Yale University 2004 Yale Workplace Survey Pilot Finance and Administration Senior Leadership Meeting, February 2005

Yale University

2004 Yale Workplace Survey Pilot

Finance and AdministrationSenior Leadership Meeting, February 2005

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S:\55644\04OER\Detailed Findings v4.ppt

Presentation Outline

Rationale for survey

Survey response rates and demographics

Indexes

Sample detail for four indexes

Summary

(About 25 slides)

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The context and rationale for the survey

Yale does not generally have problems attracting and retaining employees

But what about employee engagement and job satisfaction? These are critically linked to improving the performance of Yale’s workforce.

The survey was administered in 5 units – Drama, F&A, ITS-Med, Development, Libraries. Towers Perrin provided consultation services for the project.

Objectives… Understand the drivers of engagement and satisfaction Help supervisors and managers improve the efficiency and effectiveness of work

in their units Improve training Inform and prioritize key organizational development initiatives Help the HR function optimize the programs, policies and procedures of the

University.

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Overall the survey had a response rate of 56%

Administered October 18 to 29, 2004

Responses were: Online surveys: 1491 Paper surveys: 198 Total submitted: 1689 455 employees included a written response to the open-ended question

Overall, the results are 99% reliable with a margin of error of +/- 1 percentage points

KEY POINT: The survey is a starting point for discussion – it should lead you to more questions and more dialogue with your staff and each other. Each question is open to multiple interpretations.

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Demographics of Survey Respondents by Gender

Gender

Sample Overview

0%

10%

20%

30%

40%

50%

60%

Women Men

PoolRespondents

56%51% 49%

44%

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0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

M&P C&T S&M Faculty Casual Other

Pool

Respondents

Survey Responses by Job Category

Sample Overview

Job Category

41 %

56%

25%

28%

33%

10%

1%3%

0% 1% 0% 2%

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Survey Responses by Race

Sample Overview

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

80.00%

White African American Latino/ Hispanic

Asian Bi Racial/MultiRacial

NativeAmerican/Pacific

Islander

Other

Pool Respondents

68%

78%

25%

13%

2% 2%

3%

4%

0%

1%

0%0%

2% 2%

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For ease of interpretation, we have collapsed survey scores into three categories: Agree, Neutral, Disagree

Consistent with standard practice, the five-point scale was collapsed into a three-point scale (Agree, Neutral, and Disagree); this three-part scale is used in the graphs and in the data table reports in the appendix. In some cases, we may refer to responses as favorable (% agree) or unfavorable (% disagree).

We also collapsed other five-point scale responses. The following table summarizes: Agree Neutral Disagree

% Agree/Better % Neutral/Same % Disagree/Worse

Strongly Agree

5

Agree

4

Neutral

3

Disagree

2

Disagree

1

For the Better

5

Somewhat for the Better

4

Staying the Same

3

Somewhat for the Worse

2

Somewhat for the Worse

1

Better

5

Somewhat Better

4

About the Same

3

Somewhat Worse

2

Worse

1

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And now…the data. But first, a few words of praise about the survey and our communication efforts overall

Employees appreciate that Yale is asking about the workplace…. I am very pleased with this survey, we should do this every year. Thank you. Thank you so much for asking us how we feel. Keep up the good work and keep listening to the worker’s ideas. Good luck with

this survey. All in all, I want to say congratulations on this ambitious project. Thanks for

providing a new forum and for the opportunity to be heard. Opinions and ideas are being asked of employees but there is no evidence of

actions being taken on many issues...merely discussion...although that is a start! Bravo to the leadership and their staff...I wish only the best outcome of the many surveys and opportunities given to voice opinions.

It will be interesting to see the survey results in coming years compared to this year's baseline answers. Thank you so much for asking us how we feel.

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13 Categories Emerged

Engagement

Unit Effectiveness

Inter-Unit Effectiveness

Work Processes

Decision Making

Ability to Do the Job

Accountability

Supervisory Effectiveness

Pay/Benefits

Programs/Policies

Diversity/Fairness

Future Confidence

Need for Change

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Index Summary

3.53.3

3.63.63.63.63.83.83.8

4.1

3.8

2

2.5

3

3.5

4

4.5

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Let’s look at a few

Need for change (4.1)

Diversity (3.6)

Supervisory Effectiveness (3.6)

Accountability (3.3)

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Unequivocally, there’s a belief that processes and systems must improve to ensure Yale’s long-term success, and that fostering cooperation between the union and leadership is crucial

Need for Change

The majority of employees across all responding groups believe there is a need for change at Yale whether You’ve been here five years (63%fav) or more than 21 years (68%fav) You’re leadership (100%fav) or work in Fac. Ops. Central (68%fav) or HR

(77%fav) You’re white (65%fav) or black (74%fav) You work in Central (68%fav) or Off-campus (80%fav) You’re male (65%fav) or female (67%fav)

30. In order to ensure the long-term success of the University, it is important for us to continually improve our work processes and systems.

31. Fostering a strong sense of cooperation between the union leadership and management is critical to the future success of the University.

32. I believe there is a need for change at Yale.

Agree Neutral Disagree

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NEED FOR CHANGE: Respondents tell us labor relations must improve and be a priority…

The PRIMARY reason I dislike working at Yale has to do with the Union-related issues. I am very uncomfortable with the relationship between the Union and Yale, and the rifts among staff members within and among various departments at Yale which affect work relationships, work output, and prevent a psychologically healthy work environment. I find the hatred among staff here at Yale due to Union issues to be very upsetting, disruptive, and makes me NOT recommend working at Yale to others.

I sincerely hope labor relations between Yale and the Union will improve. Our goals are the same - a safe, effective, and efficient workplace.

The University needs to make positive labor relations a priority. We should not have to strike for respect and dignity every contract year…The walls between us and them (Labor and Management) MUST be broken.

Given the history of labor relations at Yale, this survey, while no doubt prepared with very good intentions, is bound to be greeted with some skepticism. The manner in which responses are received, reported and acted on by University management will be absolutely crucial to the University's efforts to improve its labor relations at ALL levels. Good luck.

Need for Change

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Male 721

Female 917

The number of respondents across the different groups

Note: A small number of employees put themselves in the “Other” category, because they do not like to categorize themselves

White – Non-Hispanic 1261

Black 204

Asian 62

Latino-Hispanic 34

Native Amer/Pacific Islander (less than 10)

Bi-racial/Multi-Racial 22

Other 37

Gender

Ethnicity

Diversity/Fairness

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The Diversity/Fairness Index includes the fair treatment of employees from all backgrounds and Yale’s sincere interest in its employees

Diversity/Fairness

11. Offensive behaviors (i.e. sexual harassment, discriminatory or insensitive remarks) are not tolerated in my work

environment.

12. I am treated fairly at Yale without regard to my race, ethnic background, gender, religion, disabilities or sexual orientation.

13. I have the same opportunity to succeed as peers/coworkers in similar roles at Yale University.

14. The University does a good job of hiring staff from diverse backgrounds.


15. I can go to a person of authority in the University to discuss inappropriate behaviors (e.g., offensive or discriminatory

comments) without fear of negative consequences to me.

16. The University does a good job of promoting staff from diverse backgrounds.

17. Yale has a sincere interest in the satisfaction and well-being of its employees.

O = 74%

O

E = 41%

E

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Yale Overall Mean = 3.6

Scores by race show distinct differences in opinion…

Highly Effective Less Effective

Overall, Men and Women do not have varying views on diversity issues. Males and Females both have scores of 3.6 on the Diversity/Fairness Index.

Diversity/Fairness

3.2

3.73.83.8

2.9

2

2.5

3

3.5

4

Latin

o/Hisp

anic

Asian

White

- Non

-Hisp

anic

Black

Bi-rac

ial/M

ulti-Rac

ial

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In order to maintain or improve employee opinions about Diversity/Fairness issues, Yale should ensure that employees believe…

During their employment at Yale, they have been treated fairly (Q22, 67%fav)

In general, workforce policies are administered fairly and consistently at Yale (Q64, 50%fav)

Yale is a good place to work (Q19, 78%fav)

When there is a job opening, the University fills the position with the most qualified person available (Q66, 34%fav)

In order to ensure the long-term success of the University, it is important for us to continually improve our work processes and systems (Q30, 93%fav)

Diversity/Fairness

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Supervisors are generally a good resource and encouraging


39. My supervisor is a good resource when I have work-related questions.

40. I am encouraged to make suggestions.

41. My roles and responsibilities have been clearly communicated to me.

42. My supervisor supports me in taking advantage of learning and development opportunities offered at Yale.


43. My supervisor leads by example.

44. I receive the information I need to do my job well.

45. My supervisor motivates me to do my best.

E = 52%

E

O = 48%

O

O = 61%O

O = 60%

O

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The majority of employees report they are recognized for doing good work, but scores decline around performance reviews and receiving career advice


As mentioned, managing work-related conflicts is related in employee minds to supervisors. This could mean that supervisors are seen as the ones who should be managing conflicts, and not the employees themselves.

46. I am recognized and appreciated for doing good work.

47. The feedback I receive from my supervisor on my work performance helps me to do my job better.

48. My supervisor has clearly communicated my performance goals to me.

49. I receive frequent informal feedback on how I'm doing in my job.


50. During the past year, my supervisor provided a thorough and thoughtful performance review.

51. Work-related conflicts and disagreements are managed openly and constructively in my unit.

52. My supervisor is effective at giving me advice about how I can plan and advance my career.

E = 47%

E

E = 39%

E

E = 47%

E

O = 60%

O

E = 45%

E

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Respondents believe they treat the people they serve with dignity and respect, but there seem to be some accountability issues

Accountability

The data and comments tell us that accountability levels could improve… The union does a poor job informing their members that they are held accountable

for their jobs and actions. For some time now upper management in our department always passes the

buck which is fine. But when it comes to recognition for it, it is like it's stolen from you and they take all the credit.

I feel that many departments at Yale "pass the buck", or don't follow through with jobs that are assigned to them.

Its time to hold the service and maintenance workers far more accountable for their productivity and costs of doing work.

5. At Yale, employees treat the people they serve with dignity and respect.

6. Employees at Yale are held accountable for the work they do.

7. Employees at Yale generally take responsibility for their actions and "don't pass the buck."

E = 66%

E

E = 46%

E

O = 56%

O

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By examining the drivers of the Accountability Index, we see that policies that are fair, and effective inter-departmental teamwork are the levers for change

Yale should ensure that employees believe Workforce policies are administered fairly and consistently at Yale (Q64, 50%fav) Departments at Yale work together effectively and cooperate (Q65, 36%fav) When there is a job opening, the University fills the position with the most

qualified person available (Q66, 34%fav)

Accountability

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Strengths

This survey tells us that respondents in the pilot group … are engaged -- they find their work challenging and interesting; they would

recommend Yale as a good place to work Understand how the work they do contributes to the overall goals and objectives

of the University Believe they provide customers with high-quality service and treat the people they

serve with dignity and respect For the most part, feel that they have the tools and training to get their job done

during the day in a high-quality way Feel their supervisors are good resources for work-related questions and

encourage them to make suggestions Clearly value their benefits, especially paid-time off, health care and retirement

plans Are positive about the programs and policies of the University Agree that offensive behaviors are not tolerated and that they are treated fairly

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Areas in Need of Attention

Employees were less positive that… Yale views them as an essential part of the University’s long-term success Yale has a sincere interest in the satisfaction and well-being of its employees Departments work effectively together Employees take responsibilities for their actions and “don’t pass the buck” They are encouraged to seek new and smarter ways of working There are enough staff in their unit to meet the needs of the people they serve Supervisors provide advice on how to advance their career and give frequent

informal feedback

What is clear, with opinions consistent across all groups, is that employees believe In order to ensure the long-term success of the University, processes and

systems must continually improve Cooperation between union leadership and management is critical There is need for change at Yale

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Next steps

First: Respond to the findings in the short term Setting up a process of training managers and selected staff to use the data Communicating the findings Relating the data to the initiatives already in place Making and implementing plans

Second: Tackle the issues that matter most to the success of the University in the long term Improving the relationship with the union workforce Improving management and leadership skills Maintaining and raising the level of engagement Pursuing a clear course for change

Third: Follow up

Fourth: Prepare for the roll-out to the rest of the University in March

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THANK YOU!(28 slides will be credited to your PowerPoint frequent viewing account)

Documents

Yale University 2004 Yale Workplace Survey Pilot Finance and Administration Senior Leadership Meeting, February 2005