University Business January 2018 - 13

SPONSORED WEB SEMINAR DIGEST

TOM TONKIN
Principal Consultant,
Thought-Leadership
and Advisory Services
Cornerstone OnDemand

KURT ACKMAN
Senior Director,
Higher Education
Cornerstone OnDemand

A University Business Web Seminar Digest * Originally presented on August 25, 2016

sically one question that asks, "Would you recommend
my product, my institution, my offering to a friend or a
family member?"
That is a very good indicator of whether people feel
they are engaged. If we look at net promoter scores
from a characteristics perspective, we see that it's essentially taking a pulse. It's something quick and simple-we recommend that.
Ackman: Higher ed has always been a bit unsure about
how well we are measuring success, especially when it
comes to faculty and staff. If anything, maybe there is
an annual form that goes out: "Go download this PDF."
And maybe your manager or department chair will look
at it, or HR will. I even remember seeing some of the
respondents say their campus does a survey once every three years and it's 50 questions long. Three years?
You might be speaking to completely different faculty
and staff.
So Tom, you are right on with pulse surveys. An encouraging thing I've seen on campus is more institutions asking their leadership if they can start providing
feedback-maybe from peer to peer-and start tracking success with smaller, incremental goals so people
know how they are moving along.
Tonkin: Then we asked, "What are the top three roadblocks to increasing employee engagement in your institution?" We see that the faculties didn't have much
to say about this. However, the staff said compensation
and benefits. We always gravitate to this idea of money. We know it can be a quagmire. Is there merit here,
Kurt? This is kind of a touchy subject.
Ackman: Many of our public institutions, or where we
have union employees, have very defined positions
and very defined classifications with specific salary
ranges. But at the same time, we've seen more institutions looking at doing merit increases tied to performance. Pay for performance is increasingly common
at certain institutions. More importantly, though, is re-

alizing that compensation and benefits encompasses
more than just salary. The benefits seem to be where
people are starting to realize they can get a lot of bang
for their buck.
Techniques and incentives to improve engagement
Tonkin: We also asked what programs or incentives
specifically would improve engagement. What I found
very interesting across the board is that none of this
had anything to do with giving people more money. It
had a lot more to do with work/life balance. So that's
good news, right? It's about compensating me as a
whole person.
The next question was: "What technologies does the
institution use to promote engagement?" What I found
interesting is this idea of learning management and
professional development tools.
If we're looking at ways to ensure low staff turnover,
this survey indicates that developing people increases
engagement. This is consistent with data that we've
seen in other places, but it also is consistent with data
that we've seen outside higher education and in other
industries.
Ackman: Performance enhancement in higher ed can
have the reputation of a stick versus a carrot. Even with
faculty, performance management can be things like
student surveys, and perhaps they are being used in
ways that aren't always highlighting the good things
that individuals are doing as opposed to identifying areas for improvement.
Developing people has very direct correlations to
engagement. Instead of using performance metrics as
a way to have a tough conversation about, "Hey, you
are not doing well in this area," they can be described
as, "Hey, we noticed this was an area you can improve.
Here are some ways through professional development offerings we have here on campus that can help
you get to where you need to be." That can be a very
positive experience.

To watch this web seminar in its entirety, visit www.universitybusiness.com/ws103117


http://www.universitybusiness.com/ws103117

Table of Contents for the Digital Edition of University Business January 2018

University Business January 2018 - Cover1
University Business January 2018 - Cover2
University Business January 2018 - 1
University Business January 2018 - 2
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