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Creating a Culture of Engagement

UC-CORO Home Team Project
by

Luanna Putney

on 7 March 2013

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Transcript of Creating a Culture of Engagement

Influencers and Drivers Effective Communication....
Important at Every Level Employee engagement is defined as the state of an employee where there is a really heightened connection between the employees and their jobs, their coworkers and the organization as a whole
The employees have very positive feelings towards their work and the company
As a result, employees will involve themselves to the maximum extent and apply discretion in decisions
Engaged employees feel successful with the company's success and are very motivated to work Individual - from one individual to another within teams
Campus/UCOP Location -- from one division/dept/unit to another within same campus/location
Between UCOP and UC Community -- from systemwide office to campuses and community, and back again Creating a Culture of Engagement UC Staff Engagement Survey Key Drivers of Engagement at UC Systemwide Staff Engagement Survey: Involving by Communicating

Just 61% of staff are satisfied with their involvement
Only 58% say they can share their honest views
Only 67% say that UC does an excellent job keeping them informed Individual Communication Autonomy Let's Discuss 2012 UC Staff Engagement Survey Results: http://www.ucop.edu/staff-assembly/events/2012-staff-engagement-survey-results.html Roadmap Autonomy and Accountability (Deborah)
Engagement (Greta)
Deeper Dive on Communication (Nancy and Luanna)
Discussion Questions (All) The University of California shall constitute a public trust, to be administered by the existing corporation known as "The Regents of the University of California," with full powers of organization and government, subject only to such legislative control as may be necessary to insure the security of its funds and compliance with the terms of the endowments of the university and such competitive bidding procedures as may be made applicable to the university by statute for the letting of construction contracts, sales of real property, and purchasing of materials, goods, and services. California Constitution Accountability Constitutional Autonomy March 23, 1868 -- California Legislature passed an act creating the University of California
In 1879 the California Constitution declared the University “a public trust” permitting legislative control only to insure “the security of funds” Legislative Accountability UC has numerous reporting requirements to the state
Legislators and state agencies asking for more accountability and seeking to impose constraints and requirements on UC Campus Autonomy 10 campuses; 1 national lab; 5 AMCs
225,000 students
129,000,000 gross square feet
40,500 acres
All UC locations want more autonomy in management and decision making Regental and System Accountability Many risks (financial, legal) are borne centrally by the Regents
The Regents are charged with administering the public trust, demonstrating accountability to the state legislature and the public
It is in UC’s best interest to maintain constitutional autonomy A Balancing Act... Critical for Engagement What Does Employee Engagement Look Like? Dessler, G., & Cole, N. D. (2011). Human Resources Management in Canada. Toronto: Pearson Canada Inc. Connection to mission and goals
Potential to grow
Discretion and autonomy in decision making
Free flow of information
Consistently applied & appropriate feedback
Accountability Allow your team members to come up with the area of focus and their own plan for increasing engagement.

They may want to build on their strengths by focusing on an area where they feel they are doing especially well. They may want to focus on an area for improvement. They may want to select a strength and an area of opportunity.

The important thing is that they talk among themselves about their workplace environment as they experience it and about ways they want to proactively shape their environment going forward. UCSF Staff Engagement Survey:
Suggestions for Managers 8,096 surveys returned = 43% response rate
37% of employees are fully engaged at UC; 21% are engaged but report being at risk for leaving; 22% are uninspired but not planning on leaving; 20% are fully disengaged
Aspects of work life that matter most in engaging UC employees:
Developing – inspiring and equipping toward fulfilling UC career path
Involving – listening and creating 2-way dialogues
Recognizing performance – informally, and matching pay with performance Systemwide Staff Engagement Survey
Areas Identified for Focused Improvement Effective communication within any single UC location, such as UCOP, is essential to ensure all members feel informed and included

Examples of recent UCOP initiatives for discussion:
Career Tracks
Space Survey Communication Within UCOP Effective communication between UCOP decision-makers and the UC Community on systemwide intiatives is essential

Examples of recent initiatives for discussion:
UCPath
UC SHIP
UC Logo Communication – Between UCOP and
the UC Community How do we create an environment of engagement in the UC system by improving how we communicate....

Individually
Within UCOP
Between UCOP and UC Community

Questions:
How do we decide if IF something even needs to be communicated?
If something should be communicated:
what should the message be?
who needs to hear the message?
how should the message be delivered (written, verbal, newsletter, etc.)
when should we communicate the message? What is Important to Employees?
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