For those of you who missed it in Ann's all-OIT email this week, she mentioned the OIT self study as part of the upcoming External Review. Part of this involves the follow-up we've done on the OIT Climate Survey Action Team. Since I'm part of that team, I wanted to share Ann's comments with you:
As part of preparing the OIT self study for the upcoming External Review
of OIT, one section in the report is on Human Resources in OIT. This
section of the report includes an overview of the Climate Survey Action
Team (survey and associated work). I share this section of the self
study document (thanks to Heather Rafshol, Brad Cohen, Jim Hall and the
Climate Survey Action team). While we have provided updates on this work
throughout the months, this overview serves to provide everyone with a
summary of this effort and the importance of following up on these
“In the wake of a 2008 employee survey, CIO Steve Cawley charged the
Climate Survey Action Team to develop an action plan to address three
common themes exposed in the survey as areas that need attention. The
themes (and corresponding survey questions) were recognition (“I am
satisfied with the recognition I receive for doing a good job.”), job
clarity (“My job responsibilities are clear so that I know what is
expected of me.), and coaching (“My supervisor provides feedback and
coaching to me on a consistent basis” and “I receive adequate guidance
from my supervisor to succeed in my job.”). The charge required
implementation of the action plan to show improvement in these areas
through future surveys and other tracking measures.
The team is composed largely of volunteers from across OIT with
additional support from central OHR. Through the summer and fall 2008,
the team worked through an OHR designed process to fully understand the
survey results and develop a set of recommendations. In order to better
understand the issues generated by the survey, a series of focus groups
with OIT employees were conducted, identifying underlying causes that
gave rise to the focus group and survey results. A set of prioritized
recommendations was then shared with senior management and all staff in
OIT in December.
Recommendations aimed to accomplish three goals:
- Foster Environment of Supervisory Excellence
- Bring Value and Consistency to Performance Review Process
- Foster Environment for Employee Development
The recommendations have been approved by senior management and accepted
by staff. The action team has moved to manage implementation of the
recommendations, and currently is focused on creating an evaluation
strategy to gauge the impact of the recommendations. The action team
will move forward with a rolling membership, and a number of supervisor
volunteers are in the queue to keep the momentum going. Specific
Foster Environment of Supervisory Excellence
- Determine degree of formal supervisory preparedness.
- Define effective span of control (supervisor:direct-reports ratio.)
- Implement effective span of control (supervisor:direct-reports ratio.)
- Establish expectations/best practices.
- Establish cohorts, mentoring/support networks among small groups of
- Work to cap task load for working supervisors (doing vs.
leading/managing) at 50/50.
- Provide and encourage ongoing professional development for supervisor
Bring Value and Consistency to Performance Review Process
- Update job descriptions annually to assure expectations are aligned.
- Provide coaching/training to prepare supervisors for documenting job
- Elevate value of day-to-day operations and functions in performance
- Senior supervisors should draw on supervisor reviews (cascading review
- Tie performance review to meaningful objectives and goals.
- Clarify relationship between review and compensation/promotion.
- Make recommendation regarding proposal to create transparent and
consistent OIT-wide Outstanding Service Award Program.
Foster Environment for Employee Development
- Pull existing resources for employee development together and make
visible to employees.
- Establish expectations/best practices for OIT-wide baseline for
employee professional development.
- Define career paths within employment bands. (For example: “junior” →
“senior” → “lead”, or “assistant” → “associate” →
- Increase transparency of hiring/promotion process.
- Establish cross unit peer mentoring program.
- Conduct next OIT climate survey no earlier than next Fall.
- Create broader measurement plan for gauging effectiveness of
- Share proposed recommendations.”