Celebrate Your Success and Build a Work Plan

Customer and Employee SurveysCelebrate Your Success and

Build a Work Plan

Topics

• OSU Business Centers – History & Structure

• Survey instruments

• Employee engagement survey process

• Customer survey results and communication plan for informing stakeholders

• Work plan development

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Agricultural Sciences and Marine Sciences Business Center

Survey Instruments

• Handouts provide introductions and questions

• Survey Option: Ask questions separately for Finance and HR functions

• Should you use standard software or a third party to send it or evaluate it?

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Employee Engagement Survey (2014)

• Responses shared with staff and managers, not customers or stakeholders

• Utilized outside consultant to present results to staff and managers; facilitated staff only focus group

• Survey results and focus group outcomes integrated into the work plan

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Customer Survey

• Conducted in 2012 and 2014

• Surveyed all employees including temporary employees, graduate assistants and PostDocs (excluded undergraduate student workers)

• Survey link was distributed via email with a subsequent reminder message

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Customer Survey (continued)

• Overall results widely shared

• Specific comments summarized or selectively shared

• Nexto Communication Plan for customers, employees, etc.

o Work Plan Development

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Survey Responses

• Survey conducted in April 2014

• 1,161 employees received the survey

• 222 surveys completed

• Response rate of 19.1 percent.

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Respondents are generally very satisfied with the service they receive and

relationships with Business Center employees

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Helpful Sincere Competent

Timely Amazing Outstanding

Friendly Knowledgeable Efficient

Professional Patient Fun

Suggestions from Respondents

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• Provide chart for who to contact in the Business Center for specific questions

• Have Business Center employees visit customers

• Ensure information is consistent and accurate

• Add staff and limit rotation of staff

Other Suggestions

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• Enhance grant reporting

• Respond in a quicker fashion

• Enhance ability to look up real-time budget information

• Help customers understand department, business center and central roles

Customer Comments

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“Everyone that I have interacted with has been very professional, friendly, and helpful.”

“All of the interactions with the people in the business center have been positive. They

exercise a patient and professional demeanor whenever I have needed something

explained.”

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“Always respond quickly. Helpful and cheerful.”

“They are fun to work with, and put up with ALL my questions! No one is a grouch!”

“I like that everyone seems very professional in behavior and appearance. Everyone has

been very friendly and approachable.”

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“You folks are top notch. Keep up the good communication and hard work.”

“Doing great from my perspective....keep up the good work.”

“Each employee is sincere, and does want the best outcome no matter the request.”

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“The business center is full of really positive awesome people. They brighten up my day when I get to interact with them, and are

always really helpful!”

“Everyone in the business center is very knowledgeable and easy to work with.”

“All the staff are very resourceful and very responsive to my needs.”

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“They tend to use a lot of 'financial jargon' that I probably just am not up to speed on.”

“When they send out the spending reports, it would be convenient to receive those in a

more consistent time pattern.”

“I am not sure I've ever used the business center services.”

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“It would be helpful to have opportunities to meet the business center personnel to know

who is available to help with each of the services.”

“It would be helpful to know when we are supposed to go through the business center personnel, and when we should go through

our departmental staff.”

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0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

AMBC Customer Service Survey - 2014

Agree or Strongly Agree2014

Uncertain 2014

Disagree or StronglyDisagree 2014

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0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

4.50

5.00

Me

an

Sco

re

AMBC Comparison 2012 - 2014

AMBC 2014 Avg.

AMBC 2012 Avg.

AMBC Work Plan


Clarify and communicate roles

Design and communicate work flow diagrams reflecting unit, business center and central responsibilities

Create unit specific contact cards and encourage use of website

Enhance consistency across business centers, particularly service to Extension personnel

Conduct detailed planning for the Marine Studies Campus

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Enhance customer communications

Implement program to facilitate more outreach, face-to-face visits and telephone calls to keep AMBC staff invested in their customer’s culture

Evaluate and implement additional strategies to communicate business center changes and policy & procedure changes

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AMBC Work Plan

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Employee satisfaction = Enhanced customer service

Enhance new employee orientation, through mapping daily, weekly, monthly and quarterly activities, and an understanding of electronic file organization/location

Balance employee workload

Ensure clarity of duties and cross training

Better recognition of employee achievements

Continue to enhance employee team building and work/life balance

AMBC Work Plan

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Employee satisfaction (continued)

Enhance training and development opportunities to foster career growth

Commit to individual training plans, including release time and funding support

Boost the level of ongoing performance feedback

Ensure prior work experience is recognized as an important employee qualification

Encourage social events such as potlucks and First Friday

AMBC Work Plan

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Enhance employee capacity, training and tools

Provide more employee training and work time for grants process learning

Evaluate and address staffing levels

Avoid scheduling meetings during busy periods and use shared calendars

Evaluate current process and increase consistency for report dissemination

Clarify and communicate realistic customer service goals, including response times

AMBC Work Plan

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Utilize tools and information

Utilize the Lean Process Improvement model for streamlining process steps and creating efficiencies

Deeper analysis of customer survey responses (e.g., analysis by type of position)

Continue collaboration with Budget and Fiscal Planning, Business Intelligence Center on real time financial tracking and report development (CORE)

Provide tools to college administrators for communicating the positive and important contributions of business center personnel

AMBC Work Plan

If you considering a survey or you have questions, I am happy help

Jack P. Breen III Chief Business Officer, College of Agricultural Sciences

Business Center Manager, Agricultural Sciences and Marine Sciences Business Center

Oregon State University

2C Hovland Hall, Corvallis, Oregon 97331

Voice: (541) 737-5909 - FAX: (541) 737-9411

http://agsci.oregonstate.edu/

http://oregonstate.edu/fa/bc/ambc/

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Thank you for attending.

Documents

Celebrate Your Success and Build a Work Plan