1. 2018 UNC System Engagement Survey
UNC-Chapel Hill Results

2. Contents Survey Overview and Participation Rates
60 Engagement Statements
Dimensions and comparators
Strengths/Opportunities
Top Ten/Bottom Ten Statements
Notable Findings
17 Benefits Satisfaction Questions
2 Open Ended Questions
Multi-Select Question
What’s Next?

3. UNC System Engagement Survey
The survey is part of a five-year project developed by the University of North Carolina System to help achieve the goals of the UNC Strategic Plan, “Higher Expectations.” It also aligns with the goals of the UNC Chapel Hill strategic framework, “Blueprint for Next.”
Data collected will be used by UNC System to establish baseline metrics and assist the UNC System in advocating for improvements to human resource policies at the statewide level that are generally beyond the university’s institutional control.
The data will also be useful to University leadership and others in our community as we work to build on faculty and staff engagement, build on successes and address ongoing challenges.
The survey was administered by ModernThink, which also administers the Great Colleges to Work For survey on behalf of the Chronicle for Higher Education.
The survey will be repeated in Winter 2020.

4. Survey Overview & Participation
Survey administered: January 29 - February 19, 2018
4,776 total respondents = 37% participation rate
Overall Positive response = 62.4%
Benchmarks:
Benchmark
Median Participation Rate
Median Overall Positive Response
2017 Great Colleges “Honor Roll” >10,000
(Institutions most frequently recognized across the 12 recognition categories at institutions with enrollments > 10,000)
38%
69%
2017 Carnegie Research Institutions
(Institutions with the Carnegie Research classification)
34%
62%
2018 UNC Core Population Aggregate
(UNC System institutions, including UNC-Chapel Hill)
50%
63%

5. Survey Participation Rates

6. Survey Participation Rates By Employee Type
SAAO Tier I
52%
SAAO Tier 2
55%
Faculty
31%
EHRA IRPS
42%
SHRA Exempt
51%
SHRA Non-Exempt
37%

7. Fifteen Core Dimensions of the 60 Engagement Survey Statements
Collaboration
Communication
Compensation, Benefits & Work/Life Balance
Facilities
Faculty, Administration & Staff Relations
Fairness
Job Satisfaction/
Support
Policies, Resources and Efficiency
Pride
Professional Development
Respect & Appreciation
Senior Leadership
Shared Governance
Supervisors/
Department Chairs
Teaching Environment
Alphabetical

8. Sometimes Agree/Sometimes Disagree
Response Guidelines
Positive Responses
Strongly Agree
Agree
Negative Responses
Disagree
Strongly Disagree
Sometimes Agree/Sometimes Disagree
Guideline Score
Description
75% & greater
Very Good to Excellent
Less than 10%
65-74%
Good
10-14%
55-64%
Fair to Mediocre
15-19%
45-54%
Warrants Attention
20-29%
Less than 45%
Red Flag
30% and Greater

9. Dimensions

10. Dimensions (Continued)

11. Dimensions (Continued)

12. Dimensions Summary UNC-CH ≥ UNC System Aggregate*
Teaching Environment
Supervisors/Department Chairs
Facilities
Job Satisfaction/Support
Respect & Appreciation
Collaboration
Compensation, Benefits & Work/Life Balance
Communication
Fairness
Faculty, Administration and Staff Relations
*Difference of 6 points or fewer
UNC-CH < UNC System Aggregate**
Pride
Policies, Resources & Efficiency
Professional Development
Shared Governance
Senior Leadership
**Difference of 5 points or fewer

13. Strengths Connection to Mission & Pride Job Fit & Autonomy
76% of respondents agree that their job makes good use of their skills and abilities.
82% agree they are given the responsibility and freedom to do their jobs.
These numbers are highest among SAAO Tier 1 employees, but exceed 79% across all employee groups.
Additionally, no employee group has a greater than 5.6% negative response to this question.
Connection to Mission & Pride
80 % of respondents agree to the statement saying they are proud to be part of this institution
SAAO Tiers 1 and 2 are most proud (93%), followed by Faculty and EHRA IRPS (81%), SHRA Exempt (80%) and SHRA Non-Exempt employees (77%).
90% of respondents believe they understand how their job contributes to the institutional mission; only 2.1% disagree.

14. STRENGTHS (CONTINUED)
Work/Life Balance
There is belief across all employee types that the University’s policies and practices provide the flexibility for managing (70%), and supervisors and department chairs support employee efforts to balance (80%), work and personal life.
Supervisors/Department Chairs
Nearly ¾ of survey respondents responded positively to the ”I believe what I am told by my supervisor/department chair.” 9% of all respondents had a negative response to this statement.
71% of participants agree that their supervisor/department chair makes his or her expectations clear.
Positive response is strongest among SAAO Tier 1 employees (79%), SAAO Tier 2 employees (77%), and Faculty (76%); SHRA employees had a 69% positive response.

15. Top Ten Statements
Survey Statement
UNC-Chapel Hill Overall
(% Positive)
(% Negative)
UNC Core Population Aggregate
Honor Roll > 10,000 Campuses
Carnegie Research Institutions
5 I understand how my job contributes to this institution’s mission. 90 2 93 89
49 This institution actively contributes to the community. 82 3 83 85
2 I am given the responsibility and freedom to do my job. 4 86 84
24 I have a good relationship with my supervisor/department chair. 5 88
36 I am proud to be part of this institution. 80 81

16. Top Ten Statements (Continued)
Survey Statement
UNC-Chapel Hill Overall
(% Positive)
(% Negative)
UNC Core Population Aggregate
Honor Roll > 10,000 Campuses
Carnegie Research Institutions
29 The institution takes reasonable steps to provide a safe and secure environment for the campus. 80 5 92 85
47 My supervisor/department chair supports my efforts to balance my work and personal life 7 87 82
25 Overall, my department is a good place to work. 78 6 77 81
1 My job makes good use of my skills and abilities. 76
33 There is a good balance of teaching, service and research at this institution. 70 71

17. Opportunities Resource Constraints
32% of survey participants had a negative response to the statement “My department has adequate faculty/staff to achieve our goals.” 40% of faculty had a negative response to this same statement.
63% of survey respondents agree that the facilities on campus adequately meet their needs. 28% of SAAO Tier 1 employees and 18% of Faculty disagree.
Performance Management & Accountability
46% of survey respondents agree that issues of low performance are addressed in their departments; nearly ¼ of respondents disagree.
20% disagree with the statement saying “Our review process accurately measures my job performance;” Disagreement is highest among SHRA employees (25%).
Shared Governance
The statement “Faculty, administration and staff are meaningfully involved in institutional planning” earned a positive response of 39% among survey respondents. 23% disagreed with this statement. Disagreement was highest among SHRA employees (35%).

18. Opportunities (Continued)
Communication and Collaboration
46% of survey respondents agree with the statement saying “There’s a sense that we’re all on the same team at this institution.” 21% of respondents disagree.
46% of survey respondents believe that changes affecting them are discussed prior to being implemented. 1/5 of respondents disagree. Disagreement is highest among SHRA Non-Exempt employees (27%).
Senior Leadership
67% of survey respondents believe that senior leadership has the knowledge, skills and experience necessary for institutional success; 50% believe that senior leadership provides a clear direction for the institution’s future.
Just over half of survey respondents believe that senior leadership communicates openly about important matters; 18% of respondents disagree.
54% of respondents agree that they can believe what they are told by senior leadership. 15% of participants disagree. Disagreement is highest among Faculty (19%).

19. Bottom Ten Statements
Survey Statement
UNC-Chapel Hill Overall
(% Positive)
(% Negative)
UNC Core Population Aggregate
Honor Roll > 10,000 Campuses
Carnegie Research Institutions
28 My department has adequate faculty/staff to achieve our goals. 41 32 48 57 44
35 Our recognition and awards programs are meaningful to me. 37 31 39 61 51
11 I am paid fairly for my work. 59 53
16 Promotions in my department are based on a person’s ability. 50 24 49 67 60
42 Faculty, administration and staff are meaningfully involved in institutional planning. 23 69

20. Bottom Ten Statements (Continued)
Survey Statement
UNC-Chapel Hill Overall (% Positive)
UNC-Chapel Hill Overall
(% Negative)
UNC Core Population Aggregate
(% Positive)
Honor Roll > 10,000 Campuses
Carnegie Research Institutions
18 Issues of low performance are addressed in my department. 46 23 47 60 51
22 Changes that affect me are discussed prior to being implemented. 45 21 63 53
58 There is a sense that we’re all on the same team at this institution. 74 58
30 Our orientation program prepares new faculty, administration, and staff to be effective. 49 20 54 72 59
17 Our review process accurately measures my job performance. 52 69

21. Diversity, Equity & Inclusion
Survey Statement
UNC-Chapel Hill Overall (% Positive)
UNC-Chapel Hill Overall
(% Negative)
UNC Core Population Aggregate
(% Positive)
Honor Roll > 10,000 Campuses
Carnegie Research Institutions
50 This institution places sufficient emphasis on having diverse faculty, administration and staff. 65 12 70 81 75
45 At this institution, people are supportive of their colleagues regardless of their heritage or background. 72 7 73 88 82
54 This institution has clear and effective procedures for dealing with discrimination. 67 10 86 78
44 This institution’s policies and practices ensure fair treatment for faculty, administration and staff. 54 15 55 80 66

22. Notable Findings Survey Statement UNC-Chapel Hill Overall (% Positive)
(% Negative)
59 This institution’s culture is special—something you don’t find just anywhere. 57 16
58 There’s a sense that we’re all on the same team at this institution. 46 21
25 Overall, my department is a good place to work. 78 6
60 All things considered, this is a great place to work. 72 5

23. Benefit Satisfaction Questions
All survey participants were asked to answer 17 Benefit Satisfaction Questions that were intended to gauge satisfaction with benefits offerings, such as:
medical and dental insurance
work/life and professional development programs
retirement savings and leave offerings
Most of these benefits are provided at the State or UNC System level, and thus, this information will be aggregated primarily for UNC System use.

24. Benefit Satisfaction Questions
UNC-Chapel Hill survey respondents had an overall positive response of 59% and an overall negative response of 14% across all employee types to the 17 Benefit Satisfaction Questions.
Overall satisfaction with Benefits was 67%, though more than 25% of respondents expressed dissatisfaction with medical insurance, 20% expressed dissatisfaction with dental insurance, and 14% expressed dissatisfaction with vision insurance.*
72% of survey respondents expressed satisfaction with retirement savings options.*
Leave and Holidays (Vacation, Sick, Bonus, Community Service, etc.) earned a 79% satisfaction rate among employees. SHRA employees expressed the most dissatisfaction about leave (13%).*
42% of survey respondents expressed satisfaction with work/life balance programs (relocation services, discount programs, child care programs/support, etc.). 24% of Faculty expressed dissatisfaction with these programs.
*Most benefits are provided at the State level; this data will be used primarily by UNC System

25. Open Ended Questions
Survey respondents were asked to respond to two open-ended questions about what makes Carolina a good place to work and what types of things might make it better.
3,448 respondents
More than 7,000 comments

26. What do you appreciate most about working at this institution?
Respondents most frequently cited the culture of collegiality and collaboration that they experienced at Carolina.
Comments described the strong sense of teamwork, a shared/common mission of service to the public, and the feeling that they are all part of something bigger than themselves.
Many respondents reported a high level of job satisfaction because the University’s mission mirrors their own personal values, making them feel that their work mattered.

27. What do you appreciate most about working at this institution?
“UNC’s great atmosphere of assisting colleagues is very insightful and rewarding as it is not spelled out in their roles, but offering advice and guidance is something they eagerly participant in. This helps create a sense of community in the workplace and demonstrates we are all working together to achieve the institution's goals.” “I appreciate the professional, committed and mission-driven team I get to work with every day -- it keeps me inspired and empowered to do my job.” “I appreciate that I work in an area that contributes immensely to society, that the research staff are enthusiastic about their endeavors and we in housekeeping help keep the morale up and the atmosphere pleasant by doing a great job keeping the place clean for the staff and students.” “I feel like I'm contributing to a higher cause, like I'm a part of something meaningful and incredibly important. UNC-CH played a critical part in my professional formation. It gives me deep satisfaction to know that my work here pays it both forward and back.” “My personal values are aligned with UNC's stated and demonstrated values. UNC-CH has a culture of excellence, collaboration and collegiality that makes it a fantastic place to do cross-disciplinary research aimed at solving big problems facing society.”

28. What do you appreciate most about working at this institution?
A number of respondents valued the compensation and benefits they received from working at the University and its efforts to support work-life balance.
Many reported a great sense of pride in the University’s reputation, the quality of research and teaching, world-class faculty, bright students, and the University’s impact on the quality of life in the state.
Respondents described a “culture of excellence” that motivates employees to do their best work, to be innovative, and to help each other succeed.
Employees cited the positive impact of diversity in the workplace.

29. What do you appreciate most about working at this institution?
“Working at this institution allows me to do meaningful work while also tending to the needs of my family. I am well compensated for my work and I feel like I have an opportunity to make a positive impact.” 
“I feel like I have a greater amount of job security than I would have if I worked in the private sector. I feel like my specific blend of skills is put to good use here. 
I appreciate the good benefits and flexible working hours for my position and the work that I am performing can contribute to the goal of curing cancer.”
“I am proud to be a part of UNC-Chapel Hill, one of the leading research institutions in the world. I am especially proud of UNC's service to the people of North Carolina and beyond.”
“The nature of this institution is something I'm extremely proud of -- that UNC-Chapel Hill is "proudly public," that the university is so rich in academic variety, that the ambience is so positive, and that we collectively and individually accomplish so many important things that it's hard to itemize them all.”
“I appreciate its embrace of diversity and the educational benefits that derive from having a community of diverse people, defining diversity in its broadest sense. I believe that leadership models this and strives diligently to have Carolina be a welcoming place for all -- the University of the people, ALL the people.”

30. What would make Carolina a better place to work?
About 1/3 of all respondents identified one or more elements of compensation, benefits and work/life balance that would make Carolina a better place to work.
Over half of all comments were about compensation and salary increases. Respondents noted the small increases in recent years did not cover increases in cost of living or health insurance, and highlighted the role compensation issues play in attracting and retaining talent and sustaining morale.
Exclusions within and the high costs of medical insurance, insufficient family- related benefits, and the desire for more flexible work arrangements were also common themes among the comments.

31. What would make Carolina a better place to work?
“Even though I have been here ten years and have been promoted, my compensation is within a few hundred dollars of a new entry level hire because of compression. UNC is set up such that the only way to get an actual raise is to build enough of a national reputation to attract competing offers. Realistically, that means not investing in your job or the university.”
“Get into this century with the ability to do flex- time, work from home. This is no longer considered a perk, but a fact of life.”
”Having come from another flagship public in another state, I was shocked by the comparative reduction in benefits, largely stemming from being on the general State Health Care Plan in NC. For instance, my wife and I are grappling with the fact that it will cost times more to have a child as an employee at UNC-CH than at my former institution.”
“Providing better salaries…
and merit-based increases,
would go a long way to retaining
the best staff.”

32. What would make Carolina a better place to work?
The second largest category of responses included comments related to the effectiveness of institutional policies, the adequacy of resources to support employees’ work, and the efficiency and effectiveness of institutional processes.
Faculty, EHRA, and SHRA employees all described the need to remove barriers to career progression, and respondents also noted insufficient resources to complete work. Many respondents acknowledged reducing or avoiding vacations because of the burden such time off placed on colleagues and the stress involved in returning to large backlogs of work.
Several comments highlighted the need for safe, comfortable workspaces, classrooms and labs, and resources for maintenance and space planning.
Other themes included the need for sufficient administrative staffing, simplification and streamlining of business processes, and the desire to more effectively leverage technology.

33. What would make Carolina a better place to work?
“As the majority of faculty in my school are now fixed-term, I am very concerned about what the future holds. There needs to be longer term contracts for those in fixed-term positions who are doing a good job and making strong contributions, in order to provide them with the (relative) job security and other benefits tenure provides.” “I wish the salary banding system was not so rigid. I love my current position and the people I work with, but there is the possibility in the near future of capping out at my salary level. I’ve been informed there is no option of re-classification, which means to continue moving forward, I would have to leave a job I love.” ”Office space on campus is a huge issue. My unit is bursting at the seams and there are apparently no options for alternatives or growth.” ”Based on its reputation, I expected UNC-CH to be more innovative in software, but have found it difficult to obtain even the most straightforward of data requests.”

34. What would make Carolina a better place to work?
A number of respondents praised the diversity of faculty, staff and students at Carolina and described how these interactions contributed to a more collaborative environment and higher quality work. However, several suggestions were made about the need to continue efforts to diversify the workforce and to make the campus more inclusive.
Respondents look to senior leadership for strategic direction and institutional guidance on campus issues. The comments about leadership reflected these ideas and highlighted a desire for the administration to:
Increase transparency and frequency of communication
Assure faculty and staff that their input is valued
Communicate to faculty and staff the details of the Strategic Framework and its relevancy
Stand up to external pressures on behalf of the institution
Raise morale and spend more time engaging and inspiring the faculty and staff

35. Multi select question
The final question on the survey asked respondents to note for what reasons they would consider leaving the University. Respondents were given a series of selections from which to choose, and could select more than one.

36. Multi-Select Question about reasons for leaving
Number of Respondents
% of Respondents
Better or more competitive salary
2871
65%
Better opportunities for career advancement
1927
44%
Better work/life balance
1172
27%
Better work environment/culture
1060
24%
Better job duties to match to your skill set/interests
1001
23%
Better opportunities for professional development
899
20%
Satisfied in my current position
688
16%
Better job security/stability
565
13%
Better supervisory relationship
527
12%
Decline to answer
121 3%

37. Next Steps
October-December 2018: Community roll out, conversations, goal setting and next steps
January-March 2019: Implementations of new initiatives or efforts
April-September 2019: Continue initiatives, some campus check-ins from
UNC-System Office
October-December 2019: Follow-up/reinforcement with community on actions taken and preparations for next survey
January-March 2020: Second engagement survey distribution

38. More Information
Website:
Institutional Research and Assessment :

39. Questions?