2017 U-Wide Results Overview

The 2017 Employee Engagement Total University of Minnesota Results (pdf) provides an overview of the University's approach to employee engagement and high-level data from the most recent survey

In 2017, the employee engagement survey was sent to 19,832 benefits eligible faculty and staff on all campuses. The survey has 36 questions that provide data to leaders regarding the workplace experience and faculty and staff receive very similar surveys. The University uses a vendor partner to conduct the survey to ensure confidentiality.

Results were shared in January 2018 with supervisors, managers, directors, and senior leaders if five or more of their direct reports responded to the survey. The next employee engagement survey will be conducted in 2019.

Learn more about Employee Engagement at the University of Minnesota and find the resources to take action.

Engagement Rose Across Both Dimensions


Faculty Reported Broad-Based Improvements in
Their Workplace Experience

  • Improvements across 30 out of 36 survey items

  • 50% of faculty reported both a high level of commitment and dedication and an effective environment (+2 vs. 2015)

  • Commitment to excellence plus authority and empowerment of faculty remain overall strengths:

    • Commitment to delivering high-quality student support continued to improve (80% favorable; +5 vs. 2015), as did commitment to delivering high-impact, high-quality scholarship (81% favorable; +4 vs. 2015)

  • Support and resources related to teaching and pursuit of scholarly interests had the greatest increase across survey drivers (65% favorable; +9 vs. 2015)

  • Professional development opportunities saw meaningful improvement (74% favorable; +7 vs. 2015)

*Survey response rates were grouped as favorable, neutral, and negative by the vendor. For simplicity, only the change in the favorable response is reported here.


Faculty Engagement is Driven by Improvements in the Support and Resources to Pursue Scholarship

Faculty indicated largest increases in engagement on these survey items compared to 2015:


Faculty Identified Equitable Distribution of Workload and Other Opportunities for Continued Improvement

Faculty indicated opportunities for improvement:

  • Improving work, structure, and process in colleges

    • Equitable distribution of workload (44% favorable; although +5 vs. 2015)

  • Other opportunities identified:

    • Department offers effective mentoring and coaching to support development. (50% favorable)

    • Trust and confidence in the college’s leadership team (55% favorable)

    • Resources and support to pursue scholarly interests (58% favorable)

    • Department’s strategy and goals address most important challenges and opportunities (59% favorable)


Staff Reported Broad-Based Improvements in Their Workplace Experience

  • Improvements on 34 out of 36 survey items

  • 54% of staff reported both a high level of commitment and dedication and an effective environment (+3 vs. 2015)

  • Commitment to Excellence and Authority and Empowerment continue to remain strengths for staff.

    • Commitment to delivering high quality services is among the items with the highest favorability and continues to trend upwards (88% favorable; +3 vs. 2015)

    • “I have enough authority to carry out my job effectively.” (83% favorable; +1 vs. 2015)

  • Developmental Opportunities and Confidence in Leadership are the most improved areas:

    • “I have opportunities to achieve my personal career objectives at my campus (Crookston, Duluth, Morris, Rochester, Twin Cities).” (69% favorable; +10 vs. 2015)

    • “I have trust and confidence in my college’s leadership team.” (66% favorable; +8 vs. 2015)


Staff Engagement is Driven by Improvements in Opportunities to Achieve Personal Career Goals

Staff indicated the largest increases in engagement on these survey items compared to 2015:


Staff Identified Opportunities Regarding Work, Structure, and Process

Staff noted areas for improvement related to innovation and workload distribution:

  • Improving work, structure, and process

    • “My department uses innovative approaches (new technologies or creative solutions) to improve our internal effectiveness.” (67% favorable; -2 vs. 2015)

    • “There is an equitable distribution of workload within my department.” (55% favorable; +6 vs. 2015)

  • Other opportunities identified:

    • “My manager/supervisor coaches me in my development.” (57% favorable)

    • “The training that new employees received in my department is effective.” (57% favorable)

    • “My department proactively identifies and eliminates barriers to getting work done efficiently.” (57% favorable)