UWA Exit Survey 2010 Rod Dewsbury preliminary report.

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