From problem child to model student: The ValueQuest employee survey as a source of inspiration at the University of Teacher Education Schaffhausen (PHSH)

At the end of 2022, the situation at the PH Schaffhausen was extremely tense: Students and staff alike voiced massive criticism of the university management. Internal communication, study organization and management responsibility were rated as inadequate, and trust in the institution was shaken. The anonymous employee survey conducted with ValueQuest in 2023 confirmed the crisis: only 17% of students recommended the university to others, and trust in the management was a meagre 38 out of 100 index points (corresponding to an unsatisfactory 2.9 on the Swiss school grading scale). The results marked a low point.

Andrea Schön spoke with Professor Dr. Hermann, Rector of the Schaffhausen University of Teacher Education (PHSH).

Mr. Hermann, why did the PH Schaffhausen 2023 decide to conduct an employee survey with an external provider for the first time?
The 2023 survey was triggered by a high level of dissatisfaction among staff and students. The dissatisfaction was primarily directed at the university management at the time and the way in which they tackled restructuring. The University Council wanted to get to the bottom of the matter and establish facts about the extent and reasons for the dissatisfaction.

To what extent did the 2023 employee survey help to reveal important strengths and weaknesses in our organization?
The results were alarming across the board: trust in the university management was at an all-time low, as was employee motivation. Internal communication was rated very poorly. There was a lack of organized participation by academic and administrative/technical staff. The organizational structure and infrastructure were also criticized.

What particularly surprised you in 2023 or made you rethink when you saw the results for the first time?

I was surprised that some of those responsible at the university tried to relativize the critical results instead of taking a closer look at the measures needed to sustainably improve motivation.

Were there any measures derived directly from the 2023 employee survey and how were they received by employees?
Since the then Rector and, somewhat later, a Vice-Rector decided to leave PHSH after the results were announced, there was a change in leadership. In addition, the University Council derived six fields of action from the survey results and instructed the new university management to draw up an action plan to address the fields of action.

What were they?
The areas of action concerned building trust, communication, participation, university culture, organization and leadership culture. By bringing in an external coach and through transparent communication by the new university management, as well as thanks to the rapid introduction of participatory decision-making processes, trust was quickly rebuilt.

Two years after the initial survey, you repeated the employee survey - and with a commendable improvement.
Absolutely! (laughs) Today, we can look back with pride on what we have achieved and even reap the first fruits of our efforts: PHSH set a new enrolment record in 2025. The response to the new career-integrated degree course 27+, which will be offered from fall 2025, is particularly pleasing. The flexible study model is aimed at people aged 27 and over with professional experience - 13 applications already show great interest at the start.

In your opinion, what specific measures and changes have contributed most to improving motivation and job satisfaction among employees and lecturers?
In my view, the most important thing was to keep at it in the six areas of action. In the beginning, we were able to create a lot of goodwill by changing the communication style and listening without judgment, but then we quickly needed to make noticeable changes in all areas. It was important, for example, that we were able to fill some key positions with people who supported the new management and communication style from the outset and were therefore able to quickly gain the trust of our employees. As many things were in disarray in 2023, the list of measures was correspondingly long. From the outset, we held out the prospect of another survey in spring 2025, so it was important to us to implement as many measures as possible in a tangible and measurable way by the time of the second survey, which we largely succeeded in doing. Our colleagues felt this and rewarded us accordingly in the second survey.

How did the anonymous survey strengthen employees' trust in the management?
Expectations for the first survey in 2023 were very high. The employees saw the survey as a great opportunity to anonymously express their feelings and bring about change. The fact that the results were taken so seriously by the University Council and the new university management strengthened confidence in both the management and the survey method.

To what extent has the employee survey contributed to the long-term organizational development of your university?
As only two years have passed since the first survey, it is too early to say anything about the long-term consequences. However, it is the firm intention of the university management to continue working on the previous areas of action after the very good survey results from 2025 in order to further consolidate what has been achieved. We also want to pay more attention to the aspects that appear in the current survey as possible demotivating factors.

What advice would you give to other organizations facing low results and implementing measures for improvement?
The results must always be taken seriously. No blame should be placed on employees, external circumstances or third parties. It is important to take responsibility for the situation. The results should be analyzed and the problems named and communicated. In addition to immediate measures such as open, transparent communication, which can create trust, longer-term measures should be planned along defined fields of action and implemented according to a realistic timetable. Wherever possible, participatory bodies are involved in the decision-making process. Information is provided on all (further) steps.

Was there a special moment for you personally when you look back on the last two years?
For me, the whole two years have been a special time with countless special moments. When I presented the pleasing results of the 2025 survey to the college, I lost my voice for a moment. I was very touched and pleased that our efforts to improve the university culture and motivation were rewarded with such good scores from the Board of Trustees.

What recommendations would you give to other educational institutions that have not yet taken the step of conducting an external employee survey?
In my opinion, periodic employee surveys are an important management tool and part of serious quality management. They provide the university management with a differentiated picture of the mood and sensitize them to certain blind spots. Comparing your own values with the reference values of other educational institutions shows you where your own institution stands. The results help to drive forward university development in an evidence-based and targeted manner.

Thank you for the interview, Mr. Hermann.
We have to thank you!

The PH Schaffhausen has written an unparalleled success story. While the SRF 2023 still reported "massive leadership problems" and low scores in the areas of "Shared culture", "Fairness and responsibility" and "Strategy and leadership", the university is now proving what is possible when feedback is taken seriously and acted upon consistently. Particularly significant improvements have been made:

• friendly, respectful interaction (+45 index points)
• Perception of the culture of change (+40 index points)
• and the communication of the university management (+56 index points)

The PH Schaffhausen is thus sending a strong signal to the Swiss higher education landscape: even in a difficult starting position, a constructive, inspiring university culture can emerge if the will to change is there. This also has a positive effect on enrolment figures. For example, the University of Applied Sciences 2025 recorded a new record number of applications.