UWA Exit Survey 2010
Rod Dewsbury
preliminary report
Exit Survey
Quantitative and qualitative
Hard copy survey to all departing staff
forced choice answers and written comments
183 respondents = about 22% of departing employees
Optional Exit Interview – face to face or by phone
Survey Respondents
Quite representative of departing employees in general
Survey Cessations
UWA workforce
Male 32% 45% 47%
Female 68% 55% 53%
Academic 35% 40% 40%
Professional 65% 60% 60%
Ongoing 28% 25% 53%
Contract 68% 75% 47%
Voluntary turnover (resignation & retirement) 8.3%Cessation of contract 9.1%
Survey Respondents
Quite representative of departing employees in general
Survey Cessations
UWA workforce
Male 32% 45% 47%
Female 68% 55% 53%
Academic 35% 40% 40%
Professional 65% 60% 60%
Ongoing 28% 25% 53%
Contract 68% 75% 47%
Voluntary turnover (resignation & retirement) 8.3%Cessation of contract 9.1%
Why do exit surveys?
Cartoon used with permission
Highs Exits Working Life
Informed of changes that affect me 61% 56%
Leaders provide clear vision 57% 72%
Professional Development 56% 67%
Lows
Opportunities for advancement 28% 43%
Encouraged to participate in change 40% 41%
Satisfaction with UWA
Highs Exit Working Life
I worked well with Colleagues 82% 89%
I could manage the level of stress80% 59%
I enjoyed the level of people contact 73% NA
I was encouraged to use initiative 73% NA
Lows
Adequate opportunities to engage in training and development 43% 75%
Satisfaction with work area
Exit Working Life
Quality of management and supervision 56% 70%
Clear expectations of supervisor/head 56% 64%
Adequate recognition 64% 53%
Local Management - in the middle
I would return 74%
I felt I could be effective in my job 73%
Quality of working life 66%
Immediate working environment 60%
Summary statements of job satisfaction
Career Change 49%
Promotion 45%
Personal (unrelated to job) 41%
Personal (job related) 39%
Contract not renewed 36%
Why do people leave?
Responses of influential or highly influential (allows for multiple responses)
Comments – written
Management 36%
Positives about UWA 21%
Career issues 14%
Working conditions 11%
• Supervisors should have training. People with few "people skills" should not be put into supervisory roles, if ‘x’ was in a good mood, we had a good day
• The chance of a permanent position and a leadership were very attractive after 15 yrs on different research grant contracts
• I had a fantastic time working with my team at UWA. I would have stayed, but my relocation has made it impossible.
Things to consider…
Career issues PDR – active career planningUse of contractsMobility SchemeDevelopment Opportunities
Supervisor/ManagerOSDS – development or trainingERMS – advice/mediation
Interpersonal Employee Assistance ProgramEquity and Diversity Services
ERMSfaculty contact http://www.hr.uwa.edu.au/hr/hr_contacts
MobilitySandy Fitzpatrick (Mon,Wed,Thurs) 6488 7486
OSDS 6488 1504
Employee Assistance ProgramPPC Worldwide 1300 361 008 UWA Counselling 6488 2423
Equity and Diversity 6488 3873
Contacts