Board of Education December 4, 2018 Employee Engagement · 2018 Study Design The Employee Engagement Survey consists of three parts: Overall Engagement is composed of nine items that

Employee EngagementDecember 4, 2018Board of Education

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Results and Analysis

Employee Engagement Survey

Rockford Public Schools

School Year: 2018-2019

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Project Overview

Engagement is the connection that individuals have with their profession in general and their current jobs in particular. Several factors can affect an employee’s engagement, including relationships with supervisors and administrators, colleagues, students, and parents; the physical work environment; personal safety; policy considerations and implementation; support for professional development and growth; preparation; perceptions of personal relevance; and general satisfaction.

The Rockford Public Schools 205 Employee Engagement Survey was open Sept. 26 – Oct. 10.

The survey’s goals were to:• Measure the level of engagement of Rockford Public Schools 205 employees• Classify employees as highly engaged, engaged, or less engaged• Identify areas where employee engagement can be improved

Email invitations with unique survey links were sent to employees. Reminders were sent Oct. 2, 5, 8, and 10.

This report summarizes survey results and breaks them down by school year, years of service, and role.

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Understanding the Results

Responses to the first nine items were averaged to find an engagement score for each respondent. The five response options were: Strongly Disagree, Disagree, Neither Disagree nor Agree, Agree, and Strongly Agree. To calculate the engagement score, each response option was given a weight, ranging from 1 (Strongly Disagree) to 5 (Strongly Agree).

Results do not reflect random sampling; therefore, they should not be generalized to all Rockford Public Schools 205 employees. Rather, results reflect only the perceptions and opinions of survey participants.

Findings for each item in the report exclude participants who did not answer. Data labels less than 5 percent are not shown in charts and graphs. Percentages may not total 100 due to rounding.

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Study Design

The Employee Engagement Survey consists of three parts:

Overall Engagement is composed of nine items that are designed to measure each employee’s level of engagement. Based on the average of the responses to these items, an engagement score is calculated for each survey participant. Engagement scores are classified as less engaged (<3.5), engaged (3.5 to 4.5) or highly engaged (>4.5).

Engagement Drivers are items about different aspects of the work environment that may affect engagement. Participants answered each item using the 5-point Likert scale. Engagement drivers are organized into six dimensions:

▪ Shared values

▪ Leadership

▪ Communication

▪ Feedback and recognition

▪ Work environment

▪ Career growth and training opportunities

Demographic Questions provide information about participants, such as school, department, and job classification.

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Participation

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Participation

School YearNumber of Invitations

Delivered (NMax)

Number of Responses (N)

Response Rate (%)Total

Responses

2018-2019 3,997 2,333 58% 2,333

2017-2018 3,959 2,260 57% 2,260

7 * Certified staff includes psychologist, social worker, speech and language pathologist, nurse, OT, PT, sign language interpreter, coach, and specialist positions.

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Overall Engagement

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Calculating and Classifying Engagement Scores

Each participant’s engagement score is the average of their responses to nine engagement questions (EQ). Those average scores are then classified on a scale of highly engaged (>4.5), engaged (3.5 to 4.5), and less engaged (<3.5).

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Overall Engagement

Responses to the nine engagement items were averaged to calculate an engagement score for each participant. To calculate the engagement score, each response option was assigned a numerical value:• Strongly Disagree = 1• Disagree = 2• Neither Disagree or Agree = 3• Agree = 4• Strongly Agree = 5

Average scores were classified into three levels: Less Engaged (<3.5), Engaged (3.5 to 4.5), and Highly Engaged (>4.5).

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Overall Engagement: Comparison Over Time

How strongly do you disagree or agree with the following statements?

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Overall Engagement: Comparison Over Time (Continued)


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Engagement Drivers

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Shared Values: Comparison Over Time


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Shared Values: Comparison Over Time (Continued)


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Leadership: Comparison Over Time


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Leadership: Comparison Over Time (Continued)


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Communication: Comparison Over Time


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Feedback and Recognition: Comparison Over Time


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Work Environment: Comparison Over Time


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Work Environment: Comparison Over Time (Continued)


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Career Growth and Training Opportunities: Comparison Over Time


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Focus Areas

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Focus Areas to Increase Employee EngagementForty-nine items (drivers) were used to assess the school/workplace environment and identify opportunities to increase engagement. Each item was rated on a five-point scale, with higher values indicating stronger agreement.

The relationship between each employee’s responses (driver ratings) and his or her overall engagement score was also analyzed. To do this, the strength of the relationship (the correlation coefficient) between the engagement scores and each driver was calculated. Values can range from -1.0 to +1.0. The closer to +/-1.0, the stronger the relationship.

Driver ratings were classified as high or low based on the median. Correlations to engagement were classified as strong or weak based on the median.

The primary focus area (yellow) is for Items that rated low but have a strong correlation to engagement. The secondary focus area (green) is for items that received high ratings and have a strong correlation to engagement.

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Engagement Driver Dimensions Calculations

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Areas of Strength

Celebrating these items will promote positive employee engagement. The average scores for these statements are high (at or above 3.66), and the items have strong relationships to engagement.

26 Note: Items in bold appeared on this slide last school year.

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Areas of Strength (Continued)

Celebrating these items will promote positive employee engagement. The average scores for these statements are high (at or above 3.66), and the items have strong relationships to engagement.

27 Note: Items in bold appeared on this slide last school year.

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Opportunities for Improvement

Improving scores for these items will likely increase employee engagement. The average scores for these statements are low (at or below 3.66), but the items have strong relationships to engagement.

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Dimension Survey ItemDriverRating

Correlation to

Engagement

Work Environment

There is high staff morale in this district. 2.69 0.55

Leadership District leaders ensure staff morale is high. 2.84 0.60

Leadership District leaders understand my professional needs. 2.85 0.57

Feedback and Recognition

Rockford Public Schools 205 recognizes employees for their high-quality work and accomplishments.

2.90 0.52

Leadership District leaders’ actions are consistent with their words. 3.08 0.57


I receive recognition for my accomplishments. 3.32 0.52

Work Environment

There is high staff morale in my school or department. 3.33 0.59

Note: Items in bold appeared on this slide last school year.

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Opportunities for Improvement (Continued)

Improving scores for these items will likely increase employee engagement. The average scores for these statements are low (at or below 3.66), but the items have strong relationships to engagement.

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Dimension Survey ItemDriverRating

Correlation to

Engagement

Shared Values I can provide input on how the district accomplishes its mission. 3.36 0.53

Shared Values I can help shape the district’s mission and vision. 3.43 0.53

Shared ValuesDistrict leaders encourage employees to share ideas to improve performance.

3.46 0.59


I feel appreciated for my work. 3.48 0.61

Shared Values The district is moving in a direction that reflects our mission and vision. 3.48 0.63

LeadershipMy principal or direct supervisor ensures staff morale is high in my school or department.

3.61 0.56

Communication I can influence decisions in my school or department. 3.66 0.52

Note: Items in bold appeared on this slide last school year.

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Secondary Areas of Strength

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While these items do not have strong relationships to engagement, the average scores for these statements are high (at or above 3.66). The district should continue its good work in these areas.

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Secondary Areas of Strength (Continued)

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While these items do not have strong relationships to engagement, the average scores for these statements are high (at or above 3.66). The district should continue its good work in these areas.

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Improving the Work Environment

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While these items do not have strong relationships to engagement, the average scores for these statements are low (at or below 3.66). Improving these items will promote a positive work environment.

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Improving the Work Environment (Continued)

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While these items do not have strong relationships to engagement, the average scores for these statements are low (at or below 3.66). Improving these items will promote a positive work environment.

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Engagement by Demographics

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Engagement by Years of Service

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Engagement by Role: Comparison Over Time

36 * Certified staff includes psychologist, social worker, speech and language pathologist, nurse, OT, PT, sign language interpreter, coach, and specialist positions.

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Additional Questions

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Principal: Comparison Over Time


38 Note: Only classroom teachers and certified staff members answered these questions.

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Collaboration and Input: Comparison Over Time



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Additional Topics: Comparison Over Time



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Cell Phone Usage

What type of impact does student cell phone usage have on student engagement? (N=1,600)


Positive Trends

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I feel appreciated for

my work

The district encourages continued education

and professional growth

70% (2018)

66%(2017)

58% (2018)

54%(2017)

I work in an atmosphere where

there is mutual respect among staff

76% (2018)

72%(2017)

Positive Trends

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37% (2018)

33%(2017)

52% (2018)

48%(2017)

District staff and school employees communicate well

with each other

My PLC is a valuable use of time

(response limited to teachers & certified staff)

Opportunities for Improvement

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% of Building Administrators who are

engaged or highly engaged

89%(2017)

82%(2018)

85%(2017)

82%(2018)

I am proud to work at this school

2017-2018-Engaged/Highly Engaged

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77%(2017 & 2018)

73%(2017)

69%(2018)

All Staff 11-15 Years in District

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Net Promoter Score (NPS)

The net promoter score serves as a proxy for public confidence in the school and can potentially be connected to district growth.

Questions from the Survey:

How likely are you to recommend Rockford Public Schools 205 to a friend or colleague?

How likely are you to recommend (school name) to a friend or colleague?

The scale:

0 (anchored as not at all likely) to 10 (anchored as extremely likely) 0-6 are considered detractors7-8 are considered passives9-10 are considered promoters


It is calculated by subtracting the percentage of detractors from promoters, which gives a value between -100 to +100.

A positive score means there are more people promoting the school than detracting from it.

For this survey:

School NPS: 8

School NPS Range: +87 to -80District NPS Range: +16 to -76

District NPS: -29

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Engagement Survey Results-Percentage of staff that are engaged or highly engaged.

Strategic Goal: Match or exceed national standards for identified school level for similar sized districts

District Strategic Goals- Climate & CultureEngagement

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Employee Engagement Continuous Improvement Cycle

Conduct SurveyOctober

Progress MonitorMarch-May

Analyze ResultsNovember

Action PlanNovember-February

Identify Opportunities for Growth (OFI)

November

Employee Engagement

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Employee EngagementSurvey Timeline

November 5

Survey Results Distributed to

Schools

Nov 6 & Dec 4

BOE Results Presentations

Sept. 26- October 10

Survey Window

November 6, 14, & 20

Principal Training Making Feedback

Matter

November-January

District-Wide Action Planning

January 23

Action Plan Process Update

* K12 Insight Overall Engagement Scale (12 Question Survey)

Progress Update Follow Up School

Survey*

March 6-20

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Employee EngagementResults Timeline

NOVEMBER

5-Cabinet6- BOE at CoW6-Elementary Principals12-Cabinet 14-MS Principals16-Instructional Council19- Downtown Leadership Club19-Downtown Leadership Team20-HS Principals

3-Cabinet4-BOE at CoWTBD-REA Executive Board

All Departments Action Plan

DECEMBER

Jan 23-All Principal's Meeting

March 6-20 School 2nd Survey

April 24- All principal meeting

June 4 BOE CoW

Action Plan Review

2017 Identified Opportunities for Improvement

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33% (2018)

32%(2017)

District Leaders Understand my

Professional Needs

40% (2018)

37%(2017)

District Leaders Actions are

Consistent with Their Words

57% (2018)

56%(2017)

District Leaders Encourage

Employees to Share Ideas to Improve

Performance

2018-19 District Focus

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33% (2018)

32%(2017)

District leaders understand my

professional needs

40% (2018)

37%(2017)

District leaders actions are

consistent with their words

School NPS: 8

District NPS: -29

Net Promoter Score:

What can we do to increase the internal

confidence of RPS205?

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Employee EngagementSurvey Timeline

November 5

Survey Results Distributed to

Schools

Nov 6 & Dec 4

BOE Results Presentations

Sept. 26- October 10

Survey Window

November 6, 14, & 20

Principal Training Making Feedback

Matter

November-January

District-Wide Action Planning

January 23

Action Plan Process Update

* K12 Insight Overall Engagement Scale (12 Question Survey)

Progress Update Follow Up School

Survey*

March 6-20

Documents

Board of Education December 4, 2018 Employee Engagement · 2018 Study Design The Employee Engagement Survey consists of three parts: Overall Engagement is composed of nine items that