- Why carry out an employee survey?
- Development work
- What is the focus of the survey?
- Job demands and job resources
- Will my response be anonymous?
- Feedback and follow-up of the results
- Systematic development of the working environment over time
The survey is carried out to help to realise the objective of Strategy 2024: ‘HiOA (now OsloMet) ) will be a professional organisation with committed students and staff'.
Section 1-1 of the Working Environment Act states that the working environment shall promote health: ‘The purpose of the Act is to secure a working environment that provides a basis for a healthy and meaningful working situation...’ Employers are obliged to ensure compliance with the Working Environment Act, and employees are both entitled and obliged to contribute to this end. It is in the interest of both employers and employees that the workplace promotes a healthy work situation. Research shows that high work engagement and job satisfaction contribute to good health. HiOA has chosen to use a quantitative employee survey to map and check the status of the working environment – as is the duty of the employer. The design of the employee survey process, which includes subsequent follow-up, ensures employees’ participation.
The employee survey
- is carried out from 15 to 29 October 2018.
- focuses on identifying factors of mutual interest in the working environment at OsloMet that we can do something about.
- is sent to all employees at OsloMeworking in a 40 % position or more, including employees in temporary positions, employees on sick leave and employees on paid leaves of absence.
All employees are encouraged to respond to this year’s employee survey. It will provide information concerning all levels of the organisation and form a basis for increasing work engagement and job satisfaction.
The employee survey is not simply an evaluation that provides information about how employees perceive the current situation – it also forms part of OsloMet’s development work. Together, managers and employees at all levels of the organisation shall through constructive interaction and dialogue use the results to further develop a working environment characterised by job satisfaction and work engagement.
Please therefore take this opportunity to answer the survey, and to actively contribute to the follow-up work in your entity.
The survey is supported by the senior leadership and the working environment committee at OsloMet, and it is carried out in cooperation with Stamina Census.
The focus of this survey is factors that promote job satisfaction and work engagement.
Work engagement is important for the individual employee because a high level of work engagement is linked to health, reduced stress levels and high output capacity. For OsloMet, a working environment characterised by motivated and engaged employees is a precondition for succeeding in reaching our overriding objectives.
The 2014 employee survey was based on the JD-R model, Job Demand Resource (Schauffeli and Bakker). The survey is delivered by Stamina Census, and has been adapted to OsloMet. The same model will be used in 2016, which means that the results will be comparable. The questionnaire is research-based and well scientifically documented. In 2014, HiOA had a response rate of 84%.
The working environment committee has proposed the inclusion of open questions. This has been considered by the HR Department in cooperation with the HR managers at the faculties, the Centre for Welfare and Labour Research and Stamina. You can read the grounds why we do not wish to include open questions here (PDF, Norwegian).
The working environment committee has also proposed including questions about the senior leadership, which will be included in this year’s survey. They come in addition to the questions on employees’ superiors included in 2014, which will be expanded with more questions this year.
The model is divided into two groups: presence factors (on the left side of the model) and result factors (on the right). Research shows that good results for the presence factors are related to good results for the result factors. However, certain presence factors are more important than others, which will be made evident by the regression analyses conducted once the survey is closed to responses. The results will thus provide an overview of particularly important factors in the working environment that we should focus on in the follow-up work.
The presence factors comprise both job demands and job resources. Job demands are defined as physical, psychological, social or organisational factors relating to the job that require permanent effort. Job demands can be challenging in a positive sense, but they can also be perceived as limitations. Job resources are defined as physical, psychological, social or organisational factors relating to the job that can reduce job demands, be functional in relation to goal attainment, or stimulate growth, learning and development.
This Job Demand Resource model assumes that if employees have sufficient job resources (such as the opportunity to influence their own work, social support from their superiors and colleagues, the opportunity to use and develop their own competence), this will lead to work engagement and resulting positive consequences. It is especially when job demands (such as time, complexity, expectations) are high that job resources have particular influence on work engagement.
Job satisfaction and work engagement are found on the results side of the model. Work engagement is a relatively stable positive emotional state characterised by vitality, enthusiasm and the ability to be immersed in work. Several studies show that work engagement is linked to better performance, a high level of work effort, increased ability to master stress and better health. It is therefore important for organisations to focus on strengthening and facilitating employees’ work engagement, as this is linked to good results, stronger organisational affiliation and lower employee turnover.
You can read more about work engagement and find research articles on the topic at the following websites:
Employees’ anonymity is guaranteed by our organisation (OsloMet) and our partner Stamina Census, which collects data and conducts the analyses afterwards. Stamina has signed a separate data processor agreement with HiOA, which, among other things, entails that:
- After each respondent has answered the survey, there will no longer be any link between the respondent's email address and the response.
- Reports will only be prepared if five or more responses are received from an organisational entity.
- Managers receive information about the response rate in their entity, but are not given access to individuals’ responses, their demographic variables or who has responded.
- Analyses that involve demographic variables are only processed at organisation level, i.e. for the organisation as a whole.
- No analyses will be carried out of raw data while the survey is still open for responses. During this period, only information about the response rate will be retrieved.
The results for OsloMet as a whole will be presented to the Rector’s management team in week 48. They will also be presented to the working environment committee (AMU) and to the information, discussion and negotiation meeting (IDF-møte). The survey results will be used centrally and by faculties and centres. Each manager is given access to the results from his/her own entity, which means e.g. that a dean receives reports for his/her own management team, faculty and all the faculty's subordinate entities. The superior is responsible for following up managers under him/her so that all managers with personnel responsibility hold feedback meetings and follow up the results through action plans for their own entity/department/section.
In some instances, there may be a wish to discuss factors relating to the working environment other than those identified in the employee survey. The feedback meetings shall be organised such that there is time and possibilities to discuss other factors of significance to the working environment that are of mutual interest.
In 2016, all managers with personnel responsibility will complete compulsory training in week 49-50, i.e. when the results are ready. The training will provide knowledge about how to read the reports and how to chair good feedback meetings.
The objective of the feedback meeting is to establish ownership and a mutual understanding of the results in own entities, and to engage in dialogue on how the manager and employees together can contribute to the development of their working environment. Concrete measures for the follow-up of areas to be maintained and improved in the working environment will be identified during this dialogue.
All employees have a responsibility to participate and actively contribute to devising measures to develop the working environment.
Process supervisors from the HR Department can help the managers to prepare, hold and follow up the feedback meetings.
Reports from 2014
- Hovedrapport om resultater på institusjonsnivå
- Rapport om resultater fra HF
- Rapport om resultater fra LUI
- Rapport om resultater fra SAM
- Rapport om resultater fra TKD
- Rapport om resultater fra SVA og SPS
- Rapport om resultater fra fellesadministrasjonen
An engaging and motivating working environment does not create itself – we create it together through dialogue, good leadership and good employeeship.
As the figure below shows, the employee survey and working environment interviews (formerly HSE interviews) are conducted every second year. They will be inter-related to ensure that the employee survey is followed up.
Working environment interviews will, among other things, pick up factors that promote and hinder work engagement, how we have followed up the last employee survey, what remains to be done and should be continued in the current year, and any other/new topics that can help us create a good working environment.