Oklahoma Department of Corrections A-4 Exit Surveys

1. “Choose a Career in Corrections” www.doc.state.ok.us 1-877-276-JOBS Oklahoma Department of CorrectionsA-4 Exit Surveys Process and Payoffs Debbie Boyer, SPHR Interim Deputy Director of Administration Oklahoma Department of Corrections 405-425-2844 debbie.boyer@doc.state.ok.us August 2005

2. Background Information • 5,844.6 Authorized FTE • 4,719.79 Funded FTE • 4,613.61 Filled FTE • 106.18 Funded Vacancies • Over 1,200 Total Vacancies Reference: August 1, 2005, Weekly FTE Report

3. Background Information • Fiscal Year 2002 Turnover • Correctional Officers 11.59 percent • Fiscal Year 2003 Turnover • Correctional Officers 12.73 percent • Fiscal Year 2004 Turnover • Correctional Officers 13.10 percent • Fiscal Year 2005 Turnover • Correctional Officers 13.08 percent

4. Problem Statement • It was difficult and costly for the Oklahoma Department of Corrections to recruit, hire, and retain employees—particularly correctional officers during the first 18 months of employment.

5. Benefits of Exit Surveys • Exit surveys provide a tool to identify issues that cause employees to leave the organization. • Exit surveys provide a tool to learn first- hand the specific reasons employees chose to leave employment and what the organization should have done differently to retain those employees.

6. History of Use of Written Exit Survey • All employees were provided exit surveys. • There was a poor response rate for employees completing the surveys. • Data was not organized in a manner that was helpful and useable to managers. • Data sharing was sporadic, and data was not shared with anyone other than top-level leadership.

7. Development of An Exit Survey System

8. Goals for New Exit Survey System • The primary goal of the new Employee Exit Survey System was to develop a more effective process for obtaining feedback from employees, collecting and analyzing data from that feedback, generating management reports, and establishing a process to ensure any issues identified through feedback collected are appropriately addressed by the agency.

9. Goals for New Exit Survey System • Data collected should complement the information being collected via other sources. • Data collected should be helpful and useful in determining: • What employees value about the organization • What the organization is doing well • What the organization needs to improve • What management/supervisory issues need to be addressed • What career development issues need to be addressed

10. Action Steps • Research was conducted regarding the general use of exit surveys. • Exit surveys are used by both public and private employers to determine the “real” reasons employees leave their organizations. • Exit surveys are used to enhance organizational recruitment and retention efforts.

11. Action Steps • Two types of exit surveys were identified: Exit Survey Interviews and Written Exit Surveys. • Exit Survey Interviews: • Demonstrate the organization cares about the feelings and opinions of separating employees. • Provide opportunities for follow-up questions to ensure understanding.

12. Action Steps • Written Exit Surveys: • Result in separating employees having more confidence in the confidentiality of written surveys. • Result in a lower response rate.

13. Action Steps • A clear understanding of agency objectives for the use of exit surveys and management buy-in was obtained. • A management survey was conducted to determine: • How often managers review results from current employee exit surveys. • How often managers use the results in making decisions. • What management’s goals are for a new exit survey system.

14. Action Steps • Management Survey Results • Managers were not utilizing the current system but did want to see some type of exit survey results regularly. • Management prioritized goals for the new exit survey system: • Improving supervisors’ skill at managing staff; • Ensuring adequate career development opportunities are provided for staff; • Improving training of new employees; • Improving organizational processes; • Improving recruitment processes; • Ensuring an adequate career ladder to meet employee needs; • Collecting information to justify increased salary and benefits.

15. Action Steps • The agency’s objectives for the use of exit surveys were identified. • Important processes and factors that should be included in the data collected were identified. • The method of collecting the information was identified. • The group from whom data would be collected was identified.

16. Action Steps • The survey instrument and interview format were developed. • Both instruments ensure collection of demographic information unique to organization. • Both provide customized questions for the organization. • The survey provides the separating employee an opportunity to give confidential quantitative feedback in response to a series of written questions. • The interview provides the separating employee an opportunity to give confidential qualitative feedback in response to a series of questions posed by an objective interviewer.

17. Action Steps • A policy was developed to operationalize the survey system and establish the process for data collection and reporting. • Employees who separate in good standing are offered the opportunity to complete a survey, participate in an interview, or both. • Interviews are conducted by central human resources professionals within 7 days of the employee’s separation date. • Data is collected and reported quarterly to managers.

18. Action Steps • The new exit survey system was marketed with employees, human resources professionals, and management. • Issuance of Director’s News Update • Publication of Article in Employee Newsletter • Notification to Upper Management • Notification to Field Human Resources Staff • Commitment is required from all stakeholders. • Managers must ACCEPT the results, BELIEVE the results, and ACT on the results.

19. Implementation and Evaluation

20. Implementation and Evaluation • Additional marketing efforts are needed. • Upper management will be re-surveyed to ensure the system is meeting their goals. • Follow-up contact is needed with employees who chose not to participate in the exit survey process at the time of their separation.

21. Questions or Comments?