Administrative Leadership Meeting Randy Woodson Chancellor Tuesday September

Administrative Leadership Meeting Randy Woodson Chancellor Tuesday, September 18, 2018

Upcoming ALMs November 20, 2018 Strategic Plan Report Card Titmus

US News and World Report Rankings • 80 nationally and 32 among public institutions • 55 in Best Value Schools • 32 in Best Undergraduate Engineering Programs

Our Outstanding Faculty, Staff and Students

Questions?

UNC-SO Employee Engagement Survey: NC State University Results & Next Steps An Presentation to the Administrative Leadership Meeting (ALM) September 18, 2018 Marie Williams, Associate Vice Chancellor for Human Resources Nancy Whelchel, Ph. D. , Director for Survey Research

WHY ARE WE DOING THIS SURVEY? 7

UNC System Employee Engagement Survey UNC Strategic Plan “Higher Expectations” Goal: Excellent and Diverse Institutions: Focus on Human Capital • A five-year project to establish a baseline metric for employee engagement in concert with other human capital metrics (turnover, performance management, professional development, promotion) • Allow campus leadership to address those areas in which employee engagement challenges may exist and to recognize those areas that are successfully fostering employee engagement • Assist System Office in advocating for improvements to human resources policies at the statewide level 8

UNC System Employee Engagement Survey • Administered by: • Modern. Think (“Great Colleges to Work For”) • Under direction of UNC-SO • Frequency: • Spring 2018 (January 29 -February 19), 2020 & 2022 • Population: • All full-time permanent employees (NC State Spring 2018 N=8, 538) • Method: • Online • Paper (NC State skilled crafts, service and maintenance only; N=1, 050) • English and Spanish language • NC State EES advisory team • F&A, HR, OIRP, OIED, Faculty Affairs, ASRM, Faculty Senate, Staff Senate, University Communications 9

QUESTIONNAIRE, REPORTS & QUICK TAKE-AWAYS 10

Survey Instrument Agreement with 60 Belief Statements related to 15 Core Dimensions • Job Satisfaction/Support • Teaching Environment • Professional Development • Compensation, Benefits & Work/Life Balance • Facilities • Pride • Communication • Collaboration • Respect & Appreciation • Fairness • Policies, Resources & Efficiency • Faculty, Administration & Staff Relations • Shared Governance • Senior Leadership • Supervisors/Department Chairs • Satisfaction with Benefits (17 items) • Most likely reasons for leaving current position • Open-Ends • • What’s working well Suggestions for improvements • Employee Information • Demographics • E. G. , gender, race, age • Employment characteristics • E. G. , job category, tenure status, salary, years in current position • Colleges/Divisions • Units within college/division • Note: NC State provided MT with a list of organizational units. Many units were collapsed/combined to protect the confidentiality of respondents. 11

Reports (Provided by Modern. Think) • Overall average “favorable” and “unfavorable” rating for each core dimension • Ratings for each belief statement • Overall and by job classification only • Benchmarks (“favorable” ratings only) • UNC System overall • Note: NC State results are included in system overall benchmark group • Great Colleges 2017 participating institutions (4 yr publics) • Breakouts (“favorable” ratings only [except by job classification]) • Demographics • Employment characteristics • College/Division and subunits • Note: Breakouts not available for benefits questions or open-end questions • Verbatim Open-End Comments • By job classification 12

Quick Take-Aways • NC State participation rates were good for all groups • Overall results are very positive ü NC State employees give consistently more favorable ratings than the UNC system overall ü NC State’s overall score for each of the 15 core dimensions is never rated as “poor” or “warrants attention” ü Areas rated relatively less favorably by NC State employees were also rated relatively less favorably by the system overall • There is a lot of data to explore… • There are notable differences in ratings by demographic groups, employment characteristics, and colleges/divisions (and sub-units) 13

RESPONSE RATES 14

Response Rate: NC State vs UNC System Institutions NC State’s response rate of 54%* exceeded the system office goal of at least half the employees participating in the survey UNC CH ECU 38% 40% 52% 54% 54% 55% 58% 59% 60% 64% 65% 67% 72% 50% NCAT UNCP NCCU UNCG NCSU ASU WSSU WCU UNCW UNC SO ECSU FSU UNCA UNCSA NCSSM UNCC All 0% 20% 40% 60% 80% 100% * NCSU online response rate = 57. 0% (4, 270 of 7, 488) & paper survey response rate = 34. 6% (363 of 1, 050) 15

Response Rate: NC State vs UNC System Overall by Job Category NC State’s response rate was higher than that for the system overall in all job categories EHRA* SHRA Faculty County Ext. Overall Pop Resps Resp Rate Pop Resps Resp Rate NCSU 2, 307 1, 454 63% 4, 026 2, 138 53% 2, 015 942 47% 190 99 52% 8, 538 4, 633 54% UNC System 8, 997 5, 277 59% 22, 206 11, 382 51% 14, 096 6, 000 43% NA 45, 299 22, 659 50% *EHRA includes EHRA Professionals, SAAO 1 and SAA 02 employees. EHRA Professionals = 61. 2% (1, 235 of 2, 019) SAAO 1 = 50. 0% (9 of 18), SAAO 2 = 78. 4% (210 of 268) 16

NC State Response Rates: By Division/College Note: Respondents selfselected their work unit from a list provided on the survey Unit Graduate School CED* COS* HSS* CNR* PCOM* CALS* COE* Design* COT* CVM* Pop Resps Resp Rate 34 33 97. 1 211 499 468 218 162 1, 784 791 91 125 566 124 259 241 110 79 854 350 37 46 204 58. 8 51. 9 51. 5 50. 5 48. 8 47. 9 44. 2 40. 7 36. 8 36. 0 *Breakouts available for sub-units Unit Pop Resps Resp Rate Office of the Provost/Administration and other units reporting to the Provost not listed above (i. e. Academic Strategy and Resource Management, Faculty Affairs, Institutional Research and Planning, Outreach and Engagement, Institute for Emerging Issues, Office of Institutional Equity and Diversity, Shelton Leadership Center) Office of the Chancellor and other units reporting to the Chancellor not listed above (i. e. External Affairs, General Counsel, Internal Audit, Park Scholarships and KIETS) 99 168 169. 7 42 42 100. 0 55 194 147 220 45 131 99 123 81. 8 67. 5 67. 3 55. 9 Office of Global Engagement NCSU Libraries University Advancement* Athletics Office of Research, Innovation & Economic Development* Office of Information Technology* Enrollment Management Services Division of Academic and Student Affairs* Division of Finance and Administration* 235 129 54. 9 280 89 537 1466 148 47 259 475 52. 9 52. 8 48. 2 32. 4 Academic Outreach and Entrepreneurship* 225 54 24. 0 17

Response Rates and Ratings… Response rates are not consistently related to overall favorability rating • A low response rate does not infer low ratings Response Rate & Favorability Rating 97100 Percent 80 77 60 40 24 20 82 77 72 72 71 68 68 70 67 67 67 66 64 67 67 66 66 64 63 63 62 59 57 56 59 55 55 53 53 48 49 50 51 52 48 41 44 37 32 36 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 Division/College Response Rate Favorability Rating 18

RESULTS: SUMMARY MEASURES OF CORE BELIEFS 19

Core Dimensions: NC State vs UNC System Overall NC State gave more favorable ratings than the UNC system overall on 14 of the 15 core dimensions, most notably for ü Senior leadership (6 percentage points higher) ü Facilities (5) ü Faculty, administration & staff relations (4) ü Policies, resources & efficiency (4) 20

Core Dimensions: NC State vs UNC System Overall* Percent Giving Favorable Response 58% Senior Leadership 64% 70% Facilities 75% 56% Faculty, Administration & Staff Relations 60% 59% Policies, Resources & Efficiency 63% 56% Fairness Respect & Appreciation 58% Collaboration 57% 59% 60% 59% 54% Communication 72% Supervisors/Department Chairs 56% 74% 62% Compensation, Benefits & Work/Life Balance 64% 73% Job Satisfaction/Support 75% 76% Pride 77% 67% Professional Development 68% 65% Teaching Environment 66% 56% Shared Governance 56% 63% Overall Survey Average 0% 20% UNC System 65% 40% 60% 80% 100% NCSU *Core dimensions are rank ordered by magnitude of difference between NC State vs UNC System overall favorable ratings 21

Core Dimensions: NC State vs UNC System & Great Colleges UNC-SO is looking at ratings compared to those of all 4 -year public institutions participating in the 2017 Great Colleges to Work For Survey • Compared to the Great Colleges benchmark, NC State average favorable ratings are • • Within 2 percentage points on 8 of the 15 core dimensions Notably lower for • Shared governance (7 percentage point difference) • Compensation, benefits and work/life balance (6) • Respect and appreciation (5) • Collaboration (4) • Communication (4) • Professional development (4) 22

Core Dimensions: NC State vs UNC System & Great Colleges* Core Dimensions: NC State, UNC System, & 2017 Great Colleges Participating Institutions 80% % Giving Favorable Rating 75% 70% 65% 60% 55% an ce . . . or io n er n W ov & G its re d Sh a en ns R at io n ec t es p , B & C A ef pp ol la re bo ci at ra tio ic a un pe om Great Colleges C UNC System n n t en om m al C D ev el op irn Fa si on Pr of es in i dm m es s . . ff. St a n tio st ra ng hi Fa cu lty , A Te ac & nm vi ro En en rt m ep a s/ D or pe rv is Su NCSU en t irs ha t. C Pr ie n. fic Ef & es rc es ou , R ie s id e . . t or n/ Su tio fa c Sa tis Po lic pp rs hi p ad e Le ci lit ie s Fa Se ni or Jo b O ve ra ll S ur ve y A ve ra ge 50% * 15 Core dimensions are rank ordered by magnitude of difference between NC State’s vs Great Colleges overall favorable ratings for 4 yr public institutions 23

Core Dimensions: Unfavorable Ratings NC State Overall Unfavorable ratings for the 15 core dimensions were categorized from “Very Good/Excellent” to “Poor” Very Good / Excellent (0%-9%) Good (10%14%) Fair to Mediocre (15%19%) Warrants Attention (20%29%) Core Dimension Fairness Compensation, Benefits & Work/Life Balance Communication Respect & Appreciation Policies, Resources & Efficiency Shared Governance Professional Development Collaboration Teaching Environment Senior Leadership Faculty, Administration & Staff Relations Supervisors/Department Chairs Facilities Job Satisfaction/Support Pride Poor (30%+) % Giving an Unfavorable Rating 17% 16% 16% 15% 13% 12% 11% 9% 8% 7% 7% NC State did not have an unfavorable rating that is “poor” or “warrants attention” on any core dimension NC State ratings are considered “fair to mediocre” in the areas of • Fairness • Compensation, benefits and work/life balance • Communication • Respect & appreciation • Policies, resources & Efficiency • Shared governance 24

Core Dimensions: Sub. Group Variance in Ratings There are often large differences in favorable ratings on core dimensions between sub-groups of employees Core Dimensions with largest difference in ratings by: • College • Facilities (ranges from 88% to 51% favorable rating) • Division (VC/Sr. VP) • Faculty, administration and staff relations (ranges from 80% to 54% favorable rating) 25

Core Dimensions: Sub. Group Variance in Ratings Core Dimensions with Largest Variance: By Job Classification 74 61 Senior Leadership 71 County Ext (n=99) 57 81 SHRA (n=2, 138) EHRA (n=1, 235) 82 Faculty (n=942) 58 Fac, Admin & Staff Relations SAAO Tier 2 (n=210) 65 56 66 0 20 40 60 80 100 % Giving Favorable Rating 26

Core Dimensions: Sub. Group Variance in Ratings Core Dimensions with Largest Variance: By Tenure Status 61 Fac, Admin & Staff Relations 66 NTT (n=243) 50 Tenure Track/Untenured (n=121) 68 Tenured (n=462) Professional Development 84 79 0 20 40 60 80 100 % Giving Favorable Response 27

Core Dimensions: Sub. Group Variance in Ratings Core Dimensions with Largest Variance: By Years at NCSU 63 61 63 Job Satisfaction/Support 70 68 More than 20 years (N=627) 16 -20 years (N=430) 79 60 11 -15 years (N=671) 65 61 61 65 Faculty, Admin & Staff Relations 58 61 55 56 62 Respect & Appreciation 0 20 40 60 6 -10 years (N=764) 78 2 -5 years (N=1, 005) Fewer than 2 years )N=637) 75 80 % Giving Favorable Rating 100 28

Core Dimensions: Sub. Group Variance in Ratings Core Dimension with Largest Variance: By Race Pacific Islander (n=15) 16 Decline to answer (n=505) 48 51 Fac, Admin & Staff Relations Amer Ind / AK Native (n=42) White (n=3, 222) 61 63 Black / Afr. Amer (n=426) 76 0 20 40 60 80 100 % Giving Favorable Response 29

Core Dimensions: Sub. Group Variance in Ratings Core Dimensions with Largest Variance: By Gender 55 60 Communication Female (n=2, 187) 55 42 Male (n=1, 676) Transgender (n=5) 57 63 Fairness Decline to answer (N=231) 61 45 0 20 40 60 80 100 % Giving Favorable Response 30

RESULTS: BELIEF STATEMENTS 31

Belief Statements: NC State vs UNC System Overall* NC State’s overall average ratings were 3 or more percentage points more favorable than the UNC system overall on 30 of the 60 individual belief statements, most notably for: Percent Responding “Agree” or “Strongly Agree” 57% This institution is well run 66% Senior leadership regularly models this institution's values 73% 54% Sr leadership shows a genuine interest in well-being of. . . 61% 67% Sr leadership has knowledge/skills/exp necessary for inst. . . 74% 70% There is a good balance of teaching/service/research at NCSU 77% 56% I believe what I am told by senior leadership 62% 60% Facilities (e. g. , classrooms, offices, labs) adequately meet my. . . 66% 55% NCSU's policies & practices ensure fair treatment for. . . 60% 47% There's a sense that we're all on the same team at this. . . 0% 20% UNC System 52% 40% 60% 80% 100% NCSU *Items are rank ordered based on magnitude of difference between NC State and UNC System overall favorable ratings. 32

Belief Statements: NC State vs UNC System Overall NC State’s overall average rating was slightly less favorable than the UNC system overall on only 2 of the 60 individual belief statements: Percent Responding “Agree” or “Strongly Agree” 59% This institution's culture is special - something you don't find just anywhere. 56% 60% Teaching is appropriately recognized in the evaluation and promotion process. 57% 0% 20% UNC System 40% 60% 80% 100% NCSU 33

Belief Statements: Items Most Favorably Rated by NC State Employees • A majority of NC State employees overall gave a favorable response to 53 of the 60 individual belief statements • Three-fourths or more gave a favorable response to 13 items • Items most favorably rated by NC State employees are generally the same ones most favorably rated by the UNC system overall Most favorably rated item by NC State employees overall: I understand how my job contributes to this institution’s mission 34

Belief Statements: Items Most Favorably Rated by NC State Employees (“very good – excellent”) 75% or more of NC State employees overall gave a favorable rating to: *I understand how my job contributes to this institution's mission 51% *I am given the responsibility and freedom to do my job 50% 39% 34% *I have a good relationship with my supervisor/department chair 46% 38% *My supervisor/dept chair supports my efforts to balance my work/personal life 45% 37% *I am proud to be part of this institution 44% 40% 42% *My job makes good use of my skills and abilities *Overall, my department is a good place to work 39% This institution actively contributes to the community 39% *My supervisor/department chair regularly models this institution's values 37% 40% 47% 35% All things considered, this is a great place to work 32% *The institution takes reasonable steps to provide a safe and secure. . . 32% At NCSU, people are supportive of their colleagues regardless of. . . There is a good balance of teaching, service and research at this institution 41% 44% 52% 30% 49% 27% 0% 50% 20% 40% Strongly Agree * Items noted with an asterisk were ranked in the top ten most favorably rated items for the UNC System overall 60% 80% 100% Agree 35

Belief Statements: Items Most Unfavorably Rated by NC State Employees • 15 percent or more of NC State employees overall gave an unfavorable response to 19 of the 60 individual belief statements • One-third or more gave an unfavorable response to just 2 of the items • Items most unfavorably rated by NC State employees are generally the same ones most unfavorably rated by the UNC system overall Most unfavorably rated item by NC State employees overall: I am paid fairly for my work 36

Belief Statements: Most Unfavorably Rated by NC State Employees (“poor” and “warrants attention”) 20% or more of NC State employees give an unfavorable rating to: *I am paid fairly for my work. 21% *My department has adequate faculty/staff to achieve our goals. 21% *Our recognition and awards programs are meaningful to me. 13% 12% 20% *Issues of low performance are addressed in my department. 9% 14% *Promotions in my department are based on a person's ability. 10% 12% *Changes that affect me are discussed prior to being implemented. 13% *I am regularly recognized for my contributions. 13% 0% 11% 9% 7% 10% Disagree 20% 30% 40% Strongly Disagree * Items noted with an asterisk were ranked in the top ten most unfavorably rated items for the system overall 37

Belief Statements: Most Unfavorably Rated by NC State Employees (“fair – mediocre”) 15%-19% of NC State employees overall gave an unfavorable rating to: *Our review process accurately measures my job perf 12% Teaching is approp recognized in the eval/promotion process 7% 10% 7% *There's a sense that we're all on the same team at this inst 11% 6% I understand the necessary reqs to advance my career 11% 6% *Fac/admin/staff are meaningfully involved in instit planning 12% The role of fac in shared gov is clearly stated/publicized 5% 11% NCSU culture is special - something you don't find just anywhere 5% 12% 4% We have opportunities to contrib to imp decisions in my dept 10% 5% There is regular/open commun among fac/admin/staff. 10% 5% Our orientation prog preps new fac/admin/staff to be effective. 10% 5% I can speak up without fear of harming my career. 8% Sr leadership provides a clear direction for this instit's future. 7% 9% 0% 5% Disagree 6% 10% 15% 20% Strongly Disagree * Items noted with an asterisk were ranked in the top ten most unfavorably rated items for the system overall 38

BENEFITS & SUPPORT PROGRAMS 39

Benefits and Support Programs: NC State Employees’ Satisfaction Two-thirds of NC State employees report being satisfied with benefits overall, although they are much more likely to be ‘satisfied’ than ‘very satisfied’ Satisfaction with Benefits Overall Very satisfied 13% Satisfied 53% Very dissatisfied 2% Dissatisfie d 9% About 1 -in-10 employees are dissatisfied with their benefits overall Neutral 23% 40

Benefits and Support Programs: NC State Employees’ Satisfaction NC State employees are most likely to be satisfied with NC State employees are most likely to be dissatisfied with • • Leave & holidays (vacation, sick, bonus, community service) (82% ‘very satisfied’ or ‘satisfied’) • • Retirement savings (72%) Educational assistance programs ‘dissatisfied’) • • Flexible work arrangements (telecommuting, compressed work weeks, etc. ) Dental insurance (22%) Work/life balance programs (relocation services, discount programs, child care (tuition waiver, educational leave, etc. ) (66%) • Medical insurance (27% ‘very dissatisfied’ or programs/support) (18%) • • Post-retirement medical benefits (15%) Vision benefits (15%) (66%) • Life insurance (60%) 41

Benefits and Support Programs: NC State Employees’ Satisfaction with Benefits Leave & holidays 33% Retirement savings 49% 18% Educational assistance programs 54% 22% Flexible work arrangements 20% 44% 21% 42% Life insurance 11% 49% Vision insurance 12% 47% Professional development programs 12% Medical insurance 12% 42% Dental insurance 11% 43% Disability benefits 11% 30% 24% Wellness programs 10% 42% 40% Employee Assistance Programs 10% 39% Post-retirement medical benefits 10% 38% 0% Very satisfied 20% Satisfied 5% 4% 10% 4% 9% 16% 38% 6% 5% 5% 37% 10% 37% 40% Neutral 60% Dissatisfied 3% 7% 43% 33% 4% 11% 18% 44% 12% 2% 6% 2% 26% 9% Work/life balance programs 6% 9% 33% 20% 2% 9% 20% 44% 5% 12% 80% 2% 3% 5% 6% 100% Very dissatisfied 42

Benefits & Support Programs: NC State vs UNC System Overall NC State employees were slightly more likely than the UNC system overall to be satisfied with: % Satisfied with Benefits Education assistance progs % Satisfied with Benefits Employee assistance progs 63% 66% Physical work space conditions NC State employees were slightly less likely than the UNC system overall to be satisfied with: 57% 62% 66% 49% Dental insurance 58% Disability benefits 57% 60% Flexible work arrangements 53% Vision insurance 54% 53% 62% 59% 41% Work/life balance progs Medical insurance 45% 0% 20% UNC 40% 60% NCSU 80% 100% 57% 54% 0% 10%20%30%40%50%60%70%80%90%100% UNC NCSU 43

Possible Reasons for Leaving Current Position NC State employees are most likely to consider leaving their current position for: • Better or more competitive salary (68%) • Better opportunities for career advancement (43%) Notable numbers would consider leaving for: • Better work/life balance (24%) • Better work environment/culture (22%) • Better job duties to match skill sets/interests (20%) • Better opportunities for professional development (17%) Employees are least likely to consider leaving for: • Better job security/stability (11%) • Better supervisory relationship (10%) 44

PROPOSED ACTION PLAN FOCUS AREAS The NC State Employee Engagement Survey Advisory Group will oversee and monitor the University’s progress in enhancing our survey scores for the strategic focus areas identified for the period 2018 - 2020 45

Action Planning: Institution-Wide and College/Division-Specific Strategy Chancellor’s Cabinet: Agreed Upon Action Plan Strategy ü Focus on mission, vision and values ü Align survey focus areas with NC State’s Strategic Plan and the UNC Strategic Plan ü Do not forget to celebrate and build upon our strengths ü Address opportunities for further improvement ü Keep action planning process SIMPLE (do not reinvent the wheel on initiatives to be implemented) § Develop 2 -4 survey focus areas each with specific strategies and metrics (EES belief statements) ü Look for low hanging fruit where NC State can move the needle 46

Action Plan 2018 - 2020: Four Strategic Focus Areas • Strategic Initiative: Enhance Commitment to a Diverse and Inclusive University • Strategic Initiative: The Effectiveness and Efficiency of Administrative Processes Diversity and Inclusion Professional Development (Leadership and Performance Management) Policies, Resources & Efficiency Institutional Pride and Employee Recognition • Strategic Initiative: Create a Culture of Continuing Professional Development for Faculty & Staff • Strategic Initiative: Enhance Institutional Pride These 4 strategic focus areas are aligned with established NC State Strategic Plan initiatives, and with applicable Employee Engagement Survey core dimensions and belief statements 47

Create a Culture of Continuing Professional Development for Faculty and Staff: Performance Management Belief Statements q My job makes good use of my skills and abilities (78%) q I am given the opportunity to develop my skills at this institution (74%) q I receive feedback from my supervisor/ department chair that helps me (68%) q I understand the necessary requirements to advance my career (62%) q Our review process accurately measures my job performance (53%) q Promotions in my department are based on a person’s ability* (50%) q Issues of low performance are addressed in my department (48%) Suggested Initiatives ü Provide more comprehensive training to managers and supervisors on how to address low performance in their departments ü Implement employee engagement strategies that encourage and promote individual and inclusive team productivity ü Create greater awareness and understanding of the UNC-System SHRA and EHRA performance review processes, forms and ratings ü Give employees greater access to training and professional development opportunities 48

Enhance Institutional Pride Belief Statements q I understand how my job contributes to this institutions mission (90%) q I am proud to be part of this institution (83%) q Overall, my department is a good place to work (79%) q Pride - summary measure (77%) q All things considered, this is a great place to work* (76%) q This institution's culture is special - something you just don't find anywhere* (56%) q I am regularly recognized for my contributions (54%) q There's a sense that we're all on the same team at this institution (52%) q Our recognition and awards programs are meaningful to me (39%) Suggested Initiatives ü Conduct a University-wide communications and branding campaign to promote NC State as a: q Great place to work q ‘Employer of Choice’ q Premier Public-Research landgrant institution q Institution with a special culture ü Enhance the University’s existing employee recognition programs and develop informal “peer to peer” recognition programs ü Promote wellness, work/life balance initiatives and social events for employees 49

The Effectiveness and Efficiency of Administrative Processes Belief Statements q Faculty/administrators/staff work together to ensure the success of institution programs and initiatives (68%) q This institution is well run (66%) q When I offer a new idea, I believe it will be fully considered (64%) q I can speak up or challenge a traditional way of doing something without harming my career* (63%) q Faculty/administration/staff are meaningfully involved in institutional planning (60%) q I can count on people to cooperate across departments (57%) q Our Orientation program prepares new faculty/administration/staff to be effective (57%) q Changes that affect me are discussed prior to being implemented (46%) Suggested Initiatives ü Continue to review, evaluate and recommend improvements in administrative processes ü Leverage the use of technology to streamline manual processes ü Promote a culture of collaboration across divisions to achieve university objectives ü Leverage university standing committees and use of diverse workgroups to discuss proposed changes to key administrative processes ü Enhance the university and department onboarding and off boarding processes for faculty, administration and staff 50

Enhance Commitment to a Diverse and Inclusive Community Belief Statements q People are supportive of their colleagues regardless of their heritage or background (77%; -5% Women; -21 to -34% POC) q All things considered, this is a great place to work* (76%) q The institution has clear and effective procedures for dealing with discrimination (74%; -5% Women; -16% to -31% POC) q This institution places sufficient emphasis on having diverse faculty, administration and staff (73% %; -7% Women; -20% to 30% POC) q I can speak up to challenge a traditional way of doing something without harming my career* (63%; -6% Women) q Policies and practices ensure fair treatment for faculty, administration and staff (60%; -7% Women; -31% NH/PI) q The institution’s culture is special – something you don’t find just anywhere* (56%) q Promotions in my department are based on a person’s ability* (50%; -9% Women; -7% AA) Suggested Initiatives ü Fund and endorse professional development for faculty, staff and administrators on diversity and inclusion, with performance-based tools to track and build capacity ü Senior Leadership Diversity & Inclusion initiative ü Strategic communications around successful DEI programs ü Review Discrimination & Harassment procedures for clarity, review effectiveness ü Ensure diverse representation on policy and procedure committees ü Provide support, training and toolkits for development of unit/department level Diversity Action Plans 51

Create a Culture of Continuing Professional Development for Faculty and Staff: Supervisors/Department Chairs Leadership Belief Statements q My supervisor/department chair: q Supports my efforts to balance my work and personal life (83%) q Models NC State’s values (76%) q Makes his/her expectations clear (74%) q Actively solicits my suggestions and ideas (69%) q I have a good relationship with my supervisor/chair (84%) q I am given the responsibility and freedom to do my job (84%) q I believe what I am told by my supervisor/department chair (72%) Suggested Initiatives ü Enhance and provide ongoing leadership, management and supervisory training for department heads, unit heads and supervisors ü Provide more comprehensive and userfriendly on-line tools and resources for supervisors/department chairs ü Encourage/expect annual diversity and cultural competency training for supervisors/chairs 52

TIMELINES & COMMUNICATIONS STRATEGY 53

Communicating Survey Results • UNC System Office Presentations • • Board of Governors (October mtg [tentative]) • System-wide & institutional-level results With other groups as opportunities arise (e. g. , HR leaders, Staff Assembly, Faculty Assembly) • NC State Presentations: • • • Chancellor’s Cabinet (June 26 & August 14, 2018) Council of Deans (July 12, 2018) Faculty Senate (August 28, 2018) Staff Senate (September 5, 2018) Administrative Leadership Meeting (September 18, 2018) Board of Trustees (September 21, 2018) HR & Business Officers Liaisons (tbd) University Diversity Advisory Committee (tbd) Meetings with Colleges and Administrative Units (By Request) • NC State Reports • • Results by college/division provided to VCs/VPs/Deans Results by demographic groups to Office of Institutional Equity and Diversity Themes in open-end comments, by job classification (in progress) Triangulate results with other data (in progress) • NC State Staff Well-Being Survey (2014, 2008) • COACHE Faculty Satisfaction Survey (Spring 2018, 2015, 2012, 2009, 2006)

Communicating Survey Results cont. • Communications/Public Relations: • • • Dedicated project webpage • https: //hr. ncsu. edu/employee-engagement-survey/ Chancellor’s announcement to faculty and staff Bulletin Provost Newsletter HR Connections • Vice Chancellors/Sr Vice Provosts/Deans: • • Share results with their leadership teams and employees (Fall 2018) Develop unit level action plans (On-going) • The Employee Engagement Survey Advisory Group: • • • ` Develop action plan and metrics for the 2018 Employee Engagement Survey (By October 2018) Oversee implementation of action plan initiatives (2018 -2020) Provide periodic updates to Chancellor’s Cabinet and UNC-System Office (On-going)

QUESTIONS & SUGGESTIONS Contact: Marie Williams mywillia@ncsu. edu Nancy Whelchel nancy_whelchel@ncsu. edu 56