Susan Hickman
Faculty and staff have been reviewing the results of the work-climate survey conducted last fall. The confidential Web-based survey, by Mercer Human Resources Consulting, asked employees how satisfied they were with their work environment and how committed they were to working at the University.
“We are committed to developing an action plan based on employee opinion,” says President Gilles Patry. “An open and ongoing dialogue with all employees is vital to our University’s success, and we will act on the results of this important initiative.”
Patry says he is encouraged by the positive results. “Employees are proud of working at the University of Ottawa and are committed to our success. There is a clear understanding of our mission and our mandate and a shared commitment to the promotion of bilingualism.”
Survey results reflect a strong commitment by academic staff to the success of the University’s students, as well as a sense of personal accomplishment. Support staff feel confident in their ability to do their jobs, are committed to their departments, and strongly support bilingualism.
Nevertheless, a large number of survey respondents express concern that senior management will not act on the results, says Nancy Lalonde, Director of Organizational Development and coordinator of the survey.
“Only 42 per cent believe that meaningful action will be taken on the issues identified in the survey,” she notes.
Although the University will not be able to deal immediately with all the issues addressed, it will focus on a few key areas in the upcoming year, Lalonde says.
“The momentum is already building. We have already started. The results have been in the hands of the deans and directors for close to two weeks, and we have already started interpreting the results and looking at the processes they want to take to involve their staff.”
Lalonde explains that management will follow five steps in responding to the survey: read the reports, interpret the data, communicate with and involve staff, set priorities and develop action plans.
“Leaders are committed to following all these steps,” says Lalonde, “and we want to make sure we provide the necessary support.”
To that end, deans and directors will be trained to analyze and interpret the results of the survey accurately and effectively in order to appropriately guide their actions.
“One of the success factors for this survey,” explains Lalonde, “is to maintain an open and ongoing dialogue with staff. Another key to success is ongoing coordination of local action plans with what the University is doing overall.”
Overall plans will trickle down to the faculties and services, while some departments will focus on issues of specific concern to them.
“The data from the survey will not be looked at in isolation. It will be integrated and aligned with other strategic planning that is going on at the University, such as Vision 2010.”
Vision 2010 is the University’s strategic plan initiated in 2004 to define its vision, direction and objectives.
University management, says Lalonde, will annually continue to gather confidential input from academic and support staff to measure progress. As well, they will continue to develop plans to achieve results that will make a better working environment for everyone.
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