Dave Rabbideau

As reported by Gallup, employee morale and engagement have declined significantly worldwide since 2020. This trend reached a tipping point during what Ian Cook (2021) described in the Harvard Business Review as the “Great Resignation,” when, according to the U.S. Bureau of Labor Statistics, 4 million Americans quit their jobs in July 2021.

Alpena Public Schools (APS) has not been immune to these broader workforce trends. Since 2020, we have experienced increased rates of resignation and retirement, as well as anecdotal reports of low staff morale and engagement. In response, APS initiated efforts to collect accurate and meaningful data about employee engagement and morale.

As part of the Alpena Public Schools Strategic Plan and in alignment with our commitment to attract, recruit, retain, and develop highly qualified staff — APS partnered with Rehmann, a professional consulting firm, to administer an Employee Engagement Survey in 2024. Rehmann defines employee engagement as “a state in which employees feel passionate about their jobs, are committed to the organization, and put discretionary effort into their work.” Results from the 2024 survey showed that APS employee engagement levels were comparable to North American benchmarks. (For more detailed results, see my guest column published in The Alpena News on March 18, 2024.)

Based on the 2024 survey feedback, APS established four key personnel goals for the 2024-2025 school year:

�–� Build intentional relationships between staff and district leadership

�–� Improve the consistency and quality of district-wide communication

�–� Increase recognition and appreciation of staff contributions

�–� Provide more meaningful interactions between employees and their leaders

In April 2025, APS conducted a follow-up Rehmann Pulse Survey — an abbreviated, six-question version designed to measure progress between full survey administrations. Questions on both surveys are rated on a five-point scale, with 1 indicating “Strongly Disagree” and 5 indicating “Strongly Agree.” Responses are averaged to produce a score between 0 and 5.

In both surveys, we tracked responses by building location, job classification, and years of service. According to Rehmann, the results of the 2025 Pulse Survey indicate measurable progress toward our stated goals. Employees — particularly members of our teaching staff — reported “notable improvements in administrative visibility and communication.” Rehmann further noted that “employees appreciate the district’s recent efforts and have expressed a desire for continued focus on communication and support.”

Highlights from the most recent employee survey data include:

�–� Responses to the item “In the last seven days, I have received recognition or praise for doing good work” increased by 0.17 points, from a mean score of 3.06 to 3.23.

�–� Responses to “There is open communication throughout all levels of my organization” improved by 0.26 points, rising from 2.96 to 3.22.

�–� The item “At work, my opinion seems to count” remained unchanged, with a mean score of 3.44.

�–� For the item “The frequency and type of recognition I receive is good for me,” 36% of the 323 respondents (approximately 116 employees) selected Agree, while 21% (67 employees) selected Strongly Agree.

�–� In response to “I am proud to work for my agency,” 79% of the 327 respondents (approximately 258 employees) agreed or strongly agreed. An additional 17% were neutral, and 4% (approximately 11 employees) disagreed or strongly disagreed.

In total, the net change in survey response averages for questions asked in both this year and last was +7.78 points across all job categories, work locations, and years-of-service bands. This overall increase is a strong indicator that our staff are noticing and appreciating the district’s efforts to improve communication, recognition, and engagement.

At the same time, it would be incomplete to present the data as entirely positive. Some data points showed slight declines or lagged behind others, depending on location, job classification, or tenure. The work ahead involves examining these disparities, understanding their root causes, and identifying targeted steps to further enhance the employee experience across the district.

As we did at the start of this school year, we plan to engage deeply with this data, collaborating with employees to set focused goals for improvement. This continuous feedback loop is essential to our long-term commitment to making APS the best place it can be to work and to learn.

As the superintendent of this exceptional school district and as a parent of APS students, it is both affirming and gratifying to see that nearly four out of five employees report being proud to work for Alpena Public Schools. This pride is more than just a data point; it is a powerful reflection of the extraordinary dedication, passion, and care our staff bring to their work each day. Their commitment to our students and community is undeniable. That so many employees feel proud to be part of APS is clear evidence that we are aligned in purpose and making meaningful progress together. It also affirms that the time, energy, and resources invested through our Strategic Plan are yielding a proportional and positive return, one rooted in strengthening relationships, improving communication, recognizing contributions, and valuing the incredible people who make Alpena Public Schools thrive.

Dave Rabbideau, Ph.D., is the proud superintendent of Alpena Public Schools. He is a member of the Rotary Club of Alpena and active in the community he is grateful to call home. Like a golfer tired of hearing “Fore!” yelled from passing vehicles, Dave is contemplating selling his double bass, thus closing the musician chapter of his life tinged with memories of obligatory laughter at the oft-heard quip, “I bet you wish you played the flute.”