Narrative

Outcomes/measures tracked and tools utilized

Based on feedback during the strategic planning processes in 2013, the College conducted its first Employee Engagement Survey in Spring 2015 via a contract with Quantum Workplace. The College recognized the benefit of conducting such a survey as a means to understand employees' perceived relationship with the institution. 

 

Summary results of measures

The president’s letter to the College's employees summarizes the results of the Employee Engagement Survey and the YouTube link provided shows the president's presentation to the Board about the survey results

 

Comparison of results with internal targets and external benchmarks

The College scored above its external benchmarks for the overall engagement score in both 2015 and 2016. However, the cabinet recognized three areas of concern that were designated for strategies for improvement.  These areas were professional opportunitites, helping individual employees understand how they fit into the future of the college, and recognizing employee contributions.  The president held forums during the Fall 2016 Professional Development Week focused on communicating the larger vision for the College and how employees fit within that vision. During the Spring 2017 All Staff meeting, the executive vice president of instruction and operations of the College gave a presentation showing the alignment of mission, vision, strategic planning, accreditation, and AQIP projects.

 F3.3 Employee Engagement Survey

 

 

Interpretation of results and insights gained

Based on the data collected through the Spring 2015 Employee Engagement Survey, the College learned many of its employees feel positive about their engagement with JCCC in the following areas: personal alignment to one’s role, a dedication to education, and the strength of coworker relationship. However, the survey did reveal areas for significant improvement. First, the College learned that improvements must be made toward supporting career development and helping individual employees see their role in the College’s future plans. Second, the survey discovered an area of great concern with organizational communication. These areas were addressed, as noted above, through Professional Development Days and continue to be monitored by the Cabinet.  The results from the 2017 survey showed improvement in two areas, contribution, and professional development, and the third area remained unchanged.  In all three areas that College is at or above the benchmark of te 50th percentile nationally.

Evidence
File  2015 Employee Engagement Survey: Summary of Results 
File  President's Video Presentation 
File  F3.3 Employee Engagement Survey