Academic and Administrative Leaders’ Forum April 27, 2006 Data, Dialogue, Decide and DO!

1. WELCOME Academic and Administrative Leaders’ Forum April 27, 2006 Data, Dialogue, Decide and DO! Using Western’s Campus Communications Survey and Culture Survey Results to Increase Workplace Engagement

2. Data, Dialogue, Decide and DO! • Using Western’s Campus Communications Survey and Culture Survey Results to Increase Workplace Engagement • Michael Sullivan, The Strategic Counsel • Dr. John Meyer, Industrial and Organizational Psychology, Western • Tim Jackson, Masters of Organizational Psychology Candidate

3. Western’s Organizational Culture Inventory June 2003 and November 2006 Campus Communications Survey November 2003 and February 2006

4. Ideal Culture, 2003 • Set realistic but challenging goals, make plans, and take ownership for reaching those goals • Enjoy work and bring to the job our integrity, creativity, and desire to learn and develop our talents to the fullest. • Help and encourage each other, show concern, and support each other’s success, without win-lose competition. • Motivate each other with friendliness, care about the group’s satisfaction and success, and build community in the workplace.

5. Actual Culture, 2003 • Decrease: • Pushing decisions upwards • Avoiding the tough decisions • Opposing new ideas • Focussing on flaws • Do More: • Thinking in unique and independent ways • Enjoying our work • Building relationships

6. Western’s Organizational Culture Inventory June 2003 and November 2006 Campus Communications Survey November 2003 and February 2006

7. 2006 survey objectives • Assess changes in perceptions of internal communications since 2003 survey • Understand preferred sources and channels for specific information needs • Identify priority areas for improvement

8. 2006 survey methodology • Conducted by The Strategic Counsel • Modified from 2003 questionnaire • Sample size = 5,800 • Total response = 1,433 (25%) • Online = 1,345 • Paper = 88 • Faculty response = 297 (21%) • Staff response = 807 (56%) • Remainder did not identify (23%)

9. Summary of survey findings Communications have improved since 2003 • More than half of those with an opinion agree • “updated regularly on changes to policies & procedures” - 53% agree (vs. 43% in 2003) • “provided with relevant information – 60% agree (vs. 50% in 2003) • “provided with information when needed” – 60% agree (vs. 48% in 2003) • Few people (1 in 20) say communications from any individuals or groups have worsened

10. Overall Impressions of Employee Communications % Agree (5, 6 or 7 on a 7-point scale) Q.1: Thinking of your experience working at Western, please indicate how much you agree or disagree with each of the following statements. For each statement, please check one response only. * Change in question wording Base: All respondents

11. Perceptions of Change in Quality of Communications from Primary Sources University President(n=215) Head or Director of Department(n=507) University Vice-Presidents(n=120) Dean/Associate Dean(n=233) (Staff only) Your Direct Supervisor(n=412) Human Resources Department(n=402) “Grapevine”(n=588) Communications… Q.7: Please indicate if communications from and to those you indicated were a primary source of information have improved, worsened, or stayed about the same in the last 2 years. Base: Among those who indicated source was “primary”

12. Summary of survey findings People “largely satisfied” they are kept informed • no major issues with quality of communications from any individuals or groups • no major issues with regularly used major channels • no fewer than half say Western is doing a good job providing information on: employment benefits, job postings, academic/operational plans, recognition programs, mission & goals, policies & procedures

13. Familiarity with Information Relevant to Employees TotalFamiliar (5,6,7)% Employment benefits 74 Job postings and other opportunities for advancement 63 My Faculty’s Academic Plan/My department’s or unit’s operational plan 61 Western’s mission and goals 59 Western’s policies and procedures 58 Western’s workplace health and safety policy and programs 49 Information coming from the Leaders/Managers Forum 32 Q.2: Thinking of your experience working at Western, please indicate how familiar you consider yourself to be with the following topics or issues. For each statement, please check one response only. Base: All respondents (n=1433)

14. Assessments of Communications about Information Relevant to Employees TotalExcellent/Good (5,6,7)% Employment benefits 65 Job postings and other opportunities for advancement 60 My Faculty’s Academic Plan/My department’s or unit’s operational plan 57 Western’s mission and goals 55 Western’s policies and procedures 51 Western’s workplace health and safety policy and programs 46 Information coming from the Leaders/Managers Forum 33 Q.3: For the following topics or issues, please indicate how well Western is doing in keeping you informed. Base: All respondents (n=1433)

15. Summary of survey findings Clear roles perceived for different individuals or groups with respect to information they deliver • President = vision, goals and relationship with community • HR Dept. = benefits, career opportunities, health & safety • Deans/Directors/Supervisors = academic/operational unit plans, local policies and procedures Note: Faculty members prefer to receive information from academic sources

16. Preferred Sources for Information Relevant to Employees Q.6: For the issues and topics listed below, which of the following people should provide each type of information directly to you? Please check as many as apply. Base: All respondents

17. Preferred Sources for Information about Events/Initiatives Q.6: For the issues and topics listed below, which of the following people should provide each type of information directly to you? Please check as many as apply. Base: All respondents

18. Preferred Source(s) for Receiving Information Q.10 For each of the following subjects, please indicate which would be your preferred source(s) for receiving information about these subjects. (For each subject, please indicate as many sources as necessary) Base: All respondents

19. Summary of survey findings Home page and Western News remain most frequently read communication vehicles • Home page (86% use/read regularly/occasionally) • Western News (84%) • Broadcast emails and Western Matters (75%) • External media, HR web site, Faculty/Dept. web site (73%) Note: Staff more likely to use these sources, except for Faculty web sites

20. Frequency of Reading/Using Different Publications TotalRegularly/ Occasionally% Western’s Home Page 86 Western News 84 External media outlets 74 Broadcast emails 75 President’s electronic newsletter, Western Matters 75 Human Resources website 73 Faculty/Departmental websites 73 Faculty & Staff website 66 Faculty/Departmental newsletters 57 Student Gazette newspaper 49 President’s Annual Report 47 Alumni Gazette magazine 42 Western’s Research Newsletter 28 Student recruitment brochures 26 Q.9 Please indicate how frequently you read/use the following publications or resources. Base: All respondents (n=1433)

21. Summary of survey findings Room to improve the amount of information provided on certain key topics: • Workplace health and safety policy and programs • Information coming from Leaders/Managers Forum • Academic/operational plans • General policies and procedures • Employment benefits • Western’s relationship with London area community

22. Level of Information Need about Different Topics/Issues 2006 Q. 5 For the following topics or issues, please indicate your level of information need. For each topic/issue, please check only one response only. Base: All respondents

23. Level of Information Need about Different Topics/Issues % “Need More Information” 2006 Q.5: For the following topics or issues, please indicate your level of information need. For each topic/issue, please check only one response only. 2003 Q. 4: And thinking of each of the following topics or issues, please indicate whether you would like to receive more information than you do now, less information than you do now, or about the same. * Change in question wording Base: All respondents

24. Summary of survey findings Room to improve on the extent of consultation with staff and faculty about important issues • Fewer than half agree Western encourages two-way communication between administration and faculty/staff • Fewer than half agree Western usually consults when making changes to mission/goals, policies, procedures, and when developing new University-wide initiatives • 30% disagree that Western usually consults

25. Perceptions of Effort Made to Consult and Communicate with Employees TotalAgree (5,6,7)% Overall, Western has improved the way it communicates with faculty and staff over the past 2 years 47 Overall, Western has improved the way it consults with faculty and staff over the past 2 years 40 I am updated regularly on changes to University policies and procedures 53 I am updated regularly on faculty, staff, student and alumni achievements 65 I am made aware of new University initiatives that might affect me 56 Western usually consults with faculty and staff when making changes to its mission, goals, policies, procedures and when developing new University-wide initiatives 37 (Staff only) My direct supervisor does a good job of communicating with me about any changes or policies or programs at Western that might have a direct effect on me or my work 58 Q.1: Thinking of your experience working at Western, please indicate how much you agree or disagree with each of the following statements. For each statement, please check one response only. Base: All respondents (n=1433)

26. Data, Dialogue, Decide, and DO

27. Leadership Practices and Employee Commitment John Meyer & Timothy Jackson Department of Psychology The University of Western Ontario

28. Key Points • A committed workforce benefits all It’s “win-win” for employees and the organization • Leaders play a key role in building commitment • Directly – through their interactions • Indirectly – through the conditions they create

29. What is Commitment? A Definition Commitment is a mindset that binds an individual to an entity or cause, and to course of action of relevance to that entity or cause.

30. What is Commitment? Defining Characteristics • Internal – a state of mind • Targeted – made to an entity or cause with specified terms • Organization – continue employment • Policy – implement fully and consistently • Project – work toward successful completion • Binding – makes disengagement difficult

31. Why is Commitment Important? Commitment has been found to have the following benefits: • Retention • Engagement • Performance “beyond expectation” • Employee well-being But, not all commitments are equal!

32. How Commitments Differ Mindset Matters! Commitment can be characterized by three different mindsets (alone or in various combinations) • Desire (“I want to …”) • Obligation (“I ought to …”) • Perceived cost (“I have to …”)

33. Why Mindset Matters:An Illustration The Context • Survey of hospital employees in Alberta • 545 full- and part-time non-management employees Gellatly, Meyer & Luchak (2006)

34. Why Mindset Matters The Measures • Commitment to the organization • Desire-based e.g., “This organization has a great deal of personal meaning for me.” • Obligation-based e.g., “I owe a great deal to my organization” • Cost-based e.g., “It would be very hard for me to leave this organization now even if I wanted to.”

35. Why Mindset Matters The Measures (continued) • Intention to remain e.g., “I rarely think of quitting my job.” • Discretionary Performance e.g.,“volunteering to do tasks that are not normally part of the job”

36. Why Mindset Matters

37. Why Mindset Matters Average for all employees

38. Why Mindset Matters Profiles reflect relative strength of the three mindsets

39. Why Mindset Matters Lowest intention to stay among the “uncommitted”

40. Why Mindset Matters Lowest Discretionary Performance for “Cost-based Commitment”

41. Why Mindset Matters Best “combination” when desire and obligation are both strong

42. Why Mindset Matters • Value-based Commitment • “right and desirable thing to do”

43. Building Value-based Commitment Major factors include … • Organizational support • Commitment to employees demonstrated through caring and valuing • Fair treatment • Policies and practices that ensure fair distribution of resources, and treatment with dignity and respect • Shared values • Identification with the organization and a sense of common purpose • Meaningful work • Opportunity to take responsibility for something that makes a difference, and to see the results

44. Transformational Leadership • 4 dimensions for effective leadership • Idealized Influence • Inspirational Motivation • Intellectual Stimulation • Individualized Consideration

45. Transformational Leadership • Idealized Influence • Talk about important values and beliefs • Communicate a strong sense of purpose • Consider ethical/moral consequences of decisions • Emphasize the importance of having a collective sense of mission

46. Transformational Leadership • Inspirational Motivation • Articulate a compelling vision of the future • Talk optimistically about the future • Talk enthusiastically about what needs to be accomplished • Express confidence that goals will be achieved

47. Transformational Leadership • Intellectual Stimulation • Re-examine critical assumptions to question whether they are appropriate • Suggest different ways of looking at problems • Seek differing perspectives when solving problems • Encourage direct reports to look at problems from different angles

48. Transformational Leadership • Individualized Consideration • Spend time teaching and coaching • Treat direct reports as individuals, not just as members of a group • Consider individual direct reports as having different needs, abilities, and aspirations as others • Help to develop direct reports’ strengths

49. Walking and Talking: Communication and Leadership • Two types of communication are implied by the transformational leadership paradigm • Verbal communication • E.g. articulating a compelling vision of the future • E.g. expressing confidence that goals will be achieved • Behavioural communication • E.g. showing direct reports concern for their development and growth • E.g. considering the moral/ethical consequences of decisions • Transformational leadership suggests that both types of communication are important, and that consistency between messages sent is important

50. Leadership, Commitment and Performance Leadership Commitment Performance Performance