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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
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. Our agreement with Stamina Census entails the following:
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.
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.
Do you have to answer the questions regarding demographic background variables to be able to register your answer?
No, you do not have to tick the boxes for demographic background variables to be able to register your answer. This year, the demographic background variables consist of limited information and include stating if you are teaching/research or technical /administrative staff, in addition to whether you are a leader with personnel responsibility or an employee. These questions are not obligatory, so you may register your answer to the survey regardless of whether you have ticked the boxes or not. The analysis’ that include background variables will only be treated at the institutional level, that is, for OsloMet as a whole. Leaders will receive information about the response rate for their unit, but will not have access to the individual employees’ answers, their background variables or who have answered the survey.
Is the employee survey available in English?
Yes, the employee survey is available in English. However, to receive the survey in English it must be registered that the relevant employee should receive the survey in English. You register by sending an e-mail including name and unit of the relevant employee(s) to email@example.com or your local HR manager.
Why is questions regarding sexual harassment included in this year’s survey?
OsloMet has a zero tolerance policy for harassment and bullying. This year we have taken the opportunity to ask a few simple questions regarding sexual harassment. These questions are not a part of the employee survey, but are included in connection with the survey 2018 to provide an overall picture of the extent of sexual harassment at OsloMet, the kind of sexual harassment and whether or not employees who have experienced sexual harassment have reported the harassment.
How will the obtained information on sexual harassment be followed-up?
The questions regarding sexual harassment will receive a different follow-up than the other questions in the employee survey. The HR department has a particular responsibility for following up the results and use them in relation to accommodation and frequency of the activities already initiated to prevent sexual harassment at OsloMet.
Why are the results regarding sexual harassment only to be reported at the institutional level – and not further down in the organisation?
The questions regarding sexual harassment will only be reported at the institutional level. This is because we want to encourage a common effort where all units are responsible for the prevention and handling of possible cases. We want to ensure that all employees are able to answer these questions and feel safe in relation to protection of privacy and anonymity.
Questions about the employee survey?