Staff Final Survey Results

GOAL 6 Strategic
VALDOSTA STATE UNIVERSITY

1205 N.PATTERSON ST
BDLG III, ROOM 4203
Planning Task Force

VALDOSTA, GA 31698 DATE: March 8, 2004
Valdosta State University

Staff Survey Results
A data analysis report with

recommendations for action
1
Table of Contents
Introduction ……………………………………………………………………. 3
Acknowledgements …………………………….…………………………….. 4
Survey Objectives ……………………………………………………………. 5
Survey Data Results

Demographics of Survey Participants ………………………………. 6
Your Future at VSU Responses …………………………………….. 8
Your Reasons for Selecting and Staying at VSU Responses ……. 9
Work Environment Responses ……………………………………... 10
Career Development Responses…………………………………… 13
Management Responses ……………………………………………. 15
Benefits and Compensation Responses …………………………... 18
Summary of Quantitative Data ……………………………………………… 19
Conclusions …………………………………………………………………… 20
Recommendations for Action ……………………………………………….. 22
Appendix - Survey Instrument ……………………………………………… 23
2
Introduction
The mission of the Strategic Planning Goal 6 (Goal 6) committee is to identify issues for the
recruitment and retention of quality faculty and staff members at Valdosta State University. The
faculty and staff employee groups share a common work environment within the campus community
but experience different means and methods for bringing in and keeping members. This report
outlines progress made in identifying recruitment and retention issues for staff members.
Preliminary groundwork for this study was made in February 2002 when the Council on Staff Affairs
(COSA) conducted an informal survey to identify the issues staff employees had about their jobs.
This survey was taken as part of the advance preparation for the university president's annual
Strategic Planning retreat. COSA compiled a six-page report listing the staff employees' concerns
and suggestions for improvement. The dominant topics of the employees' concerns were
Benefits/Services, Performance Appraisals/Salary Levels/Job Postings, Communication and Core
Values of the Institution. Staff employees expressed pent-up frustration at what appeared to be a
perception of the institution as lacking a meaningful means for employee input and implementing
change in response to it.
The Goal 6 committee first had to determine the quality of the data collected in the 2002 survey.
Assuming the opinions in the COSA report were genuine expressions of staff members, how could
any message or conclusion drawn from there be validated? No standard survey instrument or control
population had been established in collecting the data. There were no parameters established for
objective analysis and no means used to test that the opinions collected were similar or dissimilar
from one person to another.
The Goal 6 committee's solution to the data quality dilemma was to create a new, formal survey which
would address the sampling issues and find the common concerns among the staff employee group
members. The survey questionnaire that addresses the topics raised in the COSA report and collects
demographic information from the employees responding, was finalized in May 2003. The
questionnaire was approved by the President's Cabinet in June and completed by a test group of 30
staff employees in July 2003.
After analysis of the test group survey process and data, the survey instrument was revised in
September 2003. The Goal 6 committee recommended a campus wide administration of the survey
to staff employees. On November 11, a letter from University President Ronald Zaccari encouraging
participation in the survey was mailed to all staff employees. The survey was administered on
November 19, 2003. 402 staff employees (55 % of the 724 total at the university at the time of the
survey) completed it.
Because of the significant response, the Goal 6 committee believes the survey data is a valid
representation of the university staff population.
The following pages of this report include acknowledgments of persons participating in designing,
implementing and administering the survey, compilations of the data collected, recommendations for
action and the survey instrument.
Respectfully Submitted By: Susan E. Lampert, Chair-Goal 6 Strategic Planning Committee & Task
Force, March, 2004
3
Acknowledgements
The Valdosta State University Strategic Planning Goal 6 committee is composed of the following
faculty and staff employees:
 Jim Black Vice President of Business & Finance

 David Boyd ** Professor, Mathematics & Computer Science
 Bradley Cupp Student
 Bobby Flowers ** Horticulturist, Landscape and Grounds –Plant Operations
 Inman Grimsley ** Director, Human Resources
 Susan E. Lampert ** Assistant to the Vice President, Business & Finance (Chair)
 Martha Livingston Professor, Educational Leadership
 Eileen McElrath Professor, Library-MLIS program
 Shannon McGee ** Programmer II, One Card Services
 Rebecca Murphy ** Director, Training & Development
 Barney (Jay) Rickman Professor, History
 Ruth Salter ** Director, Institutional Research
 Angela Steele ** Food Service, Palms Dining Center
 Maggie Viverette Assistant to the President, Equal Opportunity Programs
 Martha White Custodian, Custodial Services –Plant Operations
** Indicates participation in the staff sub-committee responsible for the creation and administration of
the campus staff survey.
The November 19 campus survey required the support of several staff employees to distribute the
survey, answer questions, collect the surveys etc. We gratefully thank the following persons for their
assistance:
 Sharon Butcher Manager of Campus Mail

 Josh Bucich Graduate Assistant, Training and Development
 Bobby Flowers Horticulturist, Landscape and Grounds –Plant Operations
 Rosalyn Hatcher Odum Library
 Sharon Huffman Receptionist, Financial Services
 Stanley Jones Assistant Registrar
 Mike McKinley Coordinator, Cooperative Education
 Susan E. Lampert Assistant to the Vice President, Business & Finance
 Regina Lee Secretary, Training and Development
 Bob Lee Sergeant, Public Safety
 Shannon McGee Programmer II, One Card Services
 Rebecca Murphy Director, Training & Development
 Tommye Miller Director, Bookstore
 Patrick Smith Electrician, Maintenance – Plant Operations
 Trisha Taylor Senior Secretary, Student Life
 Tim Yorkey Training Specialist, Training and Development
Also, Angela Elder, Administrative Coordinator, Institutional Research, was instrumental in formatting
the survey instrument, getting it reproduced and compiled the survey comments and statistical results.
4
Survey Objectives
The staff survey was developed to answer the following questions:
1. Are employees getting what they want out of the employment relationship?
2. Are there some issues about working conditions, supervisors, career development that
can be corrected?
3. Are some segments more satisfied than others in our employee population?
4. Have we learned anything new about employee opinions compared to the COSA 2002
report?
5. Why do people select VSU as an employer?
6. Why do employees stay at VSU?
5
Survey Data Results
Survey Date: November 19 2003

Survey Population: 402 Valdosta State University staff employees
Survey Administered By: See Acknowledgement section, page 2
Survey Completion Time: 15 minutes
Survey Results: Data compiled by the Office of Institutional Research
I. DEMOGRAPHICS OF THE SURVEY PARTICIPANTS:
Demographics: Survey Participants by Division of Employment: The survey population distribution by

Division is not representative of the Human Resources Database (exception is Plant Operations). We
conclude many employees may not be aware of their specific division assignment. Also, the survey
instrument was in error with the division of Student Affairs. It was listed on the survey as Student
Housing.
HUMAN RESOURCES DB SURVEY DEMOGRAPHIC ITEM

25% 10% of respondents (41) are employed in Academic Affairs
10% 08% of respondents (31) are employed in Student Affairs
11% 20% of respondents (80) are employed in Business and Finance
22% 13% of respondents (54) are employed in Auxiliary Services
25% 23% of respondents (94) are employed in Plant Operations
07% 18% of respondents (72) are employed in Other Divisions
OMITS 07% of respondents (29) did not complete this section
MULTIMARKED 0% of respondents (2) made more than one choice
Demographics: Survey Participants by Gender and Age: This survey response item was optional.
SURVEY DEMOGRAPHIC ITEM

46% of respondents are female
36% of respondents are male
OMITS 18%
8% Under the age of 26

20% Between the ages of 26 to 39
42% Between the ages of 40 to 57
11% Over the age of 58
OMITS 18%
Demographics: Survey Participants by Ethnicity: This survey response item was optional.

53% of respondents are Caucasian
21% of respondents are African American
04% of respondents are All Others
OMITS 22%
Multimarked 0%
6
Demographics: Survey Participants by Educational Background

05% Less than High School
26% of respondents have High School diploma or GED
12% of respondents have some college
05% of respondents have a Technical degree
06% of respondents have an Associates Degree
18% of respondents have a Bachelor’s Degree
09% of respondents have a Master’s Degree
01% of respondents have a Doctorate Degree
OMITS 45%
Multimarked 07%
Demographics: Survey Participants by Employment Title

19% of respondents are in admin/managerial positions
13% of respondents are in professional positions
19% of respondents are in clerical positions
08% of respondents are in technical/paraprofessional positions
11% of respondents are in skilled craft positions
18% of respondents are in service/maintenance positions
OMITS 11%
Multimarked 01%
100%
Demographics: Survey Participants by Length of Service

09% of respondents Less than one year service
30% of respondents one to five years service
24% of respondents six to ten years service
27% of respondents eleven or more years of service
OMITS 09%
Multimarked 0%
99%
7
II. FUTURE PLANS RESPONSES OF PARTICIPANTS
Survey Participants by: Your Future Plans, three years from now, I expect to be:
SURVEY FUTURE PLAN ITEM

61% of respondents plan to be working at VSU three years from now
09% of respondents plan to be retired
19% of respondents plan to be working somewhere other than VSU
02% of respondents plan not to be employed
OMITS 06%
Multimarked 02%
99%
Survey Participants by: Your Future Plans, have you looked for advancement opportunities at VSU?

63% of respondents responded YES
31% of respondents responded NO
OMITS 07%
Multimarked 0%
101%
Survey Participants by: Your Future Plans, do you plan to apply for advancement at VSU?

54% of respondents responded YES
35% of respondents responded NO
OMITS 11%
Multimarked 0%
100%
8
Survey Participants by: What are the reasons you stay at VSU? This is a multi response section.
Employees were asked to mark all categories that apply. Responses are listed from high
to low.

47% of respondents selected Insurance
46% of respondents selected retirement and investment options
45% of respondents selected enjoyable job
44% of respondents selected holiday and leave options
38% of respondents selected co-workers
36% of respondents selected hours
34% of respondents selected work environment
33% of respondents selected boss
23% of respondents selected professional growth opportunities (tuition reimbursement, training
classes )
16% of respondents selected advancement
16% of respondents selected VSU’s reputation
14% of respondents selected position available
13% of respondents selected salary
09% of respondents selected Other
Survey Participants by: Why did you originally select employment at VSU? This is a multi response
section. Employees were asked to mark all categories that apply. Responses are listed
from high to low.

51% of respondents selected position available
45% of respondents selected insurance
42% of respondents selected holiday and leave options
41% of respondents selected work hours
38% of respondents selected retirement and investment options
34% of respondents selected enjoyable job
32% of respondents selected work environment
21% of respondents selected professional growth opportunities (tuition reimbursement, training
classes)
18% of respondents selected career advancement
17% of respondents selected VSU’s reputation
15% of respondents selected relationship with co-workers
13% of respondents selected relationship with boss
11% of respondents selected salary
09% of respondents selected Other
Survey Participants by: Reason for Selecting VSU , Written Comments:
There were 10 written comments included in the survey regarding other reasons for selecting VSU as
a place for employment. Inclusion of each individual comment is not permissible within the context of
this survey report. Therefore, the comments have been grouped and described in terms of their nature
or similarity of theme:
1. Comments on Other Reasons for Selecting VSU Employment (10)

+ No reading or writing (English) required for job
+ Spouse employed at VSU
+ Needed job or job security.
9
III. WORK ENVIRONMENT RESPONSES OF SURVEY PARTICIPANTS
Survey Participants by: Work Environment ,My workload is reasonable:
SURVEY WORK ENVIRONMENT ITEM

28% of respondents Strongly Agree
50% of respondents Agree
12% of respondents Disagree
04% of respondents Strongly Disagree
01% of respondents Don’t know
OMITS 04%
Multimarked 0%
99%
Survey Participants by: Work Environment, I experience teamwork on the job:

OMITS 05%
Multimarked 0%
100%
Survey Participants by: Work Environment, SGA, Faculty Senate and COSA share equally in
university governance:

OMITS 08%
Multimarked 0%
99%
Survey Participants by: Work Environment, My work is valued at the university:

OMITS 07%
Multimarked 0%
101%
Survey Participants by: Work Environment, My job description accurately reflects my tasks:
10
OMITS 08%
Multimarked 0%
99%
Survey Participants by: Work Environment, My work environment is safe:

OMITS 06%
Multimarked 0%
100%
Survey Participants by: Work Environment, I am recognized when I do a good job:

OMITS 06%
Multimarked 0%
100%
Survey Participants by: Work Environment, I would recommend working at VSU to others:

OMITS 09%
Multimarked 0%
100%
Survey Participants by: Work Environment, Written Comments:
11
There were 95 written comments included in the survey Work Environment section. Inclusion of each
individual comment is not permissible within the context of this survey report. Therefore, the
comments have been grouped and described in terms of their nature or similarity of theme:
1. Comments on Physical Environment (10) address building temperatures, mold, mildew, fumes and
fungus growing in work environments. Also mentioned were repairs needed in Palms Dining Center
(roof and front door). Included was a suggestion to offer VSU employees a discount at the Palms.
2. Comments on Training (3)
+ Need supportive training when new ideas are introduced to employees
+ Campus wide programs related to employees should be promoted more from within the
departments.
3. Comments on Job Tasks/Work Distribution/Salary (20)
+ Comments describe a changing work environment where others absorb vacant position job
tasks. The added duties are not reflected in a revised job description or in a pay adjustment.
+ Workload is overwhelming. Too few people to meet the expectations.
+ Need to increase salary levels.
4. Comments on Promotions/Raises (2)
+ Raises should be based on performance and merit, not just a percentage equal to all.
5. Comments on Teamwork (9)
+ There has been a shift in work. We are focused on processes now, not outcomes or action.
when proposals are shared upward – they get no action.
+ Within department everyone works well. Between departments things are different.
6. Comments on Employee Recognition (9)
+ Recognition is found within work groups but little recognition of staff contribution in larger
university context.
7. Comments of Miscellaneous Nature (31)
+ Better communication – up –down-up.
+ Shared governance: faculty senate has too much authority and power. SGA and COSA do
not always have a share in governance.
+ Would welcome opportunity to job share and have flextime to balance work and personal
life.
8. Comments of General Positive Nature (11)
+ Enjoy the work environment and the people at VSU
Specific Comments directed toward Work Environment Health & Safety:
1. No provisions are made concerning fire, tornados, hurricanes or building evacuations in case
of an emergency.
2. My building is kept much too cold. 68 is too low to do office/computer type work. How much
money could we save with less air conditioning?
3. Mold and mildew in the air handling in Ashley hall causes breathing problems and headaches.
4. Fumes and fungus in Nevins are disconcerting at times.
5. The floor at the front door of Palms needs to be redone. When it rains it is dangerous.
6. Replace the roof at Palms. It is unsafe.
7. We have been trying to get our building checked out because everyone is always sneezing
and sick and other problems.
8. The work orders at Plant could be more directed – example: location, what to do.
9. From Plant: we could use enhancement of tools to get our job done. New radios, lift tailgate
for truck, work gloves, hand tools etc.
IV. CAREER DEVELOPMENT REPONSES OF SURVEY PARTICIPANTS
12
Survey Participants by: Career Development, Training opportunities on campus meet my needs:
SURVEY CAREER DEVELOPMENT ITEM

OMITS 04%
Multimarked 0%
100%
Survey Participants by: Career Development, My VSU on-the-job training prepares me for my job
tasks:

OMITS 07%
Multimarked 0%
100%
Survey Participants by: Career Development, Advancement Opportunities are available to me at VSU:

OMITS 08%
Multimarked 0%
98%
Survey Participants by: Career Development, I have changed the way I do my job based on my
performance review:

OMITS 09%
Multimarked 0%
100%
Survey Participants by: Career Development, Written Comments:
13
There were 89 written comments included in the survey Career Development section. Inclusion of
each individual comment is not permissible within the context of this survey report. Therefore, the
1. Comments on Performance Evaluation (17)

+ The evaluation instrument is poor
+ Performance evaluations are not completed every year
+ Pay raises are not linked to the employee performance evaluation.
2. Comments on Career Advancement (27)
+ There is a need for a defined career path with a structure of different job positions to
advance.
+ Encourage promotion from within the university instead of hiring external candidates.
+ Qualifications for advancement should be based on skill, knowledge and experience rather
than a degree or personal friendships.
3. Comments on Training/Professional Development (28)
+ Most recognize training as way to build and better oneself. Training should be made
available.
+ Not enough classes or coursework offered after 5 p.m.
+ Need for higher pay
+ Will this survey make a difference??
V. MANAGEMENT REPONSES OF SURVEY PARTICIPANTS
14
Survey Participants by: Management, My supervisor listens to my ideas:
SURVEY MANGEMENT ITEM

OMITS 04%
Multimarked 0%
100%
Survey Participants by: Management, My supervisor takes action based on some of my ideas:

OMITS 08%
Multimarked 0%
100%
Survey Participants by: Management, My supervisor clearly communicates expectations of my job:

OMITS 06%
Multimarked 0%
100%
Survey Participants by: Management, My supervisor involves me in decisions that involve me:

OMITS 08%
Multimarked 0%
100%
Survey Participants by: Management, My supervisor helps me find answers when I have conflicts at
work:

15
OMITS 06%
Multimarked 0%
99%
Survey Participants by: Management, My supervisor informs me about work related issues:

OMITS 08%
Multimarked 0%
100%
Survey Participants by: Management, I understand how my job performance is evaluated:

OMITS 04%
Multimarked 0%
100%
Survey Participants by: Management, Written Comments:
16
There were 72 written comments included in the survey Management section. Inclusion of each
individual comment is not permissible within the context of this survey report. Therefore, the
1. Comments on Supervisor Quality-positive (20)

+ Supervisor listens and responds to my needs
+ Great boss within a positive environment
+ Managers keep us informed and involve us
2. Comments on Supervisor Quality-negative (23)
+ Directors need to take management skill classes to learn how to communicate.
+ Supervisor does not understand my job and doesn’t listen to my ideas.
+ Hardly any communication between supervisor and me.
3. Comments on Performance Evaluation (7)
+ Work performance should be measurable and understood. Performance should be related to
increases in salary or promotion.
+ Employees should be given opportunity to evaluate their supervisor.
+ Evaluation should be ongoing, not just once a year.
+ Expectations of department are unclear – what constitutes a “good job”?
+ Not enough clear communication from supervisor to employee.
+ Need for unbiased and fairness at all things.
VI. BENEFITS and COMPENSATION REPONSES OF SURVEY PARTICIPANTS
17
Survey Participants by: Benefits and Compensation, I understand what my benefits are worth in dollar
amounts:
SURVEY BENEFITS AND COMPENSATION ITEM

OMITS 14%
Multimarked 0%
99%
Survey Participants by: Benefits and Compensation, I think of my salary as part of a compensation
package combining pay and benefits:
SURVEY BENEFITS AND COMPENSATION ITEM

OMITS 15%
Multimarked 0%
99%
VII. SUMMARY OF QUANTITATIVE DATA
18
The Office of Institutional Research and Policy Analysis analyzed 402 surveys. This represents more
than half of the full time staff level employees at Valdosta State University. The majority of the
responses to the VSU Staff Survey were positive. Highlights are as follows:
At lease seventy percent of the respondents agreed or strongly agreed that:

 My workload is reasonable (78%).
 I experience teamwork in my job (77%).
 My work is valued at the university (71%).
 My work environment is safe (82%).
 My supervisor listens to my ideas (75%).
 My supervisor informs me about work related issues (70%).
 I understand how my job performance is evaluated (72%).
Less than half of the respondents agreed or strongly agreed that:

 SGA, Faculty Senate, and COSA share equally in university governance (33%).
 Advancement opportunities are available to me at VSU (39%).
 I have changed the way I do my job based on my performance review (49%).
Reasons employees most often gave for selecting VSU as a work place:
1. Position was available (51%)
2. Insurance benefits (45%)
3. Holiday and leave options (42%)
4. Work hours (41%)
Reasons employees most often gave for continuing to work at VSU.

1. Insurance benefits (47%)
2. Retirement benefits (46%)
3. Enjoyable job (45%)
4. Holidays (44%)
Summary of Future and Demographic data:
 Sixty one percent of the respondents expect to be working at VSU three years from now.
An additional nine percent expect to be retired.
 Respondents did not clearly understand the two questions about division and job category.
These items can not be used for analysis in their current form.
 Over half of the respondents have worked at VSU more than five years. Thirty percent
reported service length of one to five years.
 Thirty-one percent of the respondents reported a high school education or less. Twenty-
eight percent of the respondents reported a baccalaureate degree or higher.
 More than half of the respondents were forty years of age or more.
 Fifty-three percent of the respondents were Caucasian, twenty-one percent were African
American, and the remainder marked other minority or did not respond to the item. This
was an optional category.
VIII. CONCLUSIONS
19
The staff survey achieved its objectives.
The survey was developed to answer the following questions:
2. Are there some issues about working conditions, supervisors, career development that
can be corrected?
report?
In this opinion survey, testing agreement levels are contained in answers where the survey participant
answers “strongly agree” and “agree”. The results show that 70-83% of the participants agree or
strongly agree with these conditions: their workload is reasonable, they experience teamwork on the
job, their work is valued, their work environment is safe, their supervisors listen to their ideas,
supervisors inform them of work related issues and evaluation of job performance is understood.
2. Are there some issues about working conditions, supervisors, career development that can
be corrected?
In testing agreement levels where the survey participant answers “strongly agree” and “agree”, the 50-
69% satisfaction level show their job description is accurate, the employee is recognized for a good
job, would recommend VSU to others for employment, training opportunities meet their needs, on the
job training prepares employees for the job, supervisor takes action on suggestions, supervisor clearly
communicates, employee is involved in decision making, supervisor helps find answers when conflicts
appear. Participants understand what their benefits are worth in dollar amounts and they think of their
salary as part of a compensation package. Since these responses fell in the mid way mark, they could
be considered worthy of working to improve or correct.
There are three areas that fell below 50% in testing agreement levels. Participants do not “strongly
agree” and “agree” that advancement opportunities are available at VSU, performance reviews do not
effect any changes in the way I do my job and SGA, Faculty Senate and COSA do not share equally
in university governance. These subjects need consideration and improvement.
We were unable to determine degree of satisfaction with this survey. It was structured as an “opinion”
survey. In the COSA 2002 report, the benefits issues was the number one concern. Criticism was
specifically targeted to items controlled by the state benefits rules. For example, being able to join a
dental plan after you begin employment, being vested at five years instead of ten years, donating “sick
leave” to a bank for others to use, required mandatory leave at the Christmas holidays.
In the 2003 staff survey, 65% respondents felt they understood the worth of their benefits in dollar
amounts. This strong level of agreement has been enhanced by the Director of Human Resources
effort to introduce a statistical tool to translate the components of employee hourly rate, retirement
matching, social security, life and health insurance dollars into a job value comparison chart. Each
employee has access to this tool on the Human Resources website. It is also used in employee
training to increase an employee’s awareness of the total real dollar value associated with non-
paycheck items like insurance, retirement etc. Only 55% of participants considered their salary as part
20
of an overall compensation package. Participants agreed that insurance, retirement and investment
options are the main reasons employees select and stay at VSU (+45%). Overall it appears
employees are satisfied with benefits as a whole.
report?
There are two areas of concern from the COSA 2002 report that have been validated as ongoing
concerns in the 2003 staff survey. These are 1) advancement options and 2) performance evaluation.
1. In the Advancement related questions of the staff survey, participants were asked questions on
training opportunities, on the job training preparation for a job, advancement opportunities and
performance reviews as it may effect changes in doing one’s job.
Only 39% agree that advancement opportunities are available to them. This low agreement level may
speak to an employee’s understanding of the career advancements available to them. In other words,
do they know open positions are posted on job boards? Are they encouraged by their supervisor to
look for other jobs? Is the availability of open positions communicated within their work environment?
However, if these results were examined in light of this question “have you looked for advancement
opportunities at VSU”, 63% of respondents indicated yes. This may indicate employees know how
open positions are posted and have actively pursued or looked for another job, but there are no open
jobs to advance to.
The perception of unavailability of advancement opportunities may also speak to the organization of
VSU jobs. Are there enough different level jobs where there is a natural progression or step effect in
moving up the job ladder? Some organizations call this structure the “defined career path”.
2. Only half (49%) of the respondents agree their performance review helped them change the way
they do their job. This unfavorable rating was reinforced with the written comments in this section. The
comments stated the performance evaluation instrument for staff was poor, evaluations were not
conducted every year and salary merit/increases were not based (or justified) by performance
evaluations. The staff survey results for this section are also reflected in the pilot survey conducted in
July. The pilot survey showed 54% of respondents disagree that advancement opportunities are
available. The pilot showed 50% of respondents disagree with the performance review process. In the
pilot survey, 52% of respondents indicated that they do not understand career advancements
available to them.
Over half the participants indicated “a position available” was the reason the came to work at VSU.
Insurance, holiday/ leave options and work hours were chosen by 41-45% of the participants.
Insurance was the reason for 47% of the participants to stay at VSU. Followed by retirement/
investment options, enjoyable job and holiday/ leave options (44-46%).
21
IX. RECOMMENDATIONS
Recommendations for Action based on the Staff Survey Results:
 Create a plan to evaluate and get feedback from staff on a yearly basis. This provides a basis
for continuous improvement.
 Create an employee exit interview instrument to determine an employee’s reason for leaving
the university.
 Create a method for collecting exit information and build a retention database to track trends.
 Refer the nine Work Environment Health and Safety written comments to the Vice President of
Business & Finance for immediate consideration.
 Distribute the Human Resources job value comparison chart to all employees upon entry to
the university and include in appropriate training classes. This increases awareness of the
benefits/insurance value for each job position.
 Create “Retention Strategies for Mangers” course to be included in the Management Training
Series. This emphasizes the need for managers to keep their employees and reduce turnover
rates.
 Review and augment the university performance appraisal process. Look to extending the
basic evaluation form to include evaluation of job tasks.
 Research best practices and implement a career development process that includes but is not
restricted to:
1. defining core competencies and specific training for jobs within our classification structure
2. educating on career paths within our system (both upward and lateral)
3. increasing opportunities for internal job posting, and communication of job openings.
 Continue the examination of different methods to increase knowledge of and communication

with employee regarding the shared governance of the university between SGA, COSA and
Faculty Senate.
22
Appendix
23

Staff Final Survey Results

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Staff Final Survey Results

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GOAL 6 Strategic

VALDOSTA STATE UNIVERSITY

Planning Task Force

Valdosta State University

A data analysis report with

Survey Objectives ……………………………………………………………. 5

Survey Data Results

Summary of Quantitative Data ……………………………………………… 19

Recommendations for Action ……………………………………………….. 22

Appendix - Survey Instrument ……………………………………………… 23

 Jim Black Vice President of Business & Finance

 Sharon Butcher Manager of Campus Mail

The staff survey was developed to answer the following questions:

5. Why do people select VSU as an employer?

6. Why do employees stay at VSU?

Survey Date: November 19 2003

I. DEMOGRAPHICS OF THE SURVEY PARTICIPANTS:

Demographics: Survey Participants by Division of Employment: The survey population distribution by

HUMAN RESOURCES DB SURVEY DEMOGRAPHIC ITEM

SURVEY DEMOGRAPHIC ITEM

8% Under the age of 26

SURVEY DEMOGRAPHIC ITEM

SURVEY DEMOGRAPHIC ITEM

Demographics: Survey Participants by Employment Title

SURVEY DEMOGRAPHIC ITEM

Demographics: Survey Participants by Length of Service

SURVEY DEMOGRAPHIC ITEM

SURVEY FUTURE PLAN ITEM

SURVEY FUTURE PLAN ITEM

SURVEY FUTURE PLAN ITEM

SURVEY DEMOGRAPHIC ITEM

SURVEY DEMOGRAPHIC ITEM

Survey Participants by: Reason for Selecting VSU , Written Comments:

1. Comments on Other Reasons for Selecting VSU Employment (10)

Survey Participants by: Work Environment ,My workload is reasonable:

SURVEY WORK ENVIRONMENT ITEM

Survey Participants by: Work Environment, I experience teamwork on the job:

SURVEY WORK ENVIRONMENT ITEM

SURVEY WORK ENVIRONMENT ITEM

Survey Participants by: Work Environment, My work is valued at the university:

SURVEY WORK ENVIRONMENT ITEM

Survey Participants by: Work Environment, My work environment is safe:

SURVEY WORK ENVIRONMENT ITEM

Survey Participants by: Work Environment, I am recognized when I do a good job:

SURVEY WORK ENVIRONMENT ITEM

SURVEY WORK ENVIRONMENT ITEM

Survey Participants by: Work Environment, Written Comments:

Specific Comments directed toward Work Environment Health & Safety:

IV. CAREER DEVELOPMENT REPONSES OF SURVEY PARTICIPANTS

SURVEY CAREER DEVELOPMENT ITEM

SURVEY CAREER DEVELOPMENT ITEM

SURVEY CAREER DEVELOPMENT ITEM

SURVEY CAREER DEVELOPMENT ITEM

Survey Participants by: Career Development, Written Comments:

1. Comments on Performance Evaluation (17)

V. MANAGEMENT REPONSES OF SURVEY PARTICIPANTS

SURVEY MANGEMENT ITEM

SURVEY MANGEMENT ITEM

Survey Participants by: Management, My supervisor clearly communicates expectations of my job:

SURVEY MANGEMENT ITEM

SURVEY MANGEMENT ITEM

SURVEY MANGEMENT ITEM

SURVEY MANGEMENT ITEM

Survey Participants by: Management, I understand how my job performance is evaluated: