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Staff@Work™ Survey

See this past year's Staff @ Work™ Survey results.

About the SurveyStaff At Work - click to enlarge infographic

The Staff@Work Survey™ annually asks staff (both represented and not-represented) to contribute their anonymous feedback about perceptions of their workplace. The survey is the first of its kind in the UC System.

The survey has been statistically validated to measure 6 key dimensions concerning:

  • Satisfaction with the university
  • Department mission and goals
  • Department diversity and climate
  • Department effectiveness
  • Supervisor effectiveness
  • Employee effectiveness

An additional 24 items ask respondents to indicate whether or not they have experienced any of a set of negative interpersonal behaviors, including behavior related to their race/ethnicity or gender.  People are also provided with items allowing them to self-identify their ethnicity, gender, sexual orientation, and other demographic categories.

View the 2017 Staff@Work™ Survey Questions (PDF)

Results

The results from the Staff@Work™ survey will enable UC San Diego department heads and Vice Chancellors to assess a climate baseline for their respective units, implement department specific interventions, and track progress.  

These staff members were mentioned a total of 5 or more times in the 2017 Staff@Work survey for their exceptional work and contributions to a positive work environment. 

Download the 2017 Staff@Work™ Infographic (PDF)

 

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2017 survey results

High-level results by VC area from the 2017 Staff@Work Survey:

The reports include satisfaction mean scores, trend analysis, scatterplots and strengths and opportunities. 

Past survey results

Departmental actions

2017 actions taken and success stories will be posted by Summer of 2018. Check back again soon.

For now, here are some actions taken by departments in direct response to staff feedback from the 2016 Staff@Work survey:

Surveyed Area Survey Results Actions Taken Impact
Housing, Dining, Hospitality -   Financial and Budget Management The team wanted an improved financial reporting tool and budgeting system for a more accurate financial performance and results. Implemented use of Adaptive Insights, a web-based financial reporting application. 

Simplified the budgeting cycle significantly and helped improve accuracy and accountability of monthly operating reports. Shortened the budget cycle by 50%, which saved millions of dollars of unspent budget dollars to fund other projects. 

 

Housing, Dining, Hospitality - Building and Custodial Minor discontent amongst working team due to change in managers / supervisors. Verbal communication to improve working relation. Have weekly leadership training and required readings for supervisors. Information page to relay information to front-of-line staff. Work still in progress. Goal is to integrate leadership training for front-of-line staff and administrative supervisors, and improve communication for more successful working environment. 
Housing, Dining, Hospitality - Residential Services Employees do not have a full understanding of RSCD, goals, nor how to meet the departmental goals. Meet more regularly with entire RSCD team (not just managers). Effectively communicating to share mission and goals for better understanding of projects. Quarterly meetings with indirect staffs to discuss position and feedback.  Implementation still in progress.
Housing, Dining, Hospitality - Culinary Services Separate business and operations Reorganization of Dining program.   Clear process and focus on training/transparency/ communication.
Housing, Dining, Hospitality - Culinary Services Information availability for all front-of-line staff  All-staff meeting provided in June Staff all received divisional communication, updates, and priorities.  Additionally, this was an opportunity to allow collaboration and feedback.
Housing, Dining, Hospitality Encourage more team building events (A comment), celebrate the staff HDH Helps for the Holidays 2016.  HDH employees gathered together to support a local community organization called PATH (People Assisting the Homeless).  PATH combines on-site social services with a tiered program of temporary to permanent housing.  Medical care, meals, access to job coaching, social services and counseling are just a few of the options that residents can access.  HDH employees created 135 stockings with essentials (and a few yummy non-essentials) to be distributed to as we prepared and served everyone a hot turkey luncheon with all of the trimmings.  Additionally, we put together 5 “welcome home” kits for people who were transitioning into permanent housing.  These kits contained housewares, cleaning supplies, linens and many other special items.  Finally, we donated several hundred blankets – just in time for our wet winter. A chance to team build, celebrate together and build connections between HDH Staff and the San Diego Community. 
Housing, Dining, Hospitality - Graduate Housing Transportation convenience between offices and main campus ARCH encourages use of campus shuttle system. Increased number and availability of UCSD vehicles/carts for staff use. Offers use of telecommunication as an alternative meeting arrangement.  Increased attendance and satisfaction of meetings. Telecommunication is well accepted to reduce commuting struggle. Reduced out-of-office inconvenience. 


Here are some actions taken by departments in direct response to staff feedback from past Staff@Work survey results:

  • Advancement Operations and Campaign: Took the lowest ranked areas, grouped them in to 6 key themes, addressing the root causes, and developed a strategic operating plan that proactively addressed the areas throughout the following year. Witnessed a marked increase in scores for every area identified as a growth opportunity.
  • Resource Management and Planning: Several areas were selected for the team to emphasize, including  “Understands Mission,” “Understands Contribution,” “Leadership Communicates,” “Valued Member,” “Annual Department Goals.” Revisited these at every quarterly all staff meetings with the various elements of annual goals and asked that Division Heads report to the entire group any achievements to date. When the employees were shown the cause and effect of increasing their awareness of these areas and the consequential improvements in the scores, almost all areas of performance improved. 
  • Environment, Health, and Safety: Through review of the scores EHS was able to identify leaders who exemplified a certain work ethic who were receiving the highest rated scores from staff. These then became work practices that other managers subsequently modeled.
  • Business & Financial Services: Focused on their primary opportunities identified in the survey to increase the level and quality of communication both internally and with customers and stakeholders by adopting a theme of “partnership” at a leadership strategic offsite.
  • General Accounting: In an effort to address their primary opportunity in Career Advancement, General Accounting reorganized their staffing structure to create a new Assistant Director position to focus on delivery of support to the campus and medical center.  Hired a new staff with CPA’s to bring an enhanced level of accounting knowledge and expertise to our accounting advice. Over the past five years they have reclassified positions to create a path to promotion and increased responsibilities.  For the “Leadership Communicates,” “Participate in Decisions,” and “Suggestions for Improvement” primary opportunities, they have stressed an open and safe environment for our staff to participate in key decisions related to process improvements and the office environment.  Monthly all hands meetings are used to encourage staff to participate with issues of concern and train on specific personal/professional development, accounting, internal control or property management issues of interest to the staff.
  • Integrated Procure-to-Pay Solutions (IPPS): Survey scores showed the need to improve “Leadership communicating essential info to all levels.” Manager addressed this by: Meeting with team and having a candid conversation about their concerns in this area. They provided detailed feedback about the types of communication they would like to receive and the level they would like it at. The Manager adapted her style by specifically: Consistently including organizational-wide HR, budget, and leadership direction updates in team meetings; being explicit about the information that was official vs. potential/on-the-horizon but not confirmed; being clear that the information could be shared and discussed; encouraging questions, feedback, and ideas in these areas and trying to make the team feel part of the input process.
  • Integrated Procure-to-Pay Solutions (IPPS): In one IPPS area the trends in responses noted the lack of gender diversity in the office and concerns about physical space and equipment. Steps were taken to improve the balance of diversity (gender) in the office through hiring and the use of space and ergonomic equipment through an office-wide reconfiguration and ergonomic evaluations for all.
  • Integrated Procure-to-Pay Solutions (IPPS): In one IPPS area, a Communications Team was formed to promote dialogue on ways to improve internal communication. Customized and professionally facilitated workshops were provided for all staff on topics such as communication styles and dealing with change. Stretch assignments were arranged for staff via temporary assignments to other teams and units within the organization. Staff meetings were more candid, providing organization-wide HR, budget, and leadership updates, and a time to share feedback or concerns. Also, survey responses and resulting actions were shared more deliberately with all of the staff. Open dialogue also took place to ensure that staff have a sense of next steps in their career paths and an understanding of what is required to get there.
  • Business and Financial Services leadership reviewed their primary opportunities and wanted to improve “Valuable Training.” A decision was made to (1) focus on enhancing training and development opportunities for all staff and (2) include a component to address succession planning and leadership development. A Training Coordinator was hired to design and implement this initiative; an initial 5 year budget was allocated. As a result of this training program, participants of the STRIVE Leadership development program has seen a 21%  salary increase during program duration, with most participants receiving 1 to 2 promotions. Nine years in, current STRIVE participants and alumni serve in leadership roles for BFS initiatives and campus-wide strategic activities. Participants of color actually exceed that workforce composition by 10%. To date, with the support of the program, 8 participants have completed or are pursuing graduate level degrees and 20 professional certifications have been completed.

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