two employees exercising on stationary bikes
2023 Needs and Interest Survey Results
Supporting employees how and when they need it

2023 Needs and Interest Survey

This website offers insights into the results of the 2023 survey and action taken by the University in response to those results. 

Results gleaned from this survey will be utilized to plan for the FY24 Healthy OHIO program. High level summaries of aggregate data and analysis of said data is publicly available below. Additional information can be made available upon request by emailing wellworks@ohio.edu.

Method

The Needs and Interest Survey was developed by the Ohio University employee wellbeing team (WellWorks/Healthy OHIO) with support from PACE student employee, Lizzie Shuga. Questions utilized were developed in response to national, regional and local trends and issues facing both employee wellbeing and higher education in the face of a global pandemic. Additionally, questions were inspired by Organizational Wellness & Learning Systems (OWLS), which is a science-based consulting and training service in the area of Integral Organizational Wellness.

 

The survey opened on March 1, 2023 and closed on March 31, 2023. Participation in the survey was incentivized by offering entry into a drawing for one of 15 possible grocery store gift cards. Employees associated with the wellness program were ineligible for the gift card drawing. Participants were able to opt-in to the drawing at the conclusion of the survey, which remained dissociated with their survey responses. Winners were selected by two student employees of WellWorks who used a random number generator to select 15 winners. Winners were contacted in April 2023, at which time they were invited tot accept/decline the gift.

Participation

To market the survey’s availability, invitations were emailed to 3,026 eligible employees. 1,407 (46.5%) employees opened the email and 362 (11.9%) clicked the link to the survey. It should be noted that any employee who had previously removed themselves from our mailing list would not have received the email. The University does not have access to email addresses oof spouses/partners, so we did not reach out to them directly but invited employees to forward the email invitation to their spouses/partners. Additional marketing of the survey included inclusion on the OHIO Employee Newsletter and Employee News webpage, various social media posts, and news articles on the University’s WellWorks website and  Wellness website.

 

In all, 457 individuals took the survey, though 5 were ineligible and not all 452 eligible individuals completed all questions. Therefore, results from various questions in this report have varying participant numbers.

Table of Contents

14.7%
employee response rate
89.9%
Athens campus affiliates
73%
female respondents
52.4%
Remote or Hybrid employees
87%
of respondents are white
49.7%
5+ years of service
Pie graph depicting 31.4%

Physical Well-being

108 people selected Physical Wellness as their top wellbeing priority in the next 6-12 months.

Topics identified as areas of need within this group included a focus on: healthy relationship with exercise, healthful nutrition habits and preventive care. 

 

Pie Graph depicting 28.8%

Emotional Well-being

99 people selected Emotional Wellness as their top wellbeing priority in the next 6-12 months.

Those 99 respondents could then select as many of the topics within that priority as they felt they wished to address. Topics identified included: the ability to manage stress, a desire to address mental health challenges and comfort in seeking emotional support.

Pie Graph depicting 15.78%

Financial Well-being

52 people selected Financial Wellness as their top wellbeing priority in the next 6-12 months.

Those 52 respondents could then select as many of the topics within that priority as they felt they wished to address. Key topics identified included: the ability to support self/family and planning for the future. 

Pie Graph depicting 10.47%

Spiritual Well-being

36 people selected Spiritual Wellness as their top wellbeing priority in the next 6-12 months.

Those 36 respondents could then select as many of the topics within that priority as they felt they wished to address. Key topics identified included: connection to a higher power and a sense of morality/ethics. 

Pie Graph depicting 5.5%

Occupational Well-being

19 people selected Occupational Wellness as their top wellbeing priority in the next 6-12 months.

Those 19 respondents could then select as many of the topics within that priority as they felt they wished to address. Key topics included: a sense of achievement and achieving a community of workplace support. 

Pie Graph depicting 4%

Mental Well-being

14 people selected Mental Wellness as their top wellbeing priority in the next 6-12 months.

Those 14 respondents could then select as many of the topics within that priority as they felt they wished to address. Key topics identified included: staying up to date on current events and active learning/engaging in mentally stimulating activities.

Pie Graph depicting 3.2%

Social Well-being

11 people selected Social Wellness as their top wellbeing priority in the next 6-12 months.

Those 11 respondents could then select as many of the topics within that priority as they felt they wished to address. A key topic in this area was connecting with others. 

Pie Graph depicting 1.45%

Environmental Well-being

5 people selected Environmental Wellness as their top wellbeing priority in the next 6-12 months.

Those 5 respondents could then select as many of the topics within that priority as they felt they wished to address. A key topic within this topic is finding a connection to global humanity.

The first section of the survey asked respondents to identify one of the eight dimensions of well-being that served as the top priority to them, personally, in the next 6-12 months. 

The gallery here allows you to review the percentage of respondents who selected each dimension and the topics within those areas that were identified as needing to be addressed in the near future.

This question supported the respondent in framing their needs through a wellbeing lens while also allowing us to prioritize particular programming and outreach efforts for our key audience. When looking strictly at the numbers of responses, we can identify the following five programmatic areas to prioritize for the general employee population in the next 6-12 months:

  1. Healthy relationship with exercise 
  2. Healthful nutritional habits 
  3. Ability to manage stress 
  4. Preventive Care 
  5. Mental Health
Well-being Priorities Discussion

While we have identified the above top programmatic priorities, we can glean additional information about wellbeing priorities for our audience when framing these responses with other data points and/or trends and issues throughout the region, state, and nation.

Internally, following the survey, a manager wellbeing newsletter and an employee wellbeing newsletter were e-mailed to appropriate recipients. The data from those emails showed higher click rates to financial savings content than to any other piece of content (combined!). So, while this dimension of wellbeing falls third on the stated list of priorities, it appears to be the topic of greatest interest to the populations that are paying attention to our messaging.

We cannot simply ignore topic areas due to a limited number of responses in this particular snapshot of the University’s wellbeing culture. While Environmental Wellbeing may not climb to the very top of the priorities list for our overall respondents, we can argue that it remains a top priority of our institution, region, and nation.

In fact, the Healthy Policy Institute of Ohio identifies improvements to environmental health as a key factor in supporting long-term human health in their 2023 Health Value Dashboard. As Ohio University is positioned as a leader in environmental sustainability within higher education, we have a responsibility to continue to uplift this conversation and help employees adopt principles of environmental wellbeing into their lifestyle.

Additionally, as we work with individual divisions, departments, units, and campuses, we will filter response data and utilize the unique culture of that group to be able to identify programming and opportunities that can be most impactful to that particular group. Wellness Champions will assist us in our efforts to reach out to specific operational and geographic units of our institution. Health claims data will support preventive care and intervention programming. 

Mental Health

  • 79%

    of respondents report stress impacting performance. 

  • 43%

    of respondents report struggling with mental health in the past 12 months.

  • 67%

    suggest managers neglect the mental health issues of their own direct reports

50% of respondents reported feeling confident or unsure if they have struggled with their mental health.

This question was available to all eligible respondents (employees of all employment types, spouses and partners). 386 individuals responded to this question. With 43% of respondents reporting that they have experienced overwhelming negative emotions and/or struggled with their mental health in the past 18 months and an additional 7% reporting that they were unsure if they have, we can deduce that mental health programming would benefit at least half of our employee/spouse/partner populations. It is obvious to the employee wellbeing team that mental health support must be a priority in our programming efforts in the near future.

What programming will respond to this data?

In direct response to this survey, even prior to the dissemination of this report's results, communication was sent to all employees and all managers about how to access mental health counseling through the University’s Employee Assistance Program. Departments were encouraged to print/post materials about how employees can access such resources. Mental health outreach will remain an ongoing outreach effort in FY24.

Training opportunities are currently being developed to help individuals and their managers learn how to better recognize signs of stress before they become an issue and also how to respond when stress is identified as an area of concern for an individual or an operational unit.

Loneliness as a public health crisis

While loneliness, isolation and lack of connection were not directly addressed in this surveying tool, shortly after its completion, the Surgeon General shared an advisory that linked isolation and loneliness to mental health challenges. With Ohio University offering over 50% of its employee base remote/hybrid work arrangements, it can be assumed that our employees would benefit from programming that supports a deep sense of connection. In FY24, Virgin Pulse, the mobile employee wellbeing platform, will be utilized to highlight this issue. More complex responses to this crisis will be addressed utilizing the Surgeon General's Workplace Mental Health and Well-Being Framework (see below) and keeping abreast of the National Strategy to Advance Social Connection as identified by the Surgeon General's Advisory. 

Team Support

  • 70%

    of employee respondents agree that their coworkers are engaged and communicate well

  • 64%

    of employee respondents agree that their team communicates well when problems arise

The OHIO Experience

Both respondent types (employee, spouse/partner) were asked about their experiences with Ohio University in regards to their well-being. In both sets of questions, the respondent was given a statement and asked to rate their level of agreement with the statement (0=Disagree Completely, 5=Agree Completely). 

Since there were fewer than 21 spouse/partner respondents, we are unable to share specific data gleaned from that group (for HIPAA/privacy purposes), but are able to share our intended next steps with outreach to that group based on results. 

Employee Experience

Stars depicting a score of 2.74 out of 5

"I receive feedback from my supervisor/departmental chair that I find helpful." Employee Rating: 2.74/5

This low rating suggests that additional outreach could occur relating to existing manager training opportunities available through Human Resource's Professional Development Program.

Stars depicting a score of 3.8 out of 5

"I feel the work I do is appreciated." Employee Rating: 3.81/5

The related, lower score of 2.93 for employee recognition efforts suggests that employees may feel gratitude from their direct colleagues yet desire greater university-wide recognition.

Stars depicting a score of 3.5 out of 5

"I am optimistic about my future and career development at OHIO." Employee Rating: 3.55/5

"I feel my opinions are taken into account by my supervisor/departmental chair." Employee Rating: 3.56/5

Stars depicting a score of 3.66 out of 5

"I think the expectations of me are fair and accurate to my position." Employee Rating: 3.66/5

When spouses were asked if the expectations of their spouses/partners were fair and accurate, they offered a similar rating, suggesting employees are adequately expressing their professional experiences with their partners.

Stars depicting a score of 3.72 out of 5

"I feel adequately equipped with the resources and tools I need to promote diversity, equity, and inclusion in the workplace." Employee Rating: 3.72/5

Employees rated 4.51/5 on the related statement, "I am interested in promoting diversity, equity and inclusion at OHIO," suggesting that there may be a small gap between the education/tools they have access to and the process of enacting DEI.

Stars depicting a score of 2.93/5

"The university's recognition and awards efforts are meaningful to me." Employee Rating: 2.93/5

The spouse/parter response to this statement was also low. 

It is predicted that multi-level University response to this low score will help improve morale. Recognizing employees' work accomplishments, professional development efforts, institutional dedication and workplace support will offer meaning to the campus community.

Stars depicting a score of 3.8 out of 5

"I feel adequately informed about the OHIO wellbeing resources available to me." Employee Rating: 3.87/5

 

Of particular note is the fact that a related question to spouses/partners was met with an extremely low rating. Therefore, an extra focus on spouse/partner outreach would benefit our target audience in the near future.

Stars depicting a score of 4.09 out of 5

"People at work are respectful and supportive of one another regardless of their identity or background." Employee Rating: 4.09/5. 

Statistically significant data filter: The mean score was 3.0 for respondents who identified as non-binary, gender non-conforming, transgender, prefer not to answer or other. The score was 3.67 for respondents who identified as a racial background of Hispanic/Latino, Native American, Alaskan Native, Asian, Black, African American, Native Hawaiian, Pacific Islander or other.

Results Discussion

The following are our top takeaways from this section of the survey:

  • Overall, employees carry a lack of optimism about their future at OHIO. Combine that with the fact that, earlier in the survey, Occupational Wellbeing scores low as a priority and we can surmise that burnout and rust out are a significant issue in the workplace. 
  • A significant amount of filtering occurred while analyzing these results and, for the most part, the overall score coincided well with each sub-group we chose to filter against. The most statistically significant filtered response, however, occurred within employees regarding the following statement, “People at work are respectful and supportive of one another regardless of their identity or background.” The mean score among traditionally marginalized groups was significantly lower than that of those outside of marginalized groups. This result illustrates that significant programming in the area of Diversity, Equity and Inclusion (DEI) is essential in improving the work culture at Ohio University. So, while individuals do report that they are adequately equipped with resources and tools to promote DEI in the workplace, it is possible that they either are unaware of the additional tools and resources they could be exposed to or they aren’t using those tools/resources in ways that are respectful and supportive of all backgrounds and identities.
  • Other results from the employee section of this question reveals that manager training on providing employee feedback would be helpful to employees and that additional or enhanced employee recognition programs could boost morale among the workforce.
  • With only 4 spouses/partners responding to the OHIO Spouse/Partner experience, it is unfair to make many decisions for programming based on these responses. However, the lack of responses clearly shows us that additional connection with and outreach toward spouses and partners is essential. By prioritizing their access to the resources already available to them, we can better support the households of our employees

#Strategies

Key Strategies for Success

The OHIO Wellness team has identified three key strategies for OHIO leaders to utilize when looking to create a cultural shift in the workplace:

Circle with number 1

Model Well-being

Leaders who utilize PTO, take healthy breaks and prioritize their well-being communicate permission to others watching them, protecting employees from harm

Circle with number 2

Receive Boundaries: 

When employees communicate needed boundaries, leaders who positively receive and respect boundaries prevent burnout and create a foundation for work-life harmony

Circle with number three

Recognize Potential:

Celebrating successes and creating opportunities for professional growth uplifts the human need to connect with colleagues and matter at work.

#NextSteps

Result Response and Next Steps

When analyzing all results from the Needs and Interest Survey alongside healthcare claims data from benefits-enrolled employees/spouses partners and local/regional/national health data from organizations such as the Surgeon General, Ohio Department of Health and Health Policy Institute of Ohio, the following priorities were identified for Fiscal Year 2024. Where possible, updates on progress have been supplied. Last updated 05/28/2024. 

  • Movement

    To address this priority, adjustments were made to 100 Day Challenge to make the program more accessible to a larger audience. The program now runs on a rolling calendar year as opposed to a static fiscal year. The Healthy Breaks campaign from 2019 was revived, in a slightly different operating mode. Additional virtual outreach program opportunities were made available through the development of the Well-being Presentations.

  • Nutrition

    With the exit of PiVio from University offerings, upgraded and diverse nutrition program was developed and offered to employees from the WellWorks Registered Dietitian Nutritionist. Cohort-based programming includes Mindful Eating and Practical Nutrition, along with nutrition-based programs included in the Well-being Presentations offerings. Additional outreach associated with the Nutrition Guide in Virgin Pulse was a marketing focus in FY24.

  • Stress Management

    Training on recognizing and addressing stress is necessary for individuals and managers across all campuses. Targeted training for managers was discussed and a cross-departmental team began planning as an offering through the Professional Development Program with HR. Communication, outreach and coping techniques were shared with all employees through various outreach efforts such as the Employee Newsletter and the Quarterly Manager Newsletter. The Resilience and Thriving Series addressed stress in individual departments. 

  • Mental Health

    Various communication efforts targeted how employees can access counseling and mindfulness coaching through the Employee Assistance Program. Additional programming occurred around topics such as resilience and thriving. Wellness Champions and Healthy OHIO staff worked to raise awareness of loneliness and anxiety through digital communication, Virgin Pulse challenges, Wellness Champion outreach and well-being presentations. Additional efforts were made to raise awareness of services such as the Ombudsperson.

  • Financial Security

    Various educational and resource offerings were explored to assist with a variety of financial concerns such as preparing for the future, saving money, spending habits, and investment. Effort was made to focus marketing and communication efforts on the financial and legal resources available to employees and their families via the Employee Assistance Program. Financial Well-being education was offered via Virgin Pulse through the Journeys program. Moving forward, we will seek additional programming which may be requested from third party vendors and partners such as Anthem and OPERS.

  • Preventive Care

    At the beginning of this fiscal year, it was determined that a variety of health conditions impacting our employees/spouses/partners could be improved or prevented with a greater emphasis on preventive care, finding a primary care physician, enhancing virtual options for physical therapy and performing a vendor summit to leverage the expertise of our third party vendors and local healthcare professionals. Preventive Care support was addressed through the implementation of the My Care Checklist in Virgin Pulse. Finding a PCP will be a focus area during biometric health screenings. 

"Centered on the worker’s voice and equity, these Five Essentials support workplaces as engines of well-being. Each essential is grounded in two human needs, shared across industries and roles. Creating a plan to enact these practices can help strengthen the essentials of workplace well‑being.”

hhs.gov/surgeongeneral/priorities/workplace-well-being/index.html