SPEC Kit 344: Talent Management · 35
Comments N=12
A campus-wide staff well-being survey was conducted in April. Results have not yet been distributed.
Again, the answers to these particular issues (above) vary enormously across the library organization both by type of
work and level of employee.
Communication is always an issue for someone. The information above comes from exit interviews.
Do not track.
I cannot answer the questions about employee satisfaction because we have no reliable data to report. There has been
no survey for library employees’ job satisfaction.
If librarians and staff were ranked on these issues separately, the answers would show some distinct differences
of opinion.
Questions should differentiate between staff and faculty. It makes a difference on response. Again, many changes are
occurring at this time causing low morale.
Results from a university-wide staff engagement survey and a workplace culture audit point to strengths as well as
priorities for improvement. However, those assessments asked about priorities, opportunities, values, and about
agreement/disagreement with specific statements. The results do not map well to the satisfied/dissatisfied scale of this
question. Among the priorities for improvement that library staff cited most frequently are compensation, leadership,
change management, and communication. Among those who indicated they might leave the university, the most
common reasons cited include reducing stress, improving opportunities for career advancement, finding a more
supportive work environment, to increase salary, and retirement.
The culture survey was conducted this past spring no results have been shared at this point, so my answers would be
guesses based on anecdotal rather than survey data.
The ratings for some of this would likely vary if we separated it by employee classification (staff, faculty, etc.)
We do not have access to the survey data at this level of granularity for our organization for these issues and are unable
to respond.
We underwent a reorganization in 2012 and assessed our goals of the reorganization at 6/12/18 months and those
assessments indicate that 60% of staff are satisfied that we are moving in the right direction post-reorg.
JOB CLASSIFICATION MANAGEMENT
The purpose of this section is to learn more about your library’s approach to managing your job titles, classifications, and series.
16. When are your employee’s position descriptions/job profiles reviewed to determine if they reflect
the work being performed? Check all that apply. N=51
When there is a vacant position 47 92%
During organizational restructuring 40 78%
During performance appraisal/evaluation 37 73%
During performance planning (i.e., manager/employee setting expectations for the next year) 36 71%
Other opportunity 7 14%
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