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Yale University: X Department

Yale University: X Department. 2004 Yale Workplace Survey Pilot. January 2005. This document is incomplete without the accompanying discussion; it is confidential and intended solely for the information and benefit of the immediate recipient hereof. Table of Contents. Objectives

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Yale University: X Department

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  1. Yale University: X Department 2004 Yale Workplace Survey Pilot January 2005 This document is incomplete without the accompanying discussion; it is confidential and intended solely for the information and benefit of the immediate recipient hereof.

  2. Table of Contents • Objectives • Overview of the Sample • Analysis and Interpretation Guidelines • Detailed Findings: The Story • Engagement • 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 • Summary, Implications and Next Steps • Appendix • Normative Benchmark Tables

  3. I. Objectives 2

  4. The context and rationale for the survey • Yale does not generally have problems attracting and retaining employees to staff positions in the University. • However, we have been uncertain about the level of employee engagement and job satisfaction. • These issues relate to the expressed values and policies of the University and to fostering new notions of customer service. • We believe that these issues are critically linked to improving the performance of Yale’s workforce. • Therefore, Yale retained Towers Perrin, an international Human Resource consulting firm, to conduct a survey to understand these issues in more depth. • This survey was administered to a portion of the workforce, mainly employees in the Finance and Administration group, as a pilot effort. • We intend to roll-out the survey to the rest of the University in March 2005.

  5. Our objectives are to… • Understand the drivers of engagement and satisfaction • Improve labor/management relations • Help supervisors improve the efficiency and effectiveness of work in their units • Improve the training curriculum of the University • Inform and prioritize key organizational development initiatives • Help the HR function optimize the programs, policies and procedures of Yale • This initial pilot survey will: • Provide an excellent starting point for expanding the survey to the rest of the University by successfully developing a model for learning, communication and change management • Create a baseline and benchmarks to measure progress on key organizational initiatives over time • Determine key differences by unit/department and other demographic factors • In addition, we will… • Identify our core strengths and what can be built on • Be able to compare ourselves to other higher-education institutions and large organizations through normative data provided by Towers Perrin

  6. How the survey was designed… • During May and June of 2004, Towers Perrin met and interviewed several groups and individualsto gather input to determine the focus of the project and to help develop the survey instrument, including: • John Pepper • Rob Schwartz • Laura Freebairn-Smith • The Workplace Survey Project Team • Towers Perrin and Laura Freebairn-Smith thenrevised the instrument based on suggestions. The following were involved in the review process, and approved the instrument: • Vice President, F&A • Associate Vice Presidents, F&A • HR Directors • Director, Organizational Development & Learning Center • Workplace Survey Project Team • Workplace Advisory Group • Unions 34 & 35

  7. Where we are in the process and next steps • Results have been delivered to… • The President and Officers • Heads of Participating Units • Survey Project Team • Survey Advisory Group • Initiative Steering Committee • Now the focus is on communication and action planning at a Departmental level • Our purpose today is to talk with you about the results and implications for [INSERT DEPARTMENT]

  8. II. Overview of the Sample 7

  9. Our Sample • The survey was administered from October 18 to 29, 2004 • However, paper surveys were accepted through November 3, 2004 • [DEPARTMENT] had a response rate of [XX%] • XXX out of the X,XXX employees responded • The overall response rate for the Yale Pilot was 56% • Overall, the results have a margin of error of +/- 1.5 percentage points • Essentially, this means if we were to administer the survey again to the same respondent group, we are 95% confident that results would be within 1.5% of these results • While a number of theories relative to our response rate may emerge, reasons may have included the following: • [REASON] • [REASON] • [REASON]

  10. Units in the Pilot

  11. Overall Yale Pilot Responses by Demographics 21+ years Female 0-5 years Male 6-10 years 11-20 years Gender Years of Service

  12. Overall Yale Pilot Responses by Demographics Bi-racial/Multi-racial1% Casual 1% Other 2% Other 2% Asian4% Faculty 3% Latino/Hispanic2% Native American/ Pacific Islander 0% Black White – Non-Hispanic Race Job Category

  13. Overall Yale Pilot Responses by Demographics Off-Campus (e.g. VA)2% Entire Campus5% Location

  14. III. Analysis & Interpretation Guidelines 13

  15. Agree Neutral Disagree For ease of interpretation, we have collapsed survey scores into three categories: Agree, Neutral, Disagree • For five-point scale questions, the survey data were tabulated based on the percentage of people who chose each response in the five-point scale • 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. 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:

  16. The following guidelines may be helpful as you review the data and begin to think about achievements and priorities • Strengths • Greater than 70% favorable is a strength if the unfavorable response is less than 20% • Scores with 10 percentage points or more above your Overall Department/Yale Pilot results • Opportunities for improvement • Items with a 20% or more unfavorable response • 40% favorable or less is a danger signal • Scores with 10 percentage points or more below your Overall Department/Yale Pilot results • Areas for further consideration • “Bi-modal” distributions, where responses are mostly either favorable or unfavorable, with few neutrals (e.g. 40% favorable, 20% neutral, 40% unfavorable). These items are interesting because most respondents feel strongly positive or strongly negative with very little middle ground • Items with large neutral scores (more than 25%) indicate that respondents either are uncertain about how they feel regarding the item or do not feel strongly either way

  17. Agree Neutral Disagree The Data • All data shown for individual questions are [DEPARTMENT] data • Individual question data are shown in a horizontal bar chart as shown below • To compare department data to the Yale Pilot data overall, an arrow is included to show the Yale Pilot percent favorable for that question • So, for the sample question above, one can see that • 70% of the sample department is favorable • 15% of the sample department has neutral feelings • 15% of the sample department is unfavorable • Yale Pilot respondents were 84% favorable SAMPLE P 18. Given the right opportunities, I would like to spend my career at Yale P = 84%

  18. In the Appendix on page X, results can be compared to Towers Perrin benchmark data • Comparisons can be made for survey items contained in two of Towers Perrin’s databases: • Towers Perrin’s Talent Management Database (Higher-Education industry cut): • Responses of employees from US higher-education organizations who participated in our normative research on factors (like engagement) that define the work experience in North America. • Part of an overall sample of employees of midsize and large organizations in North America • Data collected and analyzed through 1st Quarter 2004 • Towers Perrin’s Client Database: • Contains data from employees who represent a variety of industries and employee demographics • All data in the Towers Perrin Client Database is less than three years old • The comparative data (“benchmarks”) represent an average percentage of employees responding favorably to those selected questions.

  19. Before we begin… encouragement (and a note of caution)… • 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. • 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. • Note, however, that there is clearly attention to what will actually be done with the results • 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.

  20. IV. Detailed Findings: The Story • Engagement • 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 19

  21. P P = 84% P P = 78% P P = 78% P P = 75% P P = 67% P P = 53% P P = 44% Agree Neutral Disagree Employees are engaged and given the right opportunities, would like to spend their career at Yale Engagement • The majority would recommend Yale as a good place to work. They also… • Find their work challenging and interesting • Believe their jobs provide them with a sense of personal accomplishment • About half feel they are inspired to do their best work • What’s of some concern, is that many have neutral feelings, or disagree, that Yale views them as an essential part of the University’s long-term success 18. Given the right opportunities, I would like to spend my career at Yale. 19. I would recommend Yale as a good place to work. 20. My work is challenging and interesting. 21. My job provides me with a sense of personal accomplishment. 22. During my employment at Yale, I have been treated fairly. 23. Yale inspires me to do my best work. 24. I feel that Yale views me as an essential part of Yale's long-term success. CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  22. P P = 88% P P = 82% P P = 69% P P = 65% P P = 61% P P = 48% Agree Neutral Disagree [DEPARTMENT] respondents on the whole, feel that unit effectiveness is strong, especially in delivering high-quality customer service Unit Effectiveness • [MODIFY COMMENTARY IF NECESSARY] Less are positive about teamwork within their unit and that their unit has been successful at eliminating unnecessary bureaucracy and waste • Statistical analysis tells us that Unit Effectiveness overall is influenced the most by whether employees believe work-related conflicts are managed well 53. In my unit, we provide our customers (faculty, students, patients, staff, etc.) with high-quality service. 54. In my unit, we deliver customer service with a sense of urgency. 55. Within my unit, there is a sense of teamwork. 56. Staff in my unit are good at sharing helpful job-related information across the University. 57. As they do their work, employees in my unit pay attention to costs and expenses. 58. My unit has been successful at eliminating unnecessary bureaucracy and waste. CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  23. Agree Neutral Disagree When it comes to inter-unit cooperation, however, respondents feel there is significant room for improvement Inter- Unit Effectiveness • Note the large number of employees who are neutral or unfavorable – clearly there is an opportunity and the potential for improvement in this area • [INSERT COMMENTARY] P Q65. Departments at Yale work together effectively and cooperate. P = 36% CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  24. P P = 89% P P = 68% P P = 50% Agree Neutral Disagree [DEPARTMENT] respondents understand how they contribute to the goals and objectives of Yale, but fewer feel encouraged, or empowered, to change the way work is done Work Processes • [If you have a large department that shows data by job category, or different demographics you can insert commentary on differences of opinion below. If not, insert commentary on what the data tell you about opinions on work processes in your department.] • Employee opinions about being able to change the way work is done (Q60) vary by group • [INSERT] employees were one of the most unfavorable groups (mean=X.X). • [INSERT COMMENTARY] • Not surprisingly, statistical analysis tells us that fostering encouragement and accountability can drive improvements in opinions around work processes 59. I understand how the work I do contributes to the overall goals and objectives of the University. 60. I can change the way work is done in order to improve the processes in my unit. 61. Yale encourages employees to seek new and smarter ways (e.g. faster, better, more cost efficient) of working. CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  25. P P = 69% P P = 55% Agree Neutral Disagree Most employees feel they have the appropriate amount of decision making authority, but fewer agree they can make “thoughtful but risky” decisions Decision Making • Differences in opinions about being able to make thoughtful but risky decisions (Q10) vary by primarily by [gender, years of service, race, work location, job category] • Group X (mean=X.X) • Group X (mean=X.X) • Group X (mean=X.X) • Group X (mean=X.X) • Group X (mean=X.X) • [INSERT COMMENTARY] 9. I have the appropriate amount of decision-making authority for my level. 10. When appropriate, I can make thoughtful but risky decisions without fear of retribution. CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  26. P P = 74% P P = 70% P P = 69% P P = 41% Agree Neutral Disagree Respondents feel they can get their work done in a high-quality way during the course of the day, but many report there are not enough staff in their unit Ability to do the Job • [INSERT COMMENTARY] • [INSERT COMMENTARY] • Generally, respondents feel that they have the tools, equipment and training to do their job effectively • Statistical analysis tells us that receiving the right information, knowing one’s role and being able to provide high-quality customer service all influence opinions about the ability to do the job 1. During the course of the day, I can get my work done in a high-quality way. 2. I have the tools and/or equipment to do my job in a high-quality way. 3. I have received the training I need to do my job effectively. 4. There are enough staff in my unit to meet the needs of the people we serve. CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  27. P P = 63% P P = 50% P P = 38% Agree Neutral Disagree In general, respondents believe they treat the people they serve with dignity and respect, but there seem to be some accountability issues Accountability • Interestingly, XX% agree that their customers treat them with dignity and respect (Q62) • [INSERT COMMENTARY] • 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. 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." CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  28. P P = 73% P P = 72% P P = 71% P P = 67% P P = 65% P P = 65% P P = 64% Agree Neutral Disagree Respondents feel that supervisors on the wholeare effective - they are good resources for work-related questions, encourage suggestions and communicate roles and responsibilities Supervisory Effectiveness • Employees also report that their supervisor generally • Supports them in taking advantage of learning and development opportunities • Leads by example • Motivates them to do their best • [INSERT COMMENTARY] 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. CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  29. P P = 64% P P = 63% P P = 59% P P = 54% P P = 51% P P = 50% P P = 48% Agree Neutral Disagree The majority of employees report they are recognized for doing good work, but scores decline around performance reviews and receiving career advice Supervisory Effectiveness • [INSERT COMMENTARY] • Statistical analysis tells us that 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. CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  30. Respondents told us they want better communication from management and they wouldlike supervisors to have more managerial training… Supervisory Effectiveness • Communicate with us more • While the staff members work very well together as a team, communication from our management is very poor, negative, or totally lacking. • Management, as a whole, needs to listen more to their senior staff and be less evasive with certain information and overall goals. How can we run things more effectively if we don't have the information we need? • Employees told us provide manager training… • Yes, I believe the supervisors need a program to teach them how to treat all employees fairly!! We are all here for the same reason, but don't get treated the same. • Ensure that all supervisors are trained on how to be supervisors (The only training now "required" is sexual harassment. This is simply not enough.) • …Unit leaders DO NOT MANAGE WELL - they get no training on any kind of people skills … and they seem to be making arbitrary decisions.

  31. P P = 85% P P = 62% P P = 60% P P = 33% P P = 29% Agree Neutral Disagree Respondents clearly recognize the competitiveness of their benefits Pay/Benefits • Note: We did not ask questions about satisfaction with or fairness of rewards. The questions are phrased in terms of how competitive pay/benefits are compared to other organizations • Some responded that Yale’s dental care and base pay were “worse” than at other organizations – but still, Yale has roughly two out of three reporting that they are the “same” or “better” – which is the desired goal of many organizations • [INSERT COMMENTARY] 8a. Paid time off Q8. Compared to other organizations with which you are familiar, please rate the following programs of the University… 8b. Health care 8c. Retirement plan 8d. Dental care 8e. Base pay CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  32. P P = 85% P P = 79% P P = 77% P P = 71% P P = 67% P P = 60% Agree Neutral Disagree Respondents are very favorable about the programs/policies at Yale Programs/Policies • And, all in all, XX% believe that workforce policies are administered fairly and consistently at Yale (Q64) • On several questions, Yale is well above benchmark scores • For Yale, programs and policies are not an area of concern • [INSERT COMMENTARY] 33. I am aware of training and development opportunities at Yale. 34. I am satisfied with the information on benefits options and plan changes I receive during open enrollment. 35. The University does a good job of communicating the features of its benefits programs to employees. 36. When I have specific questions about a human resource policy, procedure, etc., I can generally get an answer. 37. I feel I can trust the communications I receive from Yale. 38. In general, University policies and programs help employees balance work and personal life responsibilities. CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  33. Number of respondents across the different groups within [DEPARTMENT] [NOTE: If your dept. does not have enough employees to break out data by Race/Gender, then delete this slide and note the fact on slide 34] Diversity/Fairness Race 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 Male 721 Female 917 Note: A small number of employees put themselves in the “Other” category, because they do not like to categorize themselves

  34. P P = 81% P P = 79% P P = 64% P P = 57% P P = 56% P P = 48% P P = 44% Agree Neutral Disagree The majority of respondents believe they are treated fairly,but more importantly, some minority groups disagree Diversity/Fairness • At a high level, the vast majority of employees in this department (XX%fav) believe that offensive behavior is not tolerated where they work • What employees are most unfavorable about, is that Yale has a sincere interest in the satisfaction and well-being of its employees (XX%unfav) 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. CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  35. Detail: Diversity Diversity/Fairness • [If your department had more than 10 respondents in race/gender groups, you can compare opinions by race/gender, and include commentary on how the different groups’ opinions compare here. • An easy way to show differences is by comparing mean scores. For example, “Black respondents had a mean score of 3.0 on Q17, while White respondents had a mean score of 3.4. Maybe this is because…”] • [If your department did not have more than 10 respondents in race/gender groups, then include commentary on the issues you believe may be having an impact on diversity below.] • The issues we believe that may be having an impact on diversity in [DEPARTMENT] include: • [INSERT] • [INSERT] • [INSERT] • [INSERT]

  36. P P = 67% P P = 62% P P = 60% P P = 52% P P = 48% Agree Neutral Disagree While respondents believe there’s a clear plan that’s communicated, less are confident in the decisions made by senior leadership Future Confidence • However, in write-in comments, many praised the new leadership: I personally, am glad to see [name] here... Perhaps real change could take place if he remains here long enough to see it through fruition. We are long past due for change... • Analysis tells us there’s a strong relationship between Q28 and Q27 – this issue is “top of mind.” If employees believe Yale is changing for the better, they are more likely to believe labor relations are changing for the better, and vice versa • [INSERT COMMENTARY] 25. I feel confident that Yale has a clear plan to ensure the long-term success of the University. 26. The mission of the University is clearly communicated. 27. All things considered, Yale seems to be changing: (For the Better/Staying the Same/For the Worse) 28. Labor relations between Yale and the Union seem to be changing: (For the Better/Staying the Same/For the Worse) 29. I have confidence in the decisions made by the senior leadership of the University. CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  37. Respondents tell us labor relations must improve and be a priority… Future Confidence Need for Change • The walls between us and them (Labor and Management) MUST be broken. • 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. • One employee stressed to us how important it is for labor relations that the next steps of the survey are executed effectively • 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.

  38. P P = 93% P P = 84% P P = 66% Agree Neutral Disagree 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 • Employees in this department believe there is a need for change at Yale • [INSERT COMMENTARY: Do all employee groups within your department agree?] • [INSERT COMMENTARY] 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. CLICK ONCE TO SELECT, THEN DOUBLE-CLICK ON BARS TO OPEN DATASHEET AND INSERT DEPARTMENT DATA

  39. V. Summary, Implications and Next Steps 38

  40. Employees are engaged and value many aspects of the University’s programs and work environment Summary • [THIS SLIDE SHOULD REFECT AREAS THAT ARE STRENGTHS WITHIN THE DEPARTMENT. MODIFY TITLE AND TEXT AS APPROPRAITE.] • This survey tells us that respondents in [DEPARTMENT]… • 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 the competitiveness of 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 These are all core strengths that we can build on

  41. Employees are less confident that Yale views them as integral to the success of the University Summary • [THIS SLIDE SHOULD REFECT AREAS IN YOUR DEPARTMENT WHERE THERE IS ROOM FOR IMPROVEMENT. MODIFY TITLE AND TEXT BASED ON DEPARTMENT DATA] • 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

  42. While some believe things are changing for the better,or staying the same, almost all agree there is a need for improvement and change Summary • Many are confident in the future, but opinions do vary • The majority feel that Yale overall and labor relations are changing for the better • However, more than one in three report labor relations are staying the same • Many write-in comments were around the critical need for improved relations between the union and non-union • Some are unsure about the decisions made by senior leadership • Yet, many praise the new leadership and have renewed hope as seen in write-in comments. As one employee told us, “there are many positive changes occurring which we hope will have long-lasting impact on the University.” • What is clear, with opinions consistent across the department, 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

  43. So, further questions need to be answered… Conclusions and Implications • The pay and benefits are competitive, and employees are positive about the programs and policies. What else will motivate employees to raise the level of their performance? • The term “customer service” resonates with employees. We believe we are effective at serving our customers, with a sense of urgency. Where are we in our quest to attain higher levels of service? Do we have a clear picture of what our customers need? And what our role is? • We believe we can do our work in a high-quality way, yet some report a lack of accountability. And, many don’t believe that inter-department teamwork is effective. How can we address the issues of accountability and teamwork? • We fall short on some of our loftier objectives, e.g., wanting each employee to feel that he/she is essential to the University’s success. How can we achieve this?

  44. So, further questions need to be answered… (cont’d) Conclusions and Implications • Supervisors are key to an employee’s experience at Yale, but some are not realizing their potential • How can we help supervisors in giving meaningful career advice and providing feedback? • Respondents told us that differences between the union and the non-union workforce must be continually addressed in a positive way • It’s a relationship that employees want to see improve • How can we achieve this?

  45. Next Steps involve thinking about… Next Steps • Which issues do we feel are critical to address? • How can each of these issues most effectively be addressed? • At the overall University level? • At the larger department level? • At the department level? • Immediate actions that need to occur include… • Prioritizing the areas we want to focus on within our department • Developing a plan to address the issue(s) • Gaining buy-in from the necessary stakeholders • Rolling-out the plan and engaging others in the process • Monitoring our progress and refining any processes • [INCLUDE DEPARTMENT SPECIFIC RESPONSIBILITIES AND TIMING FOR ABOVE ITEMS]

  46. VI. Appendix 45

  47. Benchmark tables

  48. Benchmark tables

  49. Benchmark tables

  50. Benchmark tables

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