio, Chair and Professor, Center for Studies in Creativity
John Torrey, Assistant Professor, Philosophy
Jing Zhang, Associate Professor of Elementary Education, Literacy, and Educational Leadership
College Senate Representatives:
Maria Brickhouse, Coordinator, EOP Academic Center for Excellence; Chair, College Senate Faculty and Staff Welfare Committee
Julian Cole, Associate Professor
, Philosophy; Chair, College Senate Bylaws and Elections Committee
Slide5Organizational Behavior
Organizational Effectiveness
Organizational Behavior
– “A field of study that investigates the impacts that individuals, groups, and structures have on behavior within organizations, for the purpose of applying such knowledge toward improving organizational effectiveness” (Robbins & Judge, 2012, p. 328)
Slide6Terms to Help Define What We Are Exploring with the Culture Study
Organizational culture
(Descriptive)
– “a system of shared meaning held by members that distinguishes the organization from other organizations. It is concerned with how employees perceive the characteristics of an organization’s culture, not with whether they like them.”
Job satisfaction
(Evaluative)
– “Seeks to measure how employees feel about the organization’s expectations, reward practices, and the like”.
Organizational Climate
(Team spirit)
– “The shared perceptions organizational members have about their organization and work environment. When everyone has the same general feelings about what’s important or how well things are working, the effect of these attitudes will be more than the sum of the individual parts”.
(Robbins & Judge, 2012, p. 243-245)
Slide7Why are we doing this and what are we trying to accomplish?
Identify the primary factors impacting faculty, staff, and administrator engagement, job satisfaction, morale, and paths for innovation. Understand the complexity and differences/similarities between those factors for different campus demographic groups.
Better understand the campus culture/climate to find out and co-develop the following as a campus:
Where are we falling short as an organization and how can we improve in those areas?
What are our organizational strengths and how can we leverage those strengths in new and innovative ways?
Slide8Term to Help Define What We Are Trying to Accomplish by Conducting the Culture Study
Organizational Development
– “A collection of planned change interventions, built on humanistic-democratic values, that seeks to improve organizational effectiveness and employee well-being (Robbins & Judge, 2012, p. 328)”
Slide9How will we approach this process?
Goal
-
Engage the Buffalo State Community in
Making Sense of Current State, Identify Future State Targets, and Co-develop Strategies for Moving from the Current State to Future State
Process Created by IIAC
- Idea Management System
Goal
-
Assess the Current State
of Campus Culture and Employee Satisfaction / Engagement Factors
Process Created by IIAC - Campus Culture and Employee Engagement/ Satisfaction Study
Goal - Improved
Future State of Campus Culture and Employee Satisfaction / Engagement FactorsProcess Created by IIAC – Post Campus Culture and Employee Engagement/ Satisfaction Study in two years
Slide10Campus Culture Study Timeline
Completed By:
Action
January 13
th
– January 31
st
Communicate the “Why,” “When,” and “How,” for this process across campus in-person and electronically
February 3
rd
– February 17
th
Survey is sent out to all Buffalo State College employees
Week of February 24
Buffalo State sends out Post-Survey Communication
February – March 2020
Data analysis process, report writing process/structure, and campus Town Hall Meeting structure developed by IIAC
April 2020
Survey Reports Delivered from MT to Buffalo State College
April 2020
IIAC analyzes the survey data and writes a report to present to the cabinet
May 2020
IIAC presents the data to the campus community through a series of Town Hall Meetings and at a College Senate Meeting (if there is still a meeting left) to receive feedback and insights about the data, as well as ideas for strategies to address areas for improvement and strengths to leverage.
August – September 2020
IIAC reconvenes to finalize a report summarizing the survey results, Town Hall Meeting feedback, potential strategies to address areas for improvement and strengths to leverage in response to the survey/feedback.
Slide11CONFIDENTIALITY AND ANONYMITY OF EMPLOYEE RESPONSES
“We protect your confidentiality in several ways. First, your responses will be sent directly to, and processed by,
ModernThink
LLC, an independent research and consulting firm that specializes in workplace excellence. Second, employers are not given any information in a way that would enable them to trace answers back to a specific person - even if you are part of a small demographic group. We will not report any results from demographic categories containing fewer than five
respondents.Please
note, however, that your institution may have the opportunity to purchase a report that summarizes all employee responses to the optional, open-ended questions at the end of the survey. The report will list all responses to those questions in alphabetical order by the first letter of the response to ensure objectivity in reporting. In order to preserve your anonymity, please do not include your name or other identifying remarks in your responses.” –
ModernThink
LLC.
All demographic questions will be optional and minimal demographic questions will be asked.
Slide12References
Raffaelli
, Ryan, and Mary Ann Glynn.
Institutional Innovation: Novel, Useful, and Legitimate."
In
The Oxford Handbook of Creativity, Innovation, and Entrepreneurship
, edited by Christina E.
Shalley
, Michael A.
Hitt
, and Jing Zhou. Oxford University Press, 2015.Robbins, Stephen and Judge Timothy. Essentials of Organizational Behavior. Pearson Education Limited, 2012.