Institute for Organizational Excellence University of Texas at Austin’s School of Social Work

1. CUPA HR“Embracing Change: Staying Ahead of the Curve” Keeping Employees Engaged in a Changing WorkplaceNoel Landuytnlanduyt@austin.utexas.edu512-471-9831

2. Institute for Organizational Excellence • University of Texas at Austin’s School of Social Work • Working in this area for over 30 years • Research Unit History • Research Work in 35 States • Multiple Benchmark Groupings • Last Year: • Employee Engagement (1/4 Million employees) • Customer Surveys (1/2 Million customers of services) • Leadership Excellence (360, Collaboration, Supervision) • Measurement is a Science • “Soft Measures” to Hard Numbers

3. What is Engagement? 30% 50% 20%

4. 3 Key Engagement Strategies

5. Survey of Employee Engagement • Engagement Research as it relates to: • Organizational Learning • Turnover • Utilization of Leave Time • Measurement is a Science • “Soft Measures” to Hard Numbers (Perceptions??) • What you don’t know might hurt you. • Engagement Increased Importance in Public Sector

7. Instrument Features • 10 Demographic and 71 Standard Items • Coded for Multiple Organizational Breakdowns • Up to 20 Additional Items (specific your organization) • Custom Links and Pull-ins • Available Formats: • Online (English and Spanish) • Hardcopy (English and Spanish) • Online for Visually Impaired Reader

8. Instrument Reporting • Overall Executive Summary and Data Report • Each Coded Area Exec Summary & Data Report (pdf) • Overall Summary Data in Excel • All Coded Areas Summary Data in Excel • Benchmarks: • Over time • Similar Size • All Respondents • Higher Education

9. Reporting Illustrations

10. Reporting Illustrations

11. Illustration: UTSA • Profile • Survey Promotion • Website • Roll back • Executive Leadership • Mid Management • Town Hall • Website: http://www.utsa.edu/hr/soe/2008/

13. Research • Enhanced Performance Through Organizational Learning Moynihan and Landuyt (2009), How Do Public Organizations Learn? Bridging Cultural and Structural Perspectives. Public Administration Review . V69, N6.

14. Research • Turnover Intention in State Government • Factors decreasing probability of likelihood of intent to • leave. • Loyalty: 1 unit increase on scale = 1.2% decrease. • Empowerment: 1 unit increase on scale = 4% • decrease. • Job Satisfaction: 1 unit increase on scale = 5% • decrease. Moynihan and Landuyt (2008), Explaining Turnover Intention in State Government: Examining Roles of Gender, Life Cycle, and Loyalty. Review of Public Personnel Administration. 28(2).

15. Research • Various other research topics: • Employee Retention/Turnover • Knowledge Integration and Information Transfer • Burnout • Team Work • Quality • Organizational Induced Learned Helplessness • Employee Voice • Social and Organizational Capital

16. Case Study • Profile • Texas Organization • Approximately 1000 FTE • Highly Educated Workforce

17. Case Study • Utilization of Sick Leave • Turnover • Survey of Employee Engagement 1 2 3 4 5 Strongly Disagree Neutral Agree StronglyDisagree Agree Divided into 2 Groups

18. Findings: Pride In Work No Real Difference (5 hours)

19. Findings: Benefits No Real Difference (5 hours)

20. Findings: Supervision Difference of 22 hours

21. Findings: Organizational Mission Difference of 24 hours

22. Findings: Pay Difference of 24 hours

23. Findings: Job Satisfaction Difference of 28 hours

24. Findings: Valued Employee Difference of 34 hours (approaching a work week)

25. Findings: Ethical Behavior Difference of 34 hours (approaching a work week)

26. Findings: Harassment Difference of 51 hours

27. Findings: Turnover Difference of 50 hours

28. Research • Utilization of Leave Time and Turnover Landuyt (2009) – Employee Attitudes, Leave Utilization and Turnover - Internal Working Paper

29. 3 Key Engagement Strategies

30. Noel Landuytnlanduyt@austin.utexas.edu512-471-9831