Workplace Climate The Highlight Reel
CEACFebruary 22, 2012
Cooperative Extension
Workplace ClimateAligning
Values
Operations
Programming
Workplace ClimateLevels of Oppression: MAP
Personal
CulturalInstitutional
Interpersonal
Workplace Climate
Survey says… Organization contributes… Interventions needed… Policies and expectations…
Workplace Climate
1997
Workplace Climate“The only reason there are women of color in the
offices is because of the grant program. The only reason they have these jobs is because they don’t meet the degree requirement.”
Workplace ClimateStrategic
Alignment Survey - 2004
Respect: 20% of respondents
Straightforwardness: 17% of respondents
Values that build trust:
Improvements needed
Workplace ClimateValues Design Team Survey – 2007
“There are structures in place which divide rather than unite based on position classifications. I don’t quite know how that equates to values, but it is a reality that is an impediment to our best work.”
Workplace ClimateQUALITATIVE ANALYSIS OF
WORK PLACE CLIMATE SURVEY JUNE 2011
Program Development and EvaluationKerry Zaleski and Jeffrey Lewis
PURPOSE To understand the existing
issues affecting workplace climate in CE
To help you in your efforts to ensure that the environment is conducive to working, living and learning
BACKGROUND Survey designed and analyzed by
Rankin and Associates
PDE Unit was asked to look deeper into open-ended questions to better understand staff’s perspective of key organizational issues related to climate
METHODOLOGY Excel spreadsheets with qualitative data
(entered by Rankin) No names attached to attached to # ID
to protect confidentiality Nvivo 09 + manual content analysis Coded and categorized emerging
themes Themes were compared, discussed and
agreed between Kerry and Jeffery
DATA ANALYSIS AND INTERPRETATION
Discussed particular themes, looked deeper into what people were saying
Interpreted meaning from organizational perspective
Used direct quotes to support themes
LIMITATIONS PDE did not design survey No access to raw data- could not
identify CE specific responses No analysis by district or county Data heavily weighted on state staff
(19.3% of CE respondents) Quad counties had only 7% response
rate Disability questions did not include HIV
PARTICIPATION OF CE# of respon-dants
Percent of total
Response rate
UW Ext
577 100% 35%
Coop, Exten.
399 69% 43%
ID % People with disabilities
11%
Women 71%Men 28%Transgender 0%Heterosexual 92%Lesbian, gay, Bi-sexual or queer
4%
PARTICIPATION BY DIFFERENT IDS
PARTICIPATION BY RACE/ETHINC ID
Race/Ethnic ID
% respondents
Response Rate
White/Caucasian
91.7% 38.3%
People of Color 7% 34%African
American/Black
2.3% 25%
Latino/a/Hispanic
1.9% 27.5%
Native American
0.9% 50%
Asian 0.9% 9.1%
0%
2%1% 1% 0%
92%
0%2%
0% 1% 1%Percentage of respondents by
ethnic/racial identity
AfricanAfrican America/Black (not Latino/a ot Hispanic))AsianAsian AmericanSouthease AsianCaucaian/WhiteIndian SubcontinentLatino/a/HispanicMiddle EasternNative American IndianOther
3%3%
86%
2%
1%5%
UWEX Demographics by Race/Ethnic ID
African/American/BlackAsianCaucasian/WhiteLatina/o/HispanicNative American IndianOther/Unknown
Race/Ethnicity
% of Wisconsin population (2010
Census) % of UWEX staffAfrican/
American/Black 6.3% 3.20%Asian 2.30% 3.40%
Caucasian/White 86.20% 85.5%
Latina/o/Hispanic 5.90% 2.40%
Native American Indian 1% 0.60%
Other/Unknown 2.40% 4.90%
DEMOGRAPHIC COMPARISONS
FINDINGS85% of respondents took time to respond
to at least one open-ended question. Questions generating the most response: Reasons for considering leaving and/or
reasons for staying with UWEX (Q8) Job satisfaction and career progression
(Q6) Comfort level with climate (Q4)
TYPES OF RESPONSES Most people who took time to respond
to open answered questions expressed negative concerns
Sometimes this was coupled with positive observations
A few were indifferent about their feelings around climate, or felt the issue were out of anyone’s control
POSITIVES Importance of work Enjoy working with colleagues Benefits
THEMES Elitism, hierarchy and classism Bullying and intimidation Feeling “stuck” Salary Poor leadership/Lack of
accountability
ELITISM, HIERARCHY, CLASSISM
Statements about unfair treatment, condescension, particularly toward classified staff
“Classified staff are like good servants-invisible”
“I usually feel no one really care how I’m doing…”
“People are afraid to speak up” “No on listens. It’s like a dictatorship”
BULLYING AND INTIMIDATION
Discrimination, lack of protection from administration/leaders, blame, deflecting responsibility
Are staff clear about policies, protocol?
“ I have seen an increase in bullying and arrogance by administrators in the division. People are in tears on a frequent basis.”
FEELING “STUCK” Lack of career progression Inability to move up the ladder Stress related to increased work load,
reduction in take home pay Limited in their roles Uncertainty about where organization is
headed No where else to go
SALARY
Second most discussed issue for dissatisfaction
”Salary is way too low for the work performed”
“pay has been stagnant for five years. Cost of things I need to live has increased”
“I am disappointed my career has not proved to be financially productive”
Leadership
• Favoritism• Lack of accountability • Not feeling
valued/appreciated• Lack of support for new
ideas• Voices not being heard• Lack of support for
professional development
• Lack of trust• “out of touch”
Thinking about your role as a leader…
1. How would you know if this was happening in your department?
2. What would you do about it?
3. Why do these issues persist in light of our principles and values?
SOME REASONS WHY IS THIS IMPORTANT People deserve fair treatment and reasonable
opportunities for professional growth Poor climate compromises the quality of work People unable to reach full potential Organization does not make good use of
employee knowledge, experience, creativity, and innovative ideas
Organization not able to reach wider audiences Other?
LET’S LOOK AT ONE OF THE THEMES
Elitism, classism, hierarchical structureColleagues who feel that their workplace contributions are not appreciated, respected or even known by those with more status and power. They are not asked to contribute ideas; their views and perspectives on workplace issues are not solicited or welcomed.They feel “silenced” and treated as less valuable than higher status individuals and are often among our lowest paid colleagues, though not always. They report that higher status colleagues often do not know or seem to care about their experiences of working in the organization.
ELITISM—KEY WORDS
“invisible” “unknown” “silenced” “afraid” “peons” “inferior”
QUESTIONS TO THINK ABOUT…
Now think about your circles of influence in CE—the vertical and horizontal relationships, responsibilities and activities that define your work in the organization.
KEEPING IN MIND THE ASYMMETRICAL POWER RELATIONSHIPS WITHIN YOUR CIRCLES…
Do you know the extent to which elitism is an issue within your circles?
If so, how do you know? What are the policies structures, processes, practices and/or relationships that help you know?
If not, why not and how might you go about finding out whether or not this is an issue?
How do (or would) you respond to and change patterns of elitist behavior within your circles of influence?
What is your role and responsibility for addressing this and other climate issues?
How are you held accountable and by whom?
Workplace ClimateWithin your circle
of influence, what’s your
responsibility?
Workplace ClimateLets not be chicken: Are there
systems or structures in CE that contribute to climate concerns?
Workplace Climate
UW-Extension Policy on Discrimination,
Harassment, and Retaliation
Workplace Climate
Workplace Climate
Workplace Climate
What are the consequences of
not clearly communicating expectations?
Cooperative Extension
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